BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE

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Unit Code & Title: BSBINM601 Manage Information and Knowledge

Course Title: BSB61015 Advanced Diploma of Leadership and Management

Student Name: Miss Saowalak PHONTHAWI Student ID: S601631

Group: Submission Date: 8/9/2016

Teacher: Merian Location: King St.

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Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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Unit Code & Title: BSBINM601 Manage information and knowledge

Course Title: BSB61015 Advanced Diploma of Leadership and Management

Student Name: Miss Saowalak PHONTHAWI Student ID: S601631

Group: Submission Date: 8/9/2016

Teacher: Merian Location: King st.

ASSESSMENT TASK (please indicate which assessment task)

ASSESSMENT TASK 1 ASSESSMENT TASK 4

ASSESSMENT TASK 2 ASSESSMENT TASK 5

ASSESSMENT TASK 3 ASSESSMENT TASK 6

2

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I declare that I have received the above indicated

assessment.
Date: ____/_____/_____

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
REVIEW DATA AND INFORMATION

BSBINM601 MANAGE
INFORMATION AND
KNOWLEDGE

Miss Saowalak PHONTHAWI

(Stephanie)
S601631
Advanced Diploma of
Leadership and Management

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
REVIEW DATA AND INFORMATION

Contents
ASSESSMENT COVER PAGE.....................................................................1
ASSESSMENT Receipt.............................................................................. 2
Assessment title: BSBINM601 Manage information and knowledge......5
Assessment Objective........................................................................5
Referred resources/Material:..................................................................5
Background........................................................................................... 5
To Identified business problems and issues: From the information the
problems and issues is:.........................................................................6
Description of how the data and information supported my conclusion:
.............................................................................................................. 8
A Significant problem chosen for the analysis:......................................9
Types and sources of data and information required to determine
potential causes of the problems/or issues/and support decision-
making.................................................................................................. 9
Description of how those sources of information support decision-
making................................................................................................ 10
The Process /Techniques used to check the validity and reliability of
data4and information...........................................................................10
The data/Information rejected due to its contrary or Ambiguous Nature.
............................................................................................................ 10
Description of formal/Informal networks..............................................10
Appendices-copies of data and information researched......................11

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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TASK 01: Review Data and Information

Assessment title: BSBINM601 Manage
information and knowledge

Assessment Objective: To comprehend as how to

source, gather and review data and information
and utilise formal and informal networks to identify
and analyse business problems and issues.
Referred resources/Material:
Appendix 1 CoffeeVille Youre brief
Appendix 2 CoffeeVille business information
Appendix 3 Customer and marketing information
5
Appendix 4 Management and team meeting
summaries
Appendix 5 Online researched paper (Attached in
the appendix section)

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Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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Background: Coffeeville supplies high quality, fair

trade coffee and superior hot and cold gourmet
food and beverages to customers in Melbournes
central business district (CBD). Customers are
served by well trained, knowledgeable staff who
provide fast and friendly service. It is owned and
managed by partners EMMA and Rufus Belcastran.
They opened their first store in 2009 and have
since expanded to four coffee shops in and around
the CBD.
Also the business has been profitable and
steadily expending for the last 4 years .The owners
of the coffee shops have approached I to
Information Professional who is assess their
businesss operational and financial status in
preparation for the year ahead.
6
To Identified business problems and issues:
From the information the problems and issues is:
The recently expenses have started to climb
and sales are dropping.
External environment
o Utility expenses have risen steadily over
the last 18 months due to regular price
rises. The business is currently
implementing cost saving measures.
o Wages have gone up 15% due to the need
to pay higher wages for trained,
experienced baristas due to skills
shortages.
o Rents for each of the properties has risen
between 10 to 18% in the last 12 months
and is expected to rise again early in
2016.
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o Coffee bean prices rose rapidly in early

2014 and stayed high until the end of the
year. Prices eased slightly in early 2015
but are expected to rise again later in the
year due to lower worldwide production
and increased demand. The retail price for
all coffee menu items in all stores has
been raised twice in the last 12 months.
o Recently, red meat prices have started to
rise with increases of up to 20% in the last
six months. So far, these price rises have
been absorbed but Emma and Rufus plan
to raise menu prices for meat-based hot
dishes in the cafe and catering menus
soon.
General trends
7 o Sales for first 6 months of 2015 are down
across all sales categories and stores.
Overall, food sales are down 10%,
beverages 12% and catering 17%. When
combined with rising expenses, profits are
down for the first half of the financial year
by 19%
Store 1
o Foot traffic is down by 5%.
o Sales are generally steady but not growing
as planned. Income is hovering just under
budget while profits are 1015% below
budget due to increased expenses. Emma
and Rufus are not overly concerned yet as
the budget forecast figures were based on
a 5% increase in sales.
Store 2

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Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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o Foot traffic down by 10%.

o Food and beverage sales have been
consistently under budget for the July to
December period with budget variances
steadily increasing.
o External catering sales are down
significantly, especially for November
(21%) and December (23%) which are
normally the businesss busiest periods.
Catering have now been under budget for
the last 18 months at this store with the
budget variance rate steadily increasing.
Store 3
o Foot traffic down 15%.
o Food and beverage sales have been under
budget for the July to December period
8
with the highest budget variance figures
for all stores.
o External catering sales have been
consistently under budget for the July to
December period with December down
16%. Catering has now been under budget
for the last 12 months at this store with
the budget variance rate hovering
between 13% and 16%.
Store 4
o Foot traffic up marginally by 0.05%
o Food and beverage sales are a consistent
34% under budget.
o External catering is down 5% on average
with December bucking the trend and
meeting budget.
o A new competitor is due to open 100
metres away in February 2016.
Miss Saowalak PHONTHAWI s601631
Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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o Sales have been very flat and not grown

as hoped for this store over the last 12
months despite several promotions and
advertising campaigns in the local area.
According to financial year July 2014 2015
the net profit going down from 77,037$ to
48,158$
The financial year July 2015 2016 the net
profit going down from 65,949$ to 43,108$
The budget variance report of all stores
summary .A positive variance indicates the
percentage above budget, a negative figures
indicates the percentage below budget.
The loyalty club membership going down.

Description of how the data and information

supported my conclusion:
9
From the problems and issues I would like to
use all of the tools below to support my conclusion:
The feedback and business performance
data.
The analyses of business problems and
issues.
The information required to race a decision.
Source and gather reliable information.
The test information for reliability and
validity.
The utilise formal and informal networks.

A Significant problem chosen for the analysis:

I chosen one of the problem is: the recently
expenses have started to climb and sales are
dropping. We should identify and analyse this issue
by:

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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Review the performance data:

Check how often the data performance
review.
Business formal review process
Variances to locate potential issues

Review the customer feedback:

Surveys
Direct contract
Monitoring commentary on website

Review staff feedback:

KPI
Surveys
Focus groups

Because the recently expenses have started to

10
climb and sales are dropping is the first sign to
show about the business start to have a problem.
We should started to fix the problem step by step.
Types and sources of data and information
required to determine potential causes of the
problems/or issues/and support decision-
making.
People: Stakeholder, teams, Employee, etc.
Procedures or processes: Procedures manuals,
Manufacturers instructions, etc.
Materials: Suppliers, Quality standard, delivery
schedules.
Resources: Purchasing, financial statements,
etc.
Measures : KPIs
Policies: Organisation policies.

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
REVIEW DATA AND INFORMATION

Description of how those sources of

information support decision-making.
Identify information that will assist you in
making a decision.
Gather it from internal and/or external sources.
Make sure the information you have gathered
is valid and reliable.
The Process /Techniques used to check the
validity and reliability of data and
information.
The way to check reliability and accuracy:
o Has it been audited or checked for
accuracy by another internal or external
source.
o Is the information from trusted source?
o Is the source credible
11 o Is the information fact, opinion or

assumptions.
o Is the contradictory or ambiguous.

The data/Information rejected due to its

contrary or Ambiguous Nature.
- From the data and information of all the
report has shown clearly.
Description of formal/Informal networks.
Formal networks
o Workplace team
o Mentor programs
o Workshops
o Meeting
o Formal business network
Informal networks
o Based on relationships formed with others

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Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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o Communicate via email, social media, and

teleconferencing.
Appendices-copies of data and information
researched
From the Question Description of how those
sources of information support decision-making
This is the copies of data and information
researched:
Decision making is often seen as the centre of
what managers do, something that engages most
of a managers time. It is one of the areas that
information systems have sought most of all to
affect (with mixed success). Decision making can
be divided into 3 types: strategic, management
control and operations control.
12
Strategic decision making: This level of decision
making is concerned with deciding on the
objectives, resources and policies of the
organisation. A major problem at this level of
decision making is predicting the future of the
organisation and its environment, and matching
the characteristics of the organisation to the
environment. This process generally involves a
small group of high-level managers who deal with
very complex, non-routine problems.

For example, some years ago, a medium-sized food

manufacturer in an East African country faced
strategic decisions concerning its range of pasta
products. These products constituted a sizeable
proportion of the company's sales turnover.
However, the company was suffering recurrent

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Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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problems with the poor quality of durum wheat it

was able to obtain resulting in a finished product
that was too brittle. Moreover, unit costs were
shooting up due to increasingly frequent
breakdowns in the ageing equipment used in pasta
production. The company faced the decision
whether to make a very large investment in new
machinery or to accept the offer of another
manufacturer of pasta products, in a neighbouring
country, that it should supply the various pasta
products and the local company put its own brand
name on the packs. The decision is strategic since
the decision has implications for the resource base
of the enterprise, i.e. its capital equipment, its work
force, its technological base etc. The implications
of strategic decisions extend over many years,
often13as much as ten to fifteen years.

Management control decisions: Such decisions

are concerned with how efficiently and effectively
resources are utilised and how well operational
units are performing. Management control involves
close interaction with those who are carrying out
the tasks of the organisation; it takes place within
the context of broad policies and objectives set out
by strategic planners.

An example might be where a transporter of

agricultural products observes that his/her profits
are declining due to a decline in the capacity
utilisation of his/her two trucks. The manager (in
this case the owner) has to decide between several
alternative courses of action, including: selling of
trucks, increasing promotional activity in an
Miss Saowalak PHONTHAWI s601631
Advanced Diploma of Leadership and Management
 BSBINM601/1 MANAGE INFORMATION AND KNOWLEDGE
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attempt to sell the spare carrying capacity,

increasing unit carrying charges to cover the
deficit, or seeking to switch to carrying products or
produce with a higher unit value where the returns
to transport costs may be correspondingly higher.
Management control decisions are more tactical
than strategic.

Operational control decisions: These involve

making decisions about carrying out the specific
tasks set forth by strategic planners and
management. Determining which units or
individuals in the organisation will carry out the
task, establishing criteria of completion and
resource utilisation, evaluating outputs - all of
these tasks involve decisions about operational
control.
14

To support data research:

http://www.fao.org/docrep/w3241e/w3241e0a.htm

Miss Saowalak PHONTHAWI s601631

Advanced Diploma of Leadership and Management