Knowledge and Information Management - Workbook - v5.7

BSB61315 ADVANCED DIPLOMA OF
MARKETING AND COMMUNICATION
Knowledge and Information

Management
BSBINM601 Manage Knowledge and Information
ii
This workbook has been designed for use in conjunction with

information and materials provided at lecture and tutorial
sessions.
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obtain all subject information. Students should read and
understand all materials provided.
Information that is available in digital form is not included in this

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Edition: 5th Edition
Release date: February 2018
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WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61315 ADVANCED DIPLOMA OF
MARKETING AND COMMUNICATION | KNOWLEDGE AND INFORMATION MANAGEMENT_V5.7
iii
Contents Unit of Competency

.......................................................................................... iv BSBINM601 Manage
Knowledge and Information ............................................ iv Grading System
............................................................................................... iv Assessment 1
................................................................................................... v Assessment 2
.................................................................................................. vi Legend
............................................................................................................ vii 1. Obtain
Information Relevant to Business Issues ........................................... 1 2.
Identify information required to reach a decision on problems/issues ........ 3
3. Analyse Information and Knowledge .......................................................... 11
4. Undertake sensitivity analysis on any proposed options ............................
16 5. Take Decisions on Business issues identified
............................................. 20 6. Ensure decisions taken are within the
delegation/accountability of the group/individual responsible
......................................................................... 27 7. Disseminate Information to
the Organisation ............................................. 31 8. Adhere to
confidentiality/privacy policy in the transmission/release of
information/advice ......................................................................................... 39
Appendix 1. Glossary ...................................................................................... 42
Appendix 2. References .................................................................................. 43
iv
UNIT OF
COMPETENCY
BSBINM601 Manage Knowledge and
Information
Elements
1. Obtain information relevant to business issues
2. Analyse information and knowledge
3. Take decisions on business issues identified
4. Disseminate information to the organisation
GRADING SYSTEM
High Distinction (HD) 85% and above
Distinction (D) 75-84%
Credit (Cr) 65-74%
Pass (P) 50-64%
Not yet competent (NYC) Below 50%

ASSESSMENT 1
BSB61315
Course Name
Advanced Diploma of Marketing and Communication
Subject/module Knowledge and Information Management
Assessment method Written Assessment
Weighting 50%
BSBINM601
Units of Competency
Manage Knowledge and Information
Instructions 1. Assessments should be completed as per your trainer’s
instructions. 2. Assessments must be submitted by the due date to avoid a late
submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as
your
own. You must write your answers in your own words and include a reference list. A
mark of zero will be given for any assessment or part of an assessment that has been
plagiarised. 4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your answers must be
yours alone. 5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally uploaded should be
saved in pdf format. 6. You must attempt all questions. 7. You must pass all
assessments in order to pass the subject. 8. All assessments are to be completed in
accordance with WHS regulatory
requirements.
WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61315 ADVANCED DIPLOMA OF MARKETING AND
COMMUNICATION | KNOWLEDGE AND INFORMATION MANAGEMENT_V5.7
vi
ASSESSMENT 2
BSB61315
Course Name
Advanced Diploma of Marketing and Communication
Subject/module Knowledge and Information Management
Assessment method Written Assessment
Weighting 50%
BSBINM601
Units of Competency
Manage Knowledge and Information
Instructions 1. Assessments should be completed as per your trainer’s
instructions. 2. Assessments must be submitted by the due date to avoid a late
submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as
your
own. You must write your answers in your own words and include a reference list. A
mark of zero will be given for any assessment or part of an assessment that has been
plagiarised. 4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your answers must be
yours alone. 5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally uploaded should be
saved in pdf format. 6. You must attempt all questions. 7. You must pass all
assessments in order to pass the subject. 8. All assessments are to be completed in
accordance with WHS regulatory
requirements.
vii
LEGEND
Not all ICONS are used in this workbook
Research/Investigate
This tells you to go and find out some information
Activity/Provide notes
This indicates that you need to take notes and/or complete

an exercise/activity in this workbook
Reference material/manuals
This means you should look to sample of organisations’

policies and procedures or to some other learning material,
resources to complete this exercise/activity.
Think
Take some time to think about the information and record

your own ideas
Talk
Talk to your peers, colleagues – swap ideas.
Reading
Selected extra reading requirements.
Youtube
Selected Youtube requirements.
1
1. OBTAIN INFORMATION RELEVANT

TO BUSINESS ISSUES
Review Staff and Customer Feedbacks and
Business Performance Data
In our everyday use of the term we often consider ‘information’ as a ‘product’. So,
for example, if I ask for tourist information on a particular area, I generally receive
a set of leaflets that constitute the ‘information’. This notion of information as a
product is given powerful reinforcement by the notion that information is that which
can be processed by a computer. This is given support, as we have seen, by
linguistic usage such as ‘information technology’ and by organisational
arrangements, such as the common reporting arrangements of information
systems specialists to the finance director. All of this tends to privilege a particular
view of information as structured data. This perspective on information was given
particular support by the movement known as ‘information resource management’.
Information is a critical factor in any business decision. Sufficient and accurate

information will provide managers to make important decisions that will affect the
organisation as a whole. Information gathering and processing is, in many ways,
an art form. You need to know where to look, what to look for and how to present
it in order to assist managers in making their decisions.
Staff and consumers feedback and business performance data provide the basis
for assessing the effectiveness of organisational processes and outputs and for
deciding future directions. Dissatisfied customers on average tell twice as many
people about their negative experience than satisfied customers tell about their
positive experiences. It is therefore important to make sure that customers have a
clear path for channelling complaints. This applies to internal and external
customers in all kinds of organisations.
It is important to review and take staff feedback in identifying the possible

business issues in the organisation as staff can provide valuable feedback to an
organisation because they are responsible for the day to day implementation of
the organisation’s systems and processes. As soon as you say ‘feedback’, most
people think ‘negative’ and ‘criticism’. This is a harmful mind-set. From now on,
when you hear ‘feedback’, think ‘information’.
‘Feedback is a way to learn, develop and grow.’ The right

kind and amount of information at the right time maintains high productivity and
lifts average and low productivity. It helps people feel supported, valued and
encouraged, it develops people and teams. It builds morale and a positive
working climate. And it develops an open, honest culture of communication.
The more you offer feedback, the more people will except it and appreciate it.
When providing any form of information for use in making management
decisions, it is important to determine the information requirements.
This initial stage of the process allows you to ensure that the information that
you compile will actually be useful to the end user.
When attempting to determine information requirements, look at the

specifications provided by your managers. These may come in forms and the
most common forms are:
Identify, Define and Analyse Business Problems

and Issues
Decision making is a key task of management and the identification, definition
and analysis of business problems is the first stage in the process of decision
making. Managers approach the decision-making process in different ways
based on their own personal style and according to the information available at
the time.
Two basic decision-making models have been commonly identified: the rational
model and the non-rational model.
The rational decision-making model is based on the assumption that managers

make decisions with the best economic interest of the business in mind and with
knowledge of factors relevant to the process readily at hand. Whereas in non-
rational decision making, managers frequently allow subjective factors, such as
personal preference or individual likes and dislikes, to influence their decisions &
managers are usually not in full possession of all relevant information at the time a
decision is made.
The classic decision-making process usually involves six stages as once

described by Nutt in 1984 are as follows:
► Recognise the need: In order for a problem to be addressed there must be a
perceived difference between an actual situation and a desired situation, which
convinces management that action is necessary.
► Diagnose the problem: Diagnosis involves isolating the probable cause of

the problem from among what is usually a number of possible causes.
► Develop alternative solutions: Just as there are usually a number of

possible causes of a problem, so there are usually many possible solutions. The
task at this stage is to try to develop a number of viable alternatives to maximise
the chance of reaching the right decision.
► Select alternatives: The decision maker must now decide which of the
possible alternatives to implement. Usually this involves some compromise due to
time constraints, cost, feasibility or other factors. The aim is to arrive at the best
practicable solution.
► Implement alternatives: Implementation requires that management

ensures that the alternatives decided upon are put into practice and not
simply announced as a solution.
► Control and evaluate: Once perceived solutions are decided upon,

management must then ensure that any processes are carried out as
intended and that the results are evaluated.
2. IDENTIFY INFORMATION REQUIRED TO

REACH A DECISION ON PROBLEMS/ISSUES
To make a decision in response to a problem or issue, accurate and up-to-date
information, especially about key issues, is required. To obtain reliable and up-to-date
information on an ongoing basis it will be necessary to set up an information system.
This means there are some key things to consider in the design of an information
system: the type of information required its source, the form or how it is organised, and
how it is to be presented.
Type of Information Required
Clearly define the strategic objective and the type of information. Maintain a balance
between quantitative data (which provides statistical information) and qualitative data
(which is descriptive and interpretative). Interpret external data in the light of internal
information.
Form of Information
This information must be provided appropriate for short, medium and long-term decision
making. The system must obtain information from a variety of media. The system must
be able to generate alternative scenarios that can be analysed for comparative
purposes.
Source of Information
The type of environment information required will vary according to the type of
organisation, but sources may include:
► Newspapers
► Trade Journals
► Business Journals
► Reports by the Australian Bureau of Statistics
► Reports from distribution or retailers
► Publications by professional associations
► Library indexes
► Internal searches
Determine
Collect and relevant
interpret information
information
Report Information
In this first section, we will determine relevant information and collecting and interpreting
information- the first two stages in producing useful information.
4
What Do I Need to Find?
Information is a crucial factor in any business decision. The provision of sufficient
accurate information will allow managers to make important decisions that will
affect the organisation as a whole. Information gathering and processing is, in
many ways, an art form. You need to know where to look, what to look for and
how to present it in order to assist managers in making their decisions.
When providing any form of information for use in making management decisions,
it is important to determine the information requirements. This initial stage of the
process allows you to ensure that the information that you compile will actually be
useful to the end user. When attempting to determine information requirements,
look at the specifications provided by your managers. These may come in forms
and the most common forms are:
Information Requirements
Specifications
Generally these are the most formal type of information requirements. It will
provide you with a brief that states exactly what information you are required to
gather. Often specifications will also provide you with other information such as
budgets, information sources, and your terms of reference. Specifications may
also state to you how the information is to be presented at the conclusion of the
project for interpretation by the managers involved.
Job Instructions
Again, these are quite formal in their approach; however they generally will not be
as strict as a set of specifications. They may allow you to approach a problem
using your own knowledge and skills rather than telling you how to accomplish the
task.
Consultation with End Users
This final type is in many ways the most useful. It allows you to discuss exactly
what the end user will require from the information. It will allow you to work
towards finding the exact requirements and will enable the end product to meet
their needs as well as is possible.
So, now that we know the three key methods of being given an information
gathering task, let’s now look at what the job may entail, and identify the key
information requirements that you should look for when gathering your
information.
Key Information Requirements

Information Purpose
A useful way to start your examination of information needs is to examine the

purpose for which the end user requires the given information. The purpose will
assist you in determining the type of information that you should provide. If they
are attempting to make a decision, they will require the pros and cons of the
various types. However if the end user will simply be reporting the information
(perhaps in the form of an end of year report) they will simply require the facts.
Therefore the purpose that the end user requires information for will affect the
nature of the information that you are required to present to them.
Scope
The scope of the information will also affect the information. Is information only
required for your organisation, or is information required for your organisation as
well as averages for the entire industry? Just one year or for multiple years? As
you can imagine, the greater the scope that is required, the more work will need
to be done to obtain all the required information. Determining the scope of the
required information will enable you to determine the amount of data you will need
to obtain and the amount of processing that is likely to be required.
Form
Both data and information come in many forms. To be able to make an effective
decision, that information needs to be in the most suitable form for the decision
maker. This means that at an early stage you should attempt to determine the
most suitable form for this information to take. Should you provide written
information, present the information orally to the decision maker, or should you use
visual aids, charts and graphs? These many and varied types of information each
have their own relative advantages and disadvantages, and the preferences and
needs of the end user need to be your price consideration.
Presentation
The end presentation format of the data also needs to be strongly considered.
Should the data be a report, chart, or a speech? What level of presentation does
your organisation require of you? Will this information need to be provided in draft
form, or in a final, finished and polished report?
Source and Gather Reliable Information

In order to make effective decisions, management needs reliable information.
Gregory and Van Horn (1974) suggest that the value of information for managers
depends on the information’s quality, timeliness, quality and relevance.
The level of resources available to you is an important consideration. As we
mentioned previously, the amount of data and information that you are required to
present will be affected simply by the resources you have available to you.
Resources available are a significant matter when looking at information

processing. With unlimited resources, you would be able to collect all the
information you could possible imagine, and this could be used to make the most
effective decision possible. However in the real world there are limits to what we
can do. Budgets, time and expertise constrain our ability to gather the best
information.
Whether we like it or not, the accountant will play an important role in our ability to
provide the right information. Before you begin the process, it is important to
determine the amount of money that you are able to utilise on the project. This will
affect spending in terms of your time, the types of information you gather, and
expertise you are able to bring in.
Let’s look at the three major constraints that may be placed on us by budgets:
Scope:
We mentioned scope previously. Essentially scope is how wide your information

will be. Will it only cover a single facet of the topic, or will you attempt to cover a
much broader range. While the initial proposed you are given will state the scope of
the study that is desired, the actual budget that you are provided may dictate
whether this scope is feasible or not. If the budget provided is not high enough, you
may find that you cannot conduct the data collection and information processing as
widely as you would have hoped.
Time:
Time is money is business, and your provided budget will have a significant
effect on the time you can put into a given project. The wider the project, the
more primary resource sources you use, the more time it is going to take. The
time that you can put into the project will be affected by the money that you
receive to do it. If only a small amount of money is received, you will not be able
to spend as long on the project as you could if a large amount of money is
received.
Expertise:
Expertise is likely to be related to the effects of your budget. Essentially the less
money you have, the less you are able to hire experts to assist you. For example,
you may not be able to hire consultants to help you put together and run a survey
program if you do not have enough money, so you may be forced to conduct the
program yourself.
You may not have the expertise to run this program as well as a market research
house, and so the information provided may not be as accurate as could be done.
Knowing what information to find can stop you from becoming overwhelmed by
the amount of information present in an organisation.
Information for management decision making can come from two different
sources. The information can be generated from internal or external sources. Put
simply, information sources internal to the organisation come from inside the
boundaries of the organisation. It comes from its staff, and information systems in
use within the organisation. External information sources come from outside the
immediate organisation. They may be from industry, government, suppliers, or
other general sources. Each of these information sources has their own merits and
disadvantages. When looking at your information project, it is important to
determine exactly what sources of information you should use. In this section we
will examine the two major forms of data, and then discuss how to select the most
appropriate data and information sources for your needs.
Internal Sources
Internal information sources are any resources that you utilise from within your
organisation. These may be personal sources (such as your own knowledge),
interpersonal sources (relying on the expertise of others) or documented sources
from the information systems within your organisation.
A company’s internal accounting records and control systems provide the most
basic data on management inputs and the resulting outcomes. The principles
advantages of this type of data include that the data is readily available, reasonably
accessible on a continuous basis and that it is particularly relevant to the
organisation’s situation.
Data on the inputs to the management system can range from budgets and
schedules to costing reports and materials planning information. Extensive data
on outcomes can be obtained from billing records, shipment information, and other
aspects of the accounting information system. The internal information from an
organisation can be used for many reasons.
Some questions that could be easily answered using internal information

sources of data includes
Are current human resource expenditures above or below the levels set in the
annual budget and sales plan?
Is our sales performance within key market segments improving or

deteriorating?
Would it be wise to open a new plant to meet our production needs?
This type of information can be found, however there are some issues related to
the use of the accounting information and management information systems. The
first problem is that these systems are designed to satisfy many different
information needs. As a result the reporting formats frequently are too rigid and
may be inappropriate for the given decision you are trying to make.
You may find that, for instance, accounting data is too highly aggregated into
summary results and it is not available for specific applications within the
organisation.
A second problem with using this type of data is that it may not be as accurate as
it could be. For example you may find sales people exaggerate their activities. This
may lead to some problems in the data when it comes to analysing the data for
managers. However for the most part internal data sources are an excellent
source of information for management decision making.
External Sources
External sources are wide ranging, and include any information that does not
come from official organisation sources within your organisation. It may come
from information providers such as the government, published data sources or
from primary research conducted for the organisation by market research
houses.
► Published Data Sources: These sources are by far the most popular source of
external information. Not only is the data readily available, but often it is sufficient
to answer a decision question. For example, a manger may be asked to
determine whether the market for a given product exists. By consulting statistics
available from various sources they may be able to answer this question. The
major published sources are the various Government publications, periodicals
and trade journals, industry associations, and other companies. Of all these
sources, one of the most effective decision making tools comes from Census
data-this is particularly true for marketing decisions.
► Primary Research: Primary research involves employing an organisation to

conduct a research project on your behalf to gather the information you need.
While this can pinpoint the exact piece of data you may need, it is a very costly
expense. Often marketing decisions utilise this type of service; however there
may also be a need for this type of research and data gathering for other reasons
as well. The most important consideration is cost, and time. This type of data
collection is expensive and time consuming, however given that it can provide you
with tailor made information, you may find it useful for specific tasks.
We have looked at the two major types of information source. Now we need to
consider determining the most appropriate source of information for a given
project. This decision comes back to the overall questioning relation to the
information you are gathering. Is it related to a purely internal process, or does it
involve external factors? Purely internal processes can usually be addressed
using information from internal source. For example answering the question of
whether a given piece of machinery needs replacement can be answered by
looking at maintenance records, defect rates and the like.
If other processes, such as consumer demand, demographics of the marketplace

and the economy are an important consideration, so using external sources of
information will be required so the information can include the effects of all these
many and varied factors.
Test Information for Reliability and Validity, and

Reject
Where contradictory or ambiguous? Managers will only be able to make good
decisions if they are able to obtain quality information and they need to be
confident that the information they receive is both valid and reliable. These are the
two important factors on the basis of which every piece of information should be
tested.
► Valid information: Information is valid if it accurately represents that which it was
intended to represent. For example, sales statistics would be considered to be
valid if they accurately represented actual sales; information provided from a set of
scales would be valid if the scales gave an accurate weight measurement.
► Reliable information: Information is reliable if consistent results are provided
over time. Reliability refers to the extent to which information is free from
random error and therefore yields consistent results. However, information
which is reliable is not necessarily valid.
How Good is My Information? When selecting the information that you will
present to assist with decision making, there are a range of questions that you may
ask yourself to ensure that the information you are supplying is relevant and can
be relied on. The questions you should consider are:
Information Requirements
Who: This question applies especially to the reputation of the agency
collecting the data. Can you be assured that their work will be entirely honest?
A related question you might ask yourself is whether the agency collecting the
data has the: resources necessary to do a proper job.
Why: Examine why a particular piece of data was being collected. This can
sometimes reveal the intentions behind a piece of information being created. Often
this can reveal motives that may make a piece of data biased in one group’s
particular favour.
How: What research methods were adopted? If the information sources you
are using do not explicitly state the manner in which such data was gathered,
be suspicious. It is important that you can be entirely happy with the way that
the information was gathered before you should consider using it.
What: Even if the information that you have gathered is of a good quality, it is
important to determine whether it is likely to be difficult to use, or inadequate for
your needs.
10
Recording Information
All information that you gather must be recorded in such a way that it assures
that the information is accurate, and stored for ready access and retrieval.
Accuracy
Information is only useful to mangers if it is accurate. Having inaccurate
information is often worse than having no information at all. Therefore it is
extremely important that you record information in such a way that its accuracy can
be assured. Data should be checked and double checked if entered on to a
computer, as the old saying goes “garbage in garbage out”. If the information is not
accurately recorded or entered then the resulting analysis that you or others
conduct is likely to be ‘garbage’.
Storage
Ensure that you file away all information that you gather in a manner that will allow
it to be easily found as required. This may be in a special file for information for a
given project. Using a list of references (as we described in the previous section)
is an excellent way of listing what is in each file. Attach the list of references to the
front of the file, and place information into the file in that order. This will enable you
to locate and use the information quickly and easily.
Utilise Formal and Informal Networks to Access

Corporate Knowledge/Memory not held in Formal
Systems and Review Appropriately
In established organisations there are likely to be many work practices that have
developed over time but are not formally documented. For example, workers or
supervisors may from time to time introduce changes that are not part of
established procedures but are passed on to other workers. Such changes may
result in real efficiencies, but they may also create potential hazards, particularly
where they involve shortcuts. Managers need to be alert to these situations and
make use of both formal and informal networks to keep in touch with changes that
escape formal organisation procedures.
11
3. ANALYSE INFORMATION AND

KNOWLEDGE
Ensure Objectives for Analyses are Clear, Relevant
and Consistent with the Decisions Required
The accurate analysis of information requires clear objectives derived from the
organisation’s mission statement. The collection of accurate data will allow useful
information to be presented to management for analysis. Data refers to facts or
recorded measures of certain events while information refers to data that has been
presented in a form suitable for use in the decision-making process. Information,
therefore, is data that has been processed for a particular purpose. The quality of
the information that managers receive will depend on the data processing systems
established within the organisation and on the types of information requested.
Once information has been generated, the final stage is to report the results of
your processing to the manager or managers concerned, so that they can use it to
assist them in their decision making processes. In this section we will begin by
looking at some of the forms this information may come in, and then look at the
requirements of the reporting, to ensure that the information you are producing
has the best possible chance of giving the right information at the right time.
The final outcomes of your research and analysis will be a report of some kind.
For professional presentation, the use of computers is essential. Computer
application of many kinds makes the processing of data much simpler. Some of
the forms this reporting may take include the following:
Forms of Reporting
Statistical Information:
The actual output that you provide from these sources should be checked for
accuracy manually, and in most cases the results will only be in the form of a
table or numbers (or possibly as a chart or graph of some kind). Often these
reports will be difficult to interpret, and thus a short written summary of the
results will be useful. If the manager however is well aware of statistical
processes this may not be required.
Financial Information:
Financial information produced directly from your accounting information system
may also be used. These may take the form of ledgers, journals, final financial
reports, trial balances, or lists of financial ratios. Once again the output from such
systems will only be raw information. These will be no explanation of what these
things actually mean, therefore of you are required to provide this; it will have to be
separately produced.
12
Graphical Information
Graphical information is useful for providing a very simple overview of the data.
This may come in the form of a chart, table, graph, diagram or other type. This
information will be simple to look at and gain a very quick understanding of the
meaning of the information. The actual output can be produced using a graphical
application such as a photo editor, drawing software (Coral Draw for instance) or
CAD applications. Graphs and charts and tablets may be produced using
databases, and spreadsheets. Often these types of information are incorporated
into word processing documents along with explanations.
Computer Generated Spreadsheets

Spreadsheets have the ability to allow complex calculations to be conducted with
relative ease. They also allow for scenarios (sometimes called what if Analysis) to
be conducted. The printing of a spreadsheet provides a very good overview of the
data. Providing a completed spreadsheet electronically can allow for scenarios to
be conducted by managers to see final outcomes. The great thing about the use of
spreadsheets is that they are so flexible. They can produce graphs, tables’ they
can be adjusted easily, and are relatively simple to produce. Formulas for very
complex operations are also built in to the most common spreadsheets.
Database Reports
This form of information processing is extremely powerful. You can use
databases to gain any type of information you may require from a given set of
data. However, large databases can be very complicated to produce, and use.
Therefore you need to be fairly conversant with the use of databases before
you can use them effectively. Reports from databases however are infinitely
customisable, and this gives them their great flexibility. They can also be
presented extremely professionally, and may even be placed online or on an
intranet for use by others in real time.
Word Processed Information

The final form of information that you may provide to others is the word processed
document. This form of information is perhaps the most useful to managers, and
those producing the information, as they allow for the production of professional
looking reports, and the output from any of the mentioned applications above can
be easily integrated into the report. This allows for the ultimate in flexibility. The
output of this information may allow be provided in a number of different forms.
You may choose to print the report out and provide a hard copy, or you can simply
send the document electronically and the end user can simply open it and read the
information on their computer screen.
Now that we have examined the types of information that you may produce, let’s
look at the requirements of this information. In order to be useful to managers, you
must ensure that the information that you are producing does a number of things.
In the assessment for this unit you will be asked to provide reporting on some
business decision, and there are a wide range of requirements that this report will
have to meet.
13
These requirements also exist in the real business world, so it is important that
each of these is understood and met. The requirements of the information that
you provide in the form of a report are:
► Conciseness: The report that you produce needs to provide the information in a
concise manner. After all if this wasn’t required we could just provide the raw data,
pages and pages of data, and allow the manger to process it. However this is not
what is required. Concise presentation tends to lead to concise writing, and
information that is simple to understand, and gets to the important points quickly.
This results in the information being of more use to the end user.
► Organisation: It is also of vital importance that the relevant material, facts, data,
and information that you are provided is organised in a logical manner using
sections and sub sections to make the information that you are providing easier to
understand. The manner in which you present the data will assist with a logical
understanding of it. For example, you should start out with a broad overview of
your findings, before you begin to examine specific aspects of it. This makes the
data better organised. It is also important to order your information is such a way
that one section follows on from the previous section. If you do not organise
information in this way you may find that the reader becomes confused about the
points that are trying to be made.
► Addressing needs of the user: The report that you provide is useless unless it
addresses the information asked for. Therefore once you have gathered the
information you will be presenting, carefully examine the information and ensure
that it addresses the aspects that you were asked to research. Ask yourself, if I
didn’t understand what this information was, would I be able to answer the
question from it?
► Accuracy: As we mentioned earlier, accuracy of information is vitally important.

You should consider once again the source of the data, and attempt to verify that
the information that you are presenting is completely accurate. If it is not, you
should consider attempting to locate other sources id data that you can use.
► Implications Explained: It is important that where required you provide brief

commentary on the information being presented. This brief commentary should
address any implications that arise from the data. This may include an explanation
of how the data was gathered, and where possible any limitations of the data.
These limitations may impact on decision making in a significant manner.
► Stay within Resources: Information needs to be produced within a range of

resource constraints. You should ensure that you remain within the constraints
at all times.
► Presentation meets with needs of the end user: Ensure that the way you
produce you report meets the needs of the end user. The end user is essentially
the only person who will be requiring the information , and thus it is extremely
important that you ensure that you have their needs in mind more so than others
within the organisation.
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► Information is prioritised: You should ensure when creating your report, that you
organise it to ensure that the most important information is presented as early as
possible. A very useful means of doing this is to provide an executive summary at
the beginning which states (before the report is even read) the most salient points
of the report. When writing conclusions always order these in order of importance,
from most important to least important.
Identify Patterns and Emerging Trends Correctly

and Interpret as to Cause and Effect
A trend refers to the tendency for human behaviour or events to move in a
particular direction. In the economic sphere, trend lines can be drawn to illustrate
changes in variables such as income, expenditure, savings, growth or sales. It is
likely that most business managers will look to trend analysis as an aid to
forecasting sales or planning investment. The problem, however, is that such
forecasts are often inaccurate, with a further complicating factor being that the
predictions may also be self-fulfilling.
Michael Porter (1979, p.64) suggests that an organisation needs to take account
of five factors that are critical in determining future operations. Porter’s ‘five
forces’ will generally be perceived as threats by existing businesses:
► New Entrants: new entrants threaten the position of existing businesses and
need to be contained; a situation of no new entrants is the preferred situation for
existing organisations.
► Suppliers: Powerful suppliers have the ability to affect an organisation by

increasing prices and reducing quality or services; a large number of
suppliers is the preferred position for existing organisations.
► Buyers: If there are only a few powerful buyers an organisation is in a weak

bargaining position; a large number of buyers are the preferred position for
existing organisations.
► Substitutes: Substitute products threaten existing producers in the same way

as new entrants; no substitutes are the preferred situation for existing
organisations.
► Competitors: Competitors are a threat to the position of existing producers

and need to be contained; a situation where there are few, if any, competitions is
the preferred situation for existing organisations.
Clearly, no organisation is likely to be able to control all of the five factors

mentioned by Porter, but their strategy should be closely monitor changes if
these areas and take a provocative approach if possible.
15
Utilise Statistical Analyses and Interpretation

Where Appropriate
The nature of the data and the purpose for which it is required will determine the
analytical techniques required to prepare useful information. Qualitative
techniques will be used where statistical data is difficult to obtain, or is not
needed. Quantitative techniques are appropriate where statistical data is
available. The quality of the information in both cases, however, will depend on
the quality of the data from which the information was obtained.
Statistical process control monitors standards, makes measurements, and takes

corrective action as a product or service is being produced. Samples of process
outputs are examined; if they are within acceptable limits, the process is
permitted to continue. If they fall outside certain specific ranges, the process is
stopped and, typically, the assignable cause located and removed.
Control Charts are graphic presentations of data over time that show upper and
lower limits for the process we want to control. Control charts are constructed in
such a way that new data can be quickly compared to past performance data. We
take samples of the process output and plot the average of these samples on a
chart that has the limits on it. The upper and lower limits in a control chart can be in
units of temperature, pressure, weight, length, and so on.
Flow Charts graphically present a process or system using annotated boxes and
interconnected lines. They are a simple, but great tool for trying to make sense of a
process or explain a process.
Histograms show the range of values of a measurement and the frequency with
which each value occurs. They show the most frequently occurring readings as
well as the variations in the measurements. Descriptive statistics, such as the
average and standard deviation, may be calculated to describe the distribution.
However, the data should always be plotted so the shape of the distribution can
be ‘seen’. A visual presentation of the distribution may also provide insight into the
cause of the variation.
Pareto Charts are a method of organising errors, problems, or defects to help

focus on problems solving efforts.
Check Sheets is any kind of a form that is designed for recording data. In many
cases, the recording is done so the patterns are easily seen while the data are
being taken.
Correlation
The correlation is one of the most common and most useful statistics. A correlation
is a single number that describes the degree of relationship between two variables.
Let’s work through an example to show you how this statistic is computed.
16
4. UNDERTAKE SENSITIVITY ANALYSIS

ON ANY PROPOSED OPTIONS
Sensitivity analysis is about applying ‘what if’ scenarios to available options.
Sensitivity analysis is a process used by management to assist in the decision-
making process by analysing the effect on outcomes of changes in input
variables. Managers use sensitivity analysis when they are uncertain about the
accuracy or the significance of information they are dealing with.
Operations managers are usually interested in more than the optimal solution to
Linear Programming problem. In addition to knowing the value of each decision
variable and the value of the objective function, they want to know how sensitive
these answers are to input parameter changes. For example, what happens if the
coefficients of the objective function are not exact, or if they change by 10% or
15%? What happens if right-hand-side values of the constraints change? Because
solutions are based on the assumption that input parameters are constant, the
subject of sensitivity analysis comes into play. Sensitivity analysis, or
post-optimality analysis, is the study of how sensitive solutions are to parameter
changes.
There are two approaches to determining just how sensitive an optimal solution is
to changes. The first is simply a trial-and-error approach. This approach usually
involves resolving the entire problem, preferably by computer, each time one input
data item or parameter is changed. It can take a long time to test a series of
possible changes in this way.
Sensitivity analysis can be used to:
► Check the effect of uncertainty of external variables
► Show the consequences of changing internal processes
► Examine the interaction between variables
► Asses the strength of particular decisions
Automatic Sensitivity Analysis
The capability for automatic sensitivity analysis is built into many quantitative
models such as linear programming. For example, a program could indicate the
level of stock holdings needed to deal with specific demand situations. The
advantage of automatic sensitivity is its speed of operation and its low cost.
Trial and error analysis: Trial and error analysis involves observing the effect of
the manipulation of variables. Two types of trial and error analyses are ‘what if’
and goal seeking’.
‘What if’ analysis: This type of analysis is so named because it provides answers
to hypothetical ‘what if? Questions such as: what will happen if petrol prices
increase by 10 percent during the next accounting period?
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Ensure Documentation Reflects a Logical

Approach to the Evaluation of the Evidence and
Conclusions Drawn
Documentation will be provided by means of a data management system which will
address the logic of data storage and retrieval data management system will
usually consist of a database, a data management system, a data directory and a
query facility (Turban 1990, p.112). The manipulation of the system will allow
managers to call up the data require for strategic or operational control. Data
required for operational management will need to be current and accurate. In the
case of strategic management the data is likely to be more generalised and less
specific due to the degree of uncertainty involved.
Database: The database is a collection of data organised to meet the record-

keeping needs of the organisation and accessible by more than one person. The
organisation of the database will vary according to the needs of the organisation,
but typically will contain internal data, external data and private data.
Internal Data: Depending on the needs of the organisation this may contain
functional data from areas such as accounting, production, marketing and
personnel, as well as transactional data relating to the operations of the
organisation.
External Data: This will contain data relevant to the organisation originating
from the external environment; for example, data relating to government
regulations, markets, finance, suppliers, competitors or labour.
Private Data: This may include information relevant to the organisation complied by
individuals such as reports, correspondence or memos.
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Forms of Reporting
Summarising
This process is essentially the act of transforming a large set of data into
summarised information. To conduct this process you will need to sift through the
data and attempt to establish trends from it. For example you may look at
numerical data and attempt to determine how that is changing over time. This
process can result in tables, charts, graphs or written summaries of data trends
depending on the data provided and the nature of the question being addressed.
Another example of summarising may be taking a large passage of text ( for
example a journal article) and summarising only the most important parts of that
article for managers to read.
Sorting
This process involves taking data and attempting to put it into some form of
pattern. You may group like items of data together. For example, you may
attempt to gather all data that shows one point of view together, and then sort all
pieces of data showing another point of view together. Sorting will result in
tables and charts (as with the other method) but in this case instead of overall
trends, you are attempting to gather data together in a meaningful way.
Formulate
This type of information processing involves the application of a particular formula
to as set of data. This formula will result in a new data being generated where
before it was not present. This can be done for a wide range of reasons, but some
of the most useful include summing and multiplying. An example of summary may
be taking the monthly sales figures, and adding them all up to produce a yearly
sales figure. You may apply much more complicated statistical formula to data for
a wide range of reasons as well. For example you may attempt to determine the
significance of a given piece of data.
Adjust Management Information Systems

(MIS)/ Decision Support Systems (DSS) to
Meet Information Processing Objectives.
Management information system (MIS’s) and Decision Support Systems (DSS’s)
are non–specific terms and may be interpreted differently. MIS as a system
designed to retrieve and integrate data from various sources to provide timely
information necessary for decision making. Most MIS provide structured
information in the form of summary reports, or indicate exceptional situations that
require attention.
DSS’s are more flexible than MIS’s and allow managers to improve the
effectiveness of their decision making. DSS’s are used in semi-structured and
unstructured situations and support but do not replace management judgment.
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DSS can:
► Be used to address unexpected or one-off situations
► Provide a valid interpretation of complex real-world situations
► Supply decision support within a short timeframe
► Evolve as more is learnt about the problem
Both MIS’s and DSS’s require data inputs and provide specific information
according to the processing requirements of their users. Both systems are
management tools and the effectiveness of the information provided will be
determined by the quality of the data and the sophistication.
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5. TAKE DECISIONS ON BUSINESS
ISSUES IDENTIFIED
Ensure Sufficient Valid and Reliable Information /
Evidence is Available to Support a Decision
The information used to support decision making should be sufficient, valid and
reliable. A well designed MIS will help to ensure the availability of quality
information. The amount of information required is essentially a management
decision. The amount of information collected must be sufficient, but the
collection of too much information will incur costs that may not be justified in
terms of a better decision.
To be relevant, information must be useful in the decision models of management

report users. The decision models, in turn, enable users to decide which course of
action to take form several alternatives. In communicating information, it must be
recognised that different users may be faced with different decisions and may use
different decision models. If there were no constraints, information could be
gathered that was relevant to each user for his or her given problem and decision
model. Given the constraints, the decision must be made as to what information to
report to users. Therefore, the problem is to select an appropriate decision model
by assessing the ability of the model to predict the consequences of currently
available alternative courses of action.
For the wheat trader, three decision problems are posed: a.

The continuing decision to enter and stay in the market b.
The continuing decision to hold either cash or wheat c. The
evaluation of past decisions
Sterling determined that the following items of information are relevant to the
above decisions:
a. The expected future price of wheat
b. The expected future price of other alternatives
c. The present selling price of wheat

d. The present buying price of other alternatives
e. The price at the last evaluation
f. The quantity of wheat and money at the last evaluation
g. The present quantities
21
Utilise Risk Management Plans to Determine

Acceptable Courses of Action
In an organisational context, risks are uncertain future events (that is, they may or
may not happen), which could affect the organisation’s strategic, operational and
financial goals in either a negative or a positive way. Risk also includes the impact
on an organisation’s reputation, unfavourably or favourably. At every level manager
has to manage risk, for which a plan has to be created called as risk management
plan. Risk management is the process of identification of potential events and the
development of plans to mitigate or minimise the likelihood or consequences of
negative event if it occurs below flow chare figure, provides a representation of the
risk management process.
It follows that provided by the Australian/New Zealand Standard for Risk

Management AS/ NZS 4360:2004, the process of organisational risk assessment
can be undertaken in six stages:
Establish Context:
Risk is defined as the chance of something happening that will have impact on
objectives or goals being achieved. It is measured in terms of consequence. Risk
is inevitable and a natural part of our physical, social, financial and competitive
environments.Relevant legislations/standards related to Risk Management
AS/NZS 4360:2004- Risk Management
The above Australian/New Zealand standard provides a guide for managing risk.
The objective of this standard is to provide guidance to enable public, private or
community enterprises, groups and individuals to achieve:
► A more confident and rigorous basis for decision making and planning
► Better identification of opportunities and threats
► Gaining value from uncertainty and variability
► Pro-active rather than re-active management
► More effective allocation and use of resources
► Improved incident management and reduction in loss and the cost of risks,
like commercial insurance premiums
► Improved stakeholders confidence and trust
► Improved compliance with relevant legislations
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Legislations or code of practice/National Standards like:

► WHS regulations
► Company Law
► Contract law
► Environmental law
► Freedom of information
► Industrial relation laws
► Privacy act 1988 and confidentiality act
► Other specific legislation specific to organisation operations
Indentify Risk
Risk must be identified in order to be analysed and treated. The Australian
standard categorises risk identification into 2 categories:
What, where and when? This aim at generating a comprehensive list of risks that
may impact the objectives.
Why and how? Identify the circumstances in which this risk may be realised.
Tools and techniques for risk identification: Some of these tools include:
► Brainstorming: may be done around the following questions to attempt to
identify risk to organisational objectives i.e. What, how, when, who, why there will
be?
► Checklist- Risk Checklists are often built upon managers past experience.
This can be used to help in identifying risks by using targeted questions. Some
questions that could be asked include:
• Where are the risks likely to come from?
• Who is likely to pose a risk?
• What situations are likely to increase the possibility of the risk
accounting?
• How large are the risks?
► Fishbone Diagrams- They are cause-and effect diagrams. The starting point
for creating the diagram is identification of a problem. This is stated as effect. The
bones show the types of variables that might play a part in the root causes.
Causes are usually grouped into major categories:
• People-anyone involved in the process
• Methods
• Machines
• Materials
• Measurements
• Environment
► Flowcharts- A flowchart is a diagram commonly used to demonstrate the

steps in a solution for a problem. They use various symbols and shapes to
represent different facets of a process and arrows to show of information,
communication and control.
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Analyse Risks
Risk analysis: is about developing an understanding of the risk. It provides an
input to decisions on whether risks need to be treated and the most appropriate
and cost effective risk treatment strategies- AS/NZA4360:2004
One the risks are identified; risks must be analysed to determine the probability of
occurrence and expected impact.
Assess Likelihood of Risks

Occurring
► The first step in risk analysis is to determine the likelihood refers to the
probability that a risk will occur.
► It also assessing the probability of harm actually occurring
► There are many hazards in the workplace but only a fraction of them will
pose a significant risk of occurring on a regular basis.
► Therefore, a manager should attempt to determine how often a hazard is

likely to cause harm and concentrate on those that are most likely to cause harm
on regularly if not controlled.
► Control those hazards firm which are frequent and cause major harm in the
workplace rather than others which are less likely to happen
► That is why risk assessment is important
Determine likelihood of risk- It’s also called as probability criteria and the risk
probability can be measured in the following scale:
► Rare / Remote: May occur only in exceptional circumstances/ unlikely to

happen (1- 10%) eg. Death of an employee at work.
► Unlikely: Event is unlikely to occur but is possible, e.g. an employee crashing a

company car (11-20%).
► Possible: Event could occur e.g. rain on the day of an outdoor event (21%-
50%).
► Probable / Likely: Event likely to occur once or more during the life of the
project, e.g. first and injury (51-80%).
► Frequent / Very probable: Event will occur many times during the life of the
project e.g. small machines damages.
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Monitor and Review

Monitoring and review are integral to the risk management process. It’s important
to review and monitor the risk management process on timely basis.
► To ensure that the risk management goals have been achieved.

► Any discrepancies in the process can be found and improvement can be
made accordingly.
► The goals of the risk treatment plan should be compared to the achieved
outcomes
► Risk management plan has to be reviewed at least annually as a part of the

business for the organisation.
Evaluate Risks
► Monitoring and evaluation of risk management process is integral to the risk
management process.
► Evaluation and monitoring activities include risk reviews, team meetings and
progress reports, which should be conducted regularly
► Evaluation ensures that mistakes made and lesson learned throughout the
implementation of the risk management process.
Treat Risks
There are several ways/options that organisation uses to manage/treat risk. The
Australian standards outline the following:
► Avoid the risk- This may be done by ending the activity that gives rise to the
risk.
► Reduce the likelihood of the risk: i.e. reduce the likelihood of a negative
impact on objectives.
► Reduce the consequences: i.e. decrease the extent of damage by reducing

the inventory or making continuity plans.
► Share the risk with third parties: This involves other parties sharing a
portion of the risk. For e.g. Insurance arrangement, joint ventures,
partnerships.
► Retain the risk: After the altering or sharing of a risk, there exist residual
risks which are retained.
25
Utilise Appropriate Quantitative Methods to

Assist Decision Making
Quantitative techniques form part of the management science approach to
decision making that grew out of the operational research (OR) teams formed
in Great Britain during World War II. It includes practices like: Linear
programming, Dynamic programming, Queuing theory, and Simulation and
Transportation Methodology.
Linear Programming:
Many operations management decisions involve trying to make the most effective
use of an organisation’s resources. Resources typically include machinery (such
as planes, in the case of an airline), labor (such as pilots), money, time and raw
materials (such as jet fuel). These resources may be used to produce products
(such as machines, furniture, food, or clothing) or services (such as airline
schedules, advertising policies, or investment decisions). Linear programming
(LP) is a widely used mathematical technique designed to help operations
managers plan and make the decisions necessary to allocate resources.
A few examples of problems in which LP has been successfully applied in

operations management are
► Scheduling school buses to minimise the total distance traveled when

carrying students.
► Allocating police patrol units to high crime areas in order to minimise

response time to 000 calls.
► Scheduling tellers at banks so that needs are met during each hour of the
day while minimising the total cost of labor.
► Selecting the product mix in a factory to make best use of machine and labor
hours available while maximising the firm’s profit.
► Picking blends of raw materials in feed mills to produce finished feed

combinations at minimum cost.
► Determining the distribution system that will minimise total shipping cost
from several warehouses to various market locations.
► Developing a production schedule that will satisfy future demands for a firm’s
product and at the same time minimise total production and inventory costs.
► Allocating space for a talent mix in a new shopping mall so as to maximise

revenues to the leasing company.
26
What is Simulation?
Simulation is the attempt to duplicate the features, appearance, and
characteristics of a real system, usually via a computerised model. The model
will then be used to estimate the effects of various actions. The idea behind
simulation is threefold:
► To imitate a real-world situation mathematically.

► Then to study its properties and operating characteristics, and
► Finally to draw conclusions and make action decisions based on the results of
the simulation.
Some Applications of Simulation:
Ambulance location and dispatching Bus scheduling

Assembly-line balancing Design of library operations
Parking lot and harbour design Taxi, Truck, and railroad dispatching
Distribution system design Production facility scheduling
Scheduling aircraft Plant layout
Labour-hiring decisions Capital investments
Personnel scheduling Production scheduling
Traffic-light timing Sales forecasting
Voting pattern prediction Inventory planning and control
It is the management science approach to problem solving utilises a specialist

team of experts to analyse the problem and construct a mathematical model to
stimulate the problem.
Consult Specialists and Other Relevant Groups

and Individuals
Specialists: A specialist is someone who has a high level of knowledge or
expertise is a particular area such as law, accounting, engineering, chemistry or
management science. Specialists are frequently used in large organisations to
service other departments. Managers should also consult with representatives
from other relevant groups before making decisions. Relevant groups are those
personnel who have knowledge about the issue being dealt with and the expertise
to assist the decision making process.
Relevant groups might be:
► Internal committees of management, government and semi-government

organisations or educational institutions, community groups and industry
bodies.
► Employee and employee representative bodies
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6. ENSURE DECISIONS TAKEN ARE

WITHIN THE
DELEGATION/ACCOUNTABILITY OF THE
GROUP/INDIVIDUAL RESPONSIBLE
When individuals or groups within an organisation make decisions, this occurs
under delegated authority. Such decisions must therefore be consistent with the
delegated authority. Managers have to ensure that while taking the decision on
any identified business issue, the above three factors need to be taken care of.
Do you think it’s quicker and easier to make a decision yourself? Or that you
should make the decision since you’re the boss and are held accountable for the
results? Think again.
We know that teams make better decisions than even the brightest individual in the
group, provided the group is harmonious and cohesive and focused on its purpose
and goals. Consider how a group can provide motivation and help build ideas, and
how involving people in the decision-making process can enhance the outcome
(more brains, better results). Remember that people are more committed to a
decision they helped make because their involvement gives them a better
understanding of it. This greater understanding also helps them to make it work
better.
When to Involve the Team

If any of the following four factors are present, involve your group in the
problem-solving and decision-making process:
The need for acceptance: The more you need team to accept the decision, the
more you should involve them.
► The need for acceptance: The more you need team to accept the decision,
the more you should involve them
► Its effect on the group: The more the problem or decision affects the group, the
more you should involve them.
► Their involvement in implementing it: If the team will be implementing or

carrying out the decision, involve them.
► The ability and desire of the group to become involved: If the team wants to
become involved, consider allowing them to be, particularly if they have
sufficient knowledge of or expertise in the issues involved. Even if they do not,
involving them could provide useful training and development.
28
Make Decisions in Accordance with

Organisational Guidelines and Procedures
Any decision that will be made in the organisation should be in accordance with
organisational policies, procedures and guidelines. These guidelines (plans,
policies, procedures) are made to ensure that decisions will be in line with
organisational objectives.
Decision making is the study of identifying and choosing alternatives. This

decision is generally based on the value and preferences of the decision maker.
By making a decision, we are implying that there are at least two alternatives
strategies that could be adopted. Because of this, we want to try and identify as
many of these alternatives as we possibly can. By identifying the possibilities, we
are placing ourselves in the best possible position for making an information
decision.
Decision making is also about reducing uncertainty and doubt from the alternative
strategies that we have in place at the time. This function shows how important
the information gathering and processing we have already looked at is, in the
decision making process. It should be noted here that uncertainty is reduced
rather than eliminated. Very few decisions are made with absolute certainty
because complete knowledge about all the alternatives is seldom possible. Thus
every decision involves a certain amount of task.
Types of Decisions
There are a Range of Types of
Decisions
► Deciding Whether: This type of decision results in Yes / No result. You either
chose this or nothing. So we initially decide whether to go ahead, and then use
other decision techniques to choose between alternatives. It is important to
consider this type of decision, as often you will find that an organisation will skip
this step and find alternatives without determining whether or not a decision
“whether” is to be made.
► Decisions Which: This type of decision chooses one or more alternatives from
a set of alternatives that have been generated previously. The choice is based on
how well the alternatives measure off to a given set of criteria.
► Decisions Contingent On: These decisions have been made, but are then put
on hold until further conditions are made. Most people and business have a set of
these decisions already, just waiting for a given circumstance to occur. They are
also known as business contingencies.
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Ensure Decisions Taken are Consistent with

Organisational Values, Objectives and
Standards
The objectives, values and standards of most organisations are contained
within their planning documents and should form the basis of all decisions.
These plans can be conveniently divided into the three broad categories of
organisational aims, standing plans and single use plans.
The Decision Environment

We will now look at how environment affects business decision making,
specifically at the various components that may affect it. These variables
include:
► Information
► Data
► Alternatives for the problem solving
► Preferences
► Policies and procedures
In an ideal world, decisions are made with all possible information in front of you
and with every option open to you. But unfortunately we do not live in an ideal
world. We often do not have full information and we usually do not have every
option open to us. You may also find that time is usually against you-you are not
able to make all of the decisions you would like because of missing information.
Definitions with regards to decision making:

► Information: Information is anything that you have that can be used to make a
decision. This knowledge that you have will be used to create alternatives, as well
as allow you to understand how the alternatives will allow you to solve a problem
and in turn examine the effects of each alternative and how well they are likely to
actually resolve the problem.
► Alternatives: This outlines the various possible alternatives to resolve a given

problem. Alternatives can be sought by looking at what others are doing or you
may even take the time to develop your own alternatives.
► Criteria: These are the characteristics that must be present for a given
solution to be seen as being effective for the problem being resolved. They are
often used to rate various alternatives in order to determine which is most
appropriate.
► Goals: This outlines what you are trying to achieve when you are working on
your given problem. You need to understand what it is you need to achieve
before you can actually come up with an effective set of alternatives to choose
from. Ask “What are my goals?” not “What should I choose?”.
► Value: This refers to the actual value to the organisation of a particular

alternative- it may be in dollar terms, satisfaction rates or any other way of
benefitting the organisation.
30
► Preferences: Here you are looking at the actual values of the people making a
decision. What their personal values are and how these may impact on the
decision being made. How calm the decision maker is, their risk aversion, their
desires, what they find important.
► Decision Quality: Here you are looking at whether a decision will be good or
bad for the organisation. In essence, a good decision is any decision that will end
up benefitting the organisation and so is a decision that reflects the best
alternatives.
Ensure Decisions are Taken in a Timely

Manner
It is the responsibility of management to ensure that the right decisions are made
at the right time. In consulting the importance of time in decision making it is
useful to differentiate between strategic decisions and operational decisions.
Whatever time is allocated in taking decisions, managers should ensure that
they are taking decisions in designated time frames.
Decision Making Strategies

Optimising: The first strategy with regards to making decisions is optimising. This
involves choosing simply the best strategy that you can to resolve the problem in
question. This also requires a wide range of alternatives to be most effective. In
order to optimise a decision you need to know certain aspects about the decisions
you are considering including:
► How important the decision is to the organisation
► How much time you have to make the decision
► The amount of resources you have to make the decision
► What budget you have been allocated
► Your own values.
► Satisfying: This strategy works to find the most satisfactory decision

alternative rather than the very best alternative. This is a good strategy in that it
can be made much quicker and generally requires less thought. However, it is
important to remember that this should not be used for vital decisions being
made within an organisation.
► Maximas: Maximas involves maximising the minimums, that is, you are
attempting to reduce the risk associated with a particular option and you are trying
to select the option that has the smallest amount of problems associated with
them, regardless of whether that plan will have a significant positive effect on the
organisation.
Teams also need the knowledge to make effective decisions. These are a wide
range of decision making tools that can be used, and as a team leader, you need
to know which tool to use and when. You will find that a useful means of doing this
to think through exactly what decisions you need to make and the tools you need
to use and agree to them at the beginning of the process.
31
7. DISSEMINATE INFORMATION TO
THE ORGANISATION
Ensure Advice / Information Needs are
Documented and are Specific to Location, Format
and Timeline Requirements
Documenting advice/information needs is vital to ensure output requirements
are met throughout the organisation. The individuals or groups requiring
information output must be specific about their needs, particularly location,
format and timeline requirements. In large organisations the nature of the output
required will vary according to the level of management and so are the
information requirements:
First-level Managers: First level managers are largely concerned with current
operations and require frequent, high-quality information relating to day-today
operations. Depending on the business, this may relate to stock levels,
purchases, orders and labour requirements.
Middle-level Managers: Middle-level managers are likely to require information

about current operations for control purposes but will also be concerned with
planning for future operations and therefore require information about expected
trends and changes in the external environment.
Senior Management: A senior manager is unlikely to be directly involved in

current operations and will therefore require less day-to-day detail. They are
more concerned with strategic planning and are often required to make
decisions about unpredictable events.
Their information requirements will have an external focus and because of the
factor of unpredictability will be less precise than that needed by lower level
mangers.
In this final section, we are going to examine the process of communicating all the
information you have developed so far. In the vast majority of cases, this is
achieved by writing reports. Reports are formal business documents that will
document findings and provide recommendations based on those findings. They
are a key document related to business knowledge. Reports have a format that
must be followed:
► Executive Summary
► Contents
► Introduction
► Findings (Main Body)
► Conclusions
► Recommendations
► Bibliography/ Sources
► Appendices
32
Let’s now look at each section in more detail:
Executive Summary:
The idea of the executive summary in any document is to provide an overall summary of
everything that a particular document includes. You could read the executive summary
without reading the rest of the document and still understand the basic points that it is
trying to get across. This part of any report is critical in that it provides a busy manager
with an opportunity gain a quick understanding of the issue and allows them to determine
whether they need to read any further to gain more information.
The executive summary is generally written last in the process allowing the writer an
opportunity to gain an understanding of everything that the report contains. It should
summarise everything including the recommendations.
Contents:
The table of contents should be:
► Easy to follow
► Laid out in a consistent manner
► Not contain too many entries-only use the first two heading levels
► Include page and titles
Introduction / Terms of Reference

The introduction of a report needs to utilise exactly why a report was written. You need
to ensure that your introduction:
► Outlines the business problem the report is resolving
► Summarises the subject of the report
► Outlines the methods used in investigating the issues that have arisen
Findings / Main Body

This is where you find the meat of the report. In it you should outline:
► What information you have gathered
► The research that you conducted
► The analysis that you applied to the information gathered
► The link between your findings and any conclusions that you reach
► Data collection methods
► An outline of any assumptions that you made in putting the report together
► A discussion of the limitations of the research methods that you adopted

33
Conclusions
This section must:
► Summarise your findings
► Not include any new information
► Be clear and concise
► Follow the order provided in your findings
► Leads to your recommendations
Recommendations
Your recommendation section outlines the measures you believe should be taken based on
the information from your findings and conclusions. Ensure that they:
► Link to your conclusions
► Indicate how an improvement will be gained
► Clearly follow your findings
Your overall report should be:
► Structured in an appropriate manner.
► Be clear and concise in terms of writing style.
► Avoid using technical language as much as possible
► Adopt standard terminology and define any words that are specific to your department
or area.
► Be direct, do not beat around the bush. It is always better to say things in a few words
instead of 1000 words.
► Be based on an outline, write this beforehand and then base the rest of your report on
it.
► Revise your draft and take the time to make sure it is perfect. Don’t settle for what you
originally write.
► Edit - take the time to work through the report line by looking for mistakes to correct.
34
Document Information and Update

Databases Regularly
Data is a term that we tend to take for granted. In our everyday speech we often
refer to ‘raw data’ which we speak of ‘collecting’ or gathering’. This gives us the
impression that data is simply ‘out there’ waiting for us to obtain it. However, a
closer look will indicate that there are important processes of definition and
selection at work. Take one piece of data as an example: NJ630117. This could
be a stock code or a customer reference number; it is a fact a British National Grid
reference. Using a map (or mapping software) we can attach this reference to a
farm called Culthibbert in Aberdeenshire., Scotland, Of course, if we were
interested in the nature of the geology, or the scale of the buildings, or the type of
crop production, this would be of little help.
This information provides a means to monitor various operations and make

decisions; it must be stored and recorded efficiently, safely and logically and be
accessible to those who need it, when they need it. The most common types of
information captured by databases include:
► Dates and times
► Figures and amounts
► Customers details
Design and Test Systems to Meet

Information Requirements of Decision
Makers
Management information system (MIS) output should be designed to ensure that
appropriate information is provided to the people who need it and in a timely
manner. The degree of complexity of the system will vary with the size and nature
of the organisation and can range from the simple face-to-face system that might
exist in a small business to the complex computer-based systems that are
necessary in large organisations. Newman (1975) suggests that to meet the
needs of users an MIS should be both goal-related and flexible. Also disseminate
the information which is up-to-date, accurate, relevant and sufficient for the end
user.
Depending on the size of the organisation and how integral the Information
Management or Knowledge Management is to its operation, different technical
support arrangements will be necessary. Significant costs can be associated with
the ongoing support of a technological system, making this an important
consideration in the planning to purchase stages. Arrangements need to be put in
place for a range of contingencies including the following:
35
Power Outages or Surges

This can affect the integrity and security of data, so appropriate backup
arrangements need to be in place. If the availability of the system is integral to
the organisation’s minute-to- minute functioning, alternative power sources
should also be in place.
Hackers and other Security Threats

Given the scope and type of information likely to be stored in the system, it will
be imperative that the organisation has appropriate security measures in place,
such as a firewall and virus detecting software. Failure to do so could not only
leave the organisation open to information (and therefore capital) loss through
the activities of hackers, but legal repercussions if sensitive or private
information is leaked or stolen.
Technology Upgrades
Technology does not stand still. What is state-of –the-art today will not be
state-of-the-art tomorrow. Infrastructure and equipment upgrade costs are an
inescapable part of doing business and may apply to hardware (computers,
servers), software (the application itself, other software it integrates with), and
infrastructure (network connections).
System Bugs
Even the most thoroughly tested software can have or develop bugs.
Corporations the size of Microsoft do not produce bug-free software-it may be
unrealistic to assume a smaller, specialised software company to be any
different. When bugs become apparent, it is generally the vendor that can be of
most help. Organisations should carefully examine the sale contract to ensure
appropriate arrangements are in place to deal with this eventuality.
User Support and Training

To err is human, and you can rest assured that at some point team members will
require assistance operating the system software. Even when users have been
thoroughly trained, difficulties will still arise and new team members will require
the same training. When software upgrades occur, training will again be
necessary. In addition, support will be required to ensure the software is installed
and operating well on local machines.
Support Arrangements
Many large organisations have in-house technical departments with user support
and systems support staff who monitor system performance, answer user
requests for help, and contribute to the strategic development of technology
services and infrastructure in the organisation. These types of arrangements
frequently include a user support help desk, which may be manned by telephone
or email. Help desks use request tracking systems to mange user calls for help,
triage them into the most urgent, and allocate them to appropriate support staff.
36
Ensure Information is Up-To-Date, Accurate, Relevant

and Sufficient for the Recipient
Individuals within organisations need to communicate effectively both internally
and externally to achieve organisational goals. The communication process within
organisations may be addressed formally by means of policies and procedures, or
practices may simply develop in the absence of specific direction. Communication
plans are structured programs for the dissemination of information and the receipt
of feedback information from individuals relevant to the process or activity.
Knowledge is only as good as the information on which it is based, which in turn is
only as good as the data on which the information has been created. It is therefore
imperative that data input into the organisation’s system is checked for clarity,
accuracy, currency, and relevance. This should be done prior to processing, as
people within the organisation will be using the data as a basis for decision
making. Much rides on people making the correct or right decision- people’s job,
the implementation of a successful marketing campaign, design of products, hiring
the right people, paying correct wages-just to name a few, all needs to be based
on the correct inputs.
To maximise the corrections of inputs, check the following:
Clarity
Are the inputs clearly understood, simple and variable? Is the format recognised
within the organisation? Can it be clearly understood by those who need to use it?
Is the information simple to understand, not too complex (too much information can
be confusing and hard to decipher)? Can the source of the data be verified? Do we
know that the source of the data is providing hard data, not just their impressions
or thoughts?
Accuracy, Error Free, and Complete
Is the data accurate? If you were collecting data on the times that a person was
at work for payroll, did the person use a time clock to record when they shared
and finished work? Was the time collect on the time clock? Did the person
remember to clock on and off all days? If they forgot to clock off one day, we
need to check the clock off time with the employee and then as a double check,
also check with their supervisor for verification.
Currency
Is the information within current timeframes, delivered when it is needed? If your

supervisor is looking for data on the sales figures for August over the past 3 years,
to use as part of the base for their forecast of future sales for the upcoming
August, it is no use giving them figures for July from 5 years ago, as this data may
include variations and does not reflect the sales for August. Also it is important the
data can be easily accessed, when needed.
37
Relevance
If a staff member is looking for the amount of computer stock available so that
they can fill a customer’s order, getting data on the amount of furniture stock is
not relevant to them in this instance, but may be at a later date. They need to
know, what they need to know now, not that which may be of use later.
Develop Communication Plans and

Disseminate Information
The communication policy of an organisation, whether formal or informal, will
consist of a set of objectives relating to what the organisation wishes to achieve
through communication, guidelines setting out how these objectives are to be
achieved or a combination of both objectives and guidelines. The communication
plan to be developed in the organisation should reflect the nature of the
organisation and includes the factors such as:
► Purpose: The communication needs of the organisation and how they might be
achieved
► General principles: matters the organisation regards as important with

respect to communication, including ethics and values
► Channels: The communication channels (such as memos, regulations and

bulletins) used and under what circumstances each is used
Without Communication, Nothing

Happens
Communicating is central to managing. You need to be able to give good
information: explain the goals to be achieved and the work to be done, discuss
who will do it, and show employees how it should be done, and so on. The other
side of the coin is gathering good information: skilful listening, questioning and
observing to uncover people’s feelings, thoughts, motivations, ideas and opinions.
Without this, you can’t improve anything, solve any problems or make decisions.
Communicating is central to organisations. Good communication can unite a
group of employee and help them work as a team, and it can also weld the
various parts of an organisation together into an enterprising, efficient and
effective whole. Consider this:
► Effective communication between an organisation and its customers helps it to

provide ever-more useful products or services.
► Effective communication between sales and production departments helps

the production manager draw up plans that ensure that anticipated
requirements are met and helps salespeople give accurate information to
customers
► Effective communication between finance, research and development, and

marketing helps an organisation develop strategies to meet market demands.
► Effective communication between managers, employees and safety

representatives helps an organisation to operate more safety and
economically.
38
Types of Communication
► Interorganisational: Communication between organisations (e.g. customer/
supplier discussions or negotiations to acquire another company)
► Intraorganisational: Communication within an organisation (e.g. meetings or

discussions between departments)
► Intergroup: Communication between groups within an organisation.
► Intragroup: Communication between groups within an organisation
► Interpersonal: Communication between individuals.

► Intrapersonal: We even talk to ourselves (e.g. to help us remember
something or think something through).
What is the communication climate in your organisation or in some of the groups

and teams you belong to? In other words, what is the nature and content of the
upward, downward, lateral and external communication?
Sadly, most people agree that poor communication causes more problems in
groups, teams and organisations than any other issue. It is the most quoted
cause of frustration and failure to perform.
Although everyone in an organisation communicates, management sets the tone

for an organisation’s communication climate. How clearly and openly managers
communicate with each other, with employees and with other stakeholders set the
stage for how fruitfully ideas and information are exchanged throughout the entire
organisation and even with external suppliers and customers. The effectiveness of
the resulting communication affects the organisation’s morale, productivity and
ultimate success.
39
8. ADHERE TO CONFIDENTIALITY/PRIVACY
POLICY IN THE TRANSMISSION/RELEASE OF
INFORMATION/ADVICE
The collection, use and disclosure of personal information is covered generally by state
and federal legislation as well as specific legislation that applies to organisation in areas
such as health, education or social welfare that have access to information of a
particular sensitive nature. The Privacy Amendment (Private Sector) Act 2000 extends
the cover of the Act to some private sector organisations.
Review and Update Communication Plans Regularly
It is vital that the communication plan is in place and is reviewed for its currency. In this
context, the communication plan may include: Structured program for the dissemination
of information and the receipt of feedback information from individuals relevant to the
process or activity. Where formal communication plans exist, these will need to be
reviewed or audited periodically. A communication audit provides the means of
analysing the relationship between organisation communication and management
function. The communication audit may take many forms, such as observations,
questionnaires, interviews and analyses of written documents. Audits should be carried
out on a regular basis (not just when problems occur) and should be documented by a
formal report that sets out the extent to which organisational goals are being met. Below
is an example of a project communication plan:
Project Communication Plan
When /
What Who / Target Purpose
Frequency
Type / Methods
Initial Meeting
All Stakeholders
Gather information for initial plan
Project Start Date
Meeting
40
Utilise Technology Which Provides Optimum Efficiency

and Quality
Organisations depend on technology and it is a vital part of operating a business
in the 21st century. Information needs will vary between and within organisations
and the storage and retrieval needs will reflect the type of information required.
Draft and Macintosh (1978) developed a framework for determining information

needs based on the type of technology used. Technology was defined in terms of
how well the processes were understood and whether the variety of tasks was
high or low.
Using this Framework Draft and Macintosh Derived

Four Technology Types:
► Craft technology
► Research technology
► Technical/professional technology and
► Programmable technology
The characteristics of these four types have been adapted from Draft and
Macintosh
Craft technology: This technology type is characterised by a low variety of tasks

and low task knowledge. Examples include subsistence farming, cooking and
many administrative functions.
Research technology: Research technology exists where task knowledge is low

but variety is high. This is characteristic of strategy formation or research and
development which require large amounts of information about a large range of
topics in conditions where there are many unknown factors.
Technical/ professional technology: Technical and professional technologies exist

where there is high variety and high task knowledge. Examples include law,
engineering or accounting where detailed information is processed in a slow and
considered manner.
Programmable technology: With programmable technology, type variety is low but

task knowledge is high. This includes all technologies that deal with large
quantities of information processed in a standardised manner. Examples include
ticket reservation systems, credit card verification processes or automated
manufacturing systems.
Managing technology has its advantage over the competitor. Business

technologies are ever changing and have become the part of norm in managing
business globally. Businesses must take in to consideration the cost of
maintaining the technology as well as efficient use in the organisation.
41
Examples of technology may include:
► Audio-visual media
► Internet
► Intranet
► Print media
► Radio
► Telephone
► Television
Maintain Corporate Knowledge and Ensure

Security
Organisations need security policies, standards and procedures to enforce
copyright intellectual property and technology security in a structured way. The
choice of policies needed by the organisation should be acquired through a
thorough risk analysis, which includes security vulnerability assessments. The
assessment results, combined with a proper policy framework and standards,
should determine which policies are needed for your organisation. Using tools
such as Symantec Enterprise Security Manager can assist in measuring
corporate policy compliance in the field of information technology. Additional
services ensure the corporate policy is always up to date and implemented
correctly. Corporate security policy is absolutely essential for securing an
organisation.
Copyright and intellectual property will need to be protected. To find out more
about Copyrights, please visit
https://tinyurl.com/ya2adehp
42
APPENDIX 1. GLOSSARY
Linear Programming:
of everything that a particular document Linear programming (LP) is a widely used
mathematical technique designed to help operations managers plan and make the
decisions necessary to allocate resources.
includes. You could read the executive summary without reading the rest of the
document and still understand the basic points that it is trying to get across.
Simulation
Sorting
Simulation is the attempt to duplicate the features, appearance, and characteristics of a
real system, usually via a computerised model. The model will then be used to
This process involves taking data and attempting to put it into some form of pattern. You
may group like items of data together. estimate the effects of various actions.
Formulate Power Outages or Surges
This type of information processing involves This can affect the integrity and security of
data, so appropriate backup arrangements need to be in place. Hackers and Other
Security Threats Given the scope and type of information likely to be stored in the
system, it will be imperative that the organisation has appropriate security measures in
place, such as a firewall and virus detecting software. Technology Upgrades
Technology does not stand still. What is state-of –the-art today will not be state-
of-the-art tomorrow. Infrastructure and equipment upgrade costs are an inescapable
part of doing business and may apply to hardware (computers, servers), software (the
application itself, other software it integrates with), and infrastructure (network
connections). System Bugs Corporations the size of Microsoft do not produce bug-free
software-it may be unrealistic to assume a smaller, specialised software company to be
any different. When bugs become apparent, it is generally the vendor that can be of
most help. Organisations should carefully examine the sale contract to ensure
the application of a particular formula to as set of data. This formula will result in a new
data being generated where before it was not present. This can be done for a wide
range of reasons, but some of the most useful include summing and multiplying.
Database The database is a collection of data organised to meet the record-keeping
needs of the organisation and accessible by more than one person. The organisation of
the database will vary according to the needs of the organisation, but typically will
contain internal data, external data and private data. Internal Data Depending on the
needs of the organisation this may contain functional data from areas such as
accounting, production, marketing and personnel, as well as transactional data relating
to the operations of the organisation. External Data This will contain data relevant to the
organisation originating from the external environment; for example, data relating to
government regulations, markets, finance, suppliers, competitors or labour. appropriate
arrangements are in place to
Private Data deal with this eventuality.
This may include information relevant to Executive Summary:
the organisation complied by individuals The idea of the executive summary in any
document is to provide an overall summary
such as reports, correspondence or memos.
43
APPENDIX 2.
REFERENCES
► George Staubus, “The relevance of
evidence of cash flow”, in Sterling (see
note 16), p. 63.
► Phillips, D. and Berman, Y. (1995)

Human Services in the Age of New
Technology: Harmonising Social Work
and Computerisation. Aldershot,
Avebury.
► Wurman, R.S. (1991) Information

Anxiety. London, Pan.
► Zuboff, S. (1988) In the Age of the

Smart Machine: The future of the work
Power. London, Heinemann.
► Law, A. M. and W.D. Kelton.

Simulation Modeling and Analysis. 2nd ed.
New York: McGraw-Hill (1991).
► Pegden, C.D.,R.E. Shannon, and R.P.

Sadowski. Introduction to Simulation
Using SIMAN. New York: McGraw-Hill
(1995).
► Heizer , J and Render, B. (2005)

Opertions Management, 7th edition.
Sydney.
► Godfrey, J, Hodgson, A, Holmes, S

and Tarca, Accounting Theory, 6th
Eidtion. Sydney.
► Mutch, A (2008), Managing

Information and Knowledge in
Organisation. New York.
► Greenberg, H. J. “How to Analyse the
Results of Linear Programs- part 1:
Preliminaries.” Interfaces 23, no. 4
(July-August 1993): 56-68.
► Cole, K (2005), Management Theory

and Practice, 3rd Edition, NSW.
BSB61315 Advanced Diploma of Marketing and

Communication 12 subjects 1. Advertising Campaigns 2. Financial
Management 2 3. Manage Diversity 2 4. Knowledge and Information Management 5.
Marketing Objectives 2 6. Marketing Opportunities 2 7. Marketing Plan 8. Marketing
Process 9. Market Research 2 10. Strategic Planning
11. International Marketing Programs 12. Innovation 2
► BSB20115 Certificate II in Business
► BSB20215 Certificate II in Customer
Engagement
► BSB30115 Certificate III in Business
► BSB42015 Certificate IV in Leadership and
Management
► BSB51915 Diploma of Leadership and Management
► BSB61015 Advanced Diploma of
Leadership and Management
► BSB42415 Certificate IV in Marketing and Communication
► BSB52415 Diploma of Marketing and
Communication
► BSB61315 Advanced Diploma of Marketing
and Communication
► 10118NAT Diploma of Social Media Marketing
► BSB30515 Certificate III in Business
Administration (International Education)
► BSB41515 Certificate IV in Project
Management Practice
► BSB51415 Diploma of Project Management
MARKETING
APC also offers the following courses:
ACCOUNTING BUSINESS
HOSPITALITY
INFORMATION TECHNOLOGY
HUMAN RESOURCES
MANAGEMENT
MARKETING
TOURISM PROJECT MANAGEMENT
CHILDCARE
► BSB61215 Advanced Diploma of Program
Management
► BSB41015 Certificate IV in Human
Resources
► BSB50615 Diploma of Human Resources
Management
► BSB60915 Advanced Diploma of
Management (HR)
► FNS40615 Certificate IV in Accounting
► FNS50215 Diploma of Accounting
► FNS60215 Advanced Diploma of
Accounting
► SIT30616 Certificate III in Hospitality
► SIT50416 Diploma of Hospitality
Management
► SIT30216 Certificate III in Travel
► SIT50116 Diploma of Travel and Tourism
Management
► CHC30113 Certificate III in Early Childhood
Education and Care
► 10005NAT Certificate IV in Communicative
TESOL
For further information on APC courses please see Student Services, email
info@apc.edu.au with your enquiry, or visit our website at www.apc.edu.au
59
©2019 Australian Pacific College
Head Office: Lower Ground, 189
Kent Street Kent St Campus (CBD)
Sydney NSW 2000 P (61 2) 9251
7000 F (61 2) 9251 7575 Web:
www.apc.edu.au

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BSB61315 ADVANCED DIPLOMA OF

MARKETING AND COMMUNICATION

Knowledge and Information

This workbook has been designed for use in conjunction with

Students should attend all timetabled sessions so they can

Information that is available in digital form is not included in this

Publisher: Young Rabbit Pty Ltd

Edition: 5th Edition

Release date: February 2018

The publisher owns the copyright in this

No part of this publication may be reproduced by

© 2019 Young Rabbit Pty Ltd

CRICOS Provider: Young Rabbit Pty Ltd – 01331F

Front cover image sourced from: www.rightsonsite.org.au

Contents ​Unit of Competency

2. Analyse information and knowledge

3. Take decisions on business issues identified

4. Disseminate information to the organisation

Distinction (D) 75-84%

Credit (Cr) 65-74%

Pass (P) 50-64%

Not yet competent (NYC) Below 50%

This tells you to go and find out some information

This indicates that you need to take notes and/or complete

This means you should look to sample of organisations’

Take some time to think about the information and record

Talk to your peers, colleagues – swap ideas.

Selected extra reading requirements.

1. OBTAIN INFORMATION RELEVANT

Information is a critical factor in any business decision. Sufficient and accurate

It is important to review and take staff feedback in identifying the possible

‘Feedback is a way to learn, develop and grow.’ ​The right

When attempting to determine information requirements, look at the

Identify, Define and Analyse Business Problems

The rational decision-making model is based on the assumption that managers

The classic decision-making process usually involves six stages as once

► ​Diagnose the problem: ​Diagnosis involves isolating the probable cause of

► ​Develop alternative solutions​: Just as there are usually a number of

► ​Implement alternatives: ​Implementation requires that management

► ​Control and evaluate​: Once perceived solutions are decided upon,

2. IDENTIFY INFORMATION REQUIRED TO

Consultation with End Users

Key Information Requirements

A useful way to start your examination of information needs is to examine the

Source and Gather Reliable Information

Resources available are a significant matter when looking at information

We mentioned scope previously. Essentially scope is how wide your information

Some questions that could be easily answered using internal information

Is our sales performance within key market segments improving or

Would it be wise to open a new plant to meet our production needs?

► Primary Research: Primary research involves employing an organisation to

If other processes, such as consumer demand, demographics of the marketplace

Test Information for Reliability and Validity, and

Utilise Formal and Informal Networks to Access

3. ANALYSE INFORMATION AND

Computer Generated Spreadsheets

Word Processed Information

► Accuracy: As we mentioned earlier, accuracy of information is vitally important.

► Implications Explained: It is important that where required you provide brief

► Stay within Resources: Information needs to be produced within a range of

Identify Patterns and Emerging Trends Correctly

► Suppliers: Powerful suppliers have the ability to affect an organisation by

► Buyers: If there are only a few powerful buyers an organisation is in a weak

Contents Unit of Competency

‘Feedback is a way to learn, develop and grow.’ The right

► Diagnose the problem: Diagnosis involves isolating the probable cause of

► Develop alternative solutions: Just as there are usually a number of

► Implement alternatives: Implementation requires that management

► Control and evaluate: Once perceived solutions are decided upon,