Brief Notes on Business Administration & e-Company

Dr.  S.  Maurer,  
MBA Professor

Be certain your body language matchës your words.  Congruent actions and messages build respect and trust.  Evidence of active listening includes upright posture,  eye contact,  nodding of the head,  calm facial expression,  hands at rest or gesturing openly,  lack of fidgeting and squirming,  appropriate sounds and acknowledgments.

So why the past tense? The advantages of frame relay are now achieved via the internet.  The timeframes for implementation have been reduced from hours to minutes.  Encryption has advanced beyond the security offered by isolated paths.  Advances in application based routing can achieve availablity assurances.  Legacy protocols have been largely replaced by ip.

The call centers have evolved into multi-channel customer contact centers,  the centers ' staff have had to increase their skill sets,  often leading to greater job satisfaction.  This site requires free registration.

Almost all of today's executives are in agreement that the solution to the majority of corporate problems involves obtaining better control and use of existing corporate resources,  looking internally rather than externally for the solution.

Now is the best time to take stock of overall performance plans.  Does the domain have the necessary resources to achieve preferred results,  e.g.,  necessary funding,  training,  input from other subsystems,  etc? Are the standards realistic? Can the domain realistically achieve the results within the preferred time frame? Does everyone involved in the measures really understand how to recognize the measures? Do they know their role in the performance management process?

Instead of having to purchase additional hardware to cater for peaks in demand,  under-utilised resource from elsewhere within the business is harnessed.  it also means better support for the business processes that depend on computing.

A common failure in many kinds of planning is that the plan is never really implemented.  Instead,  all focus is on writing a plan document.  Too often,  the plan sits collecting dust on a shelf.

Effort-driven scheduling determines what happens to the duration or resource units for a task when you add or remove resources.

There are three variables in any project management: the objectives,  the schedule,  and the resources [mainly staff time].  These are all linked together; you cannot change one without reviewing the impact on the others.

Too often,  during a review,  an employee will say,  I didn't know that was expected of me

With a job description signed by the employee,  that excuse cannot be made.

The tough economic climate drives businesses to seek rapid ROI on all information technology [it] investments - old and new.  The CEO,  CFO and the entire board need to see that information technology [it] is linking successfully with the overall business strategy of the organisation,  and it is up to the chief information officer [cio] to demonstrate this.

Similar to advertising and promotions,  a media plan and calendar can be very useful,  which specifies what media methods that are used and when.

Think about each goal and what sub-goals,  or objectives,  you need to accomplish to reach your goal.  Depending on your nature,  it may work to instead think of how the program process will be carried out and then identify specific milestones,  or objectives,  in carrying out the process.  This approach is somewhat like the reverse of thinking about goals and associating objectives.  

This technology has also been used by financial,  mortgage,  and health care enterprises to determine their customers' needs and then actively recommend a prepared solution.  Say goodbye once and for all to door-to-door insurance salesmen.

In later years,  the emergence of information technology such as bar-code scanners and handheld computers prompted P&G to pioneer small-scale experiments with a few retailers to build and share electronic databases,  forge closer ties,  and streamline the supply chain to deliver higher value to consumers.  In one such experiment,  P&G prototyped the granddaddy of collaborative business processes—continuous replenishment.  This initiative began with P&G automatically shipping Pampers to a grocery chain in St.  Louis without the store's buyers having to place orders.