Download Quantitative Analysis - Buisness Management - Lecture Slides and more Slides Business Administration in PDF only on Docsity!
Map number
and
description
Media
utilised for
transmission
Target of the
message
Intended
subject
Form of
signal
Evaluation /
judgement
Board Meeting
Formal Other directors + owner
General Hard and soft
Huge experience with company โ very influential CEO Informal Managing director
Strategic + general
Hard and soft
Privileged link for main corporate decision making โ much value added Monitoring of budget
Telephone and informal contact
Sales director Budget Soft Negotiation
Request / inquiries and instructions
Telephone and informal contact
DP
department
Sales, accounts and procedures
Soft Privileged relationship
Guidelines for investment
Telephone and formal meeting
Banks Goals pursued Soft Regular but infrequent
Company philosophy
Telephone and meeting
Advertising agency
Brand image and budget
Hard and soft
n / a
Figure 5: Framework for analysis of the information flows on the maps
Quantitative analysis
Job Title Company In-flows Out-flows Ratio Category
Sales Manager D ----------- ----------- ------- ------------ Buyer A 10 4 2. Finance Controller A 7 3 2.33 From 2.5 to IT Director B 7 4 1.75 1.6 โ more Finance Director B 7 4 1.75 In-flows Training Officer D 8 5 160 Finance Director A 9 6 1. HRM Director C 8 6 1.33 From 1.5 to Finance Director D 9 7 1.29 1.1 โ more Finance Controller B 5 4 1.25 In-flows IT Director D 6 5 1. Purchasing Director B 7 6 1. Sales Director A 7 7 1.00 Symmetrical Finance Director C 6 6 1.00 Structure Production Director C 4 5 0.80 Below 1 - Sales Director C 6 8 0.75 more Out-flows
Total 106 80
Average per actor 7.07 5.
Table 2: Analysis of IF /OF ratio per manager.
Name of Written Written Telephone Face-to-face Face-to-face
executive unaddressed addressed others meeting
Communication Channel -Overall Analysis
Intensive personalscanning = curiosity also in graphical formto highlight variances Pricing file is mainchannel of communication could be better ifinformation was better prepared -irrelevant or very important! Too little timeavailable! Trying to organisepaper-clipping service + dashboardfor permanent info personal scanning fornew ideas minor relevance (seesall reports as addressed!) minor relevance orcrucial as a tool to bargain small or mostimportant source here! For external info only too much to copewith + urgent to achieve cooperationin storing data general info background only useful or the bin!! Important source forpersonal development
Biggest item, buttoo much to manage properlytime waster - solution needed to verify thatmilestones have been reached - iefor specific queries only quite a lot of infoexchanged internally mostly internal mail especially as asource - internal mail to forwarddocuments and comments high frequency andlow value high volume quite critical incoordinating the action of the salesforce small very rare (tooformal) for the record only
small small very important totrigger action
Quite useful giventhe geographical spread of thecompany
to deal withexception or prepare a remote visit always followed bywritten document 0% as a target(secretary) 50% as a source mostlyaccidental restricted except withthe sales reps - especially phoneconferences - ideal to keep everyoneabreast small too much time spent! You have to live withit, but it cannot be controlled (culture) quite important forrelations with outside organisations quite important andmost flexible to get things done best for qualitativeimpressions (especially phoneconferences) Super for problemfinding and information gatherer secretary screenseverything good for info not foraction
Small
vital source of contactwith remote sites - best way toshow support important tours are the best way tocommunicate with wide labour force - systematicuse of lunch and diners as well small
crucial to obtain highvalue info insignificant small
small
small visits in remote sites arevital for efficient communication infrequent invaluable but cannot beused all the time to initiate contacts andbe polite small
Vital for strong linkagewith customers and suppliers
regular internal meetings invaluable for cohesionespecially for specific topics especially one-to-one:where you make the real discoveries!! 30% of time: withcustomers and also internally - better forspecific problem solving
primary communicationchannel quite important 30% of time n meetingswith customers - also internal but only in smallgroups limited to major decisionmaking to avoid time wasting informal meetings areeveryday tool only task forces (specificproblems) meetings should be usedat a later stage in problem solving mostly one-to-onemeetings where the real work gets done no way unless specificagenda!
(6 / 3 / 0) but 4 for books and journals
(5 / 1 / 6) (3 /3 / 3) (5 / 0 / 6) (9 / 2 / 1) and 5 forspecific problem First figure: crucialsecond figure: overload solving third figure: little or no use Docsity.com
