Phase 4 Mindmap

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Phase 4 Mindmap by Mind Map: Phase 4 Mindmap

1. Operational Control

1.1. This is the level of management that will use this data

1.1.1. why?

1.1.2. determines the basis for day-to-day activities

1.1.2.1. They provide information to other management levels

1.1.2.1.1. supplier availability

1.1.2.1.2. supplier capacity

1.1.2.1.3. competitor information

1.1.2.1.4. stocking/inventory info

1.1.2.1.5. nutrition

1.1.2.1.6. pricing

1.1.3. provides a framework of how things happen and run - thus they need the information to organize and plan

1.1.4. determine how much they need to have in stock (inventory levels)

1.1.5. this will provide a base for what to tell the other management levels - so they know what to do

1.2. how?

1.2.1. Using the support systems

1.2.1.1. decision support system

1.2.1.1.1. data support systems

1.2.1.2. transaction system

1.2.2. communication levels

1.2.2.1. making sure all other management levels know the plans - so they can provide what we want

1.2.3. relationships with customers

1.2.3.1. providing us with insight of what they want

1.2.4. research on the food market - both non organic and organic

1.2.4.1. the need for the products

1.2.4.1.1. supply/demand

1.3. Adequate You've listed a comprehensive info needs, I suggest you may give a detailed description to the one which makes your company unique.

2. - Our information will be used by senior managers. Senior managers are in charge of forecasting; they use information (labour force statistics, state of economy, competitors/substitutes in the industry) to create strategies that the operational control level use to implement them. -In our context, because of the small size of City Workforce, our senior managers will double as middle managers, in charge of sales analysis and performance. This will foster quicker communication with the bottom line (line managers, employees) as well as save money on unnecessary workers.

2.1. Weak+, it is unclear which level the info is targeted, you may review the course material.

3. Group 401 (Good Foods)

3.1. Level of Management

3.1.1. Strategic

3.1.2. Management Control

3.1.3. Operations

4. Discussion Question: At what level of management will this data/information be used? And how?

5. Group 405

5.1. Strategic

5.1.1. Used by senior management (makes big decisions within company)

5.1.1.1. Use of EIS to provide data to executives in order to make big decisions that affect the future of City Workforce

5.1.1.1.1. Forecast trends in labour industry, state of the economy

5.1.1.1.2. Use data to create models that aid with decision making

5.1.1.1.3. Allocate resources

5.1.1.1.4. Use data to predict future of City Workforce and set goals

5.1.1.1.5. Use information gathered to determine where customer preferences are.

5.2. Management Control

5.2.1. Used by management level

5.2.1.1. Use of DSS to gather data that supports the decisions of executives

5.2.1.1.1. City Workforce can utilize previous data from their database to analyze current strategies and decisions

5.2.1.2. Use of OLTP to keep historic data on employees of City Workforce in order to determine whether performance is satisfactory or not

5.2.1.2.1. making sure the data that is collected (including employment and unemployment statistics, trends) are kept up to date and relevant

5.2.1.3. Use of Data Mining to determine characteristics that employers look for in employees

5.2.1.3.1. By determining important characteristics that employers look for, City Workforce can determine what is important to look in an employee

5.2.1.3.2. City Workforce could divide the potential employees into different categories based on skills, qualifications, etc to make it easier for them to match the clients

5.3. Operational

5.3.1. used by line managers in the Transaction Processing System (TPS)

5.3.1.1. Use of TPS in order to execute specific and routine day-to-day tasks

5.3.1.1.1. When gathering information from successful applicants, that data will be placed into City Workforce's database. This routine transaction is part of TPS where line managers would update, store, and summarize the employees and client's information into the system

5.3.1.1.2. Since City Workforce works with receiving commissions from employees who found a job through our services, that would be included as processing a regular business transaction

5.3.1.1.3. The use of video conferencing and online tools to assist with interviewing candidates from across the world in order to increase efficiency and reduce costs. It is part of TPS as it is something that could be performed on a regular basis under the supervision of line managers

5.4. Good You understood the course material quite well and made a good example of putting them into your own use.

6. Group 406 (City Workforce)

7. Group 407

7.1. Good Foods Canada

7.1.1. Our Mobile e-commerce application can collect raw data and trends from our customers. This would be classified as our Transaction Processing Systems, which would be managed by the line managers.

7.1.1.1. With the

7.1.2. Our strategic managers will use infromation from data within the Management Information Systems drawn from the TPS, manage inventory.

7.1.3. With the Decision Support Systems, computed from the TPS and MIS, our senior managers will be able to use summary reports to make decisions about future inventory levels based on forecasted customer demand. This will ensure fresh food and groceries at all times with minimal leftovers and unused inventory

7.2. Adequate, you've got a good understanding of the course material, to improve you have to find something novel in your company's use.

8. Group 419

8.1. MY BUBBLE!!!

8.2. Level of Management

8.2.1. Operational

8.2.1.1. - Decision support system

8.2.1.2. HOW: Datamaning information for clients and using text mining to sort out the criterial of the employees needed.

8.2.1.3. Salary Processing: transaction management decision making, using data mining

8.2.1.4. New node

8.2.2. Stategic Management

8.2.2.1. - How many employees we need to satisfy the demand

8.2.2.2. HOW: looking at TPS (Transaction Processing System) looking at previous transactions to help forecast the demand of employers

8.2.2.3. HOW: Data visualization in determining needs of relative sectors in our region

8.2.3. Operational Control

8.2.3.1. inventory management

8.2.3.1.1. Using data warehouse, to create a database which stores all the information on clients employees, records, and criterias

8.2.4. Management Control

8.2.4.1. Sales performance analysis

8.2.4.1.1. Transaction Processing System

9. Group 420

9.1. Good Foods Canada

9.1.1. Supplier Information

9.1.1.1. Transaction Processing System

9.1.1.1.1. Used to schedule and plan for product acquisition

9.1.1.1.2. Provides Execs information regarding supply and inventory

9.1.2. Competitor Information

9.1.2.1. Decision Support System

9.1.2.1.1. Provides accurate information on competitors to help determine which way Good Foods should progress/differentiate themselves

9.1.2.1.2. Information regarding general market pricing to allow for competitive advantage

9.1.2.1.3. Information regarding rivals will effect which product lines to carry, are successful

9.1.3. Nutritional Value Information

9.1.3.1. Transaction Processing System

9.1.3.1.1. Provides accurate information for daily transactions to consumers and employees regarding the nutritional value

9.1.4. Customer Preferences

9.1.4.1. Decision Support System

9.1.4.1.1. Allows for the decision of which products to carry/are popular with consumers

10. Group 408

10.1. MoveIT

10.1.1. Strategic Management: Senior Managers: CEO:

10.1.1.1. Forecast demand

10.1.1.1.1. New node

10.1.2. Operational Control: Line Management and Supervisors:

10.1.2.1. Senior Staff: Inventory management

10.1.3. Operations: Employee:

10.1.3.1. Drivers, Moving staff: Provide the delivery service:

10.2. TPS should be used for all the management levels because we are a very small company, and all we need is to collect daily transaction record, such as the location of home movings, the number of staffs working, hours of shifts, payroll. TPS can replace the current paper-based system.

10.3. Adequate-, your description is too broad, more detail and novel idea use of info and its targeted operational level is needed.

11. Group 409

11.1. DataMed Clinic

11.1.1. Strategic management (Top Executives)

11.1.1.1. Market research

11.1.1.1.1. How DataMed is doing relative to competitors

11.1.1.2. Financial records

11.1.1.2.1. How to competitively price our services and how to best invest in the long term (in equipment, training, marketing research, etc.) and where to cut down on unnecessary costs

11.1.2. Management Control (Department Managers)

11.1.2.1. Quality of Care (Customer feedback, number of errors made by doctors)

11.1.2.1.1. To monitor satisfaction of customers, and how to better improve customer satisfaction and inspect quality of service from doctors in diagnosing and treating patients illness successfully.

11.1.2.2. Patient Data

11.1.2.2.1. A measurement of how many client's they have, (and how often they come to the clinic) and set goals for the clinic to expand clientel and number of visits

11.1.2.3. HR management data

11.1.2.3.1. Have the optimal level of salaries, hours, benefits, incentive structures, training, etc

11.1.3. Operational control (Head Doctors)

11.1.3.1. Maintenence Costs

11.1.3.1.1. Know when or how often to fix machinery, or when to simply replace them

11.1.3.2. Supplying Chain

11.1.3.2.1. Surveying different suppliers and choose one that offers the best deal to the clinic in order to cut cost on supplies needed for the clinic.

11.1.4. Operations (Doctor, Nurses, Receptionists etc)

11.1.4.1. Patient Datas/Records

11.1.4.1.1. To see the history of patients, and to see patterns in their health to better diagnose them.

11.1.4.2. Appointments

11.1.4.2.1. To manage patient flow (time management) and wait times. To best manage hours allotted for employees.

11.2. Good, good understanding of the course material and usage of them into your own context.

12. Group 410

12.1. VanRealty

12.1.1. Types of Information we need:

12.1.1.1. Economic Information

12.1.1.1.1. To help us forecast demand for our service to ensure steady revenue

12.1.1.1.2. For example. if the economy is declining, we would cater to a certain type of market, and make investments in properties accordingly, i.e. Townhouses and lower income families

12.1.1.2. Demographics

12.1.1.2.1. We could target our services accordingly according to income, race, age etc

12.1.1.2.2. For example, if there is a race with a trend towards larger families, we could possibly refocus our services for larger homes

12.1.1.3. VanRealty consists only of one management level, so all three employees will be using this information

12.1.1.3.1. I'M SO SORRY. I MOVED IT BY ACCIDENT <3

12.1.2. We will use this information for decision making, refocussing of targets and product

12.2. Adequate, you may improve by describing the relationship of your info and decision making.

13. Group 404 VAnalyst

13.1. Semi Structured

13.1.1. DSS (Decision support system)

13.1.1.1. Bloomberg Terminal

13.1.1.1.1. Special reports

13.1.1.1.2. Decision analysis

13.1.1.1.3. Response to previous forecast

13.1.1.1.4. How:

13.1.1.2. Yahoo Terminal

13.1.1.2.1. Similar to bloomberg terminal

13.1.1.3. Client background information

13.1.1.3.1. Used by: Sales and customer relationship department

13.1.1.3.2. This will also lead us to their utility and expectations from investment

13.1.1.3.3. a Credit check is always sensible.

13.1.2. This will be used by our team of analysts

13.1.2.1. Provides ideal insight on trends

13.1.2.2. Professionals and staff mangers

13.1.2.2.1. Because VAnalyst is a small company DSS technology is generally more fitting because it is engineered for broader use across the echelons of a company than ESS. This means all our analyst will have equal access to important decision-tentative information

13.2. Good You understood the course material quite well and made a good example of putting them into your own use.

14. Group 403

14.1. .

14.1.1. Strategic Management (Executive Board)

14.1.1.1. What data? They will use data connected to revenue model. What is their profit, where this profit comes from, data about the market, strategic suppliers, valuable emploees (doctor's) market in Vancouver, performance of key employees

14.1.1.1.1. How to use? To make investments, get financing for operation, plan human rescorces management development,

14.1.2. Middle Management

14.1.2.1. What data? Most data usefull for value proposition. They will use data about patients, type of most popular visits, scheduling hours, salaries, staff scheduling, evaluation of low level staff performance, feedback surveys from costumers, past records about services they provided, operational costs,

14.1.2.1.1. How to use? To impove costumer service, create motivation systems for emploees, decide where to put ADs of clinics services, negotiate prices with supliers, make services more profitable, coordinate new projects that develop new medical technics

14.1.3. Operation Management

14.1.3.1. What data? Whey will use data about inventory levels, appointments, basic patients information,

14.1.3.1.1. How to use? Make supply orders, plan schedule of the visits

14.1.4. Adequate+ You've got a very good understanding of the course material, but you lack a good description of your info needs.

15. Group 402

15.1. MoveIT

15.1.1. Operations

15.1.1.1. Using data (such as Moving Date/Moving Address/Customer Name/Teams Deployed) to execute day-to-day tasks of delivery

15.1.2. Management Control

15.1.2.1. Fine-tuning the delivery network by looking for efficiency (Vehicle average fuel costs, maintenance fees for trucks and equipment)

15.1.3. Strategic

15.1.3.1. Using operational CRM to collect data on customer satisfaction (through the use of 'estimate forms')

15.1.3.2. Using DSS to analyze monthly (or annual reports) and make long-term decisions (such as expansion, reviewing data management systems

15.2. Adequate+ Good understanding of the course material, your new idea is encouraged to add onto the one you've learned.

16. Group 412

16.1. Strategic Level of Management

16.1.1. By gathering customer preferences, management can determine branch locations and clearly define company marketing strategies

16.1.2. By keeping historic data of customer activities in investments, financial advisors will be able to recommend tailored services suitable for the client's preferences

16.2. Management Level

16.2.1. Keeping historic data of portfolio to see how well fund managers or financial planners perform - Online transaction processing (OLTP)

16.3. Internal Level

16.3.1. Keeping data on portfolio history and compare to market indexes like S&P

17. Group 415

17.1. CITY WORKFORCE

17.1.1. Upper, middle and lower management will use this information- they will use this information to connect the employer with the employee. They will use it to create a more cohesive temporary relationship. however, the lower management will be using this data a lot more on a day-to-day basis opposed to higher management

18. Group 417

18.1. MoveIt

18.1.1. Managmenet

18.1.1.1. The information collected from the survey from past customer deliverys tells us about customer satisfaction. This would be useful at the management level to monitor performance and assess what needs to be change or adjusted

18.1.2. Operations

18.1.2.1. The statistics we collect about customer details about house location, drop off/delivery time etc. would be used at the Operations level as it is useful to the company for performing day-to-day operations

18.1.2.2. information about the vehicles and fleet allow us to decide which trucks to use for specific deliveries, as the trucks are of various sizes. This is very important to day-to-day logistics as it let us to select the right truck for the right customer

18.1.3. strategic

18.1.3.1. Customer details can also be used in the strategic level .Through using ESS, we can analyze the growth of our customer base and use it to predict the level of customers that we will have in the future. This allows us to make long term decisions as our customer base changes, such as the adjustment that we need to make to the size of our fleet and and the number of employees in the company

19. Group 411 (VanRealty)

19.1. What information? Statistics on the housing market

19.1.1. Who will use it? Upper management of the company - head office

19.1.1.1. How will they use it? They will use it to identify the most profitable areas and the areas with the highest turnover, which results in the most opportunity for sales for VanRealty.

19.1.1.1.1. We can target those areas specifically and that type of property (house, townhouse, condo, etc.) to take advantage of areas that are experiencing exceptional growth or that offer other business opportunities

19.1.1.2. Determine which property types are most profitable in each region

19.1.2. Average selling price, sales per month, types of properties sold,

19.1.3. Sorted by region of the lower mainland

20. Group 416

20.1. Data Med

20.1.1. Strategic Management

20.1.1.1. Managers set long term objectives on how to improve the company.

20.1.1.2. Do research on the market as well as competitors and use results found to better serve customers and have an edge.

20.1.1.2.1. Use marketing strategies to find out market needs and wants as well as relative satisfaction to better serve the customers

20.1.1.3. Employees should be well prepared and well trained in terms of interacting with customers

20.1.1.3.1. Employees able to provide quality service at all times to improve customer experience at the clinic as well as customer satisfaction

20.1.2. Management Control

20.1.2.1. Keep track and gather information on bestselling items or commonly prescribed medications

20.1.2.1.1. This knowledge helps us to keep quickly moving items in stock at all times and readily available for customers.

20.1.2.2. Manage the number of patients tended to per day, who comes in most often and how often.

20.1.2.2.1. Create goals or limits as to how many people should be served in a day

20.1.3. Operational Control

20.1.3.1. Improve relationship with supply chain factors of the business.

20.1.3.1.1. Faster and more efficient supply chain to improve service and value to customers

20.1.3.2. Be aware of current technologies and their functionality in the clinic. Offer maintenance or replacement when needed.

20.1.3.2.1. Working machinery and technology will keep the clinic efficient and productive.

20.1.4. Operations

20.1.4.1. Time and data organization, well maintained and up-to-date

20.1.4.1.1. Schedule appointments as needed in order to have a steady inflow and outflow of patients without any or little disorder or excessively long waiting times.

20.1.4.1.2. Keep patient records to better serve individual customers. Awareness of patient history can aid in accurate and effective prescription and diagnosis.

20.1.4.1.3. Up-to-date records to observe how each patient is doing. Can also help in proper and ideal diagnosis.

21. Group 418

21.1. Good Foods Canada

21.1.1. Suppliers availability

21.1.1.1. Operational control will carry specific day-to-day tasks which includes the availability of our products. Since we aim to offer customers fresh organic products that must be delivered daily to secure quality.

21.1.1.2. Operational managers can schedule daily deliveries according to sales and store investories

21.1.2. Suppliers capacity

21.1.2.1. Management control will maintain a optimal level of inventory because we are managing perishable products. Management control will keep track of sales performance and align it to suppliers capacity to meet demand

21.1.2.2. By maintaining a record of inventory, management control will be able to maintain an optimal level of inventory.

21.1.3. Delivery time

21.1.3.1. Strategic control will decide which supplier to work with and allocate its resources with

21.1.3.2. They will try to align the sales record with the delivery time of products. They will aim to match the inflow and outflow of inventory.

21.1.4. Sales with regards to location in the store, and to season

21.1.4.1. management control

21.1.4.1.1. info used to determine where products are placed in the store, and how much to stock of each product t different times of the year. These are not day to day decisions

21.1.5. Information about trends of food consumption

21.1.5.1. Strategic control because it pertains to which products to stock and the overall marketing strategy of business

22. Group 413 (DataMed)

22.1. Upper level (senior) administrative management (strategic management)

22.1.1. Know the costs of pharmaceutical, technology, and operational supplies and use it to negotiate with suppliers

22.1.2. Analyze the trends and data of customer visits (frequency, length, quality) to form policies that would improve efficiency of operations

22.1.3. Use market research in order to create business strategies to achieve a competitive advantage

22.1.4. Use cost information and industry rival prices to determine how much to charge the customers for membership and medical packages to break-even and/or generate profits

22.1.5. Use staff experience (years served in the medical industry and previous job experiences) and specialization to determine compensation and staff work-ethics to determine bonuses

22.2. Doctors/Specialists

22.2.1. Need to use patient's medical history in order to treat their need effectively

22.2.2. Use primary research or other information about available services/treatments to help suggest to patients other potential treatments that the clinic offers

22.3. Customer support/relations department (HR)

22.3.1. compile survey and feedback information to improve facility quality and service quality

23. Group 414

23.1. Good Foods Canada

23.1.1. Strategic

23.1.1.1. ESS

23.1.1.1.1. Strategic level can make longer term decisions that will benefit the company as a whole based on management and operational levels' reports as they are the foundation

23.1.2. Management

23.1.2.1. MIS

23.1.2.1.1. Managers can coordinate best delivery dates based on historical demand/seasonal demand/demand forecasting results from upper level managers information combined with in-store/real life knowledge of operational staff reports of what is popular and not - can produce reports also for strategic level mgmt.

23.1.2.2. DSS

23.1.2.2.1. critical for demand forecasting and scheduling deliveries - need to get fresh local produce

23.1.3. Operational

23.1.3.1. Transaction Processing System

23.1.3.1.1. Since operational managers are most up-tp-date with daily fluctuations in stock items perishable and non-perishable, it is key that inventory be managed properly - alerting suppliers when low on stock, restocking effectively, removing products that do not satisfy customers/or do not sell well