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Wednesday 10 October 2012

GM12 Business Communication Assignment I: contact us for answers at assignmentssolution@gmail.com

GM12
                                         Business Communication

                                                          Assignment I

Assignment Code: 2012 GM12 B1                                                      Last Date of Submission: 15th October 2012
                                                                                                                Maximum Marks: 100     

Attempt all the questions. All questions carry equal marks.

                                                                Section A
1.    “If all my possessions were taken from me with one exception, I would hope to keep my power of communication …. For by it I would regain all the rest.”  Comment on the statement  by Daniel Webster with reference to the components of business Communication?
2.    “Writing is an Art.” In light of the above statement, write a detailed note on   ‘Writing with style.’
3.    Persuasive messages are different as compared to routine messages. Compare the two? Write a persuasive message to your Manager convincing him to relocate you to a new city?
4.    On the one hand, it is said that oral communication saves time and on the other it is said that it wastes time. How and why does it happen?                                                                   
Section B
  Case Study
From  : Belinda Gibson, Training Coordinator                              To: Freda Smith, General Manager
Subject: Portable Computers                                                               Date: January 29 2008
To make the most of the technologies we discussed the other day to provide a quality service to our customers, it is essential that our training staff be equipped with portable computers which can be used at client sites.
Over the next couple of weeks, please investigate the portable computers which would be most appropriate for our staff, and present your findings in the form of a formal management report. The selected machine needs to be compatible with the Windows software we are currently using. Other factors which should be considered when comparing the brands and models include:
•    Initial cost;
•    Weight and size;
•    Screen size;
•    Clarity of the screen image;
•    RAM and hard disk size;
•    Speed of the CPU;
•    Battery capability; and
•    The availability of on-going service agreements and warranties.
With our training staff so often out at client sites, it would be useful if the machines also had modern facilities to enable staff to access their email. Please pass the report to me by the end of the month so I can read it over before discussing your recommendations with the training staff. Let me know if you have any questions.

A Business report was submitted based on the requirement.
Business Report on Comparison of two Computers
1.0 Executive Summary
The purpose of this report was to analyze  two portable computers and recommend a suitable machine for the training staff to use at client sites. The analysis has led to a choice of computer. This report has considered two machines suitable for corporate use that can accommodate modern facilities such as e-mail, video conferencing and assist staff with training courses.
A summary of the findings is presented in the next two paragraphs.
The Hewlett Packard Omnibook 3000CTX model 5/233 is a well made portable computer with a good size screen and keyboard. For the price of this model you would expect to see more memory, a CD drive and a Windows based power management set up. (Australian PC Authority, April 1998, 'PCs and Notebooks - Reviews', p.82)
Like the Hewlett Packard model the Micro-pro 8500 Series has a good size screen and keyboard but also comes with a numeric pad. This machine is ideal for the business user who wants usability, comfort and performance. (Australian PC Authority, April 1998, 'PCs and Notebooks - Reviews' , p.81)
After taking both machines into consideration, it is recommended that the Micro-pro 8500 Series would be the most suitable computer due to its value for money, durability and standard features.
1.1 Purpose : The purpose of this report was to analyse two portable computers and recommend a suitable machine for our training staff to use at client locations.
1.2 Scope:  While investigating these two computers it was important to consider their suitability for corporate use, standard features, optional benefits and warranties.
1.3 Method: The information used in this report was collected by consulting an independent review by the Australian PC Authority magazine and contacting the individual companies for additional information on the technical specifications and warranties on the machines.
1.4 Limitations
•    Local computer stores did not stock either machine.
•    Additional information difficult to locate.
•    Software packages included with the machine not specified.
1.5 Assumptions
It has been assumed that the Microsoft Office software package will be installed on the computers to ensure our training staff  have access to PowerPoint. This program will enable them to present effective teaching media. As our staff  regularly use computer applications it has been assumed that the implementation of portable computers will cause little delays for the company. As most computer companies offer clients an extended warranty, it is assumed that All Purpose Training Company will have the option to purchase an extended warranty for a period of one year.
1.6 Background
The All Purpose Training Company is a well respected supplier of quality executive training courses for the business community. The All Purpose Training Company has statewide representation with plans to expand interstate within the next 12 months. All Purpose Training Company has a demand to supply new clients with numerous training courses. With such demands it is crucial that training staff can have computer access for training presentations and be able to complete day to day operations while mobile.
2. Findings
2.1 Micro-pro 8500 Series                           (Australian PC Authority, 1998, p 81).
•    Cost: $7895 RRP
•    Weight: 4.5 Kg
•    Size: (W x D x H) 357 x 275 x 50mm
•    Screen size: 15.1"
•    Clarity of screen image: Resolution could be higher, set at 1,024 x 768 you can see the pixels, but very easy on your eyes. (Australian PC Authority, April 1998, 'PCs and Notebooks - Reviews, p. 81)
•    RAM: 64 Mb, RAM can be raised to a maximum 128Mb for $1140
•    Disk Drive: CD-ROM and 3.5" FDD
•    Speed of the CPU: Pentium processor
•    Battery capabilities: Lithium-ion battery, smart battery option available. Lithium-ion battery lasts 2.5 hours without smart battery upgrade. (Australian PC Authority, April 1998, 'PCs and Notebooks - Reviews, p. 81)
•    Service agreements and warranties: Two year parts and labour warranty
2.2  Hewlett Packard 3000CTX 5/233               (Australian PC Authority, 1998, p 81).
•    Cost: $8245 RRP
•    Weight: 3.1 Kg
•    Size: (W x D x H) 304 x 238 x 47mm
•    Screen size: 13.3"
•    Clarity of screen image: Resolution is set at 1,024 x 768. Reasonably easy to read... with normal working conditions. (Australian PC Authority, April 1998, 'PCs and Notebooks - Reviews, p. 81)
•    RAM: 16Mb, upgrade available, $242 for 16Mb.
•    Disk drives: 3.5" FDD, CD-ROM available for $570
•    Speed of the CPU: Pentium processor
•    Battery capabilities: - 2.5 hours from a lithium-ion battery
•    Service agreements and warranties: All Hewlett Packard Omnibooks come with a 3 year parts and labour warranty. (Stephen, 7/5/1998, Telephone Interview, Customer Service Officer, Hewlett Packard Information Centre, Hewlett Packard)
3 Discussion                                       3.1 Comparison of computers
The following table summarises the important points of comparison between the two portable computers - Hewlett Packard Omnibook and Micropro 8500 Series.
Table 1: Comparison of two portable computers
    Hewlett Packard Omnibook    Micropro 8500 Series
Initial cost    $8245    $7895
Weight    3.1 Kg    4.5 Kg
Size (Dimensions WxDxH)    304 x 238 x 47mm    357 x 275 x 50mm
Screen Size    13.3"    15.1"
RAM    16 Mb    64 Mb
Battery Time    2.5 Hours    2.5 Hours
Warranty Period    3 Years    2 Years
3.2 Initial cost: There is a RRP difference between the two computers of $350. In order to have the computers ready for staff use, upgraded memory size would be required on the Hewlett Packard model.
3.3 Weight and size: The Micro-pro computer weighs an extra 1.4 Kg. This is substantially heavier, but the Micro-pro is a larger machine with each dimension larger than the Hewlett Packard computer. Micro-pro measures 53W x 37D x 3H mm larger.
3.4 Screen size : There is a notable gap between screen sizes. Micro-pro has a 14.1 inch screen compared with Hewlett Packards 13.3 inch screen. When using over long periods a larger screen is preferred to avoid eye strain.
3.5 Clarity of screen image                     (Australian PC Authority, 1998,  p. 81-82).
The resolution on both machines is set a 1,024 x 768. Pixels can be seen on the Micro-pro model, while the Omnibook is reasonably easy to read. (Australian PC Authority, April 1998, PCs and Notebooks - Reviews, p. 81 - 82)
3.6 RAM and hard disk Size             (Australian PC Authority, 1998, pp. 81-82).
RAM between the two machines varies greatly. The Australian PC Authority states that the Micro-pro comes with 64 Mb of RAM standard, with an option of buying the maximum 128 Mb for $1140. They also state Hewlett Packards Omnibook comes with 16 Mb RAM, but as most computer applications require 32 Mb, this extra memory will cost you $242. Both machines come with a standard 3.5" FDD. Only the Micro-pro machine comes with a CD-ROM drive, you must buy this as an extra for the Omnibook for a cost of $570. (Australian PC Authority, April 1998, PCs and Notebooks - Reviews, p. 81- 82)
3.7 Speed of the CPU : With 32 Mb of RAM fitted the Omnibook is one of the fastest portable computers the Australian PC Authority magazine has ever seen, They also found that with 64 Mb RAM the Micro-pro was not exceptionally quick but for word processing and other office tasks it was quite acceptable.
3.8 Battery Capability                 (Australian PC Authority, 1998, p 81).
Both machines come with a standard lithium-ion battery which can support the computers for up to 2.5 hours. The computers come with power management tools that will save battery power. A smart battery option is available on the Micro-pro for $60. (Australian PC Authority, April 1998, PCs and Notebooks - Reviews, p. 81)
3.9 Service agreements and Warranties:  Micro-pro supplies their clients with a two year part and labour warranty, while Hewlett Packard supplies a three year parts and labour warranty. It is assumed that when the machines are purchased a service agreement will be negotiated with the option to extend the warranty.
4. Conclusion
After investigating the Hewlett Packard Omnibook 3000CTX 5/233 and the Micro-pro 8500 Series portable computers, it was found that both models are suitable for corporate use and would meet All Purpose Training Company requirements.
It is important to consider the long term benefits to the company when considering which computer was best suited. Apart from initial purchasing expenses, warranty, speed, size and memory were some factors which have been taken into account. Software suitability was also considered.
The computers had to be easily adaptable for new technology such as e-mail, video conferencing and presentation aids, for future company requirements. Both computers are distinct from each other and, although both companies have the corporate user in mind, Micro-pro appears to be offering an exceptional package.
5. Recommendations and implementation
The findings and conclusion in this report support the following recommendations:
1.    The Micro-pro 8500 Series portable computer is purchased at a rate of one computer per training staff member.
2.    The smart battery option is purchased with each computer; this will assist with heavy workloads and long training programs.
3.    Staff must have e-mail access on their computers to enable them to be in contact with the company.
4.    All Purpose Training Company should negotiate price, warranty and on going service agreements with Micro-pro direct.
5.    To reduce company long term expenses:
a.    The company could investigate the viability of staff leasing the computers
b.    A staff option of buying the computers for personal use after the warranty period expires.
6.    Computers should be available to staff after a maximum of 6 weeks.
   
Question
1. Critically evaluate and justify the format of the business report? What are the commonly occurring  mistakes  in a business report?










                                                                                                                
                                   












GM12
Business Communication

                                                          Assignment II

Assignment Code: 2012 GM12 B2                                                             Last Date of Submission: 15th Nov 2012
                                                                                                                Maximum Marks: 100     

Attempt all the questions. All questions carry equal marks.

                                                                Section A
1.    “Everything is Negotiable all the time.”  Explain in context of elements of a successful Negotiation?
2.    You are applying for the post of an Executive in the I.T. department of a hospital.  The hospital is one of the leading hospitals of the country. Write   a resume and make a list of the preparations you will do before  the Interview?

3.    Paralanguage tells us a lot about the speaker’s background. Explain with an example.
4.    Planning, Preparing and Presenting are the 3 P’s to make an effective Presentation. Comment?
                                                              Section B
Case Study
MEMO
 Date:     July 1, 1995

    To:         Harold Johnston

    From:     Isabel Higginbotham

    Subject:  Procedure for Handling Payroll Advances

           There is a new procedure (to reflect updated policies) for obtaining payroll advances.  I believe that our employees will find it an improvement over the old, confusing procedure. The new procedure is as follows:

    Procedure

    1.  Obtain Form PR-7, Request for Payroll Advance, from your supervisor.
    2.  Complete the form by filling in all the blanks in the Employee Section of  the form.
    3.  Have your immediate supervisor approve your request by signing on the Supervisor Approval line.
    4.  Take the approved Form PR-7 to the receptionist in the Payroll and Benefits Office, Building Z, Room 1620.
    5.  Pick up your check from the cashier's office, Main Building, Room 201 three working days after turning in Form PR-7. You must have your employee identification card with you to receive your check.
    6.  Sign the receipt form in the presence of the cashier's office clerk.
      Policies :     The following policies govern the issue of payroll advances:
 
    1.  Payroll advances may not total more than 80% of an employees normal net pay for a payroll period.
     2.  Except in the case of a documented emergency, payroll advances are limited to one every two months.


   Questions
1 Critically evaluate and analyze the above memo and create a format for writing a Memo?
2. Draft a memo informing the recipient (employee) about his suspension.
ISO1
Introduction to Information Technology
Assignment I
Assignment code: 2012 IS01 B1                         Last date of submission: 15th October 2012
         Maximum marks: 100
Attempt all the questions. All question carry equal marks
Section A
1.    What are the capabilities of Internet? Explain how an organization can gain competitive advantage by using these capabilities.
2.     a) What is the difference between system software and application software? List various types of system software and application software. Explain each of them with example.
b) Explain various functions performed by an Operating System. What is the difference between client operating system and server operating system?
3.    a) Write a note on the usage of information systems at various levels of an organization.
b) How does Information Technology is helping business going global?
4.    a) What is database? How it is different from file system? What are its features?
b) Differentiate between LAN, WAN and MAN? List and explain various topologies used in network implementation.

Section B
CASE STUDY

Snyder's of Hanover: New Systems for an Old Family Company
Harry V. Warehime began tempting the taste buds of southern Pennsylvanians with his Hanover Olde Tyme Pretzels in 1909. Since then, Snyder's of Hanover, as the company came to be known, has expanded its business beyond any scope that its founder might have dared to imagine. Snyder's of Hanover remains a family-owned and family-run company, but it has become the world's second largest pretzel maker, with 12.1 percent of the pretzel market. Snyder's pretzel and chip varieties include Old Tyme Pretzels, Jalapeno Pieces, Butter Snaps, and EatSmart All Natural Veggie Crisps, as well as other popular snacks. In 2002, Snyder's posted revenues of $164 million, trailing only Rold Gold, the reigning champion of the pretzel industry.
In addition to manufacturing its complete line of snack foods, Snyder's distributes its own products, as well as those of other snack food companies such as Tasty Baking Company's Tastykakes. With 40 distribution facilities all over the United States and Europe, over 4,500 products, and over 150 product lines, the home office in Hanover, Pennsylvania, has a considerable amount of data to manage.
If there was one last vestige of old-fashioned business left at Snyder's, it was the company's method of managing and analyzing data. Although Snyder's sells more than 78 million bags of pretzels, chips, and organic snack items each year, some of its core systems were still heavily manual and paper-based.
Snyder's financial department was using electronic spreadsheets for much of its data-gathering and reporting. Lois Stambaugh, Hanover's financial analyst, would spend the entire final week of each month collecting Excel spreadsheets from the heads of more than 50 departments worldwide. Then she would consolidate and reenter all the data into another Excel spreadsheet, which would serve as the company's monthly profit-and-loss statement. The financial data were harvested and consolidated the same way at the end of each fiscal quarter and the end of each year.
The overwhelming presence of the human factor made data-entry mistakes a concern. If a department needed to update its data with last-minute information after submitting its spreadsheet to the main office, the head analyst had to return the original spreadsheet, and then wait for the department to resubmit its data, before finally entering the updated data in the consolidated document.
Perhaps most important, this system of gathering the company's financial statistics at regular, but infrequent, intervals meant that important data simply were not available as often as they were needed. Snyder's lacked the ability to react to sudden trends and unpredictable events because the data were supplied too late to adjust shipping schedules, pricing schedules, or delivery counts.
CEO Michael Warehime and his management team could track the gross profits of business units but not the performance of each of Snyder's 4,500-plus products and over 150 product lines. For example, the spreadsheet-based system lacked the detail to show whether a specific snack product such as Sourdough Hard Pretzels or Pumpernickel & Onion Sticks was actually making or losing money. For a business focused on both production and distribution, this was a hindrance to growth.
Additionally, the spreadsheets could not reveal which distribution routes were worthwhile and which were cutting into the company's profit margin. Under these circumstances, Snyder's could only use the sales data it collected to make rough predictions about how much of a product should be manufactured and how quickly a product run should be repeated on a particular distribution route. Snyder's market share had been growing steadily until 2002, when it suddenly stalled; its annual sales growth, which had outpaced the industry's for years, was then no better than average. It was time to leap forward to a more modern approach in which the company could react to data immediately.
In late 2002, Snyder's of Hanover solicited the help of Satori Group, a provider of business performance management solutions to the consumer packaged goods industry that is headquartered in Conshohocken, Pennsylvania. Satori Group demonstrated how Snyder's could implement its proCube software to gather better sales and marketing data and, therefore, make better business decisions. ProCube would automate Snyder's budgeting processes, creating accurate forecasting facilities, improving financial reporting techniques, and refining Snyder's product marketing analysis so that Snyder's could evaluate the viability of each of its individual brands and products. Such analytical power was just what Snyder's would need to compete with Rold Gold, which is backed by the corporate powerhouses of Frito-Lay and PepsiCo.
What Snyder's found so appealing about proCube was the ease with which it could be integrated with the company's existing information systems. ProCube enables Snyder's department heads to continue using Microsoft Excel spreadsheets to collect sales and returns data. These data are collected in a large data repository, where they are consolidated and organized before being used by proCube reporting software for analysis. The proCube software also uses manufacturing data from Snyder's enterprise system.
Snyder's financial department now spends a couple of days preparing those same monthly, quarterly, and yearly statements that used to devour weeks' worth of productivity. This is only the first step in what Snyder's hopes is a chain of improvements that will result in new growth.
The next step is to add new levels of detail to the profit and loss data that Snyder's can collect and report so that the company can track and assess the profitability of individual products. Management could then use the proCube software to find out information such as how many bags of Honey BBQ Pretzel Pieces were sold in Michigan last week, or which stores and delivery routes are best servicing customers who like this product. The system will also enable managers to project sales for their unit for the next quarter or next year.
Such a system requires additional work to implement. Dave Thomas, Snyder's director of information technology, noted that to achieve the desired level of detail in its data analysis, the company must study all of its business processes. A comprehensive review will enable Snyder's to determine what types of data result from their business processes and which data they actually want to use.
These system enhancements will eventually provide information enabling Snyder's to increase production and distribution frequency of its most popular products almost immediately, rather than having to wait for an end-of-the-month report. Likewise, production and shipping of less popular products can be curbed. In other words, Snyder's will be able change its business model from one dependent on forecasts to one that's more demand-driven.
The first two phases of the proCube implementation carried a price tag of approximately a quarter-million dollars. The next phase introduced a corporate portal to provide Snyder's department heads and executives with easier access to sales figures and distribution plans. The portal features a user-friendly Web interface through which managers can retrieve key data, as they require them. Upon completion, the cost of the entire venture should approach a half-million dollars.
Snyder's has also incorporated improved IT into other areas of its business. In 2003, Snyder's chose Gelco Trade Management Group's TMS Passport solution for its trade promotion funds management. Again, Snyder's found an IT solution that could be implemented quickly without sacrificing power. Gelco's TMS Passport promises a quick return on investment (ROI) for a competitively priced and scalable package. The package features fund management, deduction management, payments, and analysis and reporting capabilities. In turn, Snyder's is confident that it can effectively plan and manage its trade promotion activities for years to come, even as the business continues to expand.
The American consumer has continued to increase its intake of pretzels over the last decade, and the snack food industry as a whole continues to boom. Snyder's faces stiff competition from rival Frito-Lay and other major players in the snack food industry such as Utz, Kellogg's, and Kraft Foods. At the very least, Snyder's has made a sincere attempt to transform its business practices with an eye toward rocketing to the top of the boom. The question remains whether a family-owned organization can continue to compete with major corporate players in an industry that has yet to hit its ceiling.

Questions:

1.    Assess Snyder's competitive standing in the pretzel and snack food industry.
2.    What types of information systems are essential for this company?
3.    How well did Snyder's information systems support its business? Explain.
4.    How much did proCube improve Snyder's systems? Which management, organizational, and technology issues did it address? How does it provide value?
5.    Assess the impact of Snyder's new systems on the way it runs its business and its business model. How much do these systems improve its competitive position?







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