Managing Communications, Knowledge & Information

Individual Assignment: Adil

BTEC EDEXCDEL HND DIPLOMA IN BUSINESS (MANAGEMENT & HUMAN RESOURCES)

OFFERED BY INTERNATIONAL COLLEGE OF BUSINESS AND TECHNOLOGY

UNIT 16: MANAGING COMMUNICATIONS, KNOWLEDGE AND INFORMATION

NAME: ADIL MUHAMMED NAZEER

BATCH NUMBER: BM-25

ICBT KANDY CAMPUS

SUBMITTED TO: MRS. NILUKA SAMARAKOON

DATE OF SUBMISSION: 11TH-JANUARY-2013

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Managing Communications, Knowledge & Information
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Managing Communications, Knowledge & Information
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Assignment brief

Included in this assignment is the firstly, the general idea of how organizations of
different type make use of effective decision making and how stakeholder analysis
helps to make these decisions. Examples from the industry were evaluated related to
the decision making and stakeholder analysis process.

Secondly, the communication process, its flaws and methods to improve the existing
communication process of an organization of choice was shown. This was illustrated
using tables and figures to elaborate on the existing system. Furthermore,
communication flaws within a unit of the organization; the employees, were identified
using various methods and recommendations for improving the communication skills
of the identified people were addressed.

In the presentation, an organization of choice was analyzed into its existing

information technology system used to manage information and knowledge.
Furthermore, its effectiveness was analyzed and proper systems of information were
brought up as recommendations for improvement. Illustrated with it were tables.

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TASK
01-
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Managing Communications, Knowledge & Information
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ESSAY

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An organization can make use of various decisions in order to successfully achieve its
goals or objectives.

In order to efficiently make a decision at pre-implementation stage, an organization

will have to consider the types of information it will have to gather. Gathering
information from different sources will aid in the comprehensive decision making
process. Larger organizations tend to take more complex decisions, whilst smaller
organizations take simpler decisions.

These decisions that have to be taken in relation to the organization are called
organizational decisions, which are taken by higher officials of an organization.
Example:- CEO, Managing Director, Chief Accountant. This decision will have to be
taken by the higher level officials of the company and will reflect the policy on which
the company acts and what the employees adhere to.

At the same time, these organizational officials will also have to undergo certain
personal decisions, and an example could be telecommuting which is considered a
decision he had to take personally, since the influence of others in the organization
will not help him make a proper decision, as these are mostly based on that certain
officials mentality. Delegation of such decisions will also be ineffective since as other
individuals wouldnt possess the same mentality as the managing director himself.

The colloquial decisions that are usually taken in organizations are that of a basic
nature and/or routine. For example, organization being an importer of automobiles
may take decisions regarding to the types of vehicles to be imported, the price range
to be selected when purchasing, selecting the appropriate importers, the appropriate
pricing for domestic customers, an efficient foreign dealer, following standard import
procedures and allocating funds to purchase the desired vehicles for import are all of
complex nature, where mistakes will be tolerated only at huge costs to the
organizations, whereas routine decisions are delegated to employees on the lower
hierarchical level since they are decisions take are taken on a frequent basis. Basic
decisions are timely, deserve a lot of thought and tend to be more centralized, hence
being taken by the managing director himself. Delegating the task of taking such
decisions of major complexity to other employees will only result in conflict of ideas
and lead to an inefficient decision making process, since each employee will have
different views which contradict the views of others.

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On the contrary, routine decisions such as deciding which vehicle to repair, the way
vehicles are parked, the petty cash, book-keeping and employee grievance handling
are carried out in a decentralized format, where workers under the higher hierarchical
employees are allowed to take. However, a certain degree of intervention from the top
hierarchy level will be needed when it comes to conflicts between lower hierarchical
employees in making these decisions.

Based on the above mentioned decisions, they can be further dissected into being
either structured, unstructured or semi structured.

Structured decisions are basically decisions with similar characteristics to that of

routine decisions. These can be exemplarily Inventory Control Systems (stock
reordering) since they have to be taken on a frequent basis, and they also possess the
feature of being programmed, which means they can be done on computerized
systems.

Unstructured decisions are decisions with similar characteristics to that of basic

decisions. These are complex and do not necessarily have a fixed solution. An
example would be to select a partner for an organization. Selecting a partner is a
timely decision and a wrong move on this part will prove costly for the business on a
large scale in the long run. These decisions are not taken on a repetitive basis, but
rather at specific points, and involves lots of judgment and brain storming, hence
giving it a similar characteristic to that of an un-programmed decision.

On a further note, most decisions are classified by organizations in terms of the

hierarchical level of the people who take them. These decisions are taken at 3
different levels of management, namely the strategic level, tactical level and the
operational level.

Strategic level decisions are carried out at the top of the hierarchical level, or rather,
with the higher officials of an organization, and thereby, can be considered similar to
basic decisions, as they require high levels of strategic planning and implementation
to deal with complex issues. These decisions are of high value to the organization, so
it is highly risky if stepped on the wrong foot, and can prove very costly to the
organization. These decisions are related to the core attributes of the company and its

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policies, resource controlling & allocation and objectives and hence such decisions are
authorized to be taken by high level workers in either the organization, or a
department within the organization.

Tactical level decisions are quite routinely and is basically a managerial control used
to ensure the efficient and effective uses of resources in order to attain the
organizations objectives, that were set upon by the strategic level decision makers.
These decisions relate to the use of resources within an organization in such a way
that its objectives are reachable, hence considering how economically are these
resources used. An example could be to provide an incentive plan to employees to
encourage increased production within the organization. The resources according to
the example are the employees and their productivity levels. The decision maker
would be the Human Resources manager. Hence, by issuing incentives, employees
tend to increase their productivity and thereby the production, which in the end
proves an economically efficient tactical decision made.

And at the bottom of the triangle is the operational level. These decisions focus on the
efficiency and effectiveness of tasks carried out on a daily basis, thereby helping to
ensure that these tasks have a smooth flow and help the organization to achieve its
objectives set. The decision makers can be front-line managers of lower level
managers, for example. An exemplar decision could be the daily allocation of
resources (finance) for raw material purchases for the daily targets of production.

On the contrary, an effective decision is based on the information used to make those
decisions. Various types of information can be used to make decisions of different
natures. And this information can be retrieved either internally or externally.
Furthermore internal information is information that can be obtained within the
organization, example: Human resources manager obtaining employee attendance
sheet or having access to payroll systems of the organization, and external
information is the information obtained from sources out or away from the
organization, example: Production manager seeking information on the distribution
channel existing currently in a certain country.

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The information used, either internally or externally will have to be obtained from
various places. These places are known as sources. Furthermore these sources can be
classified based on where they are taken from; either internally or externally. Internal
information sources for an organization can be documents, paperwork or anything
related to make decisions that can be found from within the organization or its
departments, whereas external sources of information for an organization can be
furthermore classified into two criteria for more specificity, namely formal and
informal. Informal external sources can be in the form of rumors word of mouth,
grapevines, meeting with external parties such as customers or suppliers or even
attending governmental business conferences. Formal external sources can be in the
form of documents or statements related or made by officials of the company.

In summarization, it is important to note that the use of information to make decisions

will vary depending on the type or structure of the organization. An organization,
presumably a large one, would have a taller hierarchical structure with many levels of
management, where mostly strategic level of management uses more of external
information since their organization is larger and has more relation to external parties,
such as suppliers and consumers. Whereas, in an organization with a flatter hierarchy
structure, it is vice versa. The workers at the lower levels, presumably the tactical or
operational level tend to use more information that is internal to the organization,
since their decisions are mostly of repetitive nature relating to the internal activities of
a business such as organizations daily expenses management, employee grievances
and stock controlling.

The decision making process, whether it be complex or simple, requires a degree of

stakeholder involvement in order to make it effective. Stakeholders can be an
individual or a group that is affected or has an interest in the way the business is run,
or the activities of it. Therefore, it is essential to maintain a good relationship with
stakeholders in order to obtain effective and efficient input from them to contribute to
the decision making process. Stakeholders can be either primary or secondary.
Primary stakeholders have a direct influence on the organizations activities, example:
shareholders, employees, directors, suppliers and customers, whereas secondary
stakeholders have an indirect influence on the organizations activities and are less

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likely to be affected by it, example: politicians, media, competitors, governmental
authorities.

Therefore, an organization is most likely to improve its contact with stakeholders who
are highly influential to it, so that its decision making is more relative to the
organizations goals and objectives, thereby making the decision process more
effective. Stakeholder relationship improvement seeks to create partnerships and
encourage constructive dialogue between all parties so that all sides can learn from
and listen to each other to produce a better decision output and make an efficient
final choice. To do this, a stakeholder analysis can be carried out. It attempts to
analyze, assess and identify stakeholders, who are likely to be impacted by
organizational decisions, example: A supplier, probably a long-time supplier, whose
supplies are essential for the production process of the organization and its final
output quality to the consumers, or the board of directors, whose contribution in the
form of managing resources within the organization results in the efficient production
of goods and services. To carry out proper ways to engage with stakeholders, an
organization can hold meetings within the company where the most relevant
stakeholders are invited to participate in making decisions and voice out their opinion
as to what they think satisfies them the most. After all, stakeholder satisfaction is key
to improving input to decision making. Questionnaires and surveys could also be used
to obtain input from quite external stakeholders such as customer feedbacks and
community opinions. This could aid in analyzing feedbacks and allocating resources
for betterment and hence satisfying them. If all mentioned is not possible for an
organization, they could make use of emails, video-conferencing and telephone calls.
It could make use of media, internet or newspapers to obtain general information
from external stakeholders such as political climate, government and community.

Yet it is essential to understand that the type of decisions taken will depend on the
hierarchical structure of the organization.

An industrial example could be GEELY EMGRAND, who are manufacturers and

importers of Chinese automobile. By importing to Sri Lanka, they are entering a new
market, which means they are enabling an extension to their stakeholder lineup.
Examples are the Sri Lankan government, community, customer base, foreign
competition within Sri Lanka, investors, shareholders, etc.

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Presumably, before entering the market, GEELY would have made use of mostly
external information for decision making about Sri Lanka such as the economic
climate, political stability and consumer taste. The sources of this information are a
mix of secondary as well as primary nature and might have been the internet,
newspapers, media, and management consultancy offices in Sri Lanka, consumer
questionnaires and surveys and government officials. After the analysis of these
information, GEELY would have tried to improve relationship with its potential
shareholders as mentioned above.

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TASK 02-
PORTFOLI
O
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Individual Assignment: Adil

BTEC EDEXCDEL HND DIPLOMA IN BUSINESS (MANAGEMENT & HUMAN RESOURCES)

OFFERED BY INTERNATIONAL COLLEGE OF BUSINESS AND TECHNOLOGY

UNIT 16: MANAGING COMMUNICATIONS, KNOWLEDGE AND INFORMATION

NAME: ADIL MUHAMMED NAZEER

BATCH NUMBER: BM-25

ICBT KANDY CAMPUS

SUBMITTED TO: MRS. NILUKA SAMARAKOON

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Managing Communications, Knowledge & Information
Individual Assignment: Adil
DATE OF SUBMISSION: 11TH-JANUARY-2013

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Managing Communications, Knowledge & Information
Individual Assignment: Adil

Acknowledgement

It is with heartfelt gratitude and appreciation I place on record the unstinted guidance
of lecturer, Mrs Niluka Samarakoon, all my batch mates for the valuable ideas we
exchanged with each other on the assignment and my parents who have been behind
my every effort.

Sincerely,

Adil.

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Table of Contents
12................................................................................................................. Executive Summary
13................................................. Existing processes of communication in an organization [3.1]
14.................................................................. Designing ways to improve appropriateness [3.2]
16.................................................................................... Implementation of improvements [3.3]
22......................SWOT Analysis to aid in preparing the personal development plans effectively

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Executive Summary
The report provides a description of the existing communication process adopted by
an organization to communicate to its employees amongst a line of branches. The
weakness in the communication process of the organization is identified and methods
of eliminating these weaknesses are assessed as a justification for recommendation
and improvement of the communication process within. Further, linguistic skills of the
employees in the organization are evaluated and proper focus and recommendations
for improvement are given to those in need of improving their communicational skills.

Various methods of analysis of the current system and its weaknesses have been used
throughout the portfolio. Gantt charts were used to design ways to improve and
implement the communication system within the organization, along with
questionnaires to evaluate weaknesses in peoples communication skills and the use
of Action plans to effectively improve the communication skills of those identified to a
desired level suitable for the organizations objectives.

Analysis and assessment of the communication processes within the organization

resulted in findings that aided the recommendation and improvement process. Initial
findings proved that the flow of communication from lower level to higher level was
not very effective and efficient. Further findings showed that there was an improper
set up of the communication system within the organization which lead to certain
barriers in communication. And lastly, it was found that 80% of the workers in the
organization had communication skills in par with industrial standards and
requirements while certain workers in the organization lacked proper communicational
skills.

After analysing and assessing the findings, recommendations for improvement in the
communication systems of both, the organization and the workforce were brought
forward, and proper methods were set up to effectively implement these systems on
the areas of weakness. Yet, it is essential to the organization that these areas of
weakness have to be given continuous focus in order to effectively eliminate in the
long run, the weaknesses identified.

Drawbacks and limitations were faced and acted as an obstacle to research, analyse,
assess and find more information on the organizations communication process. Lack

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Individual Assignment: Adil
of time to carry out findings was a major concern, which resulted in not being able to
provide further methods of analysing and evaluating such as interviews and
observations into the communication process of the organization and its employees.

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Importance of Managing Communication for a successful business

[3.1]
Communication process is the way information, knowledge or data is passed or
exchanged between people in a way that each other is able to decode them in an
understandable way.

The communication process used in Royal Auto Mart, which has 3 branches around
Kandy, uses a rather basic communication system by nature, which is semi-
computerized. The communication channel within the organization is more of an
offline (personal & non personal) form. The owner (and CEO) of the organization
currently uses posters, letters, notice boards, telephone calls and Short Messaging
Services to communicate with employees in the lower level. If information had to be
passed down, a messenger is sent to each branch to set up posters or letters on
notice boards in each branch. On the contrary, telephone calls and Short Messaging
Services are passed down by the owner himself, making it rather direct. Throughout
the research, it was found that the organization had intact a mostly top-down sort of
communication, and it was noticed that bottom up communication was rather
inefficient, thereby we can say that the organization has a formal method of
communicating.

The sender, who is the owner encodes the information in the form of anything
mentioned above and choses the right communication channel to pass the
information. Responsibility lies with him as to choosing the right communication
channel, since the way the receiver understands the information will depend on how
rich the communication is. In order to effectively transmit understandable information
to the receiver, the sender will have to possess certain characteristics such as the
right attitude and linguistic skills so that the receiver is able to decode, understand
and interpret the information further down the hierarchy.

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Then the receiver receives the information through the communication channel that
the information was sent, and he decodes it, which can be in the form of
understanding or reading it. And if understood properly, a response is given back to
the other party. This response/feedback is sometimes essential to ensure that the
information was understood, making it effective. However, as mentioned earlier,
bottom-up communication system within this organization was researched and proved
to be ineffective and inefficient. The reason behind this is that Noise existed and
was seen to disrupt the communication process. This is further elaborated in the
diagram below.

Figure 1
As seen above, the Noise that centres around the process acts as a barrier for
effective and smooth flow of information in the organization. So the organization will
have to design ways to remove the Noises mentioned above by implementing certain
methods. The noise created within the communication process is the weakness
identified and ways to tackle this issue will be brought forward for implementation.

[3.2]
With the objective of the organization being to grow into more branches in and around
the city in order to capture higher market share, the current communication system

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proves to be ineffective if needed to ensure greater control and management of these
branches. Geographic proximity between the branches is a main reason for the
organization to seek an extensive/complex communication system. By further
research, it was found that the organization wants to adopt a fully computerized
system, whilst simultaneously eliminating the use of manual systems to ensure
greater efficiency, accuracy and ease in the future communication processes.

The idea is to adopt a more real time computerized approach to the communication
process. The move from semi-computerized to fully computerized. This requires taking
off the old system in place for the new one. The new computerized system starts off
with the implementation and set up of advanced computer systems at all branches. It
includes setting up of email addresses to all the employees within the organization,
video conferencing facilities at all branches which is altogether connected to a
central/core server system called an intranet. This enables instant and more efficient
communication between workers from top to bottom and bottom to top. After the
implementation, employees at all levels will be able to pass information directly to
their receiver without having the need to face communication barriers/noises.

The following factors will determine the effectiveness and feasibility of the
implementation;

- Time: Less time since travelling will not be needed, and ultra-fast transfer of
information
- Complexity: The computerized system will offer an efficient user-friendly
interface which will make it easier for employees to use and cope with.
- Distance: There is no need to travel a distance to pass information, since it can
be transferred within the network of computerized systems within a short span
of time.
- Cost: Is probably the only disadvantage since advanced computer systems
along with their set up is very costly, but, can prove effective in the long run.

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[3.3]
For an effective implementation process, the following Gantt chart was created in
order to ease the process.

Table 1
In the above gantt chart created, as seen, the implementation process spans over a
period of one month, over which the tasks are divided into a set of days, so that it
effectively can achieve efficiency in the process. As can be seen, some tasks overlap
others. This is to ensure that no lag remains within the process, since these will cause
discontinuation of the process and may exceed the proposed goal of fully
implementing the system within a span of one month.

The results of how feasible the implementation was will be done at the final stage,
where the management will analyse and assess through the feedbacks the employees
give.

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To further improve the communication flow within the organization the owner spared
some time into looking into the communication skills of all his employees. Inorder to
evaluate them, a questionnaire was created and distributed amongst 15 employees.
Thereafter, the questionnaires were short listed and categorized into workers with
good communication skills and workers who needed more attention and focus into the
improvement of their communication skills.

Table 2
Royal Auto Mart Employee Linguistic Skills Evaluation
Name of person under evaluation: Manoj Samarathunga
Good Moderate Weak
Oral skills:
- Pronunciation

- Vocabulary base
- Grammar use
- Fluency

- Delivery/interpretati

on

Written skills:
- Spelling
- Clarity

- Letter writing
- Report writing

Reading
Speaking/ Presentation
skills
Listening/
Understandability
Body Language

Table 2

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Royal Auto Mart Employee Linguistic Skills Evaluation

Name of person under evaluation: Ahmed Abdal
Good Moderate Weak
Oral skills:
- Pronunciation

- Vocabulary base
- Grammar use
- Fluency

- Delivery/interpretati

on

Written skills:
- Spelling
- Clarity

- Letter writing
- Report writing

Reading
Speaking/ Presentation
skills
Listening/
Understandability
Body Language
Table 2.1

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Royal Auto Mart Employee Linguistic Skills Evaluation

Name of person under evaluation: Janaka Tissera
Good Moderate Weak
Oral skills:
- Pronunciation

- Vocabulary base
- Grammar use
- Fluency

- Delivery/interpretati

on

Written skills:
- Spelling
- Clarity

- Letter writing
- Report writing

Reading
Speaking/ Presentation
skills
Listening/
Understandability
Body Language

Table 2.2
Above are the 3 questionnaires that were short-listed from the 15 questionnaires. It
was evaluated that three employees from the operational level (one vehicles condition
reporter and two vehicle sales representatives) of the organizations hierarchy needed
attention and focus into improving their communication skills. These questionnaires
were made and passed down to the branch managers, who conducted these
evaluation sessions at their respective branches.

However, other forms of evaluation such as interviews and observations werent

carried out due to lack of time and ineffectiveness in doing so since it would disrupt
the business activities. The only self-criticism here is that these questionnaires results
wouldnt be very reliable since there could have been personal barriers such as
attitude, lack of motivation, mood or unwillingness to communicate either by the
superior or the subordinates. Carrying out other methods such as interviews and

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observations would have added to the feasibility of identifying the weaknesses since
theyre more personal and real-time.

Furthermore, in order to improve the communicational skills of the identified

employees, the owner/management decided to create personal plans for each
employee to improve their skills. Each employee had an action plan set up for them
that they had to adhere to in order to effectively bring up their skills. The action plan
covers the need to improve skills in all forms of communication types.

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Action plan
Reviewing Duration Methods Objectives
methods
Close observations 6 months - Off the job To be able to read,
and instant training write, handle and
- Ask for
clarifications, done provide
practice
by a superior understandable
reports to be
reports
made after
each sale, for
evaluative
purposes
Retrieving audience 6 months, - Assign basic Improve
feedback as to the simultaneously with presentations presentational,
clarity of first objective to carry out interpretational and
presentations and present in speaking skills
front of an
Assess and audience
- On the job
recommend any
training
improvements to
- Assign or
the tasks delegated
delegate
by the superior
tasks of a
superior, so
Holding
that speaking
examinations to
and
test linguistic skills
understandin
and use findings for
g skills
further
improve
improvement of
skills

Obtaining feedback 8 months, - Training to To be able to

of workers about simultaneously with familiarize communicate by
their satisfaction first two objectives with sending and

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Managing Communications, Knowledge & Information
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with the way top- computer receiving
down, bottom-up systems in information to and
communication is order to carry fro the higher
done. out instant hierarchical level
communicatio
Familiarize workers n processes
with other workers within the
so that they create organization
- Motivate
mutual
workers to
understanding
speak out
which enables them
their needs to
to pass information
the
effectively in the
management
future
level
- Getting
Giving trials for
information
workers to
and
demonstrate their
interpreting it
skills obtained in
to other
the period of
works in an
learning, and
effective and
thereafter
understandab
recommend and
le way
improvements

Table 3

SWOT Analysis to aid in preparing the personal development

plans effectively
Strengths:

- Access to wide range of knowledge resources to hone linguistic skills.

- Proper social networking skills identified amongst these workers.
- Out-of-the-box thinking displayed.
- Access to public lectures, in order to adopt the linguistic skills of such
professional people.

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- Ability to grasp things quick and punctually; essential to complete and achieve
the objectives within the given time.

Weaknesses:

- Lack of incentive to do further out-of-job activities related to improving linguistic

skills.
- Unwillingness to take responsibility.
- Language barrier (Ability to adapt to better communication skills in another
language would be weak)

Opportunities

- Training camps can be organized within the organization

- Task delegation from superior to involve greater experience and aid in
improvement of skills
- Future potential promotions opened due to the increase in this particular set of
skills.
- Cost-free learning opportunities
-
Threats
- Lack of time to allocate for these activities by workers
- Competing to gain knowledge resources between workers in order to gain
competitive advantage

List of references used:

Ingram, D. (). How to Improve Communication Skills in the Workplace. Available:

http://smallbusiness.chron.com/improve-communication-skills-workplace-10565.html.
Last accessed 7th Jan 2013

Allen, R. (2011). Stakeholder Analysis. Available: http://www.customer-

.insight.co.uk/article/874. Last accessed 6th Jan 2013

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Bryson, J., Cunningham, G. and Lokkesmoe, K. (2002) 'What to Do When Stakeholders
Matter: Public Administration Review, 62:5

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-TASK 03
PRESENTATIO
N

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:List of references used for presentation
Power, D. (). Types of Decision Support Systems (DSS). Available:
.http://www.gdrc.org/decision/dss-types.html. Last accessed 29th Dec 2012

The Differences Between Data, Information and Knowledge. Available: .() .-

http://www.infogineering.net/data-information-knowledge.htm. Last accessed 1st Jan
.2013

Dhawan, S. (). BASICS OF INFORMATION DISSEMINATION. Available:

http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_05.pdf. Last
.accessed 1st Jan 2013

Ross, W Weill, P. (). Four Questions Every CEO Should Ask About IT For starters: Are we
thinking big enough?. Available:
http://online.wsj.com/article/SB10001424052748704336504576258561056702944.ht
.ml. Last accessed 5th Jan 2013

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