BSBFLM406B IMPLEMENT WORKPLACE INFORMATION SYSTEM

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BSBFLM406BIMPLEMENT WORKPLACE INFORMATION SYSTEM
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WORKSHOP STRUCTURE

• SECTION 1 IDENTIFY AND SOURCE INFORMATION
  NEEDS
• SECTION2 COLLECT, ANALYSE AND REPORT
  INFORMATION
• SECTION 3 IMPLEMENT INFORMATION SYSTEMS
• SECTION 3 PREPARE BUSINESS PLANS/BUDGETS
• SECTION 4 PREPARE RESOURCE PROPOSALS

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ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.

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UNIT OVERVIEW

• In this unit we will discuss
• Why organisations need information, how it is
  used and the various methods of presenting
  information.
• Tools you will take away from this session
  include
• Understanding of the information dependent nature
  of planning and budgeting
• The ability to collect and collate the data
  required by your organisation
• Basic information analysis tools
• The ability to link organisational goals and
  information systems with budgets and budgetary
  applications
• The ability to write and present resource
  proposals.

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SECTION 1IDENTIFY AND SOURCE INFORMATION NEEDS

• In this section we will discuss
• Gathering, analysing and evaluating information
  for specific organisational purposes.
• Tools you will take away from this session
  include
• The ability to source information
• The ability to determine what information is
  relevant to your needs
• Understanding of the need to assess and evaluate
  information.

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ORGANISATIONAL INFORMATION

• Organisations need
• Information that will help senior managers make
  long range 'big picture' decisions
• Information that will help middle level managers
  make tactical decisions
• Information that will help supervisors make
  operational decisions
• Information that will enable all personnel to do
  their jobs to the required standards
• Information comes from both internal and external
  sources.

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PROCESSING INFORMATION
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FOR INTERACTIVE DISCUSSION

• Large amounts of information can lead to
  information overload.
• When you consider the information that you deal
  with on a daily basis at work, and the concept of
  information overload, what is the first thing
  that springs to mind?

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ACTIVITY 1

• Individually
• Respond
• Record
• Discuss with facilitator and group
• 25 minutes

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FOR INTERACTIVE DISCUSSION

• In your daily lives, how do you find out about
• television programs, banking charges, supermarket
  
• specials, holiday deals, and the activities of
  the
• members of your family or your group of friends
  etc.?
• What other information systems do you come into
• contact with daily?
• What information systems do you use in your work?
• Which are formal and informal- internal and
  external?

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ACTIVITY 2

• Discuss in groups
• Respond
• Record
• Present
• 20 minutes

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SHARING

• Provide the information people need to do their
  jobs well
• Utilise effective two-way communication
• Measure what is important and post simple,
  visible results related to targets and goals
  where employees can see and utilise them
• Share information on both successes and failures
• Make open and honest
• communication a core value.

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FOR INTERACTIVE DISCUSSION

• Is all of this information freely available in
  your workplace?

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ACTIVITY 3

• In groups
• Respond
• Discuss
• Record
• 5-10 minutes

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SECTION 2 COLLECT, ANALYSE AND REPORT INFORMATION

• In this section we will discuss
• Data collection and processing.
• Tools you will take away from this session
  include
• The knowledge and ability to use
• Data collection
• Data processing
• Information analysis
• Information dissemination tools

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PROCESSING DATA

• Data and information are key resources - they
  link workers to their fellow workers, and to the
  organisation
• Sharing information helps to create networks
  between sections/divisions or teams within the
  organisation
• Employees, supervisors, frontline managers and
  managers are all information users.
• In order to be effective, data and information
  need to be organised and presented in ways that
  make them a useable key to action

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FOR INTERACTIVE DISCUSSION

• How is process and production data
• collected in your organisation?
• Who is responsible for the collection
• and for the analysis and evaluation
• of this data?

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LINE GRAPHS
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FOR INTERACTIVE DISCUSSION

• Can you think of instances in your workplace
  where line graphs are, or could be used to
  represent data?
• Why is the data represented in this way?
• How would, or could, information presented in
  this manner be further converted to make it
  useful in terms of instruction/ expectations and
  operational standards?

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PIE CHARTS
Example 1
Example 3
Example 2
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CHARTING
Pie charts are used to present information that
can be divided into sections or pieces so the
size of any piece can be related to the size of
the whole.
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FOR INTERACTIVE DISCUSSION

• What other data, particularly in your workplace,
• could pie charts be used to represent?
• Why would it be useful to present it this way and
• how could the information be used to add value to
  
• your operations?

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BAR GRAPHS
Example 1
Example 2
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FOR INTERACTIVE DISCUSSION

• What could the information represented in these
• examples be used for?
• Can you think of instances in your workplace
  where
• bar graphs are, or could be used to represent
  data?
• Why would it be represented this way and how
  would
• the information be converted and used to add
  value
• to your operations?

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ACTIVITY 4

• Individually or in groups
• Respond
• Discuss with facilitator
• 15 minutes

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REPRESENTATIONS OF DATA
A Venn diagram can be used to represent
information, showing areas where elements overlap.
Supplier performance
Customer satisfaction
Alternately, similar data might be represented in
a Radial diagram, which shows the relationship
between a core element and other elements or
events.
Staff training
Recruit and induct new staff
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USING INFORMATION
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ACTIVITY 5

• Individually
• Respond
• Discuss with facilitator
• 5-10 minutes

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FOR INTERACTIVE DISCUSSION

• What would happen in the workplace if
• you left out vital words that conveyed
• instructions about an activity, task or
• procedure?
• How could the instructions in activity 6
• have been better presented?

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SECTION 3IMPLEMENT INFORMATION SYSTEMS

• In this section we will discuss
• The importance of developing and maintaining an
  effective information system
• The components of an information system
• The ways in which the information system links
  the various department/s sections/divisions
  within an organisation.
• Tools you will take away from this session
  include
• The ability to assess and evaluate the
  information system
• Methods for making improvement recommendations

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INFORMATION SYSTEMS

• A system is an organised structure for arranging,
  classifying and combining interrelated,
  interacting components.
• It is designed to work as a coherent entity a
  unified whole.
• An effective system has rules, configurations,
  composition and integrity.
• If information and knowledge comprise the basis
  of an organisation's wealth, the supporting
  information system must fulfil these
  requirements.

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PERFORMANCE

• Although the information system is used to
  monitor and measure organisational processes and
  data inputs, the system itself must be subject to
  monitoring for efficiency and effectiveness
•  

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FOR INTERACTIVE DISCUSSION

• In your organisation, what security measures
  protect your information?
• Is your information system monitored, evaluated
  and updated as required?
• Who determines when up-dates are necessary?

Is training provided to ensure that employees are
familiar with up-graded components or new
software applications? When improvements are
required how do you go about making suggestions
and having them implemented?
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ACTIVITY 6

• Discuss in groups
• Respond
• Record
• Present
• 30 minutes

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SECTION 4PREPARE BUSINESS PLANS/BUDGETS

• In this section we will discus
• The interaction between information and the
  planning and budgeting functions in an
  organisation.
• Tools you will take away from this session
  include
• An understanding of
• The role of budgets as planning tools
• How budgets are developed and implemented
• The data required to inform a budget
• How they are used to monitor and evaluate
  operations
• Why employees should be involved in developing
  budgets.

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BUDGETS

• Budgets are used for
• forecasting
• planning
• communication
• resource management
• monitoring evaluation of performance.

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FOR INTERACTIVE DISCUSSION

• Do you and your employees know what your team,
  divisional or sectional budgetary goals are?
• Can these figures be related to the work you do?
• If not, how can you judge the impact of your
  work, mistakes, resource usage, time management,
  labour input?
• How can you relate your work to the
  organisations vision without knowledge of these
  impacts?

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USING THE BUDGET

• A budget, in its simplest terms, is the tool
  that
• Summarises the organisation's intended
  expenditures and revenues
• Examines the organisation's ability to meet those
  expenditures
• Enables organisations to supply and disburse
  resources
• Enables the organisation to evaluate its
  performance with regard to achievement of
  organisational goals.

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FOR INTERACTIVE DISCUSSION

• What information is required to design and set
  budgets?
• What budgets apply to your department/section?
• What is your involvement in gathering data,
  analysing the data, setting and monitoring the
  budge?
• What do you think your involvement should be?
  Why?
• How can this be achieved?

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PRINCIPLES AND EXECUTION
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DIAGNOSTIC TOOLS

• Once a budget has been developed it should be
  reviewed to ensure that it is appropriate to your
  needs.
• Diagnostic tools are used to determine the best
  application and the best method of managing the
  budget to track and measure performance.

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FOR INTERACTIVE DISCUSSION

• Which of these systems is used in your workplace?
• If none of these is used how would you describe
  the way your organisation implements, monitors
  and reviews its financial plans?

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BUDGET TRAPS

• The drive to focus on short term results
• (profits) causes decision-making based on
• quarterly budgets, rather than the
• long-term strategy.
• They can, if not directly related to what the
• organisation is trying to achieve over time,
• actively prevent future successes.

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ACTIVITY 7

• In Groups
• Respond
• Record
• Discuss with facilitator
• 35-40 minutes

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SECTION 5PREPARE RESOURCE PROPOSALS

• In this section we will discuss
• Data collection and presentation for capital
  expenditures resource proposals.
• Tools you will take away from this session
  include
• The ability to source data, present it
  appropriately and to argue convincingly for
  resource requirements.

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RESOURCE PROPOSALS

• A CAPEX (capital expenditure) refers to funds
  used by a company to acquire or up-grade the
  organisations physical assets the long term
  assets which are not bought or sold in the course
  of regular business.
• They include property, machinery and equipment.
• Resource proposals can cover anything from
  repairing a roof to building a fire escape.

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FOR INTERACTIVE DISCUSSION

• In your organisation what processes are involved
  in preparation and submission of resource
  proposals?
• How are decisions on acquisitions, changes or
  replacements made and what criteria are used?
• To what extent are you and your staff involved in
  recommendations or evaluation of acquisitions or
  replacements?
• Is there a specific budget for such items?
• To whom would you submit a resource proposal?
• Who would authorise its acceptance?
• What feedback would you expect to receive?

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ACTIVITY 8

• Discuss in groups
• Respond
• Record
• Discuss with facilitator
• 40 minutes

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SUMMARY

• In this unit we considered
• Organisational information needs
• How best to source data
• How to convert data into information
• How information can be presented and used
• Why knowledge is wealth
• How budgeting and planning contribute to
  organisational success
• Why employees should be involved in budgeting and
  planning
• How information should be stored and systemised
• How resources are allocated and what processes
  can be used to access capital expenditures for
  resources

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ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.