The web economy blog

Archive for the ‘Management’ Category

Dell announced it has introduced new capabilities and services for its Virtual Integrated System architecture on Wednesday.

Following in the footsteps of HP BladeSystem and Cisco’s Unified Computing System, the move signifies Dell’s approach to converging its data center management solutions,.

According to the press release, Dell VIS architecture and services “help customers transition new and existing technologies to an open, cloud-like model that dynamically provisions application workloads and unifies heterogeneous compute, storage and networking assets into a common pool of resources.”

Dell says customers of VIS architecture and services can lower the costs of managing IT, improve the flexibility needed to respond to changing business needs, and more efficiently deploy and move application workloads across physical and virtual resources.

At the foundation of these new capabilities and services is Dell’s Advanced Infrastructure Manager, which Dell releases last year.

The solution simplifies data center management by enabling a single administrator to allocate server, storage and network resources against application workloads.

And what is particularly unique with the service is that it allows businesses use a wide range of vendors for hardware, including servers, Ethernet switches, and storage arrays.

Unlike HP BladeSystem Matrix and Cisco UCS, which require users to purchase and install their own equipment, Dell AIM allows businesses to use their existing data center infrastructure.

As a result, businesses do not have to replace all their hardware.

Advanced Infrastructure Manager integrates Scalent technology data center management software into its solution, which Dell acquired in July.

HP VIS is also working closely with partners like Microsoft, VMware, Citrix and BMC to deliver better utilization of current investments and the ability to standardize and leverage existing IT processes and workflows to improve control and consistency.

The VIS architecture is comprised of modular components that integrate with customers’ existing IT environments, giving customers greater selection and the ability to deploy best-of-breed solutions.

Additionally, the VIS Self-Service Creator helps to standardize and automate application deployment.

The Web portal can manage these services across multi-vendor hardware and software solutions, resulting in the increase of IT control and acceleration of IT processes.

Finally, Dell VIS Director serves as the IT operations hub for the virtual environment, giving customers a comprehensive view of virtual dependencies and enabling customers to quickly identify issues within the virtual environment.

The module includes advanced reporting, what-if and trend analysis, capacity and utilization reporting, and cost allocation and chargeback solutions.

Dell has also introduced its Dell Consulting Services, which help address key technology and business challenges such as self-service provisioning and automation of operational tasks.

Consultants can help customers with a range of tasks, such as basic-to-advanced software troubleshooting, and software subscriptions with remote deployment assistance of patches and updates.

Dell Advanced Infrastructure Manager and Dell VIS Self-Service Creator are now available, while Dell VIS Director will be available in the coming quarters, says Dell.

“Dell’s VIS architecture is unique in that it works with a customer’s existing architecture and their current products and investments — whether from Dell or another provider. Customers absolutely value this flexibility and approach to meeting their IT challenges.” While Brad Anderson SVP of Dell’s enterprise product group says “Cloud computing is the emerging frontier for IT and there’s no doubt it’s providing customers with demonstrable benefits in terms of cost savings and agility,”

A Content Management System (CMS) not just can make internet sites more impressive but also makes it easier to formulate good quality sites. Furthermore, these are far better regarding establishing internet sites with numerous users or a lot of content. Some other reasons for using a website cms are:

Effortless Updates

Content Management System makes it simple to revise a site coming from any computer. Just about all you need to have is the account web page plus a pass word. Whereas, without any cms the user will need to have all of the data files they’re using, rendering it impossible in some instances. Will save you Money

In addition to easy to revise functions, Content management system net development also helps decrease the task costs because it is generally free of charge. Although it is strongly recommended to use specialist Website cms web-developers from a professional web development organization if you wish to modify your site according to your business, which is also not too expensive.

Easily Controllable

Using the features such as Cascading Style Sheets (CSS), adjusting your website structure is like a nightmare because then one has to change each page, which not just requires a lot more energy but also requires considerable time, whereas, CMS web-developers can simply prevent this kind of inconvenience for the reason that cms make use of layouts as soon as the template is modified every one of the inner webpages is going to be up-to-date. Thus, Content management system web development makes all the managing process easier.

Greater Freedom

A content management system shows your site content using current web standards, that makes it much more user-friendly and it gets to be more “long term proof.” The Website cms also has built-in search capability, which will help you modify and add or delete pages using the built-in browser based editor so that when the new web pages are added, removed or relocated the page navigation menu links are instantly adjusted on the pages of your internet site.

Content management systems assist develop a professional looking website that’s easy to use and update and that’s the reason why a lot of Website cms web designers and publishers appreciate the user friendly features of Website cms website development and use it to produce both e-commerce and customized websites.

Federal Communications Minister Stephen Conroy said on Friday that the planned web filter by the government would not slow down internet speeds but simply ensure that child pornography would not invade Australian households hooked up on the national broadband network (NBN).

Senator Conroy pointed to successful precedents in Europe where countries such as UK, Finland and Sweden established filters that up to 95 percent of online users have to go through yet no considerable complaints on web connection slow downs were ever pushed forward, effectively underpinning the accuracy of the initiative.

He rejected earlier claims of his opposition counterpart Malcolm Turnbull that the proposed internet filter would do nothing but slow down broadband connections and only give Australian parents a false sense of security, countering that “it has no impact on speed and anybody who makes a claim that it has an impact on speed is misleading people.”

Senator Conroy argued that the actual threat on Australia’s internet speed is the Coalition’s intent to block the NBN’s full implementation on claims that the project is a huge waste of money that otherwise be used for the national government’s more pressing social services.

Opposition leader Tony Abbot labelled the federal project as a white elephant in the making and put Mr Turnbull in charge to lead the Coalition’s campaign of sidelining the Labor government’s pet project, with hopes of eventually reducing it to oblivion.

The Coalition said that a more viable alternative could have been implemented had their leaderships were given the chance to take the lead in the government as Mr Turnbull assailed the NBN plan as lacking in sound business and financial sense that would only drain taxpayers’ money from federal coffers.

The communications minister, however, countered that contrary to the Coalition’s claims, the NBN is poised to spark substantial improvements in the country’s economic activities, which was outlined in the $25 million McKinsey report, that the Liberals may have failed to appreciate, according to Senator Conroy.

He said that Mr Turnbull’s claim that Australians could enjoy the same amount of speed offered by mobile online access was based on questionable facts as the technology that supports the fixed-line broadband capacity is way ahead from the capacity that is being carried by wireless networks.

Senator Conroy maintained that the fibre-optics being utilised by NBN as the backbone of its network would soon ease out the current copper lines widely used in the country as he added that once fully operational, the NBN would spawn economic productivity and advantages in areas such as e-health and telecommuting.

Also, the communication minister said that reports of only 50 percent of residents in a number of Tasmanian towns should not be a cause for alarm now as he stressed that NBN would eventually realise its 93 percent footprint target for the state once the deal with Telstra takes its full course, which is for the telco giant to retire its copper network to make way for the superior fibre-optics network of NBN.

It’s common knowledge that you can catch computer viruses on porn Web sites. But did you know it’s also risky to surf the Web searching for free movies or music?

A study from McAfee to be released on Tuesday finds that adding the word “free” when looking for entertainment content in search engines greatly increases the chances of landing on a site hosting malware.

For instance, searching for free music ringtones increases the chances of hitting a malicious site by 300 percent, according to the report, “Digital Music & Movies Report: The True Cost of Free Entertainment.” (PDF)

Searching for “lyrics” for a particular artist is twice as risky on average as searching for “ringtones” for the same artist for the first five pages of results, the report found.

And including the term “MP3″ increases the riskiness of music searches in general. There has been a 40 percent increase in the number of Web sites that are delivering infected MP3 files or that seem to be built for purposes of financial fraud or delivering malware, according to the report.

Meanwhile, McAfee found malware associated with a number of Web sites around the world advertising free downloads of sports games, movies, and TV shows.

Twelve percent of sites that distribute unauthorized content are distributing malware, and 7 percent of sites offering unauthorized content have associations with cybercrime organizations, the report concluded.

“The sites often look very professional and attempt to lure the user with the idea of a ‘trial period’ or even some nominal fee that is much less than what may ultimately be charged,” the report says. “Once the user agrees, they have to authorize their computer to access and interact with computers that are involved in a wide range of schemes–from money laundering to stealing credentials such as user names and passwords. In addition, with this access, your computer is profiled–with all of its software versions, user agents, and any other date–and this information can be provided to third parties for malicious purposes. (This is often called ‘fingerprinting.’)”

To reduce the chances of landing on malicious sites, McAfee recommends avoiding the use of the word “free” in searches for entertainment content, avoiding clicking on links in banner ads on content sites that aren’t well established, not clicking on links posted in forums and on fan pages, keeping security software up to date, and using safe search plug-ins like McAfee Site Advisor that warns of potentially risky sites.

The Government has placed two further trusts established by Allan Hubbard into statutory management, Commerce Minister Simon Power has announced.

They are Temple Bar Family Trust and Barns Charitable Trust.

The decision to put the trusts into statutory management followed a recommendation from the Securities Commission, which made its recommendation after receiving a report from the statutory managers of Aorangi Securities Ltd.

The move is a result of ongoing investigations by statutory managers into Aorangi Securities and seven charitable trusts, which were put into statutory management along with Mr and Mrs Hubbard on June 20.

Mr Power advised Cabinet of his recommendation today and the Governor-General made the Order in Council.

Both trusts hold company shares which are recorded as assets in the financial statements of Aorangi. Temple Bar Family Trust was established in 1983 by Mr Hubbard, while Barns Charitable Trust was established in March this year.

“This decision has been taken pursuant to section 38 of the Corporations (Investigation and Management) Act 1989, and was effective from 5pm today,” Mr Power said.

“The Securities Commission recommended the trusts be placed under statutory management to preserve the interests of the creditors of Aorangi, in the public interest and to enable the affairs of the corporations to be dealt with in a more orderly or expeditious way. It was satisfied that those interests could not be adequately protected any other way.”

The Securities Commission consulted Mr Hubbard’s legal representatives before it made its recommendations and they were advised this afternoon of the Government’s decision.

Credit policy

Credit gives the consumer the opportunity to buy, purchase or acquire goods and services, and pay for them at a later date. This has its advantages and disadvantages as follows:

Advantages of credit trade

• Usually results in more customers than cash trade.
• Can charge more for goods to cover the risk of bad debt.
• Gain goodwill and loyalty of customers.
• People can buy goods and pay for them at a later date.
• Farmers can buy seeds and implements, and pay for them only after the harvest.
• Stimulates agricultural and industrial production and commerce.
• Can be used as a promotional tool.
• Increase the sales.
• Modest rates to be filled.
• can be a marketing tool

Disadvantages of credit trade

• Risk of bad debt.
• High administration expenses.
• People can buy more than they can afford.
• More working capital needed.
• Risk of Bankruptcy.

Forms of credit

• Suppliers credit:
• Credit on ordinary open account
• Installment sales
• Bills of exchange
• Credit cards
• Contractor’s credit
• Factoring of debtors
• Cash credit
• Cpf credits
• Exchange of product

Factors which influence credit conditions

• Nature of the business’s activities
• Financial position
• Product durability
• Length of production process
• Competition and competitors’ credit conditions
• Country’s economic position
• Conditions at financial institutions
• Discount for early payment
• Debtor’s type of business and financial position

Credit collection

Overdue accounts

• Attach a notice of overdue account to statement.
• Send a letter asking for settlement of debt.
• Send a second or third letter if first is ineffectual.
• Threaten legal actions.

Effective credit control

• Increases sales
• Reduces bad debts
• Increases profits
• Builds customer loyalty
• Builds confidence of financial industry
• Increase company capitalisation
• Increase the customer relationship

Sources of information on creditworthiness

• Business references
• Bank references
• Credit agencies
• Chambers of commerce
• Employers
• Credit application forms

Duties of the credit department

• Legal action
• Taking necessary steps to ensure settlement of account
• Knowing the credit policy and procedures for credit control
• Setting credit limits
• Ensuring that statements of account are sent out
• Ensuring that thorough checks are carried out on credit customers
• Keeping records of all amounts owing
• Ensuring that debts are settled promptly
• Timely reporting to the upper level of management for better management.

Stock

Purpose of stock control

• Ensures that enough stock is on hand to satisfy demand.
• Protects and monitors theft.
• Safeguards against having to stockpile.
• Allows for control over selling and cost price.

Stockpiling

This refers to the purchase of stock at the right time, at the right price and in the right quantities.

There are several advantages to the stockpiling, the following are some of the examples:

• Losses due to price fluctuations and stock loss kept to a minimum
• Ensures that goods reach customers timeously; better service
• Saves space and storage cost
• Investment of working capital kept to minimum
• No loss in production due to delays

There are several disadvantages to the stockpiling, the following are some of the examples:

• Obsolescence
• Danger of fire and theft
• Initial working capital investment is very large
• Losses due to price fluctuation

Rate of stock turnover

This refers to the number of times per year that the average level of stock is sold. It may be worked out by dividing the cost price of goods sold by the cost price of the average stock level.

Determining optimum stock levels

• Maximum stock level refers to the maximum stock level that may be maintained to ensure cost effectiveness.
• Minimum stock level refers to the point below which the stock level may not go.
• Standard order refers to the amount of stock generally ordered.
• Order level refers to the stock level which calls for an order to be made.

Cash

Reasons for keeping cash

• Cash is usually referred to as the “king” in finance, as it is the most liquid asset.
• The transaction motive refers to the money kept available to pay expenses.
• The precautionary motive refers to the money kept aside for unforeseen expenses.
• The speculative motive refers to the money kept aside to take advantage of suddenly arising opportunities.

Advantages of sufficient cash

• Current liabilities may be catered for meeting the current obligations of the company
• Cash discounts are given for cash payments.
• Production is kept moving
• Surplus cash may be invested on a short-term basis.
• The business is able to pay its accounts in a timely manner, allowing for easily obtained credit.
• Liquidity
• Quick upfront pay.

Early on in an artist’s career, the different facets of management and marketing fall upon either the band itself or, if they have one, their manager. Because the band or artist is relatively unknown initially, promotion, booking, and touring are minimal. A new music manager begins by establishing a clear understanding of what the artist(s) want. This can be accomplished through either a written or verbal contract. A music manager’s first task is to solidify all artist development aspects and then concentrate on product development.

Development
Artist development
In addition to management, artist development includes joining a Performings Rights Organization (ASCAP, BMI or SESAC), copyrights, publishing, trademarks, band member agreements, establishing the business, lessons and coaching, and image.

Product development
Although musicians and artists start working on product development early in their business cycle through performances, it is wise for managers to try to get all the Artist Development aspects completed first; especially if the artist includes more than one individual. Product Development is basically taking the talent to the next level through bookings, recordings, music releases, distribution, promotion, etc.

Compensation
Striking a tentative compensation agreement that can be renegotiated after three or four months is recommended, and the rate of pay is generally based on commissions of 20 percent of the net or 10 percent of the gross or more of performance and commercial incomes, as stated in contracts. This amount obviously depends on the level of development the band or artist is at and the experience, networks and resources of the manager (The less developed the artist and more experienced the manager, the higher the commission). The artist or band should never agree to circumstances that cannot be terminated or negotiated within a short period of time.

Gigs
It is important for a band to have experience performing in front of crowds. Birthday parties, free shows (like basement shows), and talent shows are good sources of experience and do not require a lot of commitment (in terms of fan pull) on the part of the artist. If an artist wants a gig in a bar or nightclub venue, the manager expects several conditions. The following is a list of some questions frequently asked by bar owners/managers (in no particular order):
• What genre of music is the artist affiliated with?
• How many people are expected to attend the event?
• Is a door cover required?
• Can a door person be provided?
• Will the band sell their demo CD’s?
These are some of the main questions. In most cases a demo CD will be requested. This can be any type of recording, featuring any number of songs (preferably the artist’s better songs). The primary objective for the bar owner is to fill their floor on any given night. To do this, the band should be as professional and as practised as possible as to keep the bar patrons and more importantly, the bar owner, interested. This will have a positive effect on their ability to get booked for another show in the future. Another critical factor is maximizing audience attendance by promoting and advertising. Although most bars and other entertainment venues prefer managers bring a good number of attendees to their shows, this is not mandatory to do so every time. In very rare situations for small bands, an entertainment venue could charge the band a fee for a certain number of people ‘not’ showing up to the show. This is a number of people guaranteed to be present and would have been agreed upon between the owner and band before the show. If those people do not come, the band pays. This fee is to cover bar expenses and loss of money invested in setting up the show for the headlining band, and is usually implemented in larger, more well-known venues.

Photography
Managers usually secure the services of a professional photographer while the artist is recording. Different 8×10 pictures of the artist can be used for websites, CD labels/jackets, posters, and the press kit. Cost for high quality rolls of film and their processing could be upwards of $200 for 150 pictures (labour not included). Photographers are not expected to cover material cost. It is important that the manager obtains an agreement upfront confirming licence to use the images which will cover the uses necessary, in addition to high resolution digital images on CD. Managers are also advised to have photographs taken before CD designs or artwork goes into production. Managers are also responsible for hiring additional staff when necessary.

CD launch venue
Once a production date is established the manager can begin searching for venues. CD launches are much more attractive to bar owners because they nearly guarantee an audience. Consequently, CD launch venues are relatively easy to land. Managers usually try booking a location where the crowd will feel comfortable. The venues size should not exceed the projected crowd. If the place is too large, the artist may look unimportant. A small venue can be a preferential, as long as the stage can accommodate the band’s gear.

Design management is not a standard model that can be projected onto every enterprise, nor is there a specific way of applying it that would lead to guaranteed success. Design management processes are carried out by humans with different responsibilities and backgrounds, who work in different industries and enterprises with different sizes and traditions, whilst having different target groups and markets to serve. Design management is multifaceted and so are the different applications of and views on design management.

The function of design management in an organization depends on its tasks, authority and practice.

Design management tasks

Similar tasks can be grouped into categories to describe the job profile of a design manager. Cooper and Press (2005) identify in their management model five different categories in management that encompass design. Design managers face different tasks on strategic, tactical and operational level in the following categories.

• vision / mission
• strategy / policy formation
• goals / targets / objectives
• planning / scheduling / resourcing
• activity / monitoring / evaluation

Design management authority & position

The authority and position of the design management function has a huge influence on what the design manager does in his or her daily job. Kootstra (2006) distinguishes design management types by its organizational function:

• Design management as line function

Design management as a line function is directly responsible for design execution in the “primary” organizational process and can take place on all levels of the design management hierarchy. The main attributes for design managers in the line is the extensive authority and the direct responsibility for the result.

• Design management as staff function

Design management as staff function is not directly responsible for design execution in the “primary” organizational process, but consults as a specialist on all levels of the design management hierarchy. The main attributes for design managers in this function is their limited authority and their function to consult line managers and staff.

• Design management as support function

When the design process is defined as a “secondary” organizational process, design management is seen as supportive function. In this function it has only a supportive character, classifying the design manager as a creative specialist towards product management, brand management, marketing, R&D and communication.

Design management is concerned with the integration of design into management and vice versa. It is an approach whereby organisations  make design-relevant decisions in a market and customer-oriented way as well as optimising design-relevant (corporate-) processes. It is a comprehensive activity on all levels of business performance that effect design, from the fuzzy front-end to the execution of design. Design management acts as an the interface of management and design and functions as link between the platforms of technology, design, design thinking, corporate management, brand management and marketing management at internal and external interfaces of the enterprise.

Design management is not limited on a single design discipline. In his ‘Classification of Design‘ (1976), Gorb’s divided design into three different classes; design management operates in and across all three categories:

* Product (e.g. industrial design, packaging design, service design)

* Information (e.g. graphic design, branding, media design, web design)

* Environment (e.g. retail design, exhibition design, interior design)

Design management is not independent from the organizational and product situational context, and plays three integrative key roles in the interface of design, organisation and market:

1. align design strategy with corporate and/or brand strategy

2. manage quality and consistency of design outcomes across and within different design disciplines (design classes)

3. enhance new ways of user experience and differentiation from competitors

Supportive activities are used in design management to manage design more efficient (‘doing the things right’) and effectively (‘doing the right things’). Depending on a multitude of factors (such as industry, company size, design focus, market situation and the position / role of design within the company), design managers have a broad range of job profiles, with very different roles, activities and responsibilities.

The term ‘design management’ includes a semantic contradiction and can be interpreted in two different ways:

(1) managing design and

(2) designing management.This distinction refers to the traditional understanding of design management on an operational level as well as to a relative new approach of integrating design thinking as a mental concept in different business functions (e.g. using design thinking on board level or within the context of innovation management).

Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.

Performance Management as referenced on this page is a broad term. See Aubrey Daniels for a detailed explanation of the origin of the term Performance Management (PM) which was coined by Dr. Aubrey C. Daniels in the late 1970s to describe a technology (i.e., science imbedded in applications methods) for managing both behavior and results, the two critical elements of what is known as performance.

Where PM is applied

The PM approach is used most often in the workplace but applies wherever people interact—schools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings. PM principles are needed wherever in the world people interact with their environments to produce desired effects. Cultures are different but the laws of behavior are the same worldwide. Armstrong and baron (1998) defined it as “A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors”

It is possible to get all employees to reconcile personal goals with organizational goals. One can turn around any marginal business and increase productivity and profitability for any organization, with the transparent and hidden forces embedded in this process. It can be applied by organisations or a single department or section inside an organisation; as well as an individual person.

The process is a natural, self-inspired performance process and are appropriately named the self-propelled performance process (SPPP).

It is claimed that the self-propelled performance management system is:

1. the fastest known method for career promotion;

2. the quickest way for career advancement;

3. the surest way for career progress;

4. the best ingredient in career path planning;

5. the only true and lasting virtue for career success;

6. the most neglected part in teachings about management and leadership principles;

7. the most complete and sophisticated application of performance management;

8. the best integration of human behaviour research findings, with the latest management, leadership and organisational development principles;

9. the best automated method for organisational change, development, growth, performance and profit;

10. the surest and fastest way for increased motivation, productivity, growth, performance and profitability for both the individual and the organisation;

11. the best career builder and career booster for any career; and

12. inspirational, as it gets people moving, makes them self-starters in utilising own talents and initiative, automatically like magic.

First of all, deriving from the strategic plan, a commitment analysis must be done, where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position.

Following the commitment analysis, is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.

Benefits

Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results.

For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day i.e. the time they spend not actually doing their job. Benefits may include :

Direct financial gain

* Grow sales

* Reduce costs

* Stop project overruns

* Aligns the organization directly behind the CEO’s goals

* Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce

* Optimizes incentive plans to specific goals for over achievement, not just business as usual

* Improves employee engagement because everyone understands how they are directly contributing to the organisations high level goals

* Create transparency in achievement of goals

* High confidence in bonus payment process

* Professional development programs are better aligned directly to achieving business level goals

Improved management control

* Flexible, responsive to management needs

* Displays data relationships

* Helps audit / comply with legislative requirements

* Simplifies communication of strategic goals scenario planning

* Provides well documented and communicated process documentation