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Managing Communication, Knowledge and Information TABLE OF CONTENTS

   

Added on  2020-02-03

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MANAGING COMMUNICATIONS, KNOWLDEGEAND INFORMATION
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TABLE OF CONTENTSINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................11.1................................................................................................................................................11.2................................................................................................................................................21.3................................................................................................................................................31.4................................................................................................................................................42.1................................................................................................................................................42.2................................................................................................................................................52.3................................................................................................................................................52.4................................................................................................................................................6TASK 2............................................................................................................................................73.1................................................................................................................................................73.2................................................................................................................................................73.3................................................................................................................................................83.4................................................................................................................................................84.1................................................................................................................................................94.2................................................................................................................................................94.3..............................................................................................................................................10CONCLUSION..............................................................................................................................10REFERENCES..............................................................................................................................12
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INTRODUCTIONIn today’s era, to stay in the market with sustainability is only possible through effectivemanagement of communication, knowledge and information in the organization. With properplanning, implementation, controlling and evaluation of communication channels, process can bemade smooth and targets can be effectually achieved. By taking the help of same, effectivestrategies can be made and suitable decisions will be taken by management for the good of firm(Kwek, 2013). In the present report, to understand concepts associated with managingcommunication, knowledge and information, Classic Food Restaurant from hospitality industryof Spain is selected that deals in offering food and beverage items. Firm is planning to open anew shop for selling high quality food items. In this regard, ways to assess the information andknowledge needs for new start-up venture will be discussed in the report. Apart from that,different strategies to increase personal networking to widen the involvement in decision makingprocess will be studied as well. TASK 11.1In a firm, there are mainly three ranges of decision that are made at strategic, tactical andoperational levels of management. Start-up business, that is, new shop of Classic FoodRestaurant, can initiate its business operations with the help of range of decisions made whichare mentioned as below:Strategic level decisions – At this level, top authorities sitting at higher level ofmanagement take decisions in order to start a new business. In the cited firm, for opening a newshop, managers at this level make different marketing strategies along with working policies inaccordance of which business activities will be run (Skyrme, 2007). With taking different factorsinto consideration that can affect the success of new start up business, they develop competitivestrategies by which market performance of the firm in future can be analysed. Tactical level decisions – At this level, they are the middle level managers who makedecisions as per what has been asked by top level management. For new shop of Classic FoodRestaurant, they will be the people who would make employees ready to implement the plan bydelegating specific roles and responsibilities to them and imparting training as required. They are1
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the individuals in firm who have authority to control the process (Bosua, 2013). Middle levelmanagers play a significant role in the success of business by contributing their efforts. Theytake decisions with respect to purchase of raw material by specifying its quantity and quality aswell as human resources required along with funds and machinery. Operational level decisions – It is the lower level management where individuals, that is,supervisors and workers perform their tasks as assigned by middle level managers. They areactual people who lead to practically implement the plan made and discussed by higher andmiddle level of management. Here, supervisors manage day to day activities like scheduling thetasks of workers and contribute high efforts in making them understand about what is actually tobe done to attain the set goals of firm (Grunig and Grunig, 2011). With respect to the citedscenario, lower level employees will be the people who would practically execute the plan ofopening a new shop of Classic Food Restaurant in Spain.1.2For opening of new business of Classic Food Restaurant, internal and externalinformation and knowledge will be required by the organisation to make it successful. Topauthorities at strategic level will have to analyse the market in which the firm is planning tooperate in terms of assessing political, economic, social, technological, legal and ethicalenvironment with the help of PESTLE analysis. Through this, external information will begained by the Classic Food Restaurant according to which suitable strategies will be made(Hammami, 2011). In order to gain profits in business, skilled and capable employees will berequired who will perform operations in an effectual manner. These people will play a vital rolein making decisions based on internal information of organisation. To evaluate the internalinformation, Classic Food Restaurant can make use of SWOT analysis through which strengthsand weaknesses of the firm will be known as well as opportunities and threats will be identified(Ang, 2014). Thus, both the tools would prove to be highly helpful in examining information andknowledge required to take decisions in relation to start up the new business, that is, new shop ofClassic Food Restaurant.With the help of gathering internal and external information and knowledge about thebusiness, Classic Food Restaurant can attain its set targets within stipulated time period witheffectiveness. Through this, firm can gain higher profits through sufficient productivity and2
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