BSBINM601: Management Report on Knowledge and Information Systems

This report presents a comprehensive analysis of knowledge and information management, encompassing various technologies like document management systems, groupware, and artificial intelligence. It explores current trends, including Web 2.0 technologies, and details analytical methods such as correlation calculations, trend analysis, and probability assessment, highlighting their relevance in decision-making. The report also outlines key features of Management Information Systems (MIS) and Decision Support Systems (DSS) and examines how risk management plans can aid in business decision-making. Furthermore, the report includes a transcript expansion brief for King Edward VII College, evaluating its business performance, financial forecasts, staff and client feedback, and potential problems. It provides an analysis of trends, data storage options, and a risk management plan, offering insights into the college's expansion plans and overall management strategies. The report concludes with a reference list.

Running head: MANAGEMENT 1
Management
Name
Institution

MANAGEMENT 2
Management
Task I: Knowledge Management Technologies
1) Types of technologies used knowledge and information management
Introduction
Rowley and Farrow (2018) defines knowledge management as information technologies
used for effective knowledge management. The only difference between knowledge management
and information management methods is the fact that knowledge management technologies put
more emphasis on knowledge management rather than information processing. The operations of
the knowledge management strategies are based on the infrastructure built by information
management systems.
Components of effective knowledge management technologies
a. Document management systems
This technology is used for retrieving and processing data or explicit knowledge from the
organizations database. KM technology is an important face of information processing as it is
based on the actual people and the existing systems. Its role is to disseminate internalized
codified information between parties through collaboration and mentorship.
b. Groupware and Workflow systems: these are the mechanisms used for knowledge
generation as evidence-based reasoning systems (Park, et al.,). Other areas where artificial
intelligence is seen as being applied in knowledge management is the computer-based
simulations and databases used by managers to enhance information processing in companies.
Finally, this strategy can be observed in the stages of enterprise resource planning software for

MANAGEMENT 3
expert allocation of resources with guaranteed maximum returns. This technology is based on
know-how, know-why and know-who making it difficult to imitate.
Components of Knowledge management technologies under Artificial intelligence
It is founded on the principles of deep wisdom and mutual understanding of common
knowledge. Encompasses both the codified and uncodified information. The most important type
of knowledge is the uncodified knowledge which is hosted in the base of practitioners’ minds
and is normally contexed-based. This knowledge is based on the experience of the parties
involved.
2) Trends in knowledge and information management.
Web 2.0 technologies:
According to Aguiton and Cardon (2017), this technology deals not merely with data
transfer but involves the greater efforts of bridging the gaps between society. It is a mechanism
through which unstructured thoughts and notes are transferred from one person to another. This
technology is applied by experts to locate, understand and create conducive environments where
knowledge can be passed with minimal efforts.
3) Meaning of the methods of analysis and their relevance in decision making.
a) Correlation calculations
Are statistical tools used to measure how strong variables relate to each other. They
include Pearson’s correlations and the Spearman’s correlation coefficients. The relevance is that
it is used in linear regression analysis (Mizukami, 2015).

MANAGEMENT 4
b) Short to medium-term term and long-term trend analyses.
These are techniques used in technical analysis which try to explain the future through
extrapolation. These are the methods used to explain trends and actions which are taking place
over a given time frame. Relevance: used by investors who take part in stock trading to study the
trends and future market conditions before investing.
c) Probability assessment
This is a technique used for practical decision-making problems where the problems to be solved
requires a rational analysis today to prevent future calamities. Some of the practical examples are
exhibited in risk analysis in organizations.
d) Regulation Analyses
This is a technology used by experts to critically assess the positive and negative impacts
of proposed rules and unwritten guideline options. It is an evidence-based approach to solving
problem.
d) Dynamic Programming
This is a mathematical programming tool that uses computer generated formulas to find
solutions in aerospace engineering and econometric fields by experts. In other words, it is used to
simplify complicated problems by breaking them into sub-contents and which are solved
recursively.
e) Linear Programming

MANAGEMENT 5
This is a mathematical model used to solve problems which exhibit linear relationships.
This is applicable in the organization where there is need to move things around. It can be used
to compute the optimal truck loading and most economical route to take complete the task within
the stipulated time.
f) Queuing Theory
This is a technique used by service providers to determine optimal waiting time for
clients to be served. example is where customers queue to pay bills.
g) Simulation
This is a technique used by experts to mimic the operations of a process or system using a
model to achieve desired result before actual project is carried out to minimise possible losses.
Application: the technology finds its relevance in testing, training, education and video games.
h) Transportation Methodology
This is a technology that uses geomatics to solve geographic information system
challenges. This is practically observed in traffic problems that hinder smooth transport in towns.
4. Outline three key features of management information systems (MIS) and decision
support systems (DSS).
Management information system is a planned strategy for controlling, warehousing and
coordinating information (Chang, 2016). The following are some of the key elements which
define MIS and DSS;

MANAGEMENT 6
a. Management: the process of controlling and organizing all the operations within the
organization. The roles can be categorised as planning, controlling and organizing.
b. Information: this is the product of data processing obtained from analysis of the raw data
from the fields.
c. System: this is a coordinated grouping of interrelated components to achieve a desired
result.
5. Ways in which risk management plans can be used in making decisions about actions to
be taken for a business.
a. By providing shareholders with consistent and up-to-date information for computing the
risk-return trade-off.
b. By providing better incentives to the component units to adjust performance based on the
assessment result.
c. Conducting market risks such as interest rates, volatility and exchange rate fluctuations to
help managers to make viable business decisions.

MANAGEMENT 7
Task II: Transcript
Expansion Brief for the King Edward VII College
Introduction
Since its establishment in 2015, King Edward VII College has grown to be what it is
today. Currently, the Melbourne-based College has another campus in Sidney. Currently, the
human resources, management, marketing, and international business courses-offering institution
has a total population and workforce of 195 and 24 respectively. The college offers course at all
levels right from the Certificate II to the diploma levels. In order to accomplish its goal of
becoming the number one business college in the country, King Edward VII College is planning
to expand its operations by opening new campuses in Brisbane and one in Adelaide next year.
This brief, therefore, presents a comprehensive report on the college’s current state, performance,
financial position, employee management, and forecasts. All these are necessary for providing
information to be relied upon by the management to make informed expansion decisions.
Review of Business Performance Data
According to the past records, the King Edward VII College has been performing so well.
Since it began its operations, the college has been producing good financial performance. The
financial performance has been steadily rising after each year. In the 1016/16 fiscal year, the
college generated total revenue of $100,000. In the 2016/17 fiscal year, the revenues shot to
$150,000. More starling performance was realized in the 2017/18 fiscal year when the total
revenue increased to $200,000. All these indicate that the college is not only sustainable, but also
profitable. The progressive increase in revenues means that the company is growing and
becoming more financially stable as time progresses. The financial statements indicate that the

MANAGEMENT 8
college has got its revenue sources as well as the expenses. However, its ability to make
progressively-rising profits indicates that the college is in the right path of success. Meaning, if
additional campuses are started, it will not fail, but it will continue displaying such encouraging
performance and succeeding.
Financial Forecast
During the past three financial years, the college has been making steady profits. In the
1016/16 fiscal year, the college generated total revenue of $100,000. In the 2016/17 fiscal year,
the revenues shot to $150,000. More starling performance was realized in the 2017/18 when the
revenues shot to revenue to $200,000. These data can be used to make an accurate forecast on
the financial future of the college. If all the factors remain constant, it is highly-likely that, in the
coming future, the performance of the company will continue to be much better. Since the
management has set a precedence to be followed, the forecasted performance for the next three
years should be as outlined in the table below:
Year 2019 2020 2021
Net
Sales
$600,000 $700,000 $800,000
Total
Expense
s
$250,000 $300,000 $350,000
Profit $350,000 $400,000 $450,000
A Review of Staff’s Feedback
King Edward VII College is an equal opportunity employer. Currently, it has got a
workforce of 24 employees. These are professionals whose recruitment was purely based on the
academic, professional, and experiential qualifications. Before expanding the organization, the

MANAGEMENT 9
management should seek for the opinion of the staff. From the review that was conducted,
therefore, it was established that the employees are content with the kind of leadership and
leadership strategies in the institution (Vom Brocke, Petry & Gonser, 2016). The few areas that
should be improved include the communication process and employee recognition. If such
loopholes are sealed, the expansion process will be a success.
A Review of the Clients’ Feedback
King Edward VII College was started to deliver high-quality services to the satisfaction
of the clients. Hence, before making further expansions, it is necessary to seek for the opinion of
the clients. From the review that was conducted, it found out that most of the clients are satisfied
with the level of services offered by the college. However, there are only a few areas such as
inefficiency that, in their opinion, should be improved as much as possible (Gilbert, De Winne &
Sels, 2015). These are some of the improvements that should be put into consideration before the
opening of the new campuses.
Identify, Define and Analyse Business Problems and Issues
King Edward VII College has not managed to exploit its full potential because of the
numerous issues and problems that it has been facing all along. A review of the situation
revealed that the college still faces some managerial and leadership difficulties that hinder the
employees from effectively discharging its duties. Such issues include poor leadership system,
lack of effective interpersonal communication, and inefficient employee engagement in the
major decision-making processes (Coccia & Darling, 2016). In this regard, to succeed in its
expansionist plans, the management must address such issues.
Analysis of Trends and a Sensitivity Analysis on any proposed Options

MANAGEMENT 10
As a Vocational Education Technology (VET) institution, King Edward VII College
should be at the fore-front of delivering exceptionally high-quality vocational education services
to the clients. For the college to enjoy a competitive advantage in the market, it should align all
its operations to the latest trends in the market. Apart from having good infrastructure and
professional staff, the institution should, among other things, embrace modern technology and
deliver responsive high-quality education services to the satisfaction of all its clients (Hammer,
2015).
Data Storage and Access Options
Data is one of the most valuable resources for the King Edward VII College. The
management must always take the necessary measures to ensure that the data is properly
collected, stored, and secured in a place that can only be accessed by the management, but
protected from unauthorized access by other parties who might compromise its confidentiality
and privacy. In this regard, to achieve all these, the management should embrace the use of cloud
computing technology (Uhl & Gollenia, 2016). It can provide an answer to all these challenges.
A risk Management Plan
The management of King Edward VII College should acknowledge that the management
of such an institution involves some risks which it must identify, analyze, and mitigate. The risks
that are likely to derail the effective running of the college include stiff competition in the
market, high rates of employee turn-over, restrictive government regulations, and poor human
resource management (Kliem & Ludin, 2019). All thee should be resolved by formulating and
implementing a well-outlined risk management plan for the institution at all times.

MANAGEMENT 11
References
Aguiton, C., & Cardon, D. (2007). The strength of week cooperation: An attempt to understand
the meaning of web 2.0. Available at SSRN 1009070.
Chang, K. T. (2016). Geographic information system. International Encyclopedia of Geography:
People, the Earth, Environment and Technology, 1-9.
Yanai, T., Kurashige, Y., Mizukami, W., Chalupsky, J., Lan, T. N., & Saitow, M. (2015).
Density matrix renormalization group for ab initio Calculation and associated dynamic
correlation methods: A review of theory and applications. International Journal of
Quantum Chemistry, 115(5), 283-299.
Coccia, C., & Darling, C. A. (2016). Having the time of their life: College student stress, dating
and satisfaction with life. Stress and Health, 32(1), 28-35.
Gilbert, C., De Winne, S., & Sels, L. (2015). Strong HRM processes and line managers'
effective HRM implementation: a balanced view. Human Resource Management
Journal, 25(4), 600-616.
Hammer, M. (2015). What is business process management?. In Handbook on business process
management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Kliem, R. L., & Ludin, I. S. (2019). Reducing project risk. New York: Routledge.
Park, M., Ma, J., Kim, H., Ahn, H., & Kim, K. P. (2017, February). Footprint based workflow
model for analytical task automation. In 2017 19th International Conference on
Advanced Communication Technology (ICACT) (pp. 852-854). IEEE.
Rowley, J. E., & Farrow, J. (2018). Organizing Knowledge: Introduction to Access to
information: introduction to Access to Information. Routledge.

MANAGEMENT 12
Uhl, A., & Gollenia, L. A. (Eds.). (2016). A handbook of business transformation management
methodology. New York: Routledge.
Vom Brocke, J., Petry, M., & Gonser, T. (2016). Business process management. In A Handbook
of Business Transformation Management Methodology (pp. 137-172). Routledge.