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1. NAYAN CHAKRABARTTY
ROLL: 21 MGT 042
DEPARTMENT OF MANAGEMENT STUDIES
UNIVERSITY OF BARISHAL
SESSION: (2020-2021) BATCH: 10th
MY PRESENTATION TOPIC
The challenges of e-business transformation.

2. The challenges of e-business transformation:
E-business transformation, which involves the integration of digital technologies and strategies
into various aspects of a business, can offer numerous benefits, such as increased efficiency,
expanded market reach, and improved customer experiences. However, it also comes with its fair
share of challenges. Some of the key challenges of e-business transformation include.

3. The 7’s strategic framework and it’ s application to e-business management:
1. Strategy: The contribution of e-business in influencing and supporting organization’s strategy.
2. Structure: The modification of organizational structure to support e-business.
3. Systems: The development of specific processes, procedures or information system to support internet
marketing.
4. Staff: The breakdown of staff in terms of their background, age and characteristics such as it vs
marketing, use of contractors/ consultants.
5. Style: Includes both the way in which key managers behave in achieving the organization’s goals and the
cultural style of the organization as a whole.
6. Skills: Distinctive capabilities of key staff, but can be interpreted as specific skill-sets of team members.
7. Superordinate: The guiding concepts of the e-commerce organization which are also part of shared
values and culture. The internal and external perception of these goals may vary.

4. E-consultancy research:
As of my last update in September 2021, E-consultancy is a well-known digital marketing and e-
commerce research firm that provides insights, analysis, and reports on various aspects of the
online business landscape. However, I don't have access to real-time data, and my knowledge is
limited to what was available up to September 2021. Therefore, I cannot provide information on
any specific research they may have conducted after that date.
To access the most recent research from E-consultancy, I recommend visiting their official
website or conducting an online search for their latest reports and studies. Their website should
offer comprehensive and up-to-date information on a wide range of digital marketing and e-
commerce topics.

5. Md Tanvir Hasan
21 MGT 043
Department of Management studies
University of Barishal

6. Difference types of business Change are
discussed below
1. Planned Change
Planned change is the process of preparing an entire organization,
or a significant part of it, to achieve new goals or move in a new
direction.
Example: The introduction of employee welfare measures, changes
in the incentive system, introduction of new products and
technologies, organizational restructuring, team building,
enhancing employee communication as well as technical expertise
fall under the category of Planned Change.
2. Organizational Change
Organizational change is a business necessity. Employees leave, and
new employees are hired, new teams and departments are created
as the company grows, and businesses adopt new technology to
stay ahead of the curve.

7. 3. Strategic Change
Strategic change refers to a change made to important features of
an organization’s business to mitigate new threats or leverage new
opportunities in the market. This type of change affects the
organization’s strategy and various other components.
For example, A car manufacturer notices that its top competitor has
begun selling electric models. The company determines that to stay
competitive, it must also begin offering electric vehicles as
consumer interest in these models continue to grow.
4. Structural Change
Structural change refers to a change in organizational hierarchy,
chain of command, management systems, job structure, or
administrative procedures. A merger is the most common cause of
a structural change in an organization.

8. 5. Incremental Change
Incremental change is defined as a sequence of small,
deliberate changes made over time in order to achieve a
desired goal.
for example,Gillette constantly upgrades its razors,
adding new features, like extra blades, heated razors, and
a pivoting head. Coca-cola

9. TOPIC NAME
Human Resource Requirement
OMAR FARUQE
ROLL: 21 MGT 044
SESSION: 2020-2021
DEPARTMENT OF MANAGEMENT STUDIES
UNIVERSITY OF BARISHAL

10. Staff retention: Crush say, "Getting good Staff is difficult ,keeping
them is a nightmare". Since, there is a highly competitive
marketplace for E-business staff, many staff will want to move on to
further their career. For this, Hickman and Oldham provides a useful
framework for designing jobs that provides a good experience to
improve staff motivation and so help retention. There are Some
intrinsic characteristics of Staff retention. They are given below:
 In E-business, human resources (HR) refers to managing the
people who work in the E- business or Organizations .

11. i)Skill Variety: Employees stay when their work allows them to
use a range of different skills and abilities, keeping them
engaged.
ii)Importance of Work: When employees feel their work is
valued and meaningful, they are more likely to stay committed.
iii)Freedom in Completing Work: Allowing employees to have
some control and independence in how they perform their tasks
increases job satisfaction and retention.
iv)Feedback from Employee: Regularly providing constructive
feedback helps employees grow and feel appreciated, leading to
higher retention

12. To enhance these psychological characteristics hackman
and oldham suggest the following approaches in which
that can be used:
 Task combination.
 Natural workgroups.
 Establish customer relations.
Vertical loading.
 Opening feedback channel.
Outsourcing: Outsourcing in human resources means
hiring external companies or individuals to handle
specific tasks, such as payroll, recruitment, and benefits
administration.

13. Pabel mia
Roll: 21 MGT 045
Department of management studies
University of barisahal
Revising organizational structure

14. When a company starts e-business, it usually
operates within its existing structure, possibly
outsourcing to cover resource gaps. As the
website's importance grows, more staff from
different parts of the organization may get
involved, leading to the need for new
organizational structures. Parsons et al. (1996)
identified four stages of growth for the 'digital
marketing organization' in sell-side e-
commerce.

15. 1. Ad hoc activity: No formal e-commerce
organization, scattered skills, poor integration
between online and offline marketing, informal
website maintenance leading to potential errors
and outdated information.
2. Focusing the effort: Introduction of a controlling
mechanism for Internet marketing through a
steering group, experimenting with different
approaches to build and manage the site
The 'digital marketing organization'
undergoes four growth stages.

16. 3. Formalization: Internet marketing reaches
critical mass, a defined group or separate
business unit manages all digital marketing.
4. Institutionalizing capability: Formal
grouping within the organization,
establishing links between digital marketing
and core activities, potential need for a
separate e-commerce department to
improve customer service.

17. CHANGE MANAGEMENT
content: Approaches to managing change
Rasel Biswas
21 MGT-046

18. Approaches to managing change
Managing change effectively is essential for organizations to adapt
to evolving environments, stay competitive, and achieve their
goals. There are several approaches to managing change, and the
most appropriate one will depend on the specific circumstances
and challenges faced by the organization.

19. The most common approaches to e-commerce implementation:
• Collaborative -widespread participation of employees occure to
define the change required and techniques to achieve them
• Consultative -management takes the final decision .after calling on
some employees for input
• Directive-the management team takes decisions,with the employees
generally trusting them to do so and being generally informed
• Coercive -the management team takes the decision with very limited
recourse to employees

20. •Organizational culture
The efficiency of any organization is dependent on the complex
formal and informal relationships that exist within it.
Formal relationship include the hierarchical work relationships within
and between functional business areas. Informal relationships are
created through people working and socializing with each other on
regular basis and will cut across functional boundaries.
E-business-led change has the capacity to alter both types of
relationships as it bring about change within and between functional
business areas

21. Four different types of culture orientation that may be identified in
different companies:
• Survival
• Productivity
• Human relations
• stability

22. Rabbi Talukder Rakib
ROLL : 21 MGT 047
SESSION: 2020-2021
DEPARTMENT OF MANAGEMENT STUDIES
UNIVERSITY OF BARISHAL
Topic Name : Knowledge Management

23. What is Knowledge ?
 Knowledge is the combination of data and information, to
which is added expert opinion, skills and experience, to result
in a valuable asset which can be used to aid decision making.
Knowledge may be explicit and/or tacit, individual
and/or collective.
 Applying experience to problem solving.
What is Knowledge Management
 Knowledge Management is the management of activities and
processes for leveraging knowledge to enhance
competitiveness through better use and creation of individual
and collective knowledge resources.
 Techniques and tools disseminating knowledge within an
organization.

24.  Theorists have identified two different types of knowledge, and different approaches can be used to
disseminate each type of knowledge within an organization:
Explicit knowledge
 Knowledge that can be readily expressed and recorded within information systems.
Tacit knowledge
 Mainly intangible knowledge that is typically intuitive and not recorded since it is part
of the human mind.
It follows that one goal of knowledge management is to turn tacit knowledge into explicit knowledge
which can then be shared between employees and used to train new employees.
• Identify Knowledge
• Store Knowledge
• Create Knowledge
• Share Knowledge
• Use Knowledge

25. Knowledge Management (KM) is the process of capturing, organizing, storing, and sharing
knowledge within an organization to enhance its effectiveness, innovation, and competitive
advantage.
The objectives of Knowledge Management are diverse and can vary depending on the
organization's specific needs and goals. Here are some common objectives:
1.Knowledge Preservation.
2.Knowledge Sharing.
3.Knowledge Discovery Innovation.
4.Problem Solving.
5.Learning and Development.
Objectives of knowledge management

26.  Implementing knowledge management within an organization involves creating a
structured process for capturing, organizing, storing, sharing, and using knowledge
effectively. Here's a step-by-step guide to help you with the implementation:
1.Identify Knowledge Needs.
2.Create a Knowledge Management Team.
3.Establish Goals and Objectives.
4.Select Knowledge Management Tools.
5.Create a Knowledge Repository.
Implementing knowledge management

27.  As of my last update in September 2021, several technologies were commonly used for
implementing knowledge management. However, please note that technology evolves
rapidly, and there might be newer solutions available beyond that time.
Here are some of the technologies commonly used for implementing knowledge management:
1.Knowledge Base Software.
2.Content Management Systems (CMS).
3.Enterprise Search Engines.
4.Data Analytics and Business Intelligence Tools.
5.Artificial Intelligence (AI) and Machine Learning (ML).
Technologies for Implementing knowledge management

28. Thank you