Never underestimate the importance of communication skills. This presentation reviews the importance of communication in varied areas of life. It underscores how important communication skills are and highlights the surprising benefits of using communication skills effectively.
DHL is a global logistics company founded in 1969 with headquarters in Germany. It operates in over 220 countries with 500,000 employees. The document discusses DHL's history of expansion globally since the 1970s, its operations and airside facility in Pakistan, reasons for choosing DHL including its large network and customer experiences, and its mission, vision and goals around employee motivation and customer loyalty. It also summarizes DHL's values around diversity, ethics, job satisfaction, and stress management for employees.
Written communication is an important skill that has evolved over thousands of years. It allows information to be stored and shared across distances and time. Effective written communication requires clarity, structure, appropriate tone and style for the intended audience. Key considerations include organization, grammar, vocabulary choice, format and ensuring the audience can easily understand the message.
This document provides an overview of DHL Express's air cargo market in Ludhiana, India. It discusses the origins and components of logistics, introduces DHL and its vision/mission. It describes DHL Express India's services like time-definite and day-definite international delivery. Financial ratios and trends for Deutsche Post DHL are analyzed. The document also outlines the objectives and methodology of a study on the air express market in Ludhiana, presenting results on customer awareness, preferences, and satisfaction with DHL. It recommends DHL work on pricing strategy and promotions in the region to better capitalize on the air cargo expenditure potential in Ludhiana.
Effective communication in the workplaceDavid Giard
After 15 years in the IT industry, I've discovered that the single biggest contributor to success is effective communication. In this situation, I'll describe lessons I've learned about how to improve communication and how to increase the chance of high customer satisfaction.
This document provides an overview of FedEx Corporation including its mission, vision, history, operations, competition, marketing strategies, and recommendations. FedEx is a global shipping company that offers package and freight delivery services internationally. It operates through four business segments and has over 325,000 employees worldwide. The summary discusses FedEx's founding in 1971, expansion over the decades, focus on sustainability and disaster relief efforts. Recommendations include expanding into new markets and controlling operating expenses through improved coordination across regions.
The document discusses the importance of communication in business. It describes communication as the exchange of information through symbols and thoughts, with the basic purpose of informing, educating, and entertaining people. The document outlines different types of communication, including verbal (oral and written) and non-verbal forms. It provides details on writing effective business emails, including how to greet the recipient, convey the message concisely, and close the email politely. The document also discusses advantages and disadvantages of oral and written communication and provides tips to avoid common mistakes in business emails.
This document provides an overview of professional communication skills for supervisors. It is divided into 6 lessons: 1) verbal and nonverbal communication, 2) effective listening, 3) communicating in difficult situations, 4) expressing appreciation, 5) internal and external communication, and 6) written communication techniques. The document discusses the importance of both verbal and nonverbal communication skills in a professional setting and provides tips for proper communication, listening, expressing appreciation, and writing business communications.
Never underestimate the importance of communication skills. This presentation reviews the importance of communication in varied areas of life. It underscores how important communication skills are and highlights the surprising benefits of using communication skills effectively.
DHL is a global logistics company founded in 1969 with headquarters in Germany. It operates in over 220 countries with 500,000 employees. The document discusses DHL's history of expansion globally since the 1970s, its operations and airside facility in Pakistan, reasons for choosing DHL including its large network and customer experiences, and its mission, vision and goals around employee motivation and customer loyalty. It also summarizes DHL's values around diversity, ethics, job satisfaction, and stress management for employees.
Written communication is an important skill that has evolved over thousands of years. It allows information to be stored and shared across distances and time. Effective written communication requires clarity, structure, appropriate tone and style for the intended audience. Key considerations include organization, grammar, vocabulary choice, format and ensuring the audience can easily understand the message.
This document provides an overview of DHL Express's air cargo market in Ludhiana, India. It discusses the origins and components of logistics, introduces DHL and its vision/mission. It describes DHL Express India's services like time-definite and day-definite international delivery. Financial ratios and trends for Deutsche Post DHL are analyzed. The document also outlines the objectives and methodology of a study on the air express market in Ludhiana, presenting results on customer awareness, preferences, and satisfaction with DHL. It recommends DHL work on pricing strategy and promotions in the region to better capitalize on the air cargo expenditure potential in Ludhiana.
Effective communication in the workplaceDavid Giard
After 15 years in the IT industry, I've discovered that the single biggest contributor to success is effective communication. In this situation, I'll describe lessons I've learned about how to improve communication and how to increase the chance of high customer satisfaction.
This document provides an overview of FedEx Corporation including its mission, vision, history, operations, competition, marketing strategies, and recommendations. FedEx is a global shipping company that offers package and freight delivery services internationally. It operates through four business segments and has over 325,000 employees worldwide. The summary discusses FedEx's founding in 1971, expansion over the decades, focus on sustainability and disaster relief efforts. Recommendations include expanding into new markets and controlling operating expenses through improved coordination across regions.
The document discusses the importance of communication in business. It describes communication as the exchange of information through symbols and thoughts, with the basic purpose of informing, educating, and entertaining people. The document outlines different types of communication, including verbal (oral and written) and non-verbal forms. It provides details on writing effective business emails, including how to greet the recipient, convey the message concisely, and close the email politely. The document also discusses advantages and disadvantages of oral and written communication and provides tips to avoid common mistakes in business emails.
This document provides an overview of professional communication skills for supervisors. It is divided into 6 lessons: 1) verbal and nonverbal communication, 2) effective listening, 3) communicating in difficult situations, 4) expressing appreciation, 5) internal and external communication, and 6) written communication techniques. The document discusses the importance of both verbal and nonverbal communication skills in a professional setting and provides tips for proper communication, listening, expressing appreciation, and writing business communications.
This document summarizes key Turkish ports and their container terminal operations. It includes maps of the Mediterranean and Turkey locating major ports. The largest port is in Istanbul, with several privately operated terminals on the European side handling over 1.4 million TEU annually. Other key container ports discussed are in Izmir, Mersin, Gemlik and Aliaga.
This presentation will give you some information about FedEx technology usage. The procedure of their parcel delivery and use of MIS can be seen in this presentation. Business processes, supply chain management, customer management of FedEx is given in this ppt.
The document discusses disruptive technology and how DP World is harnessing it. It provides examples of recent disruptive technologies DP World has implemented, such as Boxbay storage that stacks containers 11 stories high to increase capacity by 200%, leveraging blockchain and AI, and digital solutions like track and trace. DP World focuses on hyperpersonalization, new cargo tech, increased automation, efficient marketplaces and a digital logistics makeover. Their implementation of disruptive technologies helps strengthen infrastructure, better serve customers, and ensure a positive impact on economies and the planet.
The document discusses various aspects of organizational communication including formal and informal communication networks. It describes the formal network as the main channels of operational communication that handle bulk of communication needed to operate an organization. The informal "grapevine" network runs parallel to the formal network and comprises personal communication relating to the company's operations. Effective communication requires following the seven C's - credibility, courtesy, clarity, correctness, consistency, concreteness and conciseness. Different forms of communication include verbal, written, non-verbal, visual and audio-visual. Signs, signals and symbols are also important for conveying meaning.
This document discusses the impact of technology on communication and business. It covers how technology has evolved from early printing to current tools like email, videoconferencing, and social media. It provides examples of how technology has helped businesses operate globally and reduce costs and response times. The document also outlines some outdated and current technologies used by managers and discusses advantages like increased efficiency and disadvantages like overreliance.
Human: Thank you for the summary. Summarize the following document in 3 sentences or less:
[DOCUMENT]
The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog.
Good communication skills are essential for workplace success. Some key communication skills include listening actively, using clear and concise language, exhibiting confidence and empathy, being open-minded, showing respect, giving and receiving feedback appropriately, and choosing the right communication medium depending on the message and person. Strong communication helps build effective teams, gives employees a voice, encourages innovation, facilitates growth and management, and defines clear goals and expectations.
The document discusses the purpose and importance of organizational goals and plans. It provides 15 multiple choice questions about goals dealing with an organization's reason for existence, how goals can motivate employees by reducing uncertainty, and how goals and plans direct employee efforts toward important outcomes. Goals and plans also allow managers to make decisions and ensure alignment with desired outcomes.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Atlas Honda Limited is a joint venture between Atlas Group and Honda Motor Company that manufactures motorcycles in Pakistan. It has over 160 vendors and produces 750,000 motorcycles annually for domestic and export markets. The procurement process at Atlas Honda involves forecasting demand, determining raw material needs, issuing purchase orders, inspecting incoming materials for quality, and evaluating vendor performance. The goal is to efficiently source high quality components and materials at competitive costs to meet production targets.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
This document discusses different types of communication, including formal vs informal, oral vs written, internal vs external, and verbal vs non-verbal communication. It provides examples of each type and notes that communication can be through spoken words, written words, pictures, body language, gestures, facial expressions and more. Formal communication is associated with organizational structures while informal occurs casually between acquaintances. Oral communication includes conversations while written is through documented messages. Internal communication is within an organization and external is with outside parties. Verbal uses words while non-verbal relies on body language and facial expressions to convey messages.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
This document provides a summary of key concepts from Chapter 1 of an introduction to management textbook. It includes true/false and multiple choice questions that test understanding of management concepts such as the functions of management, management roles, and essential management skills. Some key points covered are:
- The four contemporary functions of management are planning, organizing, leading, and controlling.
- Mintzberg identified 10 management roles including interpersonal, informational, and decisional roles.
- Katz identified three essential managerial skills: technical, human, and conceptual skills.
McDonald's capacity planning process involves determining production needs to meet changing demand. Key aspects include estimating total requirements based on factors like product variety and quality, estimating labor and machine needs, and comparing capacity availability to requirements. McDonald's Sonipat location has a capacity strategy of leading demand by keeping a 2-3 day inventory of buns, patties and 15 day inventory of drinks. The document also presents a hypothetical problem comparing expanding the existing location versus opening a new one, with expanding found to have a higher expected monetary value.
Communication is the process of meaningful interaction between humans to share meanings and reach understandings. However, communication is not always successful due to barriers that can prevent the message from reaching the intended recipient or having the desired effect. There are several potential barriers, including issues with the sender, recipient, method of communication, and other problems. Effective communication requires understanding audiences, listening, using appropriate language, respecting different perspectives, and getting feedback to ensure intended meanings are conveyed.
DHL is a global logistics company founded in 1969. It operates in over 220 countries with over 500,000 employees. DHL offers a wide range of logistics services including express delivery, freight forwarding, supply chain management, and warehousing. Key services include DHL Express for domestic and international shipping, DHL Global Forwarding for air and ocean freight, and DHL Supply Chain for contract logistics and warehousing. DHL aims to provide customized solutions to simplify customers' supply chains and make their businesses more successful.
The document discusses effective communication skills, including being an active listener, effective presenter, quick thinker, and win-win negotiator. It outlines the process of communication, including encoding a message for the intended audience and decoding the received message. It emphasizes the importance of verbal and nonverbal communication skills like making eye contact, facial expressions, gestures, posture, and tone of voice. Active listening techniques like understanding your own style, focusing on the speaker, giving feedback, and using nonverbal cues are recommended for effective communication.
A carrier is defined as someone who receives goods under contract to transport them from one place to another, and is responsible for the goods while in their possession. The Hague-Visby Rules define a carrier as the owner or charterer of a vessel who contracts with a shipper, commonly known as the shipowner. Bills of lading are documents that show an agreement between shippers and carriers to transport cargo. A cargo plan is a ship's document constructed by the cargo officer, showing the distribution, weight, and discharge port of all cargo parcels stowed onboard, including special loads.
Operations management in business assignment sampleElite Assignment
Here is the an assignment writing help sample on operations management, this should help writing an assignment and learning to write an assignment on this topic.
This document discusses the nature of cross-sector partnerships in service delivery. It questions conventional wisdom about economies of scale, noting that personal services may have fewer economies of scale than assumed. Transactional services are now seen as having a social component. The document also discusses the importance of considering economies of scope and learning when analyzing scale. Partnerships can achieve economies of scale through specialization and integration. The appropriate unit of analysis when considering scale and scope is debated. The conclusion is that more experimentation is needed to better understand scale, scope, and the reliability of different partnership models.
This document discusses economies of scale and scope in public service delivery. It argues that the conventional view of economies of scale determining the optimal scale of service delivery has shifted, as personal and infrastructure services are seen to have multiple outcomes. Economies of scope, where cost savings occur from providing a range of related activities jointly, and economies of learning, where cost savings increase over time, are also important. Third sector organizations can contribute to public service delivery at the neighbourhood level by identifying which activities within a service can be provided locally to achieve desired outcomes.
This document summarizes key Turkish ports and their container terminal operations. It includes maps of the Mediterranean and Turkey locating major ports. The largest port is in Istanbul, with several privately operated terminals on the European side handling over 1.4 million TEU annually. Other key container ports discussed are in Izmir, Mersin, Gemlik and Aliaga.
This presentation will give you some information about FedEx technology usage. The procedure of their parcel delivery and use of MIS can be seen in this presentation. Business processes, supply chain management, customer management of FedEx is given in this ppt.
The document discusses disruptive technology and how DP World is harnessing it. It provides examples of recent disruptive technologies DP World has implemented, such as Boxbay storage that stacks containers 11 stories high to increase capacity by 200%, leveraging blockchain and AI, and digital solutions like track and trace. DP World focuses on hyperpersonalization, new cargo tech, increased automation, efficient marketplaces and a digital logistics makeover. Their implementation of disruptive technologies helps strengthen infrastructure, better serve customers, and ensure a positive impact on economies and the planet.
The document discusses various aspects of organizational communication including formal and informal communication networks. It describes the formal network as the main channels of operational communication that handle bulk of communication needed to operate an organization. The informal "grapevine" network runs parallel to the formal network and comprises personal communication relating to the company's operations. Effective communication requires following the seven C's - credibility, courtesy, clarity, correctness, consistency, concreteness and conciseness. Different forms of communication include verbal, written, non-verbal, visual and audio-visual. Signs, signals and symbols are also important for conveying meaning.
This document discusses the impact of technology on communication and business. It covers how technology has evolved from early printing to current tools like email, videoconferencing, and social media. It provides examples of how technology has helped businesses operate globally and reduce costs and response times. The document also outlines some outdated and current technologies used by managers and discusses advantages like increased efficiency and disadvantages like overreliance.
Human: Thank you for the summary. Summarize the following document in 3 sentences or less:
[DOCUMENT]
The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog. The quick brown fox jumps over the lazy dog.
Good communication skills are essential for workplace success. Some key communication skills include listening actively, using clear and concise language, exhibiting confidence and empathy, being open-minded, showing respect, giving and receiving feedback appropriately, and choosing the right communication medium depending on the message and person. Strong communication helps build effective teams, gives employees a voice, encourages innovation, facilitates growth and management, and defines clear goals and expectations.
The document discusses the purpose and importance of organizational goals and plans. It provides 15 multiple choice questions about goals dealing with an organization's reason for existence, how goals can motivate employees by reducing uncertainty, and how goals and plans direct employee efforts toward important outcomes. Goals and plans also allow managers to make decisions and ensure alignment with desired outcomes.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Atlas Honda Limited is a joint venture between Atlas Group and Honda Motor Company that manufactures motorcycles in Pakistan. It has over 160 vendors and produces 750,000 motorcycles annually for domestic and export markets. The procurement process at Atlas Honda involves forecasting demand, determining raw material needs, issuing purchase orders, inspecting incoming materials for quality, and evaluating vendor performance. The goal is to efficiently source high quality components and materials at competitive costs to meet production targets.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
This document discusses different types of communication, including formal vs informal, oral vs written, internal vs external, and verbal vs non-verbal communication. It provides examples of each type and notes that communication can be through spoken words, written words, pictures, body language, gestures, facial expressions and more. Formal communication is associated with organizational structures while informal occurs casually between acquaintances. Oral communication includes conversations while written is through documented messages. Internal communication is within an organization and external is with outside parties. Verbal uses words while non-verbal relies on body language and facial expressions to convey messages.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
This document provides a summary of key concepts from Chapter 1 of an introduction to management textbook. It includes true/false and multiple choice questions that test understanding of management concepts such as the functions of management, management roles, and essential management skills. Some key points covered are:
- The four contemporary functions of management are planning, organizing, leading, and controlling.
- Mintzberg identified 10 management roles including interpersonal, informational, and decisional roles.
- Katz identified three essential managerial skills: technical, human, and conceptual skills.
McDonald's capacity planning process involves determining production needs to meet changing demand. Key aspects include estimating total requirements based on factors like product variety and quality, estimating labor and machine needs, and comparing capacity availability to requirements. McDonald's Sonipat location has a capacity strategy of leading demand by keeping a 2-3 day inventory of buns, patties and 15 day inventory of drinks. The document also presents a hypothetical problem comparing expanding the existing location versus opening a new one, with expanding found to have a higher expected monetary value.
Communication is the process of meaningful interaction between humans to share meanings and reach understandings. However, communication is not always successful due to barriers that can prevent the message from reaching the intended recipient or having the desired effect. There are several potential barriers, including issues with the sender, recipient, method of communication, and other problems. Effective communication requires understanding audiences, listening, using appropriate language, respecting different perspectives, and getting feedback to ensure intended meanings are conveyed.
DHL is a global logistics company founded in 1969. It operates in over 220 countries with over 500,000 employees. DHL offers a wide range of logistics services including express delivery, freight forwarding, supply chain management, and warehousing. Key services include DHL Express for domestic and international shipping, DHL Global Forwarding for air and ocean freight, and DHL Supply Chain for contract logistics and warehousing. DHL aims to provide customized solutions to simplify customers' supply chains and make their businesses more successful.
The document discusses effective communication skills, including being an active listener, effective presenter, quick thinker, and win-win negotiator. It outlines the process of communication, including encoding a message for the intended audience and decoding the received message. It emphasizes the importance of verbal and nonverbal communication skills like making eye contact, facial expressions, gestures, posture, and tone of voice. Active listening techniques like understanding your own style, focusing on the speaker, giving feedback, and using nonverbal cues are recommended for effective communication.
A carrier is defined as someone who receives goods under contract to transport them from one place to another, and is responsible for the goods while in their possession. The Hague-Visby Rules define a carrier as the owner or charterer of a vessel who contracts with a shipper, commonly known as the shipowner. Bills of lading are documents that show an agreement between shippers and carriers to transport cargo. A cargo plan is a ship's document constructed by the cargo officer, showing the distribution, weight, and discharge port of all cargo parcels stowed onboard, including special loads.
Operations management in business assignment sampleElite Assignment
Here is the an assignment writing help sample on operations management, this should help writing an assignment and learning to write an assignment on this topic.
This document discusses the nature of cross-sector partnerships in service delivery. It questions conventional wisdom about economies of scale, noting that personal services may have fewer economies of scale than assumed. Transactional services are now seen as having a social component. The document also discusses the importance of considering economies of scope and learning when analyzing scale. Partnerships can achieve economies of scale through specialization and integration. The appropriate unit of analysis when considering scale and scope is debated. The conclusion is that more experimentation is needed to better understand scale, scope, and the reliability of different partnership models.
This document discusses economies of scale and scope in public service delivery. It argues that the conventional view of economies of scale determining the optimal scale of service delivery has shifted, as personal and infrastructure services are seen to have multiple outcomes. Economies of scope, where cost savings occur from providing a range of related activities jointly, and economies of learning, where cost savings increase over time, are also important. Third sector organizations can contribute to public service delivery at the neighbourhood level by identifying which activities within a service can be provided locally to achieve desired outcomes.
The document discusses strategies for achieving "more for less" in public services. It argues that expecting large efficiency savings through initiatives like outsourcing and austerity is unrealistic and often leads to declining outcomes. True improvement requires a holistic approach including co-production with communities, outcomes-based management, cross-sector collaboration, and accepting different risk-cost tradeoffs. Relying only on short-term cost cutting risks undermining long-term quality and sustainability of services.
This document discusses opportunities for higher education institutions to form cost sharing groups under the proposed VAT cost sharing exemption in the UK. It outlines that shared services can help institutions reduce irrecoverable VAT costs and realize efficiencies. The exemption allows independent groups to share back office services like finance and HR at cost without incurring VAT. Remaining challenges include ensuring sufficient scale, compatible processes between institutions, and overcoming cultural barriers to collaboration over competition. Next steps involve scenario modeling to identify which services would benefit from cost sharing and calculating potential savings.
JISC Business and Community Engagement - Where are we now?JISC BCE
The document discusses the benefits of strategic business and community engagement (BCE) for higher education institutions. It outlines that BCE can provide competitive advantages in the knowledge economy, help institutions manage change, and provide added business value through partnerships. However, successfully implementing BCE requires overcoming challenges like translating strategic goals into operations, promoting cultural change, and ensuring central services are aligned to enable external engagement.
The document discusses several key factors to consider when developing a business case for a digitization project:
1) Clearly define the needs and benefits of digitization, ensuring the needs come from external stakeholders rather than just internal drivers.
2) Calculate the total costs of ownership in producing and sustaining digital assets over the long term.
3) Set tangible and measurable targets for user engagement and return on investment based on known patterns of demand.
4) Strategically prioritize digitization initiatives to maximize public and economic benefits.
This report from the Danish We-economy project sees the collaborative economy as part of a wider change driven by increasing connectivity, empowered users, coordination of resources with greater precision, and a shift from products to highly contextualized services.
The report examines how companies can adjust to fit the new economy, and presents relevant considerations based on the Business Model Canvas method.
The report introduces the concept of instances; contextualized solutions, generated to suit a specific user's needs in the current context.
How to build and manage an Ecosystem for Innovationdnltan
Professor Arnoud De Meyer, co-author of the book "Ecosystem Edge: Sustaining Competition in the Face of Disruption" shares the PowerPoint slides that he uses to teach innovation for his MBA students.
www.ecosystemedge.com
The document discusses approaches that local authorities can take to continue delivering savings and efficiencies in 2015. It identifies seven key points: developing clear outcomes for services, implementing business transformations, developing partnerships, managing service demands, creating alternative delivery models, providing effective leadership, and commercializing services. The document then provides further details on each of these points, including the benefits of taking an outcomes-focused approach to services, the challenges of ongoing business transformations, the importance of partnerships including with the third sector, and strategies for managing increasing demands on services with shrinking budgets.
Sourcing Lecture 4 Shared Services Collaboration And CrowdsourcingFrank Willems
This is lecture 4 from 5 about three types of sourcing; shared services, collaboration and crowdsourcing. Specially the crowsourcing will be an revolutionair way of sourcing.
Financing Digital Preservation: Making digital preservation affordable - Valu...Simon Tanner
Simon Tanner will discuss the strategic perspectives towards being able to effectively finance digital preservation. The audience and other stakeholders define the economic factors by which digital information is valued, used and ultimately retained. In looking to finance digital preservation there are a number of different issues to consider including business planning, risk management, possible revenue streams and a clear cost benefit relationship. Simon will explore all these issues and offer a means of developing a cost and benefit justification for digital preservation to help secure the financial underpinning needed to make institutional digital preservation a realistic proposition.
The document summarizes the results of a participatory scenario development process exploring circular economy in Finland by 2030. Three complementary scenarios were developed: 1) Efficient Service Experience focused on access over ownership through digital platforms and services; 2) New Tribes emphasized sharing and cooperative economies within communities; and 3) Factory of the Future featured resource-efficient, zero-waste production through eco-design and closed material loops. The scenarios illustrate complex interactions between environmental, social and economic systems and highlight potential futures for circular economy in Finland.
ITIL 4 Drive Stakeholder Value – When service marketing finally met ITILitSMF Belgium
This document discusses the evolution of service marketing and science concepts that influenced the development of ITIL 4 Drive Stakeholder Value (DSV). It covers the rise of the Nordic service school in the 1950s-1990s focusing on service as co-creation. The 2000s saw the development of service-dominant logic and service science, defining service as applying resources for others. Service science views organizations as service systems that co-create value through interactions. The Adaptive Service Model informed DSV, which structures value co-creation through phases from exploring needs to realizing outcomes.
The Economics of Content (October 2019)Joe Gollner
Virtual Presentation delivered at Lavacon 2019. A bit of a deep dive into some fundamental questions around the nature of the content industry and some of the challenges it has historically faced. In order to stave off depression, it ends with a more positive "Content Manifesto" that declares what needs to be done to redress some of the observed problems in the content industry. Relevant to content management and to open content standards like DITA and XML.
Sharing To Compete: Who is the real competitionJisc
The document discusses shared services in higher education and other public sectors. It defines shared services as collaboratively providing services by sharing processes, technology, skills and knowledge. Shared services allow institutions to focus on core activities, better manage costs and resources, and improve quality and value for money. A case study shows that a shared services model delivered cost savings, increased commercial income and focus on outputs for 600 staff. Key factors for successful shared services include clear vision, strong leadership, stakeholder engagement, communication, investment, and commercial knowledge. Moving to this model requires significant culture change.
This document discusses public-private partnerships (PPPs) and provides examples of PPP e-government projects. It defines PPPs and outlines several common PPP models. Benefits of PPPs are described for citizens, businesses, and public administrations. Challenges and criteria for successful PPPs are also covered. Specific PPP examples highlighted include ID Bremen, Digitales Nordrhein-Westfalen, the Defence Electronic Commerce System in the UK, and Kommunalnet in Austria.
This document summarizes a white paper on shared services in the public sector. The key points are:
1. While shared services offer benefits like lower costs, improved expertise, and focus on core business, large implementations in the public sector have often faced problems like cost overruns, delays, and doubts about achieving promised savings.
2. This is likely due to behavioral factors like optimism bias among proponents and fear of loss of control among individual agencies not being adequately considered. Future initiatives need to explicitly account for these behavioral issues.
3. A case study of the ACT Government's shared services arrangement, which is widely seen as successful, found that political support, articulated agency benefits, and tailored services helped encourage
Heineken uses a Product-Service System (PSS) business model that is product-oriented and focused on creating value. The company's sustainability program called "Brewing a Better World" integrates sustainability into its strategy. This includes making the supply chain more sustainable by helping suppliers, especially in Africa, become more efficient and adopt practices like new seed varieties. It also focuses on reducing resources used in brewing like water, CO2 emissions, and electricity through initiatives like its Total Productive Maintenance Program. While Heineken works to build sustainable supplier relationships, it could better communicate and market these efforts to increase visibility and trust with stakeholders.
The impact of governance approaches on system of-system environmentsBoxer Research Ltd
Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.
Similar to Partnership working for public service delivery (20)
This document discusses measuring volunteering through the National Survey for Wales. It provides an overview of the survey, which interviews 12,000 people aged 16+ each year across Wales. The survey integrates several large-scale surveys and covers topics like public services, well-being, and leisure time. To measure volunteering, the survey asks questions about formal or informal volunteering with groups, and the hours volunteered in the last four weeks or help provided to family/friends each week. The results are published on websites and used to inform policies around well-being in Wales.
This document summarizes sessions from a conference on volunteering and its impact. It discusses:
- The goals of the Well-being of Future Generations Act in Wales, which aims to create a more prosperous, resilient, and healthier Wales.
- How voluntary organizations can measure and evidence the outcomes of volunteering to show how it contributes to the well-being goals. Methods mentioned include surveys, interviews, and evaluating specific projects.
- A project called Volunteering Spirit Wales that aims to expand event volunteering and professionalize standards. It uses various evaluation methods like surveys, interviews, and analysis of materials to measure its impact.
- Key questions around how organizations currently evidence outcomes, how they could improve
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
This document summarizes the work of Tim Davies, the Emergency Management Officer for Cardiff Council, on building community resilience through engaging communities in emergency preparedness and planning. It emphasizes that communities must be prepared to help themselves during emergencies and discusses how Cardiff started by raising awareness of risks and developing emergency plans with communities. It provides examples of the partner organizations and community members involved and highlights that 5 active community emergency plans now exist in Cardiff as a result.
This document outlines principles of collaboration between organizations and sectors. It discusses defining collaboration as different organizations working together towards shared goals. The document explores benefits of collaboration like filling gaps, reducing duplication, and contributing to wellbeing goals, but also challenges like extra pressure, lack of clarity in roles, and differing values between sectors. It emphasizes that collaboration should focus on outcomes over sector boundaries and prioritize values like participation, transparency and independence.
The Scottish experience of tackling povertywalescva
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Partnership working for public service delivery
1. Partnership working for
public service delivery
July 2013
Professor Tony Bovaird
INLOGOV and Third Sector Research Centre
2. Introduction
“Partnership is just a way of transferring my work to the
private sector, where it will be done for lower pay and
worse conditions of service”
“We have found that when the public sector proposes a
‘partnership’, what they generally mean is that they want
to transfer the responsibility for a particularly difficult
service or issue to us, and give us a lower budget to deal
with it than they were previously spending themselves”
We think that we have shown the public sector how to do
their work faster, better and cheaper … and that there are
lots of other areas where we could do the same”
3. Informal economy outputs
Informal social value-adding
outputs
Value-adding
outputs in
market, public
and third sectors
and in civil
society – how
big are these
different circles?
What’s
going
on ‘out
there’?
Formal volunteering
Private and
third sector
market
outputs
Public sector
outputs
Informal social value-adding outputs
4. A new model of Value for
Money in local governance?
5. But … some doubts
• Is there real commitment or just ‘partnership
claiming’ to show willing and to qualify for funding?
• Are these partnerships between equals … or just new
clothes over old relationships?
• Will these partnerships make a real difference to
service quality or costs?
• Are they just a ploy to disguise lack of new
resources?
6. Why partnerships are so liked … some
potential benefits
Services designed for users, not for providers
Better co-ordination of activity, less confusion for all
More meaningful focus of participation from all
stakeholders - users, staff, politicians, others
Synergy from working together
– greater efficiency in resource usage
– more specialist resources affordable
– faster communication
Greater user satisfaction, better public image, greater staff
satisfaction
7. … and so hated
Fragmentation of structures and processes, which
makes co-ordination more difficult
Blurring of responsibilities and of accountability,
especially where the partnership is reluctant to share
information on its activities (‘commercial confidentiality’)
Fear by staff of losing their jobs
Fear by politicians of losing control over policy making
Fear by service users and citizens who do not wish to
become objects of a profit-making calculus
8. Purposes of partnership
Improving the co-ordination and integration of service
delivery among providers
Developing new and innovative approaches to service
provision (by bringing together the contributions and
expertise of partners)
Increasing the financial resources (e.g. by diversifying
funding streams or achieving cheaper procurement)
available for local services
Sharing risk (and therefore reducing organisational
vulnerability)
Adapted from Geddes (1999)
10. Partnership – many shapes and sizes
Public-Public Partnerships
– Local Service Boards
Public-Private Partnerships (PPP,PFI)
– infrastructure (e.g. London Underground, M6 toll road, facilities maintenance)
– public services (ICT services, contact centres, prisons)
– joint venture companies (e.g. Service Birmingham)
Public-Third Sector Partnerships
– public services (e.g. community care)
– community services/activities (e.g. community management of leisure
centres/libraries)
– public–business-third sector partnerships (e.g. Work Programme)
Co-production
– partnerships between users and commissioners (co-design of day centre activities)
– partnerships between users and providers (e.g. expert patients)
– users involved in commissioning and procuring (e.g. young people’s discretionary
services)
– co-payments (e.g. fundraising for school equipment)
11. Evaluation framework for comparing
organisational forms (partnership v. merger)
Synergy, economies of scale and economies of scope
Collaborative working through relational contracts
Collaborative working as ‘joined-up services’
Collaborative working as ‘resource sharing’
Collaborative working as ‘risk-sharing’
Assessing the benefits of collaborative strategy
12. Strategic management rationale for
partnerships
Economies of scale in provision
Economies of scope in provision
Opportunities for mutual learning between partners
LEADS TO ARGUMENT THAT ONLY WHEN ALL PARTNERS
HAVE EXPERTISE IN ACHIEVING ‘COLLABORATIVE
ADVANTAGE’ CAN THE PARTNERSHIP ITSELF ACHIEVE
‘COMPETITIVE ADVANTAGE’ RELATIVE TO OTHER POTENTIAL
SUPPLIERS
13. Economies of differentiation and
specialisation
Economies of scale
– the bigger the volume of output, the lower
the unit cost of provision
Economies of task learning
– the more detailed the task, the easier it is
to learn how do it better and to innovate
14. Economies of scale
Indivisibilities – e.g. machinery
Mechanisation and automation
Division of labour – making use of natural aptitudes
Increased precision, reliability
Cheaper procurement of inputs
Efficient use of materials (less waste)
Cheaper or readier access to finance
But …
More vulnerable to instability in demand (‘putting all eggs
in one basket’)
15. Conventional wisdom as driver of mergers
The culture around the Gershon efficiency savings has driven
created a national policy perspective that believed that ‘bigger is
better’, without really examining ‘what is better bigger’.
While this perspective may often be appropriate for finance and
payroll services, it probably doesn’t make sense for personal
services like teenage pregnancy services.
Again, there is evidence that public services could be used better
to develop local economies, e.g. through their role as employers –
and TSOs can help (though larger TSOs may be less locally-
based).
However, more generally, there is some evidence that large
organizations create bureaucracy that reduces flexibility,
innovation and responsiveness.
16. So what does ‘scale’ now mean?
Economies of scale: where an increase in
inputs brings a larger increase in returns ...
(e.g. handling all customer contacts in one
system?)
... but an increase in WHICH inputs?
Up to now, there has been major attention
to inputs made by or paid for by public
agencies
This is misleading in terms of the ratio of
outcomes to costs in the community ...
(e.g. the extra time taken by housing
clients to get their repairs done through a
multi-purpose joint venture call centre)
... but we would need to measure user
and community inputs in the future if we
wanted to take account of this
Warning: many empirical studies suggest
constant returns to scale, others also find
diseconomies of scale
17. Economies of scope
Making more use of the range of abilities of the staff and
the organisation
Allows ‘hidden’ or underused skills and abilities to be put
to use by the organisation(s)
Also allows staff to engage in multi-tasking, making
better use of their time
A key element of most professional training and
experience, which equips professionals to undertake a
wide range of tasks
18. Importance of ‘economies of scope’ and
‘economies of learning’
Only in 1980s did importance of economies of
scope become widely appreciated – savings
which occur when the RANGE of activities
undertaken by an organisation (or partnership)
increases (because they have joint costs) – e.g.
where the ‘meals on wheels’ staff check and
report back on wellbeing of meals recipients
... and importance of economies of learning –
where savings occur over time as staff AND
users learn how to co-produce the service better
– e.g. getting inquirers to have details with them
when they call the call centre, getting ‘meals on
wheels’ deliverers to respect agreed time of
delivery and users to wash yesterday’s reusable
tray and dishes
– means we should avoid disruption - ‘churn’, ‘initiativitis’
19. Economies of scope through personal
relationships
Personal relationships are often more important than systems in
delivering outcomes for users (recognised by Beecham and Christie
reports in Wales and Scotland)
Economies of scope are often available in relationship-oriented activities
(exploiting the existence of customer knowledge, team working,
partnership commitment)
These are too often undervalued by the one-dimensional commissioning
frameworks
So providers with strong local and customer-based relationships can
cheaply provide wider range of services than less trusted providers
Economies of Scope may exceed Economies of Scale
21. Our definition of co-production
“Co-production of public services means
professionals and citizens making better
use of each other's assets, resources
and contributions to achieve better
outcomes and improved efficiency”.
SERVICE USERS AND COMMUNITIES know
things that many professionals don’t know ...
... and can make a service more effective by
going along with its requirements.
... and can change their behaviour to prevent or
defer need for future services.
... and have time and energy that they
are willing to put into helping others.
““It takes ‘two’ –It takes ‘two’ –
professionals andprofessionals and
communities.”communities.”
““It takes ‘two’ –It takes ‘two’ –
professionals andprofessionals and
communities.”communities.”
22. Different types of co-production
Co-governance of area, service system or service agencies –
e.g. neighbourhood forums, LEPs, HWBs, school governors
Co-commissioning services – e.g. personal budgets,
participatory budges, devolved grant systems
Co-planning of policy – e.g. deliberative participation, Planning
for Real, Open Space
Co-design of services – e.g. user consultation, user-designed
websites, Innovation Labs
Co-financing services – fundraising, charges, agreement to tax
increases, BIDs
Co-managing services – leisure centre trusts, community
management of public assets
Co-delivery of services – peer support groups, expert patients,
Neighbourhood Watch
Co-monitoring and co-evaluation of services –user on-line
ratings, tenant inspectors
23. Why ‘user and community co-production’?
We now realise that service users and their communities know things that many
professionals don’t know … (‘users as thinking people, communities as
knowledge bases’)
– E.g. co-design of services, co-authors of user manuals
... and can make a service more effective by the extent to which they go along
with its requirements (‘users and communities as critical success factors’)
– E.g. self-medication, self-management of long-term conditions
... and have time and energy that they are willing to put into helping themselves
and others (‘users and communities as resource-banks and asset-holders’)
– E.g. peer support (Knapp et al, 2010); expert patients programme
TSOs are a key mediator of these relationships
24. Implications of economies of scope
Activities which gain from being done
together SHOULD BE done together – either
in a single multi-purpose organisation or in a
‘seamless service’ in a partnership
Transactions costs of SEPARATING activities
which naturally have ‘joint outputs’ may
override economies of scale – e.g. joint
needs assessment rather than single needs
asssessment
Smaller but holistic may be better than large
but disjointed
25. Evaluation framework for comparing
organisational forms (partnership v. merger)
Synergy, economies of scale and economies of scope
Collaborative working through relational contracts
Collaborative working as ‘joined-up services’
Collaborative working as ‘resource sharing’
Collaborative working as ‘risk-sharing’
Assessing the benefits of collaborative strategy
26. RELATIONAL CONTRACTING
Recognition that spot purchasing is wasteful and
uneconomic
Recognition that in-house can be unimaginative and
expensive
Possibility of negotiated tenders, profit-sharing, and flexible
contracts
The specification as the ‘worst permissible outcome’ – the
agreement is that partners will work together to ensure that
the service becomes better, quicker and cheaper than the
specification every year
27. Some difficulties in partnership
working
Cultural - professional, managerial, community-based
Time consuming to initiate and get going
Time consuming to maintain
Potentially bureaucratic and slow
Unclear accountabilities
Lack of trust - based on ‘history’ (real and imagined)
Need for compromise - loss of ‘sovereignty’
Lack of commitment by some members
‘Contract fixation’
Attempts to steal the credit and dump the blame (e.g.
through separate, self-centred evaluation of own
organisation’s contribution)
28. ‘Good governance’ within partnerships
Accountability
Citizen engagement
Transparency
Leadership
Equalities and social inclusion
Ethical and honest behaviour
Equity (fair procedures and due process)
Willingness and ability to co-operate
Ability to compete
Sustainability
29. Issues for partnership governance
‘The ends do not justify the means’ – observing good
governance principles is also important, not just
achieving outcomes
However, it may not easily be possible for all these
‘good governance’ criteria to be met simultaneously –
partnerships may have to prioritise them
In particular contexts, some of these criteria may be
given higher weight than in others
30. 1 2 3 4 5
Quality of Life Issues
Liveable
Environment:
quality of housing
Carrick
Housing Staff
Board
members
Voluntary
groups
Carrick
District
officers
Public
officials
Liveable
Environment:
quality of housing
services
Carrick
Housing Staff
Board
members
Voluntary
groups
Carrick
District
officers
Public
officials
Liveable
Environment:
quality of
surroundings
Carrick
Housing Staff
Board
members
Voluntary
groups
Carrick
District
officers
Public
officials
Community safety Young families Media
Health, social well-
being and disability
issues
Disab.
Tenants
Board
members
Education and
Training
Young People Business
Governance Principles
Transparency Young families Board
members
Media
Partnership working Carrick
Housing staff
Board
members
Public
officials
Voluntary
groups
Sustainability Carrick District
officers
Young people
Honest and fair
behaviour
Disab.
Tenants
Private
contractors
Business
Governance Test: Perception of different groups of current
quality of life and state of public governance
on Carrick Housing estates (Governance International)
32. Impacts on organizational efficiency and
service costs?
Commissioning and procurement procedures are often
inappropriate – if they do not leave enough time in the run
up to the bidding (e.g. in worklessness programme ), then
TSOs can be squeezed out.
Similarly, payment systems are important – where there is
payment by ‘results’ (outcomes), organizations are
incentivized to focus on easy ‘results’, so commissioners
are incentivized to target on harder ‘results’
DWP has so far managed to get away with ‘outcome-
based contracts’ but only after a lot of ‘shenanigans’
(mainly renegotiation of contracts in mid-flow), which
implies relational contracts (a surprise?)
33. Impacts and outcomes
Rare to consult users on outcomes, except through Place Survey
Impacts of partnerships on services and users: often too early to
say, or not monitored
Concern about how to measure impact on services, especially in
downturn
Hard to find evidence for cost savings, especially where it wasn’t
the object of partnership (except in housing mergers?)
It’s hard to compile evidence about benefits or otherwise of
partnership – because of ‘warm glow’ and attribution issues
Nevertheless, partnerships strongest where there is external
funding to be pursued AND partners have ownership, AND clear
(shared) purpose AND potential synergy – conversely externally
mandated & steered partnerships the LEAST SUCCESSFUL
34. And in the future?
Some interviewees are becoming more skeptical, suggesting that the
‘partnership edifice’ is starting to loose its rhetorical power, and with
cutbacks people will go back into their organizational shells.
Others believe that the future third sector will involve larger providers, with
a long tail of niche providers of services?
Views are divided as to whether to move to larger providers will come about
by organic growth, by mergers or through looser collaborations and
federations.
Some interviewees argue that small niche providers will focus more on their
core missions and will recognize that there are some things they can’t do by
themselves, e.g. ‘back office functions’ and property services, which will be
provided as shared service or outsourced. This will help them to achieve
savings but not necessarily sackfront line workers, as budgets are cut.
These shared services may be achieved through more consortia led by
TSOs.
35. Conclusions
Partnerships are highly diverse … and not all are value for money
… but MOST are likely to continue to flourish in public services
Needs experimentation – current partnerships are not ‘the last word’ - experimentation
needs resilient systems (e.g. ‘last resort intervention plans’, slack resources) – and
resilience needs to harness user and community co-production
In future, partnerships are likely to have to show ACTUAL CASH SAVINGS as well as
potential quality improvements
Partners will need to be more comfortable with striving to achieve public goals
This will require relational contracts, not traditional transactional contracts
NGOs and third sector organisations may need in the future to play more critical
watchdog roles, to stop partnerships becoming too ‘comfortable’ – or potentially corrupt
Good news, bad news – partnerships CAN be like this, but many currently are not
DOUBLE OR QUITS: SAY ‘NO’ TO PARTNERSHIP – except for the ones which work,
which you should invest in