Ebio enterprise living map
Quality Management and Productivity as a closed loop on good business practices experienced. (14 credits & option of 35 credits)
Plan strategically to improve business performance (4.05) - Core Unit Standard
Specific Outcome Assessment criteria Bridging the Gap Ebio Competency Programme: Information and Examples Organize and Review your competencies
Experience an apply web and local resources continuously, share with many and grow all your life.
MIT open courseware: Game theory for managers
NetMBA: Strategic Management
Biz/ed Strategic Planning
SO 1 Describe and discuss Business Performance Process in a new business ventures (entrepreneurship).   Performance Appraisal and Performance Management Guide                                                           
AC 1.1 Total process / system (input, transformation, output) is described and discussed.   J.Welch (Chap. 11: 165-188): Strategy   
AC 1.2 Productivity, efficiency, effectiveness is described and discussed.      
AC 1.3 Management of time.   Mindtools: Time Management  
AC 1.4 Set performance standards. Management, measurement and reporting are described and discussed.      
AC 1.5 Critical thinking, decision making and problem solving are described and discussed.   Walk and Talk (Chap. 6 and chap. 5) Team work and interpersonal skills  
AC 1.6 Management information system is described and discussed.   Walk and Talk (Chap. 10) The Boston Grids  
AC 1.7 Performance Index calculations are described and discussed.   Risks of Business (Gaps Assessment)  
AC 1.8 Readings on business performance process as set out in knowledge required in business performance process unit.      
SO 2 Discuss and explain the role of the various organisational strategies in business performance.   J. Welch (Chap. 3: 37-51): Differentiation     
AC 2.1 The role of key elements — purpose, process, props, prototype — are determined in the strategy plan.   J.Welch (Chap. 11: 165-188): Strategy  
AC 2.2 Alternative organisational structures are identified and how key elements operate within each structure are identified.      
AC 2.3 Advantages and disadvantages of all organisational structures are explained.      
AC 2.4 Reasons for choosing particular organisational structures are described.      
AC 2.5 Examples of organisational structures are provided for own context.      
SO 3 Supervise and monitor expenditure as a crucial aspect of business performance.      
AC 3.1 Supervision practices, with reference to expenditure are evaluated in own business.      
AC 3.2 Marketing expenditure is analysed in accordance with the scope of the business.       
AC 3.3 Business progress is monitored and attributes needing development identified against project plan.      
AC 3.4 Workflow is organised to achieve minimal wastage and delay.      
SO 4 Monitor, measure and report on business performance.    The processes guides and guided processes causes communication in informing those around you and asking for feedback of any kind since you can transform all inputs to value.  
AC 4.1 Qualitative and quantitative performance indicators are considered.   Walk and Talk (Chap. 11) How to further increase your contribution  
AC 4.2 Financial indicators are measured and reported.      
AC 4.3 Customer satisfaction is monitored and reported.      
AC 4.4 A variety of reporting lines are recognised and explained.      
AC 4.5 Report priorities and requirements are described and documented.      
AC 4.6 Progress is documented and reported in accordance with established procedures.      
AC 4.7 Progress report is produced within the agreed time frame and format.      
AC 4.8 Decisions on the future of business are based on performance indicators.        
SO 5 Identify and rectify performance problems occurring in business.   J. Welch (Chap. 10:147-161): Crisis Management - SO2, problem solving    
AC 5.1 Potential problems are identified, recorded and notified in terms that allow resolution.      
AC 5.2 Symptoms of performance problems are identified and root causes determined.      
AC 5.3 Appropriate problem-solving methods and techniques are identified, selected and applied to solve the problem.      
AC 5.4 Performance problems are rectified within set time frames.