Topic Two: The Marketing Environment

Marketing emphasises the need for an organisation to match its capabilities with customer wants and needs and then offer an exchange that simultaneously adds value for the customer and the organisation. However, what this understanding explicitly incorporated was that for an organisation to maximise its success it must: demonstrate a customer focus., define products via customer needs., integrate marketing across the organisation., capture, share and value marketing intelligence.

Topic One: The Discipline of Marketing

Marketing is a way of thinking and an approach to business that is based on the organisation's attempt to meet its customers' needs as best it can and to simultaneously create value for the organisation and for the customer.

As an activity marketing is a process that matches the wants and needs of customers with an organisation's ability to meet these wants and needs by providing appropriate goods and services. It creates value for the customers by:

  • giving them suitable products (goods or services)

Replicating Packages on a new Debian/Ubuntu install

For a variety of reasons, you may wish to upgrade your Debian/Ubuntu or similar system without going through the normal process of a distribution update. Perhaps you are, for example, moving to entirely new hardware. Obviously you want to keep the data in your home directory; but you may also wish to keep the various packages you have previously downloaded. The following is some simple steps to make your life easier.

Submission to Council of Ministers on the .tp Domain Name and the Official English National Name of "Timor Leste"

1. Recommendations

That the International Standards Organisation and the United Nations Statistics Division be contacted and the name 'Timor Leste' (and the abbreviation, TLS) be reverted to 'East Timor' (and the abbreviation, TMP) immediately.

That the .tp domain space be retained and commercial developments exploited.

That the Administrative Contact be redelegated from an individual to a representative of the Government ex-officio.

That the Technical Contact be retained subject to a contract between the Government of East Timor and the Technical Contact.

Unit 403: Managing Information Systems

Study Guide

  • Topic One: Managing IS To Seize New Strategic Opportunities
  • Topic Two: Information Systems and Strategy
  • Topic Three: Managing Using A Systems Approach
  • Topic Four: Managing Information Systems Development
  • Topic Five: Moving From IS Planning To IT Planning
  • Topic Six: Managing Organisational Data
  • Topic Seven: Managing IS Services and Business Networks
  • Topic Eight: IS Project Management
  • Topic Nine: Professional Ethics and Managing Technological Change

Gambit and FlexLM Issues on Ubuntu 8.10

A user visited with what at first appeared to be a minor problem. Previously we had installed Fluent CFD on their Macintosh system running Ubuntu but they particularly wanted to run Gambit as well, which does primarily the design modelling and meshing transition. Licenses had been received and from this point on it would seem to be a fairly trivial task.

Dilbert's Salary Theorem and Engineering

Dilbert's "Salary Theorem" states that "Engineers and scientists can never earn as much as business executives and sales people."

This theorem can now be supported by a mathematical equation based on the following two postulates:

Postulate 1: Knowledge is Power.
Postulate 2: Time is money.

As every engineer knows: Power = Work / Time

Since Knowledge = Power and Time = Money, therefore Knowledge = Work / Money

Solving this equation for Money, we get: Money = Work / Knowledge

Chapter Seventeen: Organisational Development and Transformation

The external forces for change in an organisation include economic conditions, technological developments, competitor's activities, societal and demographic shifts, and legal/political developments. The internal forces include managerial decisions, employee preferences and suggestions. The focus of organisational changes include technology, shared values and culture, strategy, structure, systems and staff.

Chapter Sixteen: Control

The control function in management is the regulation of activities and behaviours within organisations, adjustment and conformity to specifications and objectives. There is a control feedback loop which recognises changes in planning and organising. The basic control principles are 1. Establish standards, 2. Measure performance, 3. Compare performance against standards and 4., Evaluate results and take necessary corrective action.