1.0 INTRODUCTION

As part of the requirements of the Managing Resource module, a case study was developed which involved the application of the lessons learnt to managing resources in an organisational setting. The scenario is that of a Low cost Airline which is looking to issue their employees with new laptops/notebooks with mobile connectivity to the internet. Different groups were formed to deliver presentations on the results of their investigations for the best possible business agreement with a supplier and the best product brand option for purchase.

Sequel, to the group’s presentations individual members are expected to make a written summary report reflecting on the group’s finding and recommendations on the best option available for purchase to the management team of the Low cost Airline considering the machine’s life span of three(3) years. However the aim and objectives of this report are as follows:

1.1 Aim:

The evaluation of different Laptop machine options available for purchase and thus recommend the best option for purchase and delivery of 220 new laptops with Mobile Internet Connectivity to a Low Cost Airline.

1.2 Objectives:

Assemble a project team to carry out the project Carry out a research on possible choice from Laptop Suppliers in the

UK Evaluate the cost implications of purchasing different brands of the

machines over a life period of three(3) years Perform financial appraisal on the data collected using standard

financial appraisal technique

1.3 Scope and Limitation

This reports focus on the analysis of the research findings and the recommendations were based using financial and Non-Financial appraisal techniques. It applies the knowledge of the three (3) main areas of Managing Resources in a project: Information, Human Resource and Financial Management.

2.0 HUMAN RESOURCE MANAGEMENT

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Human Resource Management is needed everywhere. At home, at the office, and especially when working on a project with a group of people. Using human resources during a project requires getting the most effective use of the people involved with the project. This includes everyone associated with the project: sponsors, customers, partners, and individual contributors (Mathis, 2008).

Both academics and practitioners have shown increasing interest in human resources strategy (HRS) and in its relationship to corporate performance. But there is no generic definition of the term. Put simply, HRS has been explained as ‘the intentions’ of an organisation ‘toward its employees, expressed through philosophies, policies and practices’ (Tyson, 1995). The framework of Hendry and Pettigrew (1986) suggests that those responsible for developing effective HR strategies, and linking these to business strategy, have to adopt a conceptual and reflective approach to the task since there are no generally agreed tools of analysis or ‘magic bullets’ for action in this area of HR management (Pilbeam and Corbridge, 2006)

Harvard model and best-practice approach comprise six key elements (cited by Pilbeam and Corbridge, 2006):

1. Numerical flexibility, temporal flexibility and single status. 2. Selection processes emphasising attitudes as well as skills. 3. Performance appraisal is assumed to be open and participative, with

two-way feedback between managers and employees. 4. Training and development of core employees 5. Reward systems 6. Participation and employee involvement are based on extensive use

of two-way communication and problem-solving groups.

Core Functions of International Human resources are:A. RecruitmentB. Selection ProcessC. ExpatriatesD. Performance AppraisalE. Training and DevelopmentF. Compensation

However, this report discusses on the activities of the Human Resources Team and the strategy used by the Project team in:

The Identification of Key Roles and Competencies, Effective selection strategy, Performance appraisal methods,

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Conflict Resolutions and Leadership.

2.2 Identifying Key Roles and Competencies

Just like in most Recruitment and Selection process, which involves Job description, Advertising Job roles and then conducting tests and interviews. Our team identified roles and competences that will be required in the course of the project. This is illustrated in the Table below:

2.3 Selection Strategy

At this stage Candidates are usually screened against the list of qualifications, skills, experience and characteristics. Followed by interviews and the right persons are selected for the right job role.

However, the Belbin’s inventory model (cited by Torrington et al., 2005), suggests that an approach to selection of team members, to gain an understanding of the team roles that they are best to play, so that the team is endowed with a full range of the roles that it will need to be effective. So in practise, the Belbin’s questionnaire was prepared and distributed to all team members. The inventory helped to identify individual’s preferred team role(s) and competences thus, they were assigned to play in their preferred role.

2.4 Performance Management

Managing performance is a critical focus of HR activity. Armstrong and Baron (2004, cited by Cannell, M. 2009) define performance management as 'a process which contributes to the effective management of

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individuals and teams in order to achieve high levels of organisational performance.

Since 1997, the development of competency frameworks as a basis for performance management has become popular (Strebler et al., 2001). Competency framework have been developed to assist this process by providing a ‘map’ or inventory of the competences (including knowledge, skills and behaviours) that are needed in a job role. Once this map has been identified employees can be assessed against it to decide what further training or development they may need. It is also about ensuring that managers themselves are aware of the impact of their own behaviour on the people they manage and are encouraged to identify and exhibit positive behaviours (Leopold, J. et al., 2005).

Appraising Performance in the Team

Armstrong M. and Baron A. (1998) concluded that an Effective Performance management system should include: Measuring performance, through performance appraisals methods like:

360 degree appraisal: Feedback from team members and Leader Management by Objective (MBO): Behaviour Observation Scale Behaviour Anchored Rating Scale(BARS) BRAGS ( Blue red Amber Green saffron)

However, the group adopted the 360 degree of managing performance, but considering the disadvantages of the method, we also applied the (MBO) method, the team members were encourage to set personal goals to reflect the target of the team, task were given to each member and their performance measured against the set goals and objectives

2.4 Conflict Management

Many writers, including Handy (1993), Mullins (1996) and Edelmann (1993), argue that a certain amount of conflict is both inevitable and healthy, provided it is directed positively. The only danger is that conflict can become personal and negative, and undermine individual and organisational performance (Senior and Fleming, 2006).

Our Project team was not a perfect one, just like all teams we had lots of arguments which lead to conflicts. Some of the conflict issues include

Choice of meeting days

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Duration of meetings Power and Politics Use of Cell Phones during Meeting

Conflict Resolution

Thomas (1976) provides what might be considered one of the most useful models of conflict management utilizing the contingency approach to conflict diagnosis. This typology examines five styles of conflict management. Two basic dimensions of behaviour that can produce conflict are identified: attempting to satisfy one's own concerns (Assertiveness) and attempting to satisfy others' concerns (Cooperation). From this analysis, five major perspectives are identified which may be used in conceptualizing conflict and behaviours commonly associated with those perspectives. These perspectives/management styles are identified as avoidance, compromise/sharing, competition/ domination, accommodation and collaboration/integration (Treslan, 1993).

The team members matched the five conflict management styles with the appropriate situation, and based on suggestions by Thomas we were able identify this situations and applied the appropriate strategy and it proved effective in resolving those conflict issues.

3.0 INFORMATION MANAGEMENT

Information is so crucial to all aspects of our lives that we literally cannot afford to manage it badly. Individuals and organisations rely on their ability to select and process information, both to make sense of their local

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environment and to try to understand the bigger picture. Information management underpins the key activities of planning, analysis, action and, above all, learning and development (Elsevier, 2005). However there are two fundamental aspects of the information sector: Process and Structure (Roberts, 2009).

3.1 The Information Process

Rumsey (2008) argues that the most successful information gathering operations require a great deal of thought and the ability to work through each stage methodically, and that the process of information gathering comprises a series of steps which is an art rather than a science. He further claimed that the information gathering process is a more circular process than linear in large projects because of the heuristic nature of the work and the need to supplement what has been found with new discoveries. The diagram depicts the information gathering process by Rumsey (2008).

This system of information gathering was applied in the course of this project, in analysing, identifying and sourcing for UK dealers and suppliers of various Laptop machines.

3.2 The Information and Communication Cycle

According to the Information Management Body of Knowledge, the information and Communication Cycle provides a general framework for the identification and management of information resources. The role of

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Analyze Define

UpdateDiscover

Evaluate

LocateEvaluate

Manage

Access

Evaluate

Figure 1: The Rumsey Information Gathering Process

the information manager therefore, is first to identify, develop and maintain the structure and secondly to be involved in significant stages of the production process and finally the involvement in the communication activities, which bind the cycle together and activate links between elements (Roberts, 2009).

The Information and Communication Cycle or model involves the processes of information production, distribution, collection, storage, retrieval, dissemination and utilization (Roberts 2009). Based on this model we developed a structure for the IC cycle for the project. The IC model helped us to structure the flow of information during the research stage. Collecting cost quotes on different brands of Laptop machines we evaluated them, stored and distributed to other members of the team which was more of circular process.

3.2 Managing Information

To get a better understanding of the information literacy, we considered the “Big Six” points by Carol Kulthau(1985), the “PLUS” model (Purpose/ Location/ Use/ Synthesis) by James Herring (1996) and the work completed in the 1980s by Michael Marland (cited by CILIPS, 2004). The Marland (1981)’s Nine Steps Process Model proved to be the simplest of models with which to conceptualise what we were trying to achieve.

3.2.1Applying Marland’s Nine Steps

Step 1: Formulate/Analyze Need: At this stage the question was “What do we need to do?” We identified our needs: To recommend a brand of Laptop with mobile connectivity for purchase and delivery to 200 employees working across 10 primary hubs in UK. Applying tools like the SWOT and PESTLE analysis also help us to identify the strengths and weakness of a similar organisation, as well as the environment impact and challenges we might face in the course of implementing the project.

Step 2: Identify and Appraise Likely Sources: We defined search themes (Laptop costs) and specific terms (Specifications) which were then used to locate needed information from the appraised sources:

Appraised sources includes: Internet (E.books, Low-Cost Airline websites, TVU electronic resources), Library (Books: Information management, Computers, Humana Resources and Financial Management and Journals), Technical advice from Laptop Experts and face-to-face meetings with Sales representatives.

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Step 3: Trace and Locate Individual Resources – To get information on the Laptop costs we identified different Computer Manufacturers/Suppliers like: PC World, Currys.digital, Dell, HP, Toshiba, etc.

Step 4: About 15 different laptops quotations was examined thorough during the group’s meetings and the ones that did not match the specifications were rejected. Finally, we selected 5 out of them for analysis.

Step 5: The quotation were further interrogated against the qualities of good information. Roberts (2009, pg 55), suggests that good information must have the following qualities:

Focused on needs Accurate Complete Unambiguous Cost-beneficial User-Targeted Suitably Structured Well Presented Relevant, Timely Easy to Use Potential for further use and Should have links to other sources.

Steps 6-9: The stages involved the storage of the information gathered, interpreting, Analysing, presenting and evaluating the quotations obtained from selected Laptop suppliers. This is illustrated in table below:

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MACHINE A MACHINE B MACHINE C MACHINE D MACHINE EDELL LATITUDE E6500 SONY VAIO ACER: 7736G TOSHIBA A500-17X DELL PRECISION M4400

Display Unit Size 15.4" 15.4" 17.3" 16" 15.4"Memory Size √ √ √ √ √Weight √ √ √ √ √Wireless Connectivity √ √ √ √ √Harddrive Capacity √ √ √ √ √Overall Technical Specs √ √ √ √ √Warranty 3 yrs (Next Business Day) 2 yrs 1 yr 1 yr 3 yrs -BasicProduct Strenght High Medium Medium High HighDelivery Timing 15 Working Days 10 Working Days 20 Working Days 20 Working Days 15 Working DaysProduct Cost √ × × √ ×

Table 1: Data Analysis and Product Comparison

(√) mark shows that the product matches exactly with the required specification on a particular area. From the analysis we can see that the five (5) different brands of the products short-listed would be suitable for the clients needs in terms of specifications. However, the objectives of the project team were to recommend the most suitable product based on quality, technical specifications and the cost implications. Hence, these five (5) selected brands were subjected to further financial analysis and appraisal.

4.0 FINANCIAL MANAGEMENT

This section covers the financial aspects of the project. It shows how the use of some financial appraisal tools and techniques helped the project

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team in making decisions and recommendations for the best option for purchase.

4.1 Product Cost Comparison

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE ELAPTOP NAME DELL Latitude E6500 SONY: VAIO ACER: 7736G Toshiba: A500-17X DELL M4400: PRECISION

NOTEBOOK £1,015.29 1020.21 1,120.60 941.2 £1,372.25CARRY CASE £36.00 25.22 18.99 19 £36.00SPARE BATTERY £82.00 120.87 47.89 60 £82.00SPARE RECHARGER £30.00 £86.09 29.97 35 £30.00TOTAL MACHINE COST £1,163.29 £1,252.39 £1,217.45 £1,055.20 £1,520.25Discount for Quantity £174.49 £187.86 £182.62 £158.28 £228.04

TOTAL UNIT COST.excl Vat £988.80 £1,064.53 £1,034.83 £896.92 £1,292.21

Num of Machine 220.00 220.00 220.00 220.00 220.00

Total Cost Excluding Vat £217,535.23 £234,196.93 £227,663.15 £197,322.40 £284,286.75

VAT £173.04 £186.29 £181.10 £156.96 £226.14SHIPPING COST £0.00 £0.00 £0.00 £0.00 £0.00Mobile Broadband/year £240.00 £240.00 £240.00 £240.00 £240.00UNIT COST £1,401.84 £1,490.82 £1,455.93 £1,293.88 £1,758.35NUM. OF MACHINES 220 220 220 220 220

TOTAL PURCHASE COST £308,403.90 £327,981.39 £320,304.20 £284,653.82 £386,836.93

PRODUCTS COST ANALYSIS

The Total Unit Cost of the Machines in each case includes: The total cost of the softwares as specified:

Microsoft Windows Vista Business MS Business Edition Adobe Acrobat Reader Norton Internet Security

4.2 The Cash Flow Table

As for expenditure on fixed assets, these proposals have to be approved by a capital committee. The first process is to produce a cash flow table, which calculates the investment for each year and what the net cash flow will be.

For example, the Cash Flow Table for one of the Machine options is as follows: (Please refer to the appendix A for the cash flow table of the other machine options)

4.3 Financial Appraisal – Project Selection

This is a form of numeric model which is financially focused and quantifies the project in terms of either time to repay the investment or return on

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investment. The main aim of this model is to aid decision-making leading to project selection. Most importantly, it evaluates the projects by how well they meet the Sponsor’s strategic goals and corporate mission (Burke, 1999).

However, the financial appraisal techniques used to evaluate the cost implications of the project options are:

The Payback Period Accounting Rate of Return Net Present Value Internal Rate of Return

4.3.1The Payback Period

Meredith et al., (2001) suggests that the payback period of a project is the amount of time it will take to recoup, in the form of net cash inflows, to total sum invested in the business, in order words payback analysis determines how much time will lapse before accrued benefits overtake accrued and continuing cost.

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE E

DELL LATITUDE E6500 SONY VAIO ACER: 7736G

TOSHIBA A500-17X

DELL PRECISION

M4400

PAYBACK PERIOD

1yr ,4 months

1yr, 6 months

1yr, 7 months

1yr , 3 months

1yr, 9 months

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

-£400,000-£300,000-£200,000-£100,000

£0£100,000£200,000£300,000£400,000

PAYBACK PERIOD - MACHINE D

PAYBACK PERIOD

The Rule for selection is: the longer the payback period, the greater the risk to the firm. Hence, for mutually exclusive situation like this one, the option with a shorter payback period should be selected.

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1yr, 3 months

However, at this stage Machine B seems to be the favourable options since they have the lowers payback time of 1year, 3 months, but considering the fact that the payback method ignores the money that comes in after the payback time and the cost of capital, we did not base our recommendations solely on this method.

4.3.2Accounting Rate of Return

This is the simple return on the investment, averaged out over the life of the investment. The results of the ARR calculations for the machine options are as follows:

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE E

Machine Model

DELL LATITUDE E6500

SONY VAIO ACER: 7736G TOSHIBA A500-17X

DELL PRECISION M4400

ARR 20% 17% 12% 19% 12%

The results shows that Machine A and B has the highest return of 20% and 19% respectively, however we did not base our decisions on only this method considering the disadvantage of the method, which assumes that investment cost remains for the whole period.

4.3.3Net Present Value

The ARR and the Payback methods used above are said to be non-discounted cash flow oriented. The concept of discounting cash flow is to place a value on what a payment in the future is worth at present. This concept of applying time value of money toan investment or project valuation is called the discounted cash flow criteria (Callahan, 2007).

Net Present Value then is a measure of the value or worth added to the company by carrying out the project. If the NPV is positive the project merits further consideration. When ranking projects, preference should be given to the project with the highest NPV (Burke, 1999).

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE E

NPV£181,550 £153,378 £102,644 £155,378 £116,390

The table above shows the results of the NPV calculations of the machine options(See appendix B-F). Machine A seems more attractive with the higher NPV of £181,550.

4.3.4 INTERNAL RATE OF RETURN (IRR)

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This is also called DCF yield of DCF return on investment. The IRR is the value of the discounted factor when the NPV is zero. The IRR is calculated by either a trial and error method or plotting the NPV against IRR (Burke, 1999). The NPV’s of each machine option were obtained and plotted against the discounted rate as shown in the table below:

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55%

-£100,000

-£50,000

£0

£50,000

£100,000

£150,000

£200,000

Machine AMachine BMachine CMachine DMachine E

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55%

-£50,000

£0

£50,000

£100,000

£150,000

£200,000

NPV vs IRR

IRR

In summary, the results of the IRR calculations for the Five(5) brands are:

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE EDELL LATITUDE

E6500SONY VAIO ACER:

7736GTOSHIBA A500-

17XDELL PRECISION

M4400IRR 43.3% 36.8% 29.3% 43.0% 26.2%

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Comparing the IRR of the Products

Machine A: IRR = 43.3%

The IRR analysis is a measure of the rate of return on investment, the rules is to select the project or option with the highest IRR value which is in this case is Machine “A”

Comparing Machine “A” and “B”

PAYBACK PERIOD ARR NPV IRR

MACHINE A DELL LAT-ITUDE E6500

0.52 0.512820512820513

0.53883888665091

0.501738122827346

MACHINE D TOSHIBA A500-17X

0.481481481481482

0.487179487179488

0.46116111334909

0.498261877172654

43%

45%

47%

49%

51%

53%

% Ratio

Prod

uct L

ife C

ompa

rison

The chart above is obtained by comparing the % ratios of the results of the financial appraisal methods for Machine A and D, and that shows that although, Machine D has a shorter payback period, Machine “A” proved to be a more preferred option considering other financial methods.

5.0 NON-FINANCIAL FACTORS

The Scoring Model:

In an attempt to broaden the selection criteria a scoring model known as the factor model adopted by Meredith, (1995) can be introduced. This factor model simply lists a number of desirable factors on a project

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selection proforma along with columns for Selected and Not Selected (Burke 1999).

Factor MACHINE A MACHINE DSelect Do not

SelectSelect Do not

SelectWeighting

Well Know Brand Name √ √ 1

Increase Productivity √ √ 1

Designed for Business √ √ 2

Payback period √ √ 2

NPV, IRR and ARR √ √ 4

Product Strength and Battery Life

√ √ 1

Fit for Purpose √ √ 2

Good Service Agreement

√ √ 1

Good Value for Money √ √ 1

Within Project Budget √ √ 1

Data Recovery System √ √ 1

Total 15 10

The results of the Scoring model also show that Machine “A” is a preferred option.

6.0 Conclusion and Recommendation

Having evaluated the five different machine options available for purchase the group came to a compromise and thus recommend the first option which is Machine “A”- Dell Latitude E6500. It is true that he Machine D-Toshiba laptop would have been a better option consider the fact that it has the shortest payback period. However, we did not base our decisions only on the payback period technique of financial appraisal.

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The results of the other financial techniques like the NPV, ARR and IRR depicts that the preferred option is the Machine A. Above all the qualitative analysis done by applying the Scoring model by Meredith, which uses some selected criteria in evaluating the available option for purchase also justifies the group’s choice on recommending Machine “A”.

Challenges

Like every other project team, our team (Group C) had several set backs and challenges in course of carrying out this research. Some of these challenges led to conflicts in the group and was discussed in the Human Resources section. However, there were other factors that affect the smooth delivery of this project assignment. For instance, sourcing and getting for the price quotes of the machines from the UK dealers was big challenges because of some the suppliers will not give the exact quotes for the specifications and they were thrilled by the quantity we request for.

In order to tackle some this challenges we adopted a method which saw us a group of research experts and by reducing the quantity of the machines we were able to get a reasonable price quote for the machines (Please refer to Dell Proforma Invoice attached to the group C’s Portfolio). We them extrapolated and assumed a similar discount rate used for the financial calculations. Finally, applying some of the skills of conflict management learnt during the course of the module the project team was able to manage the conflicts that developed during the project and at the end we delivered a well-befitting presentation despite our differences.

Word Count: 3280 excluding References

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