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Impact of digital technology Flashcards

1
Q

Cellular Layout

A

A cellular layout consists of individual offices where people work on their own and in their own space.

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2
Q

Benefits: cellular layout

A

Work can be conducted in privacy.
Quieter working spaces with less distraction and interruption.
Light and temperature can be adjusted to suit individual requirements.
Information and belongings can be stored securely in a small office with lockable doors and storage.
Employees may experience a sense of status and importance in occupying their own space.
Room can be designed and equipped to suit the type of work being undertaken.

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3
Q

Drawbacks: cellular layout

A

Uneconomic use of space since a cellular layout takes up more floor space than open plan.
More difficult to share resources such as printers.
May reduce physical interaction and communication between colleagues.

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4
Q

Open Plan Layout

A

An open plan layout consists of individuals working in a large open space.

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5
Q

Benefits: open plan layout

A

Less space is wasted since open plan requires less floorspace than cellular.
Resources can be shared, which makes for more efficient workflow and reduces costs.
Employees can communicate more easily with each other.
The work environment can be more sociable, leading to higher staff morale.
Easier to supervise staff in an open plan setting.
Staff do not feel isolated.

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6
Q

Drawbacks: open plan layout

A

Open plan can be noisy, and it is easier to become distracted or interrupted, reducing productivity.
Open plan lacks privacy – so there is a greater requirement for meeting rooms.
Employees may feel that their workspace lacks status as all employees are accommodated in one area.

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7
Q

‘Hot’ rooms

A

bookable spaces in which to conduct meetings or confidential discussions.

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8
Q

Break out spaces

A

areas where employees can meet informally or exchange information.

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9
Q

Touchdown areas

A

where employees can connect laptops or mobile devices to download information quickly or check emails.

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10
Q

Built-in private areas

A

using desk dividers, panels and plants, for example, to create dedicated spaces for teams.

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11
Q

systems furniture

A

desks/chairs that adjust to fit individual requirements helps to minimise the health risk of back pain. desktop monitors should be at the right height and distance to avoid neck pain and eye strain.

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12
Q

lighting

A

desk top lamps allows the user to position the light in a way that reduces glare and the risk of eye strain and headaches. window blinds can also reduce the glare on computer screens.

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13
Q

heating

A

ensuring the workplace is not too hot or too cold means that people are likely to be more productive in a comfortable environment.

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14
Q

ventilation

A

ensuring adequate ventilation, without draughts, means that employees are likely to be more alert and able to concentrate, making them more productive.

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15
Q

protective equipment for use with ICT

A

wrist-rests, anti-glare screens, alternative keyboards and standing desks can help to reduce health related injuries.

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16
Q

workstations

A

providing some privacy and ownership of space means that employees have fewer distractions are less stressed

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17
Q

A well-designed, ergonomic can have a positive impact on employees and the organisation:

A

Improved morale and motivation
Increased productivity
More effective workflow
Improved health and safety at work
A healthier workforce with fewer health related absences
Presents a positive image of the organisation

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18
Q

reasons for flexible working: Social changes

A

The changing needs and demands of the workforce have influenced organisations to adopt more flexible working practices.
Many people prefer to work part-time, job share or work compressed hours to fit in with other aspects of their lives, for example childcare. This is particularly true of single parent families who may be unable to work traditional 9 to 5 hours.

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19
Q

reasons for flexible working: Legislation

A

The Flexible Working Regulations 2002 made it possible for parents or carers young children or disabled children at home to request flexibility in their working hours from employers.
In June 2014, this was extended to include all eligible employees, meaning that any employee who has worked for the same employer for at least 26 weeks have the legal right to request flexible working. Employers are not legally obliged to agree but must deal with requests in a ‘reasonable manner’.

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20
Q

reasons for flexible working: Advances in technology

A

Developments in intranet and Cloud-based technologies enable employees to access files remotely and share software applications.
Digital technologies have resulted in people being able to work more flexibly, for example from home.

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21
Q

reasons for flexible working: Increased competition in the labour market

A

Competition forces business to work as efficiently as possible – decreasing costs while maximising productivity.
Some organisations reduce costs by encouraging flexible working practices, for example encouraging remote or home working so they don’t have to pay the high costs of city centre office accommodation.

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22
Q

permanent contract

A

a permanent contract means a job will last for as long as the business continues to trade, provided the employee is not sacked or made redundant.

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23
Q

temporary contract

A

temporary work only lasts for a limited time which can range from 2-3 weeks to several years. temporary contracts may be renewed on an ongoing basis.

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24
Q

fixed-term contract

A

a fixed term contract has a fixed duration, so there is a clear start and end date.

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25
Q

casual contract

A

casual workers are employed only when required. casual type of work is often carried out by students.

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26
Q

zero hour contracts

A

a zero hours contract means the employer is not obliged to provide any minimum number of working hours to the employee. workers are therefore paid only for the number of hours they work.

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27
Q

job sharing

A

job share is a voluntary arrangement where two people do one job and split the hours

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28
Q

working from home

A

some or all of the work from home or anywhere else other than the normal place of work

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29
Q

part time

A

working less than full-time hours

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30
Q

compressed hours

A

working full-time hours but over fewer days

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31
Q

flexitime

A

the employee chooses when to start and end work

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32
Q

staggered hours

A

the employee has different start, finish and break times from other workers

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33
Q

Benefits: flexible working practices for employees

A

Flexible working allows employees to manage their working hours around other commitments, which means they are less stressed and more productive.
Without the need to travel to work, home working saves money and time.
The home environment has less distractions, so employees are more focused and productive.
A job share enables someone to continue employment, while balancing other commitments such as childcare or looking after elderly parents.
A career break can avoid the risk of burnout and allow an employee to pursue other interests, which increases their morale and motivation.

34
Q

Drawbacks: flexible working practices for employees

A

Homeworkers may feel isolated at home or away from colleagues, and this may affect their productivity and morale.
Home and remote workers may find their work disrupted by poor Internet connectivity or by hardware and software problems, which can make them less productive.
The home environment can have many distractions, and without self-discipline or supervision, some homeworkers may lack motivation and focus.

35
Q

Benefits: flexible working practices for organisation

A

The option of flexible working is likely to attract more job applicants with a wider range of skills.
Organisations can retain employees who need to balance work with other commitments, such as childcare or managing disability, rather than lose the knowledge and skills of experienced workers.
Retaining staff means there is less need to recruit and train new employees – it’s more cost effective to retain existing staff than recruit and train new staff.
Employees who may have mobility issues or long-term health conditions can work restricted hours to suit or at home.
Technology enables the organisation to employ people who don’t live nearby - they can even employ people from other countries. This creates a wider pool of skilled workers.
Short-term contracts can be used to employ staff only when they are needed, rather than having to maintain a full complement of permanent staff.

36
Q

Drawbacks: flexible working practices for organisation

A

Flexible working increases the number of employees that managers must supervise.
It may be more difficult for managers to monitor employees when they are working at home or remotely.
Relationships with managers/colleagues may suffer as interaction is limited to work issues.

37
Q

ICT: Communication

A

E-mail allows instant communication, both within the organisation and externally, reducing the need for paper documents, printing and postage. It enables information to be distributed to a large number of people simultaneously and at low cost to the organisation.
Software programs such as PowerPoint, Prezi and Google Slides are used as a visual aid for people making a speech or presenting to an audience and aid communication.

38
Q

ICT: Templates

A

The use of templates, for example in databases and in e-commerce, ensures that information is presented in a standardised form, saving time and helping users to access process information efficiently.

39
Q

ICT: Software

A

Spreadsheet software enables the rapid manipulation of data to perform calculations, present information and analyse and evaluate quantitative information.
Database software enables more rapid storage, interrogation and retrieval of information (although there is always a requirement to retain some documents in paper form).
Organisations also use bespoke software to improve workflow processes related to accounting, stock control and human resource management.
These types of software have led to more effective planning, organisation and decision making.

40
Q

ICT: Automated processes

A

Automated processes have speeded up administrative tasks and reduced errors typically made by human processing.
Digital banking, for example, facilitates the electronic transfer of money, allowing payments to be made by direct debit and standing order, replacing the traditional processes of writing cheques and taking money to the bank.
Automated processes reduce the number of steps in a workflow, and fewer human errors improves customer service standards.

41
Q

ICT: Networks

A

Intranets and local area networks make large volumes of information available to employees regardless of their location.
Networked software such as databases and electronic diaries allow users to access centrally stored information at their workstations or on mobile devices.
Company information such as training manuals or health and safety guidelines can be uploaded to the company intranet, making them available for staff to view and consult as required, and reducing the need for paper versions.

42
Q

ICT: Online application sharing

A

Online application sharing is facilitated by Cloud-based platforms such as OneDrive, Zoho and Google Drive.
This allows participants to access diaries, calendars, word processing software, etc, online.
Using a secure network, participants can view a common document, revise or edit it and ensure changes are tracked. In this way, people can liaise or collaborate on documentation without the need to meet.

43
Q

Benefits: Centralised systems

A

Standardisation of computer hardware and software makes it easier to provide technical support.
Standardised systems and procedures make it easier to train employees and results in fewer errors.
Ability to prioritise purchase of new hardware and software across the organisation.
Specialist knowledge and the ability to keep up with developments in technology.
Centralised systems tend to offer more cost savings, especially for large organisations then decentralised systems.

44
Q

Drawbacks: Centralised systems

A

Centralised systems can be viewed as restrictive – users within the organisation may feel they have little choice or say in the hardware or software they get to use.
Because all computing matters are dealt with by a central team, staff may not have opportunities to develop IT skills.
Centralised systems can be slow to respond and bureaucratic when dealing with change requests from departments.

45
Q

Benefits: Decentralised systems

A

Decentralisation is a practical approach when different departments in a company have different IT needs and strategies. It allows each business unit to maintain a separate server and choose hardware and applications based on individual needs.
Decentralisation offers greater customisation and flexibility – there is no need to wait for approval by a centralised IT department, before installing or customising new software.
Newer, smaller companies and those that need to respond quickly to new IT developments to stay ahead of the competition are most likely to benefit from decentralised IT systems.
Decentralised systems mean that departmental staff develop a broader range of IT skills and problem solving.

46
Q

Drawbacks: Decentralised systems

A

There is less specialist support to deal with network problems and software/hardware issues.
Time may be wasted, and work disrupted while departmental users try to solve hardware/software issues, which reduces productivity.
Lack of standardised systems and procedures may lead to inefficiency and higher costs.

46
Q

word processing

A

use - creating business documents such as letters, reports and minutes
function - creating tables, formatting text, creating electronic forms and mail merging
advantages - improved accuracy and quality of documents, easy to make changes to documents, integration with other software applications

46
Q

spreadsheet

A

use - performing calculations and analysing numeric data
functions - calculations using formulae, formatting of cells, producing charts, to help understand data
advantages - calculations are more accurate, data is automatically updated if inputs are changed, data can be analysed using if and sumif

46
Q

database

A

use - storing information about customers, suppliers, employees
functions - sorting data, performing queries and displaying data in reports
advantages - information can be found quickly using criteria in queries, mail merge can be used to link information to other documents

46
Q

event management

A

used to plan and organise specific events for the organisation

46
Q

presentation

A

use - presenting information digitally using slides and handouts
functions - presenting information in a more interesting way by using attractive visual formats, animations
advantages - helpful in gaining the audience’s attention, information can be integrated from other applications to support the presentation.

47
Q

accounting

A

used to produce required financial reports, forecasts and projections

47
Q

project management

A

supports the planning and monitoring of projects

47
Q

performance management

A

helps managers set targets and monitor and evaluate the performance of their staff

47
Q

CAD-CAM

A

widely used in many industries which involve design and production

48
Q

graphic design

A

creation of advertising and marketing materials and website design

49
Q

Benefits of LAN

A

It’s a quick and easy way of transferring data and messages within an organisation.
LANs are good for sharing resources such as printers and file servers, which significantly reduces the cost of hardware purchases.
The same software can be used over the network instead of purchasing licensed software for each client in the network. This is cheaper and also saves time associated with software installation and upgrades.
The data of all network users can be stored on a single hard disk of the server computer.
It is a private network and data is managed at only one place, which makes data more secure.
A LAN offers the facility to share a single internet connection among all the LAN users.

50
Q

Drawbacks of LAN

A

The initial cost of installing a LAN can be high for a small organisation.
If the network goes down, no-one can access files, which will slow down productivity.
If the file server is damaged or stolen, all files could be lost.

51
Q

Benefits of WAN

A

WANs cover a larger geographical area, so business offices situated at longer distances can communicate and share information easily.
WANs can integrate devices like mobile phones, laptops, tablets, computers, and gaming consoles.
All network users have will have access to the latest versions of files and software.

52
Q

Drawbacks of WAN

A

The initial setup cost is very high.
A WAN requires skilled technicians and network administrators, so maintenance costs are high.
There are more problems and technical issues due the wide geographical coverage and the use of different technologies.

53
Q

Hacking

A

unauthorised person gains access to data stored on another computer, usually bypassing security passwords or other security systems. If a network is insecure, information such as personal data held by a business can be accessed by hackers for illegal purposes.

54
Q

Viruses

A

computer programs which cause nuisance or damage to computer systems or files. In some cases, it can cause huge disruption for organisations and the organisation may also be fined by the Information Commissioner if it is proved that its data security was inadequate.

55
Q

Copying and illegal transfer of data

A

very quick and easy using simple devices such as memory sticks, flash drives and online programs. An organisation’s personal data and also sensitive business and financial information may be copied/stolen without security measures in place.

56
Q

Identity theft and online financial fraud

A

misuse of stolen or fictional credit card numbers to obtain goods or services on the Internet and use of computers in financial frauds. Financial fraud could result in significant financial losses for a business if its security is compromised.

57
Q

Scamming

A

where someone profits from using illegal methods, especially by tricking people to give up personal information such as their bank details. It is not just private individuals who can be the victims of scams, it happens to businesses too.

58
Q

Ways of Increasing Information Security

A

Locks on filing cabinets and computers ensure that they can only be accessed by authorised staff.
Confidential documents should be locked away and disposed of securely when no longer required.
A log-in and password system for all staff prevents unauthorised editing/viewing of confidential information.
Firewalls help to ensure that hackers cannot access the organisation’s computers.
Passwords must not be obvious, and they should be a mix of numbers, letters and special characters. They should be changed regularly. Some organisations use password manager systems such as Last Pass.
Employees should only use files/pen/flash drives from reliable sources to prevent viruses in the system.

59
Q

Consequences of poor data management

A

Errors or delays resulting from poor data management may result in poor customer service and customers choosing to go elsewhere. This reduces sales and market share.
Time wasted searching for data or correcting errors reduces productivity and increases costs.
Increased levels of stress amongst staff who have to deal with the consequences of poor data management
Poor decision-making resulting from inconsistent, inaccurate or missing data reduces productivity and increases costs.
Failure to process data efficiently may lead to important deadlines being missed and dissatisfied customers.
Missing or inaccurate data can negatively affect the reputation of an organisation and cause a loss of potential future business.

60
Q

correspondence

A

copies of communication, both internal and with suppliers, customers and external organisation

61
Q

customer records

A

includes personal data covered by data protection legislation, therefore secure storage and is essential.

62
Q

sales figures

A

must be easily accessible when required and should be stored securely and protected from errors or deletions.

63
Q

supplier information

A

includes details relating to credit limits, payment terms, history of orders and deliveries

64
Q

stock figures

A

must be accurate and up-to-date as it may impact upon the organisation’s production activities and sales

65
Q

File naming conventions

A

File names should indicate what the file is about without having to open it and look.
An organisation should have guidelines for naming documents to standardise file names.

66
Q

Version control

A

Version control is the process of tracking and managing different versions (or drafts) of a document, so users know which is the current or latest version of a file.
Version control is important because it helps keep an audit trail of how the file was changed and when.

67
Q

Security of files and access rights

A

A file management system should ensure that data is secure, and that the integrity of the data is protected.
Regular antivirus updates will help to ensure that documents are protected from viruses and malware that can corrupt data, make files unreadable and even shut down networks. Virus scanners check every disk, file and email and destroy any viruses it finds.

68
Q

File location

A

A centralised data management system means that all of the data within the organisation is stored in one location.
Having a single location for all electronic documents makes it easier to find files and to run backups and archives (although backups should be stored in another location).

69
Q

Backup procedure

A

Backing-up means making a second copy of a document to prevent it being lost in the event of computer crashes, damage to hardware, computer theft, or viruses.
Copying and backing up data should be done on a regular basis to ensure that files can always be retrieved and restored if they are lost or corrupted. Some file servers may automatically back up data.

70
Q

Housekeeping

A

Out-of-date files should be checked regularly and deleted or archived when they are no longer required. This saves valuable space on the file server and avoids the risk of using wrong versions of a document.
An organisation may have a policy which requires its employees to delete unnecessary files at regular intervals.

71
Q

Benefits of effective file management

A

Less time is spent filing, searching for, and cleaning up information.
Less stress for employees looking for files.
Faster location and retrieval of information aids effective decision making.
Reduces the number of documents kept by a business which saves space on the network.
Fewer lost documents.
Version control helps ensure that the most up-to-date versions are used.

72
Q

Consequences of poor file management

A

Time wasted trying to find files, creating stress for employees.
Workflow is disrupted if files can’t be accessed.
More documents are lost.

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