10 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.

1
2.0 HUMAN RESOURCE MANAGEMENT

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. Recruitment
B. Selection Process
C. Expatriates
D. Performance Appraisal
E. Training and Development
F. Compensation

However, this report discusses on the activities of the Human Resources

Team and the strategy used by the Project team in:

2
 • The Identification of Key Roles and Competencies,
• Effective selection strategy,
• Performance appraisal methods,
• 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

3
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
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).

4
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
 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.

5
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
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).

Analyze Define Discove

Update r

Evaluat
e

Evaluat
Access e
Manage

Evaluate Locate

Figure 1: The Rumsey Information Gathering Process

6
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
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.

3.2.1 Applying 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.

7
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.

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.

8
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:

M ACHINE A M ACHINE B M ACHINE C M ACHINE D M ACHINE E

DELL LATITUDE E6500 SONY VAIO ACER: 7736GTOSHIBA A500-17XDELL PRECISION M 4400
Display Unit Size 15.4" 15.4" 17.3" 16" 15.4"
M emory Size √ √ √ √ √
W eight √ √ √ √ √
W ireless Connectivity √ √ √ √ √
Harddrive Capacity √ √ √ √ √
Overall Technical Specs √ √ √ √ √
W arranty 3 yrs (N ext Business Day)
2 yrs 1 yr 1 yr 3 yrs -Basic
Product Strenght High M e dium M edium High High
Delivery Timing 15 W orking Days10 W orking Days
20 W orking Days
20 W orking Days 15 W orking Days
Product 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.

9
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
team in making decisions and recommendations for the best option for
purchase.

4.1 Product Cost Comparison

PRODUCTS COST ANALYSIS

MACHINE A MACHINE B MACHINE C MACHINE D MACHINE E
LAPTOP NAME DELL Latitude E6500 SONY: VAIO ACER: 7736G Toshiba: A500-17XDELL M4400: PRECISION
NOTEBOOK £1,015.29 1020.21 1,120.60 941.2 £1,372.25
CARRY CASE £36.00 25.22 18.99 19 £36.00
SPARE BATTERY £82.00 120.87 47.89 60 £82.00
SPARE RECHARGER £30.00 £86.09 29.97 35 £30.00
TOTAL MACHINE COST £1,163.29 £1,252.39 £1,217.45 £1,055.20 £1,520.25
Discount 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 £226.14

SHIPPING COST £0.00 £0.00 £0.00 £0.00 £0.00
Mobile Broadband/ year £240.00 £240.00 £240.00 £240.00 £240.00
UNIT COST £1,401.84 £1,490.82 £1,455.93 £1,293.88 £1,758.35
NUM. 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

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.

10
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
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

4.3.1 The 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
DELL LATITUDE TOSHIBA
SONY VAIO ACER: 7736G PRECISION
E6500 A500-17X
M4400
PAYBACK 1yr , 1yr, 1yr, 1yr , 1yr,
PERIOD 4 months 6 months 7 months 3 months 9 months

1yr, 3 months
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.

11
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.

4.3.2 Accounting 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 DELL SONY VAIO ACER: TOSHIBA DELL

Model LATITUDE 7736G A500-17X PRECISION
E6500 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.

4.3.3 Net 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

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

NPV

12
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)

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:
Comparing the IRR of the
Products

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

MACHINE Machine
MACHINEA: IRR = 43.3%
MACHINE A MACHINE D MACHINE E
B C
DELL DELL
SONY ACER: TOSHIBA
LATITUDE PRECISION
VAIO 7736G A500-17X
E6500 M4400
IRR 43.3% 36.8% 29.3% 43.0% 26.2%

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”

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.

13
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
selection proforma along with columns for Selected and Not Selected
(Burke 1999).

Factor MACHINE A MACHINE D

Select Do not Select Do not Weighting

Select Select

Well Know Brand Name √ √ 1

Increase Productivity √ √ 1

Designed for Business √ √ 2

Payback period √ √ 2

NPV, IRR and ARR √ √ 4

Product Strength and √ √ 1

Battery Life

Fit for Purpose √ √ 2

Good Service √ √ 1
Agreement

14
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.

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

15
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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