Physical: land: no land owned; buildings: no buildings owned – offices
leased in Oxford and Bath; equipment: each employee has a
company laptop and a personal mobile; supporting equipment:
two printers and two projectors are available for use when
necessary.
Financial: good financial control and stability. Ratios: profit on sales – 30%;
liquidity – £1.5 current assets to £1 current liabilities; gearing
ratio – 90%.
Human: staff of 25, including 18 consultants; two joint managing
directors; all staff very motivated and committed to the
company; all consultants highly qualified and skilled.
Reputation: good reputation in local area, and has won local awards;
not known outside customer base and areas of operation.
Know-how: company makes extensive use of ad hoc information systems,
but these are not well integrated.
The Resource Audit has well-defined areas to investigate, and can result in a
clear assessment of an organisation’s resources. However, each area may
require significant time and effort if the Resource Audit is to be carried out
thoroughly.
This technique may be used to examine internal resources at many different
levels, ranging from an entire organisation to a localised team. The technique
can be equally valuable when considering issues and problems right across an
organisation, or looking at those that exist within a particular department or
function. Either way, a Resource Audit will highlight where there are strengths
that will enable the introduction of business improvement and where there are
weaknesses that could undermine the new working practices
Physical: land: no land owned; buildings: no buildings owned – officesleased in Oxford and Bath; equipment: each employee has acompany laptop and a personal mobile; supporting equipment:two printers and two projectors are available for use whennecessary.Financial: good financial control and stability. Ratios: profit on sales – 30%;liquidity – £1.5 current assets to £1 current liabilities; gearingratio – 90%.Human: staff of 25, including 18 consultants; two joint managingdirectors; all staff very motivated and committed to thecompany; all consultants highly qualified and skilled.Reputation: good reputation in local area, and has won local awards;not known outside customer base and areas of operation.Know-how: company makes extensive use of ad hoc information systems,but these are not well integrated.The Resource Audit has well-defined areas to investigate, and can result in aclear assessment of an organisation’s resources. However, each area mayrequire significant time and effort if the Resource Audit is to be carried outthoroughly.This technique may be used to examine internal resources at many differentlevels, ranging from an entire organisation to a localised team. The techniquecan be equally valuable when considering issues and problems right across anorganisation, or looking at those that exist within a particular department orfunction. Either way, a Resource Audit will highlight where there are strengthsที่จะทำการแนะนำของการปรับปรุงธุรกิจและมีจุดอ่อนที่อาจบั่นทอนการปฏิบัติงานใหม่
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