Regulatory Сompliance Quarter

Business Intelligence Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Organizational Communication Quarter.

Concepts

1. Data analysis.
   • Data reliability. The trustworthiness of data; this trustworthiness is a result of analysis of (a) content reliability, (b) source reliability, and (c) data intent.
     1. Content reliability.
     2. Source reliability.
   • Data intent. Intention or purpose with which data was created.
     1. Fact-based data. Data created with the intent to provide its users with facts.
     2. Opinion-based data. Data created with the intent to provide its users with opinions.
     3. Agenda-based data. Data created with the intent to provide its users with information desired to accommodate one's business goals or agendas.
     4. Metadata. Data about data; it may include data sources, geolocation, the chronology related to data creation and further movement, data contexts, etc.

• Forecast. Prediction of outcome.
• Scenario. A consistent view of what the future is likely to be.
• Systematic study. Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
• Business intelligence. Information that managers can use to make more effective strategic decisions.
• Appreciative inquiry. An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
• Breakeven analysis. A technique for identifying the point at which total revenue is just sufficient to cover total costs.
• Capability. An organization's skill and ability in doing the work activities needed in its business.
• Controlling. Management function that involves monitoring, comparing, and correcting work performance.
• Controlling. Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
• Control process. A three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards.
• Core competency. An organization's major value-creating capability that determines its competitive weapons.
• Organizational behavior. A field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
• Organizational effectiveness. A measure of how appropriate organizational goals are and how well those goals are being met.
• Organizational performance. The accumulated results of all the organization's work activities.
• Effectiveness. Doing the right things, or doing those work activities that will result in achieving goals.
• Effectiveness. The degree to which an organization can achieve its ends at a low cost.
• Efficiency. Doing things right, or getting the most output from the least amount of inputs.
• Efficiency. The degree to which an organization meets the needs of its clientele or customers.
• Graphic rating scale. An evaluation method in which the evaluator rates performance factors on an incremental scale.
• Performance management system. Establishes performance standards used to evaluate employee performance.
• Productivity. The amount of goods and services produced divided by the inputs needed to generate that output.
• Productivity. The combination of the effectiveness and efficiency of an organization.
• Qualitative forecasting. Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes.
• Quantitative forecasting. Forecasting that applies a set of mathematical rules to a series of past data to predict outcomes.

Practices

The successor lecture is Enterprise Architecture Quarter.