Business Statistics Computer Support Management

Question: Discuss about the Business Statistics for Computer Support Management. Answer: Introduction: Name of the Organization: Gold Valley Restaurant, a popular restaurant chain which has its supply chains on the road sides beside the highways and generates estimated revenue of around 7 figures daily overall. Communication Method: We were present as a family while driving back home. The Problem: So, it was the first week of July in 2007. My cousin brother was leaving for the United States for his further studies. So, the seven of us that is me, my parents, my brother, my uncle, aunt and my cousin sister went to see him off at the airport. As it was late in the evening while returning on a car, we considered stopping at a popular restaurant which was beside the country side highway for dinner. The restaurant apparently was relatively empty. Like any other customer, we ordered some food at the family restaurant. As we waited a group of four young men walked in and past us. As they walked past us, we could smell an intoxicated smell, which must have come from the recent drink they had before coming over to the restaurant. We had no problems with that initially. A few minutes later, as we were waiting for the food to be served the first tantrum was thrown with one of the four youth shouting out a loud abuse in a not-so-polite manner. As time passed by, the words fro m the group were becoming more and more hostile. Initially, we approached a waiter asking him to ask the group to behave a little bit politely given it was a family restaurant. The waiter promised he was going to talk to the manager about it. After probably overhearing our conversation as the waiter went by, one of the members of the group passed a very sly comment which was inappropriate to pass with my cousin sister being there, being a bit sexually offensive. The manager called my father in a distant way and I tagged along, only for him to explain that he was helpless in that situation since the youths were the confidantes of some local politician. He explained to us how even their chain might face difficulties in the region if he spoke against the youth and the police in the region could do less. With an ironic tongue, the manager said all we could do is absorb the situation for the moment. My uncle, being a soft person decided to keep things quite. Smelling something amiss, one of the group members in a black t-shirt with a tattoo on his forearm approached the manager and asked rudely what the problem was. The manager blurted out in fear probably which further lead to a heated exchange of words with abuses flying between us and then. We decided to leave the restaurant but the manager turned against us suddenly and asked for a percentage of the payment since the food was already in process of being cooked. We refused to pay since it was their problem of poor-handedness of the situation. It led to a brawl between us and the manager and some waiters tagging in. Ultimately with families and feminine presence we decided to pay a certain percentage of the amount and decided to move on and get the wheels on the roads again. Resolution: The matter is a clear example of ineffectiveness and under-handedness of the manager or a particular organization. It clearly ensures that the customers are helpless when it comes to the point of some innocent customers against some localized sleuths with powers from rogue politicians backing. Understanding the situation, we understand the manager was relatively taking care of his own situation rather than being professional and going about his job for the fair treatment of the customers (Brown, 2003). Family restaurants should keep an eye out for locations and ensure fair treatment to its customers. They could keep a check on the type of youth visiting the restaurant and be aware of people in an inebriated state (Byrd Megginson, 2013). To add to the apathy the manager was shameless enough to ask from us, a certain percentage of the food despite the obvious unpleasant experience to the customers involved. A few months later, a neighbor in our locality complained of the s ame problem while they were on their way home and had more or less the same experience. The police act as a force to protect civilians and should not just weigh in on the powers of some sleuths who add fuel to power to rogue politicians. This could have been two females instead of us at the restaurant who might be coming back home from a situation and there is no one to ensure their security (Hepozden, 2011). This is a clear example of mismanagement which goes uncontrolled and the roots of the problem go as high as the powers of the people we elect to stand as our representatives. It is unfair to blame the manager alone in such situations as he is just a daily earner just like any of us common middle-class individuals. There is a problem with the system which needs to be addressed lest innocent people fall prey to power. On 6th July evening, a customer had come for dinner late evening. However, they complained of facing uneasy conditions due to the presence of some other customers who were in intoxicated state and their behavior. The customer(s) had to leave eventually since we were helpless then as the other customers had the powers from a local powerful politician where action against them could lead to sabotage of working of our working. We request you to pay heed and bring a quick solution because such consistent occurrences might lead to smearing the goodwill of our esteemed company. The possible solutions to improve or solve the customers problem: Entry of people or access to the restaurant should go checked. No youth who are in an inebriated state should be allowed to enter the restaurant which is a common hub for families (Tilton, A. 2010). The youth should be barred by security from creating any nuisance or any ill behavior towards fellow customers at the place ruthlessly. The manager should aim at fair appeasement to the customers rather than giving in to the demands and demeanors of the local sleuths of the regional power-holders. Customers shouldnt, however, face the problem of pay if they are dealt with such an uneasy condition (Rose, N. 2006). Priority should be given to the customers who are the innocent parties and they should be pleased so that they have a good time without compromising the etiquettes of the society. Try to build a good rapport with the local police if matters go out of hand. The police should be called in immediately if the matters breach security. The treatment and account of an incident should be given fairly to the police on a factual basis without twisting or exaggeration to ensure correct action is taken thereby. User Guide Manual Pre-requirements: The user of the software is expected to have MS-Excel installed in their laptop or personal computer. Introduction : This tool is designed to estimate the number of Full-Time Equivalents (FTEs) at an average monthly call volume rate, for three different call duration times. The calculation also considers the estimated productive time per employee per day. This software tool can be used for various institutions like banks, schools, colleges and call centers. Guidelines: The information is to be entered in the shaded blue boxes of the data input page of the excel file (Anderson, Sweeney, Williams, 2003). The Call Duration information: The blue box in the call duration box takes inputs of the total duration of each call taking a default value of 3 calls each with each call rounded off to the nearest whole number minute. The blue shaded box for 1st call duration takes the positive integral value of the first call which generally tends to be less because it's mainly on the basis of taking orders. The blue shaded box for 2nd call duration takes the value for the second call which is slightly higher than the first call because it mainly does involve taking down small information. The blue shaded box for 3rd call duration takes call for the feedback basis and might have a high call time since it generally involves problems faced in the system. Note: All call duration values should be entered in minutes and no other time units The Productive minute per employee per day calculation: We take it by default that we have 365 days per year, although the number might change on the basis of a leap year. The fewer days per year not open (i.e. weekends) input box takes the number of days the institution is closed as per holiday weekend policy. For eg : If the institution is closed for one week per day, then the user should input 52*1=52 in the corresponding box. We automatically notice below the above box, the figure of entered value from the 365 days is subtracted and it appears The fewer holidays per year not open: It takes the input of the total number of public holidays in a year where the institute is closed. It may be different depending on the country where the user resides. The less average vacation per year per employee: It takes the input of the maximum allotted days an employee is entitled to per year for taking a vacation (Greiner, 2009). The less average sick days per year per employee: It is the box which allows the maximum number of days an employee can have sick leave per year. The less average training days per year per employee: It is the box which takes an input of the training days every year the employee is scheduled to have. We notice that the figure appears below the less average training days per year per employee box which is the summation of the above-entered values subtracted from the total number of days per year( i.e 365 days). The average turnover rate is the total turnover of the institution taking into account employees come and leave. It should be noted that the value entered should be a value in percentage. The total productive days per year appears on entering the turnover percentage which is calculated as the entered percentage against the value that appears on the average training days per year per employee box (Grafton, 2001). The Hours per day information We take 8 hours as the default total working hours of the institution. You can change likewise depending on the policy. In the average break, time box enters the total break time allotted to each employee per hour In the average administrative time per day box it takes the total time spent in administrative work Average lunch time per days box indicates the amount of time allotted for spending time for lunch of the employee. The productive time is the difference between total working hours and the summation of values entered in Step 1, 2 and Step 3 Note: All inputs are taken in hours unit time. Some automatic calculation takes place in the boxes below. The productive hours per year is the value of productive hours per day multiplied by productive days per year. There exist twelve months a year and we get an automated calculated value for the corresponding productive hours per month. The productive hours per year is then automatically multiplied with 60 to get the productive minutes per year. Then the value for productive minutes per day is calculated by dividing the total of productive minutes per year by total productive days per year which gives us an estimated rounded value of minutes per day available. To calculate the total numbers of calls per day enter the information as follows: Enter the weekdays open per year for the institution in the corresponding blue box Enter the weekends open per year for the institution in the corresponding blue box It gives an automated value of the summation of above two steps of total days open per year Enter the total calls per year for the institution in the corresponding blue box It is the then automatically divided by 12 to obtain the total calls per month which are then divided automatically by 30 to obtain the total calls per day. The values obtained are estimated in closest round numbers (Levine Levine, 2002). Then enter the total employees in the institution for the corresponding blue box. The half employees can be taken as 0.5 whereas full-scale employees should be taken as 1. As for any other extension, we can click on the calculation sheet to see how everything works out. References Anderson, D., Sweeney, D., Williams, T. (2003). Modern business statistics with Microsoft Excel. Cincinnati, Ohio: South-Western. Brown, D. (2003). The restaurant manager's handbook. Ocala, FL: Atlantic Pub. Group. Byrd, M. Megginson, L. (2013). Small business management. New York, NY: McGraw-Hill. Grafton, C. (2001). Book Review: VBA for Modelers: Developing Decision Support Systems With Microsoft Excel. Social Science Computer Review, 19(3), 388-390. https://dx.doi.org/10.1177/089443930101900317 Greiner, T. (2009). Performing Collection Use Studies with Microsoft Excel 2007. Collection Management, 35(1), 38-48. https://dx.doi.org/10.1080/01462670903404969 Hepozden, R. (2011). Golden arches under southern skies. Auckland, N.Z.: Published for McDonald's Restaurants (N.Z.) Ltd by Renaissance Pub. Levine, D. Levine, D. (2002). Statistics for managers using Microsoft Excel. Upper Saddle River, N.J.: Prentice Hall. Rose, N. (2006). The raw food detox diet. New York: Harper Collins. Tilton, A. (2010). 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