Converting face to face tutorial materials to work with Blackboard CollaborateKaren Bridge, the Open University UK

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Background

• Drivers – global students without F2F support

• 2nd year UG module in business functions, 1300 students, 65 tutor groups

• 3 overseas groups, UK remote groups

• Materials provided to tutors – guide

• 21 hours of tutition – tutorials NOT lectures (flipped classroom)

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Student profile/behaviours

• Average age 28

• Usually working – but some not

• Variable broadband connection/access

• Don’t like to talk online

• Time poor – sessions need to be useful

Tutor profile/behaviours

• Use VLE (forums/wikis/online marking/web-based materials)

• Generally new/inexperienced with virtual classroom – training is provided but not compulsory.

• Many (semi)retired

• Very conscientious of doing a good job

• Home-based using their own technologies

• Isolated from OU4

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The project

• Me as project lead

• Two tutors to write materials (volunteers)

• Initial start-up meeting to show OU Live and set expectations

• Review meetings

• Publish/feedback

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The Plan

• Sessions of 1-1.5 hours

• 2 sessions per Block (six blocks)

• Revision sessions

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The brief for sessions 1• Student participation

• Whiteboard – moving things/ writing things

• Polling

• Emoticons

• Break-out rooms

• Text chat

• Speech

The brief for sessions 2

• Video for the first few mins only

• No application sharing

• Things take longer than F2F

• Standard opening/closing

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Welcome to Operations ManagementTutorial 1

If you’re arrived early why not run an audio test using the Audio Wizard in the Tools menu?

Learning outcomes

Students will:• Understand the structure of

the block• Apply block-specific

terminology• Recognise how Operations

Management is vital to the ability of an Organisation to achieve its objectives

1. Welcome and introductions (10 minutes)

2. Introduction to the Operations Management block (15 minutes)

3. The Transformation Model (35 minutes)

4. Managing Operations Performance (25 minutes)

5. Final questions/plenary (5 minutes).

Agenda

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The result

• F2F materials

• Lack of understanding of participation

• Crowded slides – small fonts

• General instructions

• For your own organisation (or an organisation you are familiar with) construct a transformation model to illustrate its operations.

• List the main inputs, transformation processes and outputs.

• Identify the main capacity constraints

Consider the following questions:

• How does your organisation measure efficiency and effectiveness?

• What comparators does it use?

• How effective are these?

• What other measures might it wish to use and why might these be better?

Activity 1The Transformation Modelthe transformation model can be applied at three levels to analyse operations: - the supply network, an arrangement of interconnected operations - the operation, an arrangement of interconnected processes - the process, an arrangement of interconnected resources.

Input Resources

Transforming Resources .........

• Facilities• Staff

The Transformation

process

Output Products and

ServicesCustomers

Transformed Resources .........

• Materials• Information• Customers

From: Slack et al (2007) page 9

Some years ago I ate in the British Airways staff canteen at Heathrow Airport. On the wall they displayed three performance measures which were adjusted daily. These were:

Activity 2Managing Operations Performance

ICAG Share PricePercentage of Flight

Arrivals on timePercentage of Seats

occupied

ICAG Share PricePercentage of Flight

Arrivals on timePercentage of Seats

occupiedWhat do these measures tell you about the culture and priorities of BA?

Which stakeholder interests do they reflect?Which stakeholder interests are not reflected?

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2nd iteration

• Better

• I took control

• Review all presentations and notes before release

• TIME CONSUMING

• For your group’s organisation construct a transformation model to illustrate its operations.

• List the main inputs, transformation processes and outputs.

• Identify the main capacity constraints

Activity 1The Transformation Modelthe transformation model can be applied at three levels to analyse operations: - the supply network, an arrangement of interconnected operations - the operation, an arrangement of interconnected processes - the process, an arrangement of interconnected resources.

Input Resources

Transforming Resources .........

• Facilities• Staff

The Transformation

process

Output Products

andServices

Customers

Transformed Resources ........• Materials• Information• Customers

From: Slack et al (2007) page 9

Consider the following questions:

• How does your organisation measure efficiency and effectiveness?

• What comparators does it use?

• How effective are these?

• What other measures might it wish to use and why might these be better?

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Another example

Activity 2: Using Financial DataThe management of Water Meter Readers is planning ahead for next year’s operations.

The following facts have been established.

Visits Profit (Loss)

£

January 5 000 (10 000)

February 6 000 0

March 15 000 90 000

April 3 000 (30 000)

May 4 000 (20 000)

June 15 000 90 000

July 2 000 (40 000)

August 3 000 (30 000)

September 15 000 90 000

October 4 000 (20 000)

November 8 000 20 000

December 20 000 140 000

Each visit generates revenue of £20 with variable costs per visit averaging £10.

Activity 2: Actions

Please:

a)Calculate the fixed costs per month

b)Calculate the number of visits needed to break-even during the year

c)Draft a monthly break-even chart.

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The level of activity at which total costs are equal to revenue

BEP = Fixed Cost per period (Selling price – Variable Cost per unit) (also known as Contribution per unit)

Break Even Point (BEP)

Answer: Break Even Point (BEP)The level of activity at which total costs are equal to revenue

BEP = Fixed Cost per period

(Selling price – Variable Cost per unit)

(also known as Contribution per unit)

For Water Meter Readers, the annual BEP:

BEP = £720,000 = 72,000 visits per annum

(£20-£10)

An average of 6,000 visits per month (i.e. 72,000/12)

Draw the break even graph here

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0 5,000 10,000 15,000 20,0000

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

Water Meter Readers

RevenueFixed costTotal Cost

Visits per monthReven

ue a

nd

Co

sts

per

mo

nth

Sales for the period to 30 September 200X are forecast as follows:Apr May Jun Jul Aug Sep

Credit Sales 26,000 27,500 29,000 30,500 32,000 33,500All sales are on a 30 day credit period

Purchases for the period to 30 September 200X are forecast as follows:

Credit Purchases 14,500 15,250 16,000 16,750 17,500 18,250

Cash Purchases 1,200 1,450 1,700 1,950 2,200 2,450

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All credit purchases are on a 30 day credit period. Kelly operates a JIT system and does not hold any significant stock at any time.

Wages costs will be £5,500 per month and general overheads £1,800 per month. Both will be paid in the month that they are incurred.

Depreciation of fixed assets in the six month period is forecast at £12,000

The tax liability (in the March balance sheet) will be settled in September.

You don’t need to consider tax, interest and dividend payments.

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Mirrorimage Ltd. Cash budget for the 6 months ended 30 September 20XX

Apr May Jun Jul Aug Sep

Receipts

Sales

Payments

Cash Purchases

Credit Purchases

Basic wages

General overh/ds

Tax paid

Net cash flow

Opening bank bal

Closing bank bal

Apr May Jun Jul Aug Sep

Receipts

Sales 24,000 26,000 27,500 29,000 30,500 32,000

Payments

Cash Purchases 1,200 1,450 1,700 1,950 2,200 2,450

Credit Purchases 17,000 14,500 15,250 16,000 16,750 17,500

Basic wages 5,500 5,500 5,500 5,500 5,500 5,500

General overh/ds 1,800 1,800 1,800 1,800 1,800 1,800

Tax paid 21,000

25,500 23,250 24,250 25,250 26,250 48,250

Net cash flow -1,500 2,750 3,250 3,750 4,250 -16,250

Opening bank bal 4,000 2,500 5,250 8,500 12,250 16,500

Closing bank bal 2,500 5,250 8,500 12,250 16,500 250

ANSWER: Mirrorimage Ltd. Cash budget for the 6 months ended 30 September 20XX

One more…..

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Positioning• Positioning is the process of creating an image for a

product in the minds of target customers

• There may be a few cosmetic changes to the product, to its name, price, packaging, styling or channel of distribution, but these are to facilitate the successful promotion of the image desired by the target customers

Dibb and Simkin (2013 p.214)

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Positioning factors for our product

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A

B

C

D

E

Tutor notes

• Clear/staged

• Set-up for whole session

• Resources to send earlier (via forum) and to file transfer during session.

• Repeated

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To Plan or not to Plan?

• Student led session

• Adapt to style

• Adapt to student needs

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Power Point or whiteboard file

• Power Point is familiar

• Some compatibility issue

• Accessibility

• Interactivity.

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Whiteboard - writing

Noun•Elephant

•Lemon

Adjective•Grey

•yellow

Whiteboard - moving

•Reveal text

•Move text – ranking, matching, definitions

•Draw

•Point

Polling

• Polling function

• Quiz for correct answer/gaining opinion

• A - always

• B – sometimes

• C – never

• Yes/No

Over to you

• Questions?

• Your own examples?

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