The word processing software should be effective for future strategic growth of the company and its development.
The main will cover: service provision, planning, inventory and customer relations. This initial section of the management audit examines the major parts of the service function and its relation to other functional areas. The opening section is related not only to planning and service delivery, but also to inventory and purchasing. Similarly, it can be related to the sale and distribution of service4. Overall, this beginning overview section is an integral part of the materials- and information-flow evaluation (Phillips 2002).
The second step is to inform Smith Systems Consulting about current software nad its applications. The evaluation of the IT group starts with examining the competency of its management. Important questions relating to long-range plans are set forth for evaluation, followed by analogous questions on short- to medium-range plans. Ultimately, these short- to longrange planning questions evaluate the caliber of the IT planning group and their ability to undertake their assigned tasks. Is it flexible enough to meet changing conditions as well as ensure efficient and economical operations Building upon these subsections, the adequacy of leadership by the IT group is assessed. Specifically, questions are asked to determine if IT planning management provides the necessary leadership to achieve desired organizational goals. Complementary to the leadership subsection is the capacity of the group to communicate important information to departments for economy and efficiency in ongoing operations.
The third step is one of the most important. The Baderman Island resort should explain its strategic goals and aims, and vision of future. This step is important because it will help Smith Systems Consulting to understand the gap between current word processing software and future needs of the company. The main focus of the next subsection is on the effectiveness of the IT for meeting organizational goals. For the most part, questions are asked that relate to the capabilities of the service facilities to provide efficient and economical service provision. Going beyond the organization structure, leadership, or lack thereof, in the management function is analyzed in the next subsection. Questions relating to the degree of teamwork between service management and its subordinates are asked. Overall, leadership of service delivery supervisors focuses on the economy and efficiency of operations within the various service work centers. Translating the long-range plans into a shorter time frame, typical questions are raised concerning the adequacy or short- to medium-range inventory plans to meet the requirements of the web-based marketing as well as the need for protection against inventory stockouts. In addition, there are questions evaluating the compatibility of the inventory structure with short to long-range plans. Complementary to this subsection is one on communication, whose purpose is to determine if proper information is forwarded to management for keeping service under control. In the final subsection, the degree of control over service delivery is examined. If an out-of-control condition exists, appropriate management action can be undertaken so as to restore the service delivery situation to normal (Phillips 2002).
The next step is to evaluate budget