How can information be presented

Some examples: Should I accept that friend request? The Venn diagram comes from the philosopher Rudolf Venn-Herschelderferer who never lost a fight; he just added another layer of complexity. In all honesty, these diagrams are about forcing people into trade-offs. When you want people to see that a situation has no ideal scenario, but rather a series of trade-offs and compromises.

Or to show a Sweet Spot where two zones overlap. An example: How would you like your graphic design? Like this post? Share it and we can do more! But we will send the latest stuff written just for B2B content marketers exactly like you.

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Unknown April 21st, This is rediculous! Do you really have to use the F-word. Have you ever thought about how there are little kids on the Internet trying to find a way to present a price of their project???? Alexis Eckhardt January 8th, Amy Thoman February 19th, I also want to use this as a resource for my advanced class of 8th graders who are creating an infographic and this word puts me in a bind.

I have to worry about the parents, not the students. Policy issues additionally are plentiful, as producers are hanging around to view whether they will get certificate or approval for usage by controlled bodies. The PwC guide kept in mind just how manufacturers will certainly have to re-train their existing workforce or attract new talent with the skills to look after the 3D-printing manufacturing.

My very first work was in circulation administration with a business that was a maker. Sally , sallysalon May 2nd, Doug Kessler September 12th, Ez noob November 1st, Doug Kessler March 1st, Caitlyn , McMunn Agriventures May 4th, A guy February 24th, Presentation of the Information The presentation of the Information is a very important process and it needs to be done very carefully and in a very accurate manner.

The presentation of the Information is a very especial art. The collection of the data must be done in the best possible way and from the best possible sources and after this the data should be processed analytically. With this, a lot of value can be added to the Information. Images: hands writing an essay ; man speaking in front of projector ; tablet and newspaper ; boy designing an infographic ; comics ; video camera ; two microphones ; paper reports and tablet ; posters on a wall ; leaflets ; guy with laptop in a blue room ; classroom with map.

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In school, university, and the workplace -no matter the level academically, or the nature of the work- making yourself understood clearly is vital. As a parent, it can be hard to know what to do when your child first goes to secondary school. You might also enjoy… 10…. Leave a Reply Cancel reply Your email address will not be published. Related Blog Posts. November 17, You might also enjoy… 10… December 7, Why Prince Charles Will Make an Excellent King by Andrew AlexanderThe views represented in this article are solely those of the author and may not be construed as in any way representative of the… September 3, Unfortunately It Is a Dying Art by Andrew Alexander The views represented in this article are solely those of the author and may not be construed as in any way representative of… February 6, Notice the difference between the two bar charts.

In Figure 7 a the dominant relationship, the one that will catch the reader's eye, is the one between the four categories in each of the two years. The emphasis remains on the composition of the whole staff in each of the years.

In Figure 7 b the dominant relationships are between each of the four categories. If you wanted to emphasise how the numbers in the four categories had changed during the two years, you would choose the type of representation shown in Figure 7 b. A spreadsheet is a simple example of a matrix. Each cell is described by its position in a column, normally denoted by an alphabetical letter, and in a row, normally denoted by a number. The size of a matrix is described by the number of rows and the number of columns in that order.

A matrix can be a useful way of organising your thinking about a topic. You could use a two-by-two matrix like the one shown in Figure 8. Whenever you can confine the criteria the boundaries to just two, you can construct a two-dimensional matrix. When there are several courses of action, then one way of thinking clearly about the advantages and drawbacks of the different courses is to compile an evaluation matrix. Give an importance weighting to each of the criteria.

The preferred option will be the one which has the highest weighted score. Give each option a raw score from 1 to 5 under each criterion. Multiply each raw score by the weight of each criterion in turn. This gives a weighted score for the option under each criterion.

Add the weighted scores across the row for each option. The option with the highest weighted score is the winner. If two options tie, then the choice must be made either i randomly between the tied options, or ii in some other way perhaps by a review of the matrix.

Suppose that a couple who have children are thinking about the next family holiday. They list five options, including staying at home. They also list four criteria and they give each an importance weighting on a scale of 1 to 5, where 5 is the most important and 1 is the least important. The evaluation matrix would look like Table 8. The results of the evaluation reflect the scores that are awarded to each option and the weightings that are attached to the different criteria.

A change in one or the other or in both will lead to a change in the results. Accordingly, when you construct a matrix of this kind be sure to think hard about the scores and weightings.

A matrix like this can be used in many ways, for example, when interviewing applicants as part of a selection process. A force-field diagram shows the opposing pressures or forces that are bearing on a situation. Within the context of planning and managing change, the diagram shows the forces which are supportive of change the driving forces and the forces which are likely to be unhelpful or resistant the restraining forces.

Suppose that a manager is planning or exploring the possibility of a change in working practices, for example. The manager can represent the current situation as a horizontal line. The driving forces, those forces or reasons that are supportive of a change, can be represented as downward-pointing arrows that are seeking to push the line.

The restraining forces, those forces or reasons that are likely to resist the change, can then be represented by upward-pointing arrows that are supporting the line the current situation and are seeking to keep it where it is. A general force-field diagram is shown in Figure 9. The thickness of an arrow can be used to show the strength of a force. The length of an arrow can be used to show how difficult it would be to modify the force.

However, these conventions are not hard and fast. You can adopt them or you can use your own. It is usual to explain your conventions in a note below your diagram. The diagram is a useful expositional or presentational device. When you are presenting an analysis or proposal, the diagram will enable you to describe and distinguish between the reasons for a change.

It will enable you to do the same for the reasons why a change may be resisted. The diagram will be an explicit prompt for exploring the restraining forces. The more a manager finds out about these, and the earlier, the better placed the manager will be to find a way to deal with them. The idea of the restraining forces reminds a manager to look for and identify them.

For example, think about the inputs to the running of a commuter rail operation and the outputs from it. The diagram might look like the one in Figure The portrayal will show the inputs and the outputs in a way that emphasises the flow of inputs into the operation and the subsequent flow of outputs from it. The use of the arrows will establish this sense of movement. At the same time, the diagram will provide the benefits of the two matching lists, the inputs and the outputs.

You will gain a sense of the transformation of the inputs into outputs. This first representation can be developed in the way shown in Figure Figure 11 includes a general representation of the process that transforms the inputs into outputs.

In the example, the transformation is the movement of the passengers, the customers, from their home railway stations to the stations close to their work. The diagram can help your thinking in two ways:. It emphasises the need for a transforming process. Something must be done with the inputs in order to achieve the outputs. The transformation process is the reason for the existence of the organisation. It is the value that the organisation adds to the inputs.

You can apply an input-output diagram to an organisation or to a part of an organisation. You can apply it to your own work or to your activities outside work. When you identify the inputs and the outputs, identify those ones that are sufficient for your purposes.

Sometimes, it will be appropriate to identify a relatively long list of both. At other times, it will be sufficient to identify just the major inputs and outputs. An influence diagram shows the influences, from within the organisation or from outside it, which bear on a person or unit. Figure 12 shows some of the influences which bear on an organisation.

It is sensible, therefore, to talk about the influences on the management or on the manager within the organisation. Thus, Figure 12 shows the firm as the main system, while the manager and the other staff are shown as two subsystems within the main one.

The diagram provides the opportunity to identify the external systems or bodies which influence the manager's thinking. Some of those external systems are to do with the organisation's business. They include the competitors, the customers, and the legal rules within which the firm must operate. If the firm is a subsidiary, then the parent organisation will be a powerful influence. But other influential systems lie outside what is probably understood as the business.

For example, it is sensible to include the manager's family as an influence to represent the whole of the manager's private life. It will be equally sensible to include the manager's goals. These two latter influences, the manager's family and the manager's goals, express the strength of this way of portraying the influences on a person's in this instance, a manager's behaviour.

The range of the analysis is entirely up to the analyst — the person who draws the diagram — to decide. In the example, any system or body can be represented on the diagram if it exerts an influence on the person whose behaviour is being examined. Perhaps one member of the manager's family is particularly influential; in that instance, that one person can be represented, along with or to the exclusion of the rest of the family. In the same way, the manager's goals could be amended to show a particular goal to which the manager was strongly committed.

An influence diagram can also be used to explore and identify the extent to which the powerful people within the organisation the senior managers are sensitive to the forces outside the organisation which are bearing on the organisation. A car is more than its individual components. We can think of a football team as being more than a collection of individual players or a family being more than a group of people who share the same name. Each of these examples — the car, the football team and the family — can be seen as systems.

Individual parts of a system are connected together in some way for a purpose. Examples of other systems include the local hospital, or the hospital catering system with the purpose of providing food for the patients and staff as part of the hospital system for helping the sick and injured.

But the idea of systems goes beyond collections of tangible components such as people, equipment and buildings that form part of various systems.