April 2, 2022

UNIVERSITY EXAMINATIONS: 2018/2019 EXAMINATION FOR THE DIPLOMA IN INFORMATION TECHNOLOGY DIT407 NETWORK DESIGN AND SETUP DATE: AUGUST 2019 TIME: 2 HOURS INSTRUCTIONS: Answer Question One & ANY OTHER TWO questions. QUESTION ONE a) Describe four factors that should be considered when designing computer networks [4Marks] b) With the aid of a diagram describe the following network topologies. i) Star topology [2Marks] ii) Ring topology [2Marks] c) Explain four reasons why an organization may decide not to install a computer network [4Marks] d) Differentiate between the two types of UNIX network operating systems [4Marks] e) Explain four problems that are likely to be faced by network experts when diagnosing network operations. [4Marks] f) State four goals of network management [4Marks] g) State three differences between data and voice communication [6Marks] QUESTION TWO a) The network requirements translate into four fundamental network design goals. Explain the four goals. [8Marks] b) Briefly describe the following types of computer networks i) Local area network ii) Metropolitan area network iii) Personal area network [6Marks] c) Network connectivity problems occur when end stations cannot communicate with other areas of your local area network (LAN) or wide area network (WAN). Explain any three network connectivity problems [6Marks] QUESTION THREE a) Describe the functions of the following networking devices i) Router ii) Gateway iii) Switch [6Marks] b) By using a strategy for network troubleshooting, a problem can be approached methodically and resolved with minimal disruption to network users. Describe the following concepts that relate to network troubleshooting i) Recognizing symptoms ii) Understanding the problem iii) Identifying and testing the cause of the problem iv) Solving the problem [8Marks] c) Differentiate between the following with reference to computer networks i) Peer to peer and client server network architecture ii) Fiber optic and twisted pair cable [6Marks] QUESTION FOUR a) Describe the following threats to computer network security i) Spoofing ii) Phishing iii) Eavesdropping [6Marks] b) Briefly outline the importance of the following network troubleshooting commands i) ipconfig ii) ping iii) nslookup iv) tracert (traceroute) [8Marks] c) i) Define the term network documentation [2Marks] ii) Outline four guidelines for creating an effective network documentation [4Marks] QUESTION Five a) With reference to IPv4 addressing, describe the three commonly used TCP/IP classes [6Marks] b) Transmission mode refers to the mechanism of transferring data between two devices connected over a network. Describe the following data transmission modes i) Simplex mode ii) Parallel mode iii) Duplex mode [6Marks] c) Give the 8 bit binary equivalents of the octets for the IP address 192.168.10.128 [4Marks] d) Itemise the four types of network adapters [4Marks]

PERFORMANCE APPRAISAL Performance appraisal is a process concerned with determining how well employees are doing their jobs, communicating that information to the employees and establishing a plan for performance improvement. Appraisal is the judgment of an employee’s performance in a job, based on consideration other than productivity atone.  What is being assessed in appraisal is the employee’s performance in carrying out the general duties of his/her role, together with any specific targets that have been set. Performance appraisal is the process of determining and communicating to an employee how he is performing on the job and establishing a plan of improvement.  They tell an employee how well he is performing and the future level of effort and took direction. Reasons for Performance Appraisal For making administrative decisions relating to promotions, firings, layoffs and merit pay increases. It helps a manager decide what increases of pay shall be given on grounds of merit. For determining the future use of an employee. Appraisal can provide needed input for determining both individual and organizational training and development needs, through identifying strengths and weaknesses. Appraisal encourages performance improvement. They may motivate the employee to do better in his current job due to knowledge of results, recognition of merit and the opportunity to discuss work with his manager. Appraisals help to identify an individual’s current level of performance. Information generated by appraisal can be used as an input to the validation of selection procedures. Appraisal information is an important input to human resource planning and succession planning, career planning and so on. By making effective use of the performance appraisal system, an organization may seek to: – Improve productivity Promote internal control through timely detection and feedback on actual performance Create a positive work environment Stimulate, recognize and reward achievements Provide objective measures of performance Furnish information for other HR sub-systems. Frequency of Performance Appraisal Despite the many potential benefits of appraisal, many organizations do not make effective use of the system.  When appraisal is infrequently used, employees voice concern about the possible abuse.  There seems to be no real consensus on how frequently performance appraisals should be done, but it is good to have them as often as in necessary to let employees know what kind of job they are doing, and measures to be taken for improvement. An annual appraisal is not enough.  For most employees informal performance appraisals can be conducted two or three times a year in addition to an annual formal performance appraisal. Key Principles in the design of Appraisal Schemes. Create motivation to change or improve behaviour. Provide recognition for successful performance. Provide valid and reliable information for pay decisions. Provide guidance on what skills, competences and behaviour are needed to meet expectations. Need to be simple, clear and written in accessible language. Must make realistic demands on employees and managers time and other resources. Must be perceived to be fair. PERFORMANCE APPRAISAL METHODS Selection of a Performance Appraisal Method Whatever method of appraisal an organizational uses, it must be job related.  Therefore before selection of a method, an organization must conduct job analyses and develop job descriptions. Methods of Performance Appraisal Goal setting or Management by Objectives (MBO). Multi-rater (360 – degree feedback). Ranking methods. Rating methods. Work standards approach. Essay appraisal. Critical – incident appraisal. Checklist. Assessment centre. Open –ended method. GOAL – SETTING OR MANAGEMENT BY OBJECTIVES This is more commonly used with professional and managerial employees.  Other terminologies used for this include; management by results, performance management, results management and work planning and review programmes The MBO process consists of the following steps:- Establishing clear and precisely defined statements of objectives for the work to be done by an employee. Developing an action plan indicating how these objectives are to be achieved. Allowing the employee to implementing the action plan Measuring objective achievement Taking corrective action when necessary Establishing objectives for the future.  For MBO to be successful; Objectives should be quantifiable and measurable Objectives should be challenging yet achievable Objectives should be expressed in writing and in clear, concise, unambiguous language Employees should participate in the objective-setting process The objectives and action plan must serve as a basis for regular discussions between manager and employee Advantages MBO is intended to encourage employee participation and increase job satisfaction by giving the employee a sense of achievement and involvement with his or her sense of achievement and involvement with his or her work. Training needs may also emerge during the discussion at the beginning and end of the review period Employees are forced to think hard about their roles and objectives, about why task are necessary and how best to get things done Targets are clarified and the crucial elements in each job identified Superiors and subordinates are obligated to communicate with each other, and there is forced co-ordination of activities between various levels of management, departments and between short and long term goals. Disadvantages Many managers and employees find the joint objective setting and performance review interviews difficult and sometimes inconsistent with the general management style of the company. The system may then generate into a routine in which the manager simply instructs the employee which objectives to pursue. Quite often, it is difficult to find new objectives, which offer a challenge, and the system may encourage individual, selfish effort to the detriment of the working group. Attempts to quantify performance in activities that are not really quantifiable. (E.g. advisory duties or the work of a receptionist) Concentration on short term measurable goals while neglecting important but less precise long term objectives Difficulties arising from subordinates being given objectives but not the resources, information and authority needed to achieve them. Takes a great deal of time, energy and form. Some executives find it hard to even think of their own work habits. Some areas of management are difficult to measure in terms of performance e.g. Employee development. Possibility of a tug of war with supervisors setting high targets and the subordinates setting very low

UNIVERSITY EXAMINATIONS: 2018/2019 EXAMINATION FOR THE DIPLOMA IN INFORMATION TECHNOLOGY DIT406 HUMAN COMPUTER INTERACTION DATE: AUGUST 2019 TIME: 2 HOURS INSTRUCTIONS: Answer Question One & ANY OTHER TWO questions. QUESTION ONE a) Explain the following terms: i) Schemata ii) Script [4 Marks] b) A problem with the ‘metaphor as model’ approach is the difficulty of introducing new functionality. Explain how designers get round this [4 Marks] c) The choice of input device for a computer system should contribute positively to the usability of the system. Explain the factors to consider before choosing an appropriate input device [4 Marks] d) Norman model focus on which principle of HCI? [2 Marks] e) Briefly explain the guidelines to ensure that commands are meaningful [3 Marks] f) Describe two situations in which a mouse might be preferred over a joystick. [2 Marks] g) Describe three techniques that you would use to elicit user requirements for a new ecommerce site selling electrical appliances, such as fridges and televisions, to the public. [3 Marks] h) Consider the vertical scroll bar of a web browser or word processor. For each of Norman’s five principles below, give one way that the scrollbar uses the principle for effective design. Describe the interface model of the scroll bar in one sentence. Affordance: Constraints: Mapping: Visibility: Feedback: [5 Marks] i) Briefly explain why a designer’s model of a system will be different from the end-users’. [3 Marks] QUESTION TWO a) Using four examples differentiate between design rules and principles [4 Marks] b) Explain the three principles that exist when applying Fitts’ Law to interface designs: [3 Marks] c) Define direct manipulation and give four examples [5 Marks] d) Define cognition, giving four examples [4 Marks] e) Explain two theories that supports cognition [4 Marks] QUESTION THREE a) Explain the following statement, “forgiving system” [1 Mark] b) Explain the eight shneiderman’s rules of interactive design [8 Marks] c) Discuss the four goals of HCI [4 Marks] d) Norman describes the trade-off between knowledge in the world and knowledge in the head discuss four differences [4 Marks] e) Define the term “false affordance” [3 Marks] QUESTION FOUR a) Form-fill is also widely used in web pages, to obtain feedback or to elicit customer details in transactions. Discuss five issues which should be considered when designing forms [5 Marks] b) Name five ways you could improve the KCA website text links [5 Marks] c) There are many types of designs that can lead to false affordance, name six [6 Marks] d) Define usability in HCI [4 Marks] QUESTION FIVE a) What is a metaphor, give five examples of metaphors used in windows operating systems [10 Marks] b) Using examples, explain four factors that determine grouping [8 Marks] c) Explain the following terms i) Perception ii) System feedback [2 Marks]

The goal of store layout design is to optimize your store‘s functions and achieve maximum efficiency and space utilization. A store is typically divided into areas to support your everyday processes. These areas include: reserve storage, forward pick, cross docking, shipping, receiving, assembly/special handling lines, and quality/inspection area. Designing a new facility starts with analyzing your current and projected data on the activities in each of these areas, including the receiving, shipping and inventory levels. This data should be supported by other considerations such as process flows, material handling equipment, type and styles of racking equipment, special handling requirements, and personnel. When considering the layout and operation of any store, there are fundamental principles that embody a general philosophy of good practice. The principles are: 1) Using the most suitable unit load 2) Making the best use of space 3) Minimizing movement 4) Controlling movement and location 5) Providing safe, secure and environmentally sound conditions 6) Maintaining at minimum overall operating cost Successful store layouts must adhere to the principles, regardless of material being stored to: maximize the use of space maximize the use of equipment maximize the use of labor maximize accessibility to all items and maximize protection of all items Although the objectives of store layout and operation are easily recognized, store layout problems are often complicated by large varieties of products needing storage, varying areas of required storage space and drastic fluctuations in product demand. Therefore, an effective layout design of the store is required to address these problems and accomplish the objectives. Factors to consider when planning layout: A section adjacent to the store room should be reserved for the receipt of material and or their inspection before storage. Store layout should be planned, such that it provides easy receipt, storage and issuance of material, preferably near to the point of use. Store room layout should minimize handling and transportation of materials. An ideal store room layout makes optimum utilization of the floor space and height. The shelves, racks, bins etc. should be situated in clearly defined lanes, so that the items are quickly stored and located for physical counting and issuing. The main lanes or aisles should usually be between 1.5 and 3 meters wide depending upon the type of material and the amount of traffic involved. Storage spaces should be clearly marked to ensure easy and quick identification. Obstructions such as partitions, poles, staircases should be as far as possible eliminated or reduced. The storage space must be adequately protected against waste, damage, deterioration and pilferage. A place for storing the material should be decided depending on the material characteristics. Store layout that allows for efficient operations, it makes use of modern material handling equipment such as forklift, truck, conveyers etc. Store lay out should be such that the store keeper is not compelled to put the newly arrived material on the top of the old. As a roll, all the old stock be concerned first before using the new one. Due space (20-25%) must be left in each section of store room to allow for expansion. The stores racking should not prevent the normal movement of air and temperature. The height of the rooms should be such as to give a reasonable air space. In vertical stacking, the load should not touch the ceiling; otherwise it becomes a hindrance to firefighting.

REWARD MANAGEMENT Reward Policy Areas Performance management Performance Appraisal Remuneration Package Job Evaluation Need these notes in PDF for reading when offline and printing? Click link below REWARD SMALL NOTES

UNIVERSITY EXAMINATIONS: 2017/2018 EXAMINATION FOR THE DIPLOMA IN INFORMATION TECHNOLOGY DIT402 FUNDAMENTALS OF COMPUTER NETORKS DATE: AUGUST, 2019 TIME: 2 HOURS INSTRUCTIONS: Answer Question 1 AND any other TWO questions. QUESTION ONE (COMPULSORY) a) Define the following terms as used with networks [9 Marks] (i) Demand priority (ii) Token passing (iii) CSMA b) Outline five components that make up a computer network [10 Marks] c) Compare and contrast the ring and star network topologies. Give their advantage and disadvantage [6 Marks] d) Describe the changes that a packet goes through as it travels across the 7 layers of the OSI reference model in a network [5 Marks] QUESTION TWO a) Outline the three main security issues in computer networks [6 Marks] b) Name and explain the bottom four layers in the OSI model. [8 Marks] c) Define the term protocol. Name any two protocols used in the Transport layer [4 marks] d) Name four tools and equipment needed in setting up a computer network [2 marks] QUESTION THREE a) Explain the following addressing schemes as used in computer networks. Give examples [8 marks] (i) the IP addressed (ii) the MAC address b) Describe the following network devices and their function. Give a disadvantage of each [12 Marks] (i) Router (ii) Bridge (iii) Hub (iv) Repeater QUESTION FOUR a) List the main types of communication media, define each [4 marks] b) Describe the optical fiber and its principle of operation. Use relevant diagrams [6 Marks] c) Compare and contrast the optical fiber and wireless media, Give an advantage and disadvantage of each [6 Marks] d) Describe the distance vector routing algorithm. An example could be included [4 Marks] QUESTION FIVE a) Name the two types of transmission lines and list two examples of each [4 Marks] b) Discuss the setup of the 10 Base 2 LAN [5 Marks] c) Explain TWO impairments that affect UTP cables [4 Marks} d) Describe the ATM WAN [5 Marks] e) Give two advantages of a client-server system using a LAN [2 Marks]

PERFORMANCE MANAGEMENT Definition This means the integration of employee development with results based assessment. It encompasses performance appraisal, objective setting for individuals and departments, appropriate training programmes and performance related pay. Performance management emphasis development and the initiation of self-managed learning plans as well as the integration of individual and corporate objectives. Performance management is a strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. Performance is a record of outcomes achieved. Performance management is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. It is a process of establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way that increases the probability that it will be achieved in the short and longer term. Performance management is a broad process that requires managers to define, facilitate and encourage performance by providing timely feedback and constantly focusing everyone’s attention on the ultimate objectives. Principles Of Performance Management It translates corporate goals into individual, team, department and divisional goals It helps to clarify corporate goals It is a continuous and evolutionary process in which performances improves over time It relies on consensus and cooperation rather than control or coercion It encourages self-management of individual performance It requires management style that is open and honest and encourages two-way communication between superiors and subordinates It requires continuous feedback Feed back loops enable the experience and knowledge gained on the job and individuals to modify corporate objectives It measures and assess all performance against jointly agreed goals It should apply to all staff; and it is not primarily concerned with linking performance to financial rewards.   Concerns of Performance Performance management is concerned with performance improvement in order to achieve organizational, team and individual effectiveness Performance management is concerned with employee development. Performance improvement is not achievable unless there are effectiveness process of continuous development Performance management is concerned with satisfying the needs and expectations of all the organizations stakes holders –owners, management, employees, customers, suppliers and the general public Performance management is concerned with communication and involvement. It may contribute to the development of a high-involvement organization by getting teams and individuals to participate in defining their objectives and the means to achieve them. Aims of Performance Management. Improve organisational effectiveness Motivate employees Improve training and development. Set objectives and targets of work Provide feedback on performance. Change the organisational culture. At a general level, the broad process of performance management requires managers to do three things well: Define performance Facilitate performance Encourage performance.   Define Performance: Ensure that individual employees or teams know what is expected of them, and that they stay focused on effective performance.  The manager does this by staying focused to goals, measures and assessment (performance appraisal).   Facilitate performance Managers must facilitate performance – eliminate roadblocks to successful performance, provide adequate resources to get a job done right and on time, and pay careful attention to selecting employees.  Obstacles that can inhibit performance include; poorly-maintained equipment, delays in receiving supplies, inefficient design of work spaces and ineffective work methods Encourage Performance. To encourage, especially repeated good performance, it is important to do the following well; a) provide a sufficient amount of rewards that employees really value, b) in a timely and c) fair manner. Performance Management Process Performance management is concerned with improving individual and team performance. Performance management is a continuous self-renewing cycle. Its main activities are:- Role definition – in which the key result areas and competence requirements are agreed. The role definition provides the framework for P.M. It sets out: – The purpose of the role, which summarizes its overall aim-what the job holder, is expected to do. The key result areas or principal accountabilities – which define the main output areas of the role. The key competencies, which indicate what the role holder has to be able to do and the behaviour, required performing the role effectively. They provide the basis for drawing up personal development plans. The performance agreement / contract – this defines expectations (what is to be achieved, how will performance be measured, the competencies needed to deliver the required results. This is the performance planning stage. Performance agreements, also known as performance contracts, define expectations i.e. the results to be achieved and the competences required to attain these results. Agreements cover the following points. Objectives and standards of performance – results to be achieved defined as targets and standards Performance measures and indicators to assess the extent to which objectives and standards of performance have been achieved. Competency assessment Core value or operational requirements – refers to the core values of the organizations for quality, customer service, team working employee development etc. certain general operational requirements may also be specified – health and safety, budgetary control, cost reduction, security. Guidelines that define performance measures: – Measures should relate to results, not efforts Results must be within the job holder’s control Measures should be objective, observable and achievable. Data must be available for measurement Existing measures should be used to adapted wherever possible   Measures can be classified under the following headings: – Finance – income, economic value added, shareholder value, rates of return, costs Output – units produced or processed Impact – attainment of a standard (Quality, level of service), changes in behaviour (internal and external customers), completion of work, innovation Reaction – judgment by others, colleagues, internal and external customers Time – speed of response, amount of backlog, time to market, delivery times. Personal development plan – sets out the actions people intend to take to develop themselves and improve their performance. This is the performance development stage Managing performance throughout the year – here action is taken to implement the performance agreement and personal development plan. The

Every store goes through a stage where there is just not enough room to store everything anymore. Moving to a new facility may cost too much, ruling out expansion in the process, too. Still, there are some things that you can do for the time being. Storage density – The store is effectively ―full‖ when the storage density reaches 85 percent. This means that you have 85 percent of the available storage locations occupied. Anything above 85 percent and you have no locations available for new arrivals. This is usually obvious when you see pallets located in the aisles or blocking the receiving and shipping areas. Reduce SKU quantities – Stores very get often overloaded with too many pallets of the same SKU. Very often, an overzealous purchasing agent will get a ―deal‖ on certain products by buying in quantity. If this quantity turns out to be a six-month supply, the store can become clogged with too much inventory. One should work out a program where these products can be delivered in stages, to reduce the impact on your facility. Obsolete inventory – Inventory that has not turned over in a reasonable period of time causes one of the biggest problems to a facility that has been in operation for several years. Run a velocity report to see how often each SKU is picked in a year. If the report comes back with a lot of single digit SKUs, you have a problem. This is ―dead inventory‖ occupying valuable storage space. Businesses often do not want to take the write-off on this inventory so it becomes the store manager‘s problem. One should check to see if some of these items can be returned to vendors, sold on ―offer‖, given to charity, or, if all else fails, scrapped. Re-Slot storage locations – In many operations, order picking takes place directly from the storage location. This can cause ―honeycombing‖ in your storage area. You may have many locations that have been picked down to the point where the remaining product only occupies 10 percent of the space available. If you can create smaller storage locations you can re-slot, or move these products and free up some valuable storage space. Seasonal variations – Some businesses have a ―lumpy‖ sales cycle that requires high inventory levels for short periods of the year. Stores are often designed for an average inventory level so these high-volume periods can be very painful. Instead of designing a store to accommodate these peaks, it may make more sense to contract some outside storage to help smooth out the ―lumps‖. Utilize your cube – To maximize the use of a store you need to ―maximize your cube‖. You need to take advantage of all of the vertical space that available. With a conventional fire protection system you can stack products up to 18‖ below the fire sprinkler heads. In an ESFR (Early Suppression, Fast Response) system this distance is 36‖. You may need to reconfigure your existing storage system to take advantage of this space but it could be worth the effort. Create more storage space – The space within a typical receiving area and shipping area is usually not well utilized. It is always possible to add storage locations above the dock doors that do not interfere with receiving or shipping. If your operation has long rows of pallet racking with fork truck cross aisles in the middle of the rows, consider creating tunnel aisles by adding storage locations above the cross aisles. Decrease your aisle widths – If you have a conventional store, utilizing pallet racks for storage, you have several options for decreasing your aisle widths. If you are using counterbalanced fork trucks to store products, your aisle widths will be 12‘ to 15‘ wide. Consider using Raymond Reach Trucks that operate in a 9‘ aisle. If you already have reach trucks in your facility, consider changing to Raymond Swing-Reach Turret Trucks that only require a 6‘ aisle. If you have a large quantity of small-sized items that are picked for customer orders, consider creating a 4‘ to 5‘ wide aisle and use an operator-up Raymond Order Picker to pick these small items. Increase your pallet storage density – There are several alternatives to selective pallet rack, including double-deep storage, push-back rack, pallet flow rack, and drive-in rack. Each of these solutions has definite advantages for storage density. They also have drawbacks when it comes to pallet selectivity, last-in first-out storage, etc. However, there are tremendous gains to be made. Double-deep storage, for example, can increase the productive use of your floor space by about 60 percent. Warehouse space often represents 15% to 20% of the cost per order. Moving to new space is expensive and takes a lot of time. Make sure you have assigned someone responsible for your ongoing planning and warehouse space utilization analysis process.

Reward Policy Areas The main areas in which reward policies need to be formulated are: The relationship between rewards and business performances Flexibility The level of the rewards Market rates Equity Performance related rewards Pay structures Delegation and control Balancing financial and non financial rewards Reward mix and total remuneration Communicating the benefits   The relationship between reward policies and business performance A reward policy needs to be formulated on how the pay levels should respond to fluctuations in the business performances. The business success can be shared with the employees through a profit sharing scheme or bonus payments which do not have a cost element in the future years. Flexibility Reward policies should allow for flexibility in operating the reward system, in response to business fluctuations and the rapidly changing pressures to which the organisation and its employees are likely to be subjected to; the demand for different type of skills and variations in the market rates for the different categories of staff. Flexibility can be achieved by: Increasing the proportion of variable performance related pay to the total pay package. Avoiding the use of rigid and hierarchical pay structures by such means as pay curves in where progression is dependent on competence and performance. Not having a mechanistic system of relating rewards to performance. Relating the pay rewards to merit and increases in the market rates thus avoiding a separate and explicit link with increases in the cost of living and giving scope to reward the good performers more and the poor performers less. Allowing a greater choice in the range of benefits employees receive. Recognizing that the organisation must respond quickly by the problems created by needs shortages, market rate pressures and flexing the pay arrangements accordingly.   Levels of reward The policy on the reward levels should determine whether or not the company needs to be a high payer, sometimes called its pay posture, the policy on where rates of pay and the fringe benefits should lie in relation to what comparable companies offer for similar jobs. This policy links to the one on market rates. Fast moving profitable companies want top people and are prepared to offer top pay in order to stay a head of the competition. Other organisations are content paying closer to the median to keep pace with the market rates. Performance related rewards. The extent to which performance governs rewards and how the two are linked together depends on the core values of the organisation. Thriving and growing companies may encourage an entrepreneurial spirit. Entrepreneurship within an organisation should flourish if people believe that potential rewards justify the efforts and the risks that have to be faced into achieving them. They must expect that the value of their contributions will be rewarded appropriately. Market rates policy Market rate pressures cannot be ignored completely when designing a salary structure. It might be decided that the salaries of certain jobs have to keep pace with the market rates. The salaries of other jobs will primarily be fixed by internal comparisons. The main factor to consider in assessing internal factors influencing salaries is the degree to which theirs open market competition for staff. One has to consider that the company is operating in the local, national and international market. Therefore, market rate policies have to be flexible and continuously under review to suit the needs of the organisation and changes in the labour market. Equity It is the perceived sense that pay policies are just and fair, because the pay matches individual contribution capacity and level of work carried out. Absolute pay equity is an unattainable ideal. It is therefore difficult to reconcile the two aims of being equitable and competitive at the same time. To be able to attract the right quality staff, market forces have to be allowed to prevail. Pay structures Some companies operate without pay structures quite successfully, but there are dangers: salaries will be dealt with inconsistently and inequitably unless there is strict central control. By its name, a salary structure implies some form of rigidity. However, a structure can and should be no more than a framework within which salary policies are implemented. Control It can be partly determined by the choice of the salary progression system and salary structure, but it is also the amount of flexibility that is allowed to managers to fix and change the salaries of their staff. This depends on the management style of the company i.e. the degree to which decisions are centralised and autocratic or decentralised and independent.   Some degree of control is necessary, but the aim is to delegate control to managers (line managers). The reward management procedures must therefore balance the extremes of rigidity and anarchy.   Balancing financial and non financial rewards Rewards have to be a balance between the mix of intrinsic and extrinsic rewards. Neither should be neglected since; Financial rewards attract and retain staff and achieve short-term motivation while the non financial rewards achieve longer-term motivation and commitment.   Total remuneration The best mix of the various elements of remuneration (basic salary, profit sharing pensions, life insurance, cars and other fringe benefits) may vary at different levels. For the junior staff, concentrate on the salary, with progression based on merit; life insurance provisions; subsidized canteens or lunch vouchers. For senior management level, the aim is to concentrate on paying a competitive salary at a rate high enough to allow the individual to purchase the benefits they need. This is preferable than imposing benefits on individuals who do not want them. Communicating the benefits Communication of whatever is considered to be reward e.g. money, the fairness of the system should be communicated. Pay systems can de-motivate more than they motivate because they always seem to be unfair. Therefore, it is important to motivate people by telling them what they have is worth having; tell them what they expect (expectancy theory) It is what people expect which motivates them more effectively and not what they

UNIVERSITY EXAMINATIONS: 2018/2019 EXAMINATION FOR THE DIPLOMA IN INFORMATION TECHNOLOGY DIT306 STRUCTURED CABLING DATE: AUGUST 2019 TIME: 2 HOURS INSTRUCTIONS: Answer Question One & ANY OTHER TWO questions. QUESTION ONE a) . Describe THREE methods that Packet-based switches may use for routing traffic. (6 Marks) b) Differentiate between (4 Marks) i. Noise and Crosstalk ii. Centralized and Distributed Cabling Topologies c) Discuss any FIVE Applications of Structured Cabling that you may have come across during our class lessons (5 Marks) d) With the aid of a diagram, explain how fiber optics work. (6 Marks) e) Describe any FOUR selection criteria can you use when purchasing internetworking devices for your design customer? (4 Marks) f) Describe what attenuation is? And discuss any two primary causes of it (5 Marks) QUESTION TWO a) Describe the following types of crosstalk (2 Marks) i. FEXT ii. ELFEXT b) Discuss FOUR reasons why a cable installation can experience attenuation? (4 Marks) c) Discuss FOUR fundamental differences between a CAT 5E UTP and CAT 6 UTP. (4 Marks) d) Discuss the advantages of proper structured and unstructured network. (5 Marks) e) Discuss THREE difference between UTP and STP as used in Telecommunication industry. (3 Marks) f) Explain why it is important to investigate Horizontal and Backbone pathways when conducting pre-cabling preparation. (2 Marks) QUESTION THREE a) Discus the two connections normally required for a digital security camera to be made when it is installed. (5 Marks) b) Describe Five Wiring Installation Errors that a Wire Map Test canidentify. (5 Marks) c) You as a technician from KCA University, Discus the steps you should follow for troubleshooting communication cables in the campus. (10 Marks) QUESTION FOUR a) The ANSI/TIA/EIA Standard identifies for distributing inter-building backbone cables to multiple buildings on campus. Describe the FOUR Methods of this standard (4 Marks) b) You as a technician, you have been contacted by KCA Ruaraka campus for cabling installation, safety rules are to be followed. Discuss any FIVE cable installation safety guides to observe and be followed. (5 Marks) c) Describe FOUR factors to be considered when selecting a transmission media (4 Marks) d) Discuss the following Ethernet Standards (4 Marks) I. 10BaseFB: II. 100Base-T: III. 100Base-FX: IV. 10GigabitEthernet: e) Discuss THREE features of a Thick-net cable. (3 Marks) QUESTION FIVE a) Describe the three fundamental media types used in campus networks (3 Marks) b) Give any THREE differences between multimode and single mode types of fiber (3 Marks) c) Explain FIVE GUIDENCE of wireless security (5 Marks) d) Discuss FIVE advantages of the TIA/EIA 568 Commercial Building Telecommunication Cabling standards. (5 Marks) e) As a technician at KCA University, you have been appointed to sit on the procurement committee to discuss considerations needed when choosing a communication media. Discuss what you will put into considerations when choosing a communication media. (4 Marks)

The second measure focuses our attention on how well we use the existing storage capacity, measuring the impact of our choices of material handling equipment, labor, methods, procedures, and systems support. This dynamic measure can yield different results as we change with the nature of the inventory, the methods and procedures, the information system support, and can help us monitor how well we are using the storage space available. We calculate this measure as percentage use of the theoretical space available, described above. We can develop a space use percentage in several ways. Often we have to start with a manual method, until the cubic volume of the SKUs has been calculated and available in the computer system. The steps below describe a manual calculation method to use to begin: 1. Using the data from the first measurement ratio calculation, determine the theoretical cubic volume of each logical area of the warehouse. Logical areas could be individual rack rows, floor stack areas, etc.; 2. Estimate the current percentage fill of each logical area, e.g. 30% or 50% or 80%, etc. One can divide each area into rack rows and estimate the percentage for each row. Note, if you use the outside dimensions of the rack in calculating the storage capacity, even if every location in a rack row is occupied with full pallets, the row could never be more than 90% full; 3. Multiply the percentage occupancy of each area times the theoretical capacity of each area and then add the results together for a total cubic ft. of inventory. (inventory cube); and 4. Divide the calculated inventory cube by the total storage capacity cube to obtain a storage capacity utilization percentage. This calculation also almost always yields a surprising result. Often the inventory volume percentage of the storage capacity is seldom greater than 50%. And consequently the inventory cube as a percentage of the building is almost always less than 15%. (50% X 24%=-12.5%) With an effective measurement system, you can control how effectively you use the storage capacity, by changing layout, storage aids and methods, operating methods, pallet size, pick method, forward pick location replenishment, and the use of a Warehouse Management System, etc. If you establish a process of measuring and tracking your storage aid utilization throughout the year, at different points in the cycle of your inventory flow, I am sure you will discover both howothers impact it and how you can react to better use this resource.

JOB DESIGN At the end of this topic, the trainee should be able to: Explain the meaning of job design. Identify the factors affecting job design. Evaluate techniques of designing jobs. Analyse methods of job enrichment. Evaluate methods of achieving high performance of work. INTRODUCTION Job design is the specification of the contents, methods and relationships of jobs in order to satisfy technological and organisational requirements as well as the social and personal requirements of the job. Job design integrates work content, qualifications and rewards for each job in a way that meets the needs of employees and the organisation.  Job design is the specification of the content of a job, the material and equipment required to do the job, and the relation of the job to other jobs. Job design is the process of structuring work and designating the specific work activities of an individual or group of individuals to achieve certain organisational objectives.  It addresses the basic question of how the job is to be performed, who is to perform it, and where it is to be performed.  Job design is the specification of the contents, methods and relationships of jobs in order to satisfy technological and organisational requirements as well as the social and personal requirements of the jobholder.   Job design has been defined slightly differently depending on who is defining it. Job design consists of four different considerations: Organizational Objectives, Industrial Engineering, Ergonomics, and Behavioural Concerns. Job design concerns itself with wages, salary, benefits and the employees perception of fairness, how interesting and challenging the job is perceived to be, availability of opportunities for advancement, support and caring for the employees and relationship with co-workers It is the process of linking specific tasks to specific jobs and deciding what techniques, equipment and procedures should be used to perform those tasks.  Design content of a job to increase motivation and encourage workers to perform well, enjoy their work so that the worker derives a sense of achievement, worthwhile accomplishment or other intrinsic rewards Job design concerns itself with the job content, job requirements and job context factors. Job content factors are activities required – Functional Job Analysis (FJA) (what factors define the general nature of the job).  Job requirements refers to what the worker does in relation to data, people, and jobs methods & techniques, machines, tools & equipment materials, products, subject matter, services produced. Job context factors considers the physical environment and other working conditions, along with other factors considered to be intrinsic to a job.  It include physical demands & working conditions, degree of accountability & responsibility, extend supervision required. BASIC TERMS Micromotion: This is the simplest unit of work.  It involves a very elementary movement such as reaching, grasping, positioning or releasing an object.  An aggregate of two or more micromotions forms an Element.  An element is a complete entity – such as picking up, transporting and positioning an item. A grouping of work elements makes up a work task.  Related tasks comprise the duties of a job.  Duties when combined with responsibilities (obligations to be performed) define a position.  A group of positions that are identical with respect to their major tasks and responsibilities form a job.  The difference between a position and a job is that a job may be held by more than one person, whereas a position cannot.  A group of similar jobs or job classes make an occupation. Aims of Job Design To satisfy the requirements of the organisation for productivity, operational efficiency and quality of product or service. To satisfy the needs of the individual for interest, challenge and accomplishment.  PRINCIPLES OF JOB DESIGN The need for the content of the job to be reasonably demanding and provide variety. The need to be able to learn from the job and to go on learning, have some measure of freedom in the way in which a person will perform the work. The need for an area of decision-making where the individual can exercise discretion. The need for social support and recognition in the workplace. The value of workgroups given a high degree of autonomy over the work situation – self-managed groups. The value of multi-skilling Sufficient challenge in the job to leas to a sense of satisfaction when the task is completed satisfactorily. The opportunity to have social interaction when doing the job and at other times. The establishment of agreed targets/goals and appropriate feedback of results   APPROACHES TO JOB DESIGN. Job design should start with an analysis of task requirements, using the job analysis techniques.  The following are the basic approaches to job design.   Scientific Management Philosophy: This seeks to create jobs that are safe, Simple, reliable.  It uses the technique of work simplification to seek/create jobs that minimize the mental demands on employees.  It also uses the technique of job enlargement. Here jobs are broken down into small repetitive components so as to reduce skill requirements. Human Relations Philosophy: This movement looked at jobs from the perspective of the individual worker. This movement advocated job design as a way to direct work groups towards the goals of the organization.  The technique of work groups is one method used here. Job Characteristics Approach: This focuses on the psychological interaction between the employee and the job.  It calls for job enrichment (giving employees more responsibility, autonomy, and control in their jobs).  The model identifies 5 job characteristics that can potentially motivate workers: Skill Variety: The degree to which the job requires a variety of different activities in carrying out the work and uses a number of individual skills and talents. Task Identity: The degree to which the job requires completion of a whole and identifiable piece of work doing a job from the beginning to end with a visible outcome. Task Significance: The degree to which the job has a substantial impact on the lives or work of other people. Autonomy: The degree to which the job provides substantial freedom, independence and discretion to the