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Introduction

The Open University — Wed, 13 Jul 2011 10:04:38 GMT

This unit is from our archive and it is an adapted extract from The Manager's Good Study Guide (GSG) which is no longer in presentation. If you wish to study formally at The Open University, you may wish to explore the courses we offer in this curriculum area.

The value of graphics can hardly be underestimated. Graphs, charts, matrices, tables and diagrams are like pictures: they can ‘speak a thousand words’. They are useful for expressing information clearly and simply, and they can be used as a visual-thinking tool – for yourself and for groups. There are a number of techniques and types, each suited to different tasks. This unit covers two groups of devices. The first deals with graphs, charts and matrices; the second covers the kinds of diagrams that are useful for identifying and solving problems. Note that the word ‘data’ is plural (the singular of data is ‘datum’), so you will come across phrases such as ‘these data …’ or ‘data are …’.

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Learning outcomes

The Open University — Wed, 13 Jul 2011 10:04:38 GMT

By the end of this unit you should be able to:

understand the value of graphics as visual thinking tools;
give examples of relevant graphics used in the business context.

Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence

1.1 Line graphs

The Open University — Wed, 13 Jul 2011 10:04:38 GMT

A line graph is a method of showing a relationship between two variables, such as the output of an organisation and the associated costs. There are some special terms that you need to understand in order to create and interpret line graphs. These terms include: the axes, the origin, the intercept and the slope (or gradient).

Table 1 contains data about the output of an organisation and the associated total costs. The relationship between the output and the total costs of producing the output is as expected, that is, the costs rise as the output rises.

Table 1: Output and total costs

Output	Total costs (£)
0	10
10	30
20	50
30	70
40	90

These data can be displayed in a line graph as shown in Figure 1.

Figure 1: Output and total costs — a line graph

Year	1	2	3	4	5	6
Total	200	220	240	255	270	260

	Number	%
Senior managers	20	10
Other managers	30	15
Administrative	70	35
Clerical	80	40
Total	200	100

	(a) Year 1		(b) Year 2
	Number	%	Number	%
Senior managers	20	10	35	14
Other managers	30	15	25	10
Administrative	70	35	60	24
Clerical	80	40	130	52
Total	200	100	250	100

Options	Criteria and their relative weighting
	Happy Children		Low cost		Happy adults		Easy travel		Totals
	Weighting = 5		Weighting = 3		Weighting = 2		Weighting = 1
	Raw score	Weighted (×5)	Raw score	Weighted (×3)	Raw score	Weighted (×2)	Raw score	Weighted (×1)	Raw score	Weighted
Walking holiday	1	5	3	9	4	8	4	4	12	26
Cruise	2	10	1	3	2	4	3	3	8	20
Beach holiday	4	20	1	3	2	4	3	3	8	20
Stay at home	1	5	5	15	2	4	5	5	13	29
Holiday camp	5	25	1	3	1	2	2	2	9	32

RSS Feed for the unit Effective ways of displaying information

Introduction

Learning outcomes

1.1 Line graphs

Table 1: Output and total costs

1.1.1 The horizontal and vertical axes

1.1.2 The origin

1.1.3 The intercept

1.1.4 The slope

1.2 Time series line graphs

Table 2: Number of staff in an organisation

1.2.1 Selecting the scales

Table 3: Number of staff in an organisation

1.3 Pie charts

Table 4: The composition of staff in an organisation

Table 5: The composition of staff in an organisation in Year 1 and Year 2

1.4 Bar charts

Table 6: The composition of staff in an organisation

Table 7: The composition of staff in an organisation

1.5 Matrices

1.5.1 Using matrices

1.6 Evaluation matrices

Box 1: Six steps to creating an evaluation matrix

1.6.1 The example

Table 8: An evaluation matrix

1.6.2 Using the matrix

2.1 Force-field diagrams

2.1.1 The diagram

2.1.2 How a force-field diagram can help

2.2 Input-output diagrams

2.2.1 A first diagram

2.2.2 A second diagram

2.3 Influence diagrams

2.3.1 The model

2.4 Systems thinking

2.4.1 Five key ideas about systems

2.4.2 A systems map

Box 2: Important points about systems maps

2.5 Fishbone diagram

Box 3: Developing a fishbone diagram

2.6 Mind mapping

Box 4: How to draw a mind map

Tips

2.6.1 Compendium

2.6.2 Cohere

2.7 Multiple-cause diagrams

2.7.1 Drawing a multiple-cause diagram

Box 5: Important points about multiple-cause diagram

2.8 Network analysis

2.8.1 A case study

Box 6: Network analysis: Some key points to bear in mind

Next steps

Acknowledgements

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