DKB3333 : MANAGE COMPUTER NETWORK MAINTENANCE

3.1  NETWORK MAINTENANCE TASKS

       Penyelenggaraan perkakasan - ujian dan pembersihan perkakasan komputer dan server

       Penyelenggaraan sistem maklumat - pengemaskinian fail induk, seperti membuat kemaskini maklumat di dalam fail

       Penyelenggaraan Perisian - pengemaskinian program aplikasi untuk memenuhi perubahan keperluan maklumat, seperti menambah fungsi-fungsi baru. Ia juga termasuk menetapkan pepijat dan menyesuaikan perisian untuk peranti perkakasan baru.

       Penyelenggaraan Rangkaian - menjaga keseluruhan rangkaian (menjangkakan, mencegah dan menyelesaikan masalah, penyelesaian masalah, ujian kabel) pada rangkaian setiap syarikat

       Penyelenggaraan Keselamatan - memastikan bahawa sistem kekal selamat sepanjang masa. Perkhidmatan penyelenggaraan keselamatan mungkin termasuk back up, memeriksa kebenaran dan pemilikan dalam fail kritikal dan direktori, memeriksa keselamatan, memantau log sistem dan lain-lain

       Penyelenggaraan telefon - perkhidmatan penyelenggaraan telefon adalah sama dengan proses rangkaian data pengasingan kesalahan dan pembetulan. Sebaliknya, IP telefon penyelenggaraan adalah lebih mudah daripada dengan telefon tradisional ditubuhkan dan boleh dilakukan dari jauh dalam kebanyakan kes.

Terdapat satu lagi klasifikasi jenis penyelenggaraan yang dibuat.

       Penyelenggaraan Pencegahan - menjalankan penyelenggaraan proaktif untuk mengelakkan masalah sistem berlaku. Tujuannya adalah untuk mengurangkan kerosakan dan susut nilai yang berlebihan.

       Penyelenggaraan ramalan - berusaha untuk mengesan bermulanya kemusnahan sistem dan menangani masalah kerana ia dikenal pasti. Penyelenggaraan ramalan berlainan dengan penyelenggaraan pencegahan dengan mendasarkan keperluan penyelenggaraan pada keadaan sebenar sistem, bukan pada beberapa jadual yang telah ditetapkan.

       Penyelenggaraan Reaktif - Tiada tindakan yang diambil untuk memastikan sistem tersebut, sama ada untuk mencegah kegagalan atau untuk memastikan bahawa kehidupan yang dirancang peralatan yang dicapai.

       Reliability Centered Maintenance (RCM) - satu proses untuk memastikan bahawa pengguna gunakan untuk mencapai peningkatan dalam bidang seperti penubuhan tahap yang selamat minimum penyelenggaraan, perubahan kepada prosedur operasi dan strategi dan penubuhan penyelenggaraan modal dan pelan.

Melaksanakan konfigurasi rangkaian komputer

Apabila menambah peranti rangkaian yang kecil, pemasang sering boleh menggunakan dalam konfigurasi oleh vendor. Secara amnya, boleh digunakan untuk perisian yang dipasang dalam rangkaian kecil. Sebagai pengguna menjadi lebih canggih dan rangkaian yang lebih kompleks, konfigurasi mestilah disesuaikan untuk menampung kesambungan di antara operasi rangkaian.Dimana  peranti dan perisian bekerja bersama-sama dengan baik, konfigurasi rangkaian sumber tidak memerlukan pengubahsuaian. Walau bagaimanapun, keperluan pengurus rangkaian untuk terus memantau keadaan rangkaian untuk memastikan bahawa rangkaian beroperasi seperti yang dikehendaki. Apabila diperlukan, pengurus rangkaian boleh membuat perubahan dalam konfigurasi logik dan fizikal untuk lebih berkesan. Konfigurasi rangkaian operation.Modifying. Konfigurasi peranti perlu pengubahsuaian untuk sebab-sebab berikut:

• Perubahan Rangkaian
• Ketersediaan

PENTEST dijalankan

Rangkaian Ujian Penembusan

Ujian Rangkaian terhadap sistem maklumat anda untuk mengenal pasti kelemahan dan risiko yang boleh memberi kesan kerahsiaan, integriti atau ketersediaan data komputer. Keselamatan melaksanakan ujian penembusan secara aktif cuba untuk sistem atau mendapatkan akses kepada data sensitif dengan kawalan keselamatan. Membolehkan penguji bertindak balas terhadap perubahan keadaan dalam keadaan baik.

Sistem komputer atau rangkaian oleh simulasi serangan oleh penggodam. Melaksanakan ujian penembusan membolehkan untuk mematuhi piawaian industri seperti PCI-DSS, dan untuk mengenal pasti dan mengatasinya kelemahan keselamatan berisiko tinggi sebelum ia dieksploitasi oleh penyerang data dengan rangkaian.

3.2  COMPUTER NETWORK MAINTENANCE AND MANAGEMENT

Terdapat lima elemen utama dengan penyenggaraan dan pengurusan sesuatu
rangkaian  termasuk:
•  Kerosakan pengurusan
•  Pengurusan konfigurasi
•  Pengurusan prestasi
•  Pengurusan keselamatan
•  Pengurusan perakaunan

KEROSAKAN PENGURUSAN

When networks run mission-critical applications, quick resolution of problems is imperative. When a factory that has an automated manufacturing process “goes down” it can impact other areas of the company. Orders might not be filled, payroll might be late, new products may not get to the market ahead of the competition, and so on. If a hospital network goes down, the downtime can mean failure of a life-saving operation.

Resolving network problems, or faults, is the job of the network manager. Fault management involves several steps. The network administrator must:

· Identify the problem

· Find ways to isolate the cause

· Correct the problem

· Prevent it from occurring again

The focus of fault management is on the network devices and the physical and virtual connections that operate at the three lower layers of the OSI reference model.

IDENTIFY THE PROBLEM

Pelbagai masalah rangkaian daripada rangkaian yang mengalami masalah di bawah satu peranti, seperti pencetak. masalah boleh termasuk yang berikut:
Perkakasan error :

       Behenti bekerja

       Tidak akan bermula

       Telah perlahan

       Menghasilkan error terputus-putus

Error Perisian:

       Quits unexpectedly

       Tidak dimuat kan dalam perisian

       Tidak bekerja dalam dokumentasi

       Tidak bekerja dengan aplikasi lain

       Menghasilkan error  yang tidak dijangka

Kesilapan penghantaran Data:

       Sambungan kegagalan

       Pertembungan  antara satu sama lain

       Kesesakan

PENGURUSAN KONFIGURASI

When adding a device to a small network, the installer can often use the default values configured by the vendor. Generally, default settings can also be used for software installed in small networks. As the users become more sophisticated and networks more complex, configurations must be customized in order to accommodate connectivity and interoperability and issues.

When devices and software work together well, configurations of network resources require no modification. However, the network manager needs to continuously monitor the state of the network to ascertain that the network is operating as desired. When needed, the network manager can make changes in logical and physical configurations for more effective network operation.

Modifying Configurations

The configuration of devices may need modification for the following reasons:

       Network changes

       Availability

Changes in the network may suddenly cause problems, making some vital aspect of the network malfunction. For example, a network with an unregistered IP address may now want to connect to the internetwork. Unless already configured, all IP addresses for devices on a network must be unique. The following graphic illustrates an address conflict that has occurred after a network has connected to an internetwork.

PENGURUSAN PRESTASI

Performance management is a continuous monitoring and tuning process designed to:

· Measure system performance

· Determine if performance is satisfactory

· Adjust measurement criteria

· Plan for future needs

Establishing a Benchmark

Performance management starts with establishing a benchmark, or baseline, to determine the current network performance. For example, to collect baseline data, and keep track of data traffic and overall network use:

       Record any physical changes made to the network on the configuration map previously prepared (discussed under configuration management)

       Determine the baseline (normal, operational) performance of the network: track daily use, variation over time, and occurrence of different types of low-level errors

       Keep a record of actual network use, which is the number of bits transmitted over the network

       Examine transmission errors, such as frames that are too long, collisions, and runt frames (frames shorter than the minimum allowable)

       Record the types of protocols used on the network

       Eliminate bottlenecks to improve resource availability

Once a baseline is established, monitor the network for deviations.

Performance Measurements

The OSI management standard defines the following types of performance measurements:

       Workload

       Throughput

       Resource waiting time

       Response time

       Propagation delay

       Any quality of service (QoS) change

PENGURUSAN KESELAMATAN

The security measures required by a network depend upon:

· Sensitivity of the information

· Levels of access that are needed

A basic security measure is password assignment. Passwords limit access to network resources as follows:

· Users have passwords so that only authorized users can log on to the network.

· Passwords can also be assigned to software, hardware devices, and to directories on the network.

PENGURUSAN PERAKAUNAN

In small systems, the network manager may want to monitor the use of network disk storage space or network activity. Statistics about network use provides valuable data for performance, configuration, and fault management. In addition, the data can be used for tracking access time and billing for access time.

Accounting specifications have not been completed by OSI. Rules under consideration include the use of accounting meters, which are triggers for updating data and for reporting usage.

3.3  COMPUTER NETWORK MAINTENANCE PROCEDURE

Networks are used to transmit information and electricity through cables. When installing these networks, at most care must be applied to protect the network installers from injury. Procedures must also be followed to ensure that those around the network cables do not become the victims of electrical fires or other hazards.

1. Duct Systems

Networks are sometimes installed in duct systems. There is a concern that the network cables might become damaged during construction, so the ducts must be built away from planned future road construction and utilities, according to the International Telecommunication Union. The manholes placed in the roads must be kept away from intersections so that the network installation and repair workers are not at risk of being hit by a vehicle.

2. Optical Lasers

Networks that use optical lasers uses invisible radiation that is emitted by these lasers. Before installing the laser, the laser operation manual and safety guide must be read, according to Net Ap. No one should stare inside the optical ports from where the lasers emit their light or else blindness could result. When working with the laser, safety goggles must always be worn.

3. Falling

Many networks are run along utility poles, which are wooden poles that have network cables raised high above the ground. When installing these cables, falling can be disastrous given the height of the utility poles. Therefore, network installers should wear safety harnesses to ensure that they do not fall.

4. De-Energize

Some networks have cables that are electrically charged. These cables must be de-energized and tests should be used to ensure that the cables do not have any remaining electricity in them. The tools that are used for repairing the cables are insulated so that electricity does not travel through them and into the hands of the line repairer.

5. Cable Safety Standards

Network cables must have certain characteristics to be legally used for networks. The cables must not produce flames that can ignite anything. They must not have halogen. They must not produce acidic fumes. They must be resistant to ionizing radiation. Cables must be coded so that those working with the cables can identify what they are.

6. Cable Inspection

Networks must only be installed by licensed professionals. Building inspectors must check the network cables to ensure that they are installed properly and that they will not create a fire hazard. These building inspections are especially important when the property containing the network cables is sold.

3.4  NETWORK SUPPORT SERVICE

LEVEL OF SUPPORT SERVICE

§  Level 0 support – Automated or self-service solutions that users can access themselves without the aid of the Help Desk. These include automated password resets, Web sites for requesting ITIL support, and knowledge base lookup. Level 0 support is performed without the aid of a Help Desk technician.

§  Level 1 support – Filters Help Desk calls and provides basic support and troubleshooting, such as password resets, printer configurations, break/fix instructions, ticket routing and escalation to Level 2 and Level 3 support. May also escalate to IT applications support or call for outside vendor maintenance (Level 4), as needed. A Level 1 tech gathers and analyzes information about the user’s issue and determines the best way to resolve their problem. Level 1 may also provide support for identified Level 2 and Level 3 issues where configuration solutions have already been documented.

§  Level 2 support – In my world, this is generally reserved for desktop, laptop, and other user device support but it may also share work with Level 3. Level 2 generally handles break/fix, configuration issues, troubleshooting, software installations, hardware repair (including in-house repair or coordinating depot services). They handle escalated issues that Level 1 support is not equipped to handle. Level 2 will sometimes escalate to Level 3, depending on the issue and the way the Help Desk operates. Depending on the Help Desk organization, a level 2 tech may either 1) be limited to only solving known issues and escalate new issues to level 3; or 2) be authorized to research and implement fixes for new issues and only escalate to Level 3, if it is out of their skill set or ability to solve.

§  Level 3 support – Troubleshooting, configuration, database administration, and repair for server, network, infrastructure, Data Center, email, file shares, and other infrastructure issues. Besides always having the ability to deploy solutions to new problems, a Level 3 tech usually has the most expertise in a company and is the go-to person for solving difficult issues.

§  Level 4 support – Not a commonly used term. Level 4 refers to those people outside your organization that you can escalate issues to. This usually involve hardware and software vendors, such as vendor software support, printer and copier maintenance, heavy equipment maintenance, depot maintenance, etc. Level 4 support is contracted by an organization for specific services, but they are not part of the organization.

USER’S FEEDBACKS AND COMPLAINTS HANDLING

An effective complaint handling system provides three key benefits to an organization:

• It resolves issues raised by a person who is dissatisfied in a timely and cost-effective way;

• It provides information that can lead to improvements in service delivery; and

• Where complaints are handled properly, a good system can improve the reputation of an organization and strengthen public confidence in an organization’s administrative processes.

Effective complaint handling systems

STEP 1 – ENABLING COMPLAINTS

• Arrangements for enabling people to make complaints are customer focused, visible, accessible and valued and supported by management.

STEP 2 – RESPONDING TO COMPLAINTS

• Complaints are responded to promptly and handled objectively, fairly and confidentially. Remedies are provided where complaints are upheld and there is a system for review.

STEP 3 – ACCOUNTABILITY AND LEARNING

• There are clear accountabilities for complaint handling and complaints are used to stimulate organizational improvements.

The principles of effective complaint handling

1.     Customer focus – the organization is committed to effective complaint handling and values feedback through complaints.

2.     Visibility – information about how and where to complain is well publicized to customers, staff and other interested parties.

3.     Accessibility – the process for making a complaint and investigating it is easy for complainants to access and understand.

4.     Responsiveness – complaints are acknowledged promptly, addressed according to urgency, and the complainant is kept informed throughout the process.

5.     Objectivity and fairness – complaints are dealt with in an equitable, objective and unbiased manner. This will help ensure that the complaint handling process is fair and reasonable. Unreasonable complainants are not allowed to become a burden.

6.     Confidentiality – personal information related to complaints is kept confidential.

7.     Remedy – if a complaint is upheld, the organization provides a remedy.

8.     Review – there are opportunities for internal and external review and/or appeal about the organization’s response to the complaint, and complainants are informed about these avenues.

9.     Accountability – accountabilities for complaint handling are clearly established, and complaints and responses to them are monitored and reported to management and other stakeholders.

10.  Continuous Improvement – complaints are a source of improvement for organizations.

3.5  MAINTENANCE COSTING

Untuk mengurangkan kos penyelenggaraan perkakasan dengan perkhidmatan itu sendiri . Ia boleh membantu memanjangkan hayat sistem perkakasan yang lebih tua dan mengurangkan keperluan untuk naik taraf mahal.

i.  Audit Perkakasan Anda

Satu cara untuk mengurangkan kos adalah untuk melakukan audit mendalam perkakasan anda. Perkakasan yang digunakan. Kadang-kadang sekeping perkakasan dihentikan masih akan dilindungi dalam kontrak perkhidmatan anda, walaupun anda tidak lagi menggunakannya. Menanggalkan keping perkakasan dari kontrak penyelenggaraan untuk  mengurangkan kos. Perkakasan perlu  membuat penyelenggaraan dalam setiap tahun supaya perkakasan yang digunakan dalam keadaan baik.

ii. Perkakasan Keperluan Penyelenggaraan?

Pembahagian  perkakasan dalam dua kategori: keutamaan yang tinggi dan normal. Apa-apa peralatan dalam senarai keutamaan yang tinggi perlu mendapatkan liputan perkhidmatan yang terbaik . Perkakasan juga perlu diutamaakan penyelengaraan bagi memastikan perkakasan pada komputer boleh dugunnakan dengan lama.

Alat ganti
Terdapat beberapa barangan perkakasan kecil yang perlu untuk penyelengaraan. Monitor, pemacu cakera dan alat-alat kecil yang lain adalah sangat mudah digunakan . Perkhidmatan hanya untuk beberapa - selagi anda mempunyai ganti. Plus, alat ganti dalam kerja-kerja penyimpanan sandaran yang mencukupi terhadap kegagalan peranti, yang perlu di selengarakan dalam rangkaian

3.6 SERVICE QUALITY IMPROVEMENT ANALYSIS

Perkara utama keselamatan maklumat adalah seperti berikut:

(a) Kerahsiaan

- Maklumat tidak boleh didedahkan sewenang-wenangnya atau dibiarkan diakses tanpa kebenaran;

(b) Integriti

- Data dan maklumat hendaklah tepat, lengkap dan kemas kini. Ia hanya boleh diubah dengan cara yang dibenarkan;

 (c Kesahihan

- Data dan maklumat hendaklah dijamin kesahihannya; dan

(d) Ketersediaan

- Data dan maklumat hendaklah boleh diakses pada bila-bila masa

SENARAI SEMAK PERKHIDMATAN PENYELENGGARAAN RANGKAIAN

BIL	PENYELENGGARAAN KOMPUTER	STATUS PENYELENGGARAAN	CATATAN
1.	Rangkaian pada kawasan LAN mengalami masalah untuk penghantaran data.	Telah di gantikan dengan kabel yang lain.
2.	Perkakasan rangkaian mengalami gangguan perkhidmatan	Memperbaiki rangkaian yang mengalami masalah
3.	Perkakasan pada port mengalami masalah serta lampu pada port switch tidak bernyala	Perlu mengantikan kabel terbut pada port lain dan membuat pemeriksaan pada port yang rosak bagi mengetahui masalah tersebut
4.	Perkakasan komputer mengalami masalah	Periksa perkakasan dan membaiki komputer tersebut

3.7 MANAGERIAL SKILL

DEFINITION

The ability to make business decisions and lead subordinates within a company. Three most common skills include:

1) Human skills - the ability to interact and motivate;

2) Technical skills - the knowledge and proficiency in the trade; and

3) Conceptual skills - the ability to understand concepts, develop ideas and implement strategies. Competencies include communication ability, response behavior and negotiation tactics.

DELEGATION

Delegation is one of the most important management skills. These logical rules and techniques will help you to delegate well (and will help you to help your manager when you are being delegated a task or new responsibility - delegation is a two-way process!). Good delegation saves you time, develops you people, grooms a successor, and motivates. Poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. So it's a management skill that's worth improving. Here are the simple steps to follow if you want to get delegation right, with different levels of delegation freedom that you can offer.

A simple delegation rule is the SMART acronym, or better still, SMARTER. It's a quick checklist for proper delegation. Delegated tasks must be:

       Specific

       Measurable

       Agreed

       Realistic

       Time bound

       Ethical

       Recorded

MONITORING

Managers have to monitor the activities of their team and the external forces. Without that monitoring, you won't know whether your plan is working or if it needs to be adjusted. Then, managers must control those elements that they can control to keep everyone moving toward the goal.

In the control task, you monitor the work being done, you compare the actual progress to the plan and you verify that the organization is working as you designed it.

SUPERVISION

Successful supervisors know what is going on in their organization. They have knowledge about objectives and plans, their product, organizational hierarchy etc. It is necessary for them to store all this information otherwise they will not know where to look for information about all these matters.

They also possess technical knowledge such as production technology, basic principles of management like planning, organizing, directing, motivating and controlling.

Personal Qualities

• Emotional balance: The supervisor works in situations which involve authority, leadership, meeting targets and deadlines, conflicts etc. The successful supervisor has to be able to maintain emotional balance and self-control so that they may face various situations confidently and successfully.

• Being proactive: The supervisors have some objectives to achieve. They cannot plan everything in advance. Several times they have to respond to the needs of the situation which has arisen suddenly. The supervisor must also be able to have qualities such as being committed, having a missionary zeal, taking responsibility instead of passing the blame to others.

• Creativity: It means that the supervisor must have the ability to come up with new responses to situations. They must have new ideas and also be able to recognize a good idea when it comes from another source.

• Mental agility: The supervisor must have the ability to grasp problems quickly, to think of several things at the same time, and assess the whole situation quickly. In the busy modern world of business this quality is necessary for success.

• Learning habits: Effective supervisors are independent as learners. They take responsibility for the rightness of what is learned, and are not dependent on others.

• Self-knowledge: Whatever the supervisor does is affected by their own view of their job and role, objectives, strengths and weaknesses etc. So they must be aware of these attributes. Hence the supervisor must develop skills of looking at himself critically.

COORDINATING

Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”. According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”.

Management seeks to achieve co-ordination through its basic functions of planning, organizing, staffing, directing and controlling. That is why, co-ordination is not a separate function of management because achieving of harmony between individuals efforts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management.

COORDINATION VS COOPERATION

Co-ordination is an orderly arrangement of efforts to provide unity of action in the fulfillment of common objective whereas co-operation denotes collective efforts of persons working in an enterprise voluntarily for the achievement of a particular purpose. It is the willingness of individuals to help each other.

Co-ordination is an effort to integrate effectively energies of different groups whereas co-operation is sort to achieve general objectives of business.

 

Differences between Co-ordination and Co-operation

BASIS	CO-ORDINATION	CO-OPERATION
Meaning	It is an orderly arrangement of group efforts in pursuit of common goals.	It means mutual help willingly.
Scope	It is broader than co-operation which includes as well because it harmonizes the group efforts.	It is termed as a part of co-ordination.
Process	The function of co-ordination is performed by top management.	The functions of co-operation are prepared by persons at any level.
Requirements	Co-ordination is required by employees and departments at work irrespective of their work.	Co-operation is emotional in nature because it depends on the willingness of people working together.
Relationship	It establishes formal and informal relationships.	It establishes informal relationship.
Freedom	It is planned and entrusted by the central authority & it is essential.	It depends upon the sweet will of the individuals and therefore it is not necessary.
Support	It seeks wholehearted support from various people working at various levels.	Co-operation without co-ordination is fruitless & therefore it may lead to unbalanced developments.

COACHING

Business coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can be, and they’re adding “the ability to coach and develop others” to the ever-growing list of skills they require in all their managers. In theory, this means more employee development, more efficiently conducted. But in reality, few managers know how to make coaching work.

Coaching focuses on helping another person learn in ways that let him or her keep growing afterward. It is based on asking rather than telling, on provoking thought rather than giving directions and on holding a person accountable for his or her goals.

Broadly speaking, the purpose is to increase effectiveness, broaden thinking, identify strengths and development needs and set and achieve challenging goals. Research from the Center for Creative Leadership has boiled down the skills managers need to coach others into five categories:

1) Building the relationship. It’s easier to learn from someone you trust. Coaches must effectively establish boundaries and build trust by being clear about the learning and development objectives they set, showing good judgment, being patient and following through on any promises and agreements they make.

2) Providing assessment. Where are you now and where do you want to go? Helping others to gain self-awareness and insight is a key job for a coach. You provide timely feedback and help clarify the behaviors that an employee would like to change. Assessment often focuses on gaps or inconsistencies, on current performance vs. desired performance, words vs. actions and intention vs. impact.

3) Challenging thinking and assumptions. Thinking about thinking is an important part of the coaching process. Coaches ask open-ended questions, push for alternative solutions to problems and encourage reasonable risk-taking.

4) Supporting and encouraging. As partners in learning, coaches listen carefully, are open to the perspectives of others and allow employees to vent emotions without judgment. They encourage employees to make progress toward their goals, and they recognize their successes.

5) Driving results. What can you show for it? Effective coaching is about achieving goals. The coach helps the employee set meaningful ones and identify specific behaviors or steps for meeting them. The coach helps to clarify milestones or measures of success and holds the employee accountable for them.

REFERENCES :

1.    http://joehertvik.com/help-desk-definitions-level-1-level-2-level-3-support/

2.    http://www.ombudsman.wa.gov.au/Publications/Documents/guidelines/Binder-Complaint-Handling.pdf

3.    http://www.businessdictionary.com/definition/managerial-skill.html

4.    http://www.businessballs.com/delegation.htm

5.    https://www.thebalance.com/how-managers-monitor-and-control-worker-behavior-2276052

6.    http://bookboon.com/blog/2013/12/11-essential-qualities-skills-great-supervisors/

7.    http://www.managementstudyguide.com/coordination_cooperation.htm

8.    https://www.forbes.com/2010/04/28/coaching-talent-development-leadership-managing-ccl.html