lccm researh digest (august-september 2005)

8/4/2019 LCCM Researh Digest (August-September 2005)

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ISSN 1656-8788Vol. 1 No. 3 TheOfficial Publication of the Research Center, La Consolacion College Manila August-Sept 2005

CUSTOMER SATISFACTION:

A FUNCTION OF ONES PERFORMANCE

RELATIVE TO THE CUSTOMERS

EXPECTATIONSMs. Natividad Pan ilinan

To make a difference in a customer-

oriented organization, we begin by reviewing howwe look at our customers. Are the customers

valuable to our organization? Are they vital toour success? If the answer is yes, not just the

administrators but the personnel more

importantly must develop a passion for satisfyingcustomers to exceed expectations. When the

attitude of serving is developed the behavior

becomes value-laden. The purpose of this paperis to show that service is ongoing a recurringissue, not- an incessant concern.

Frontline employees not only deliver the

goods in service based organizations. They defineit. Service quality must then be characterized tomake intangible service concrete.

The goal of service quality is very simple-

customer satisfaction.

Service quality focuses on satisfying

customers needs in the hundreds of little

moments of truth that make up the customers

perception. Satisfying these moments of truth,

one at a time, make customers comeback. High

levels of repeat customers lead to high levels of

profit. Many companies find 20 percent of their

customers provide over 80 percent of their

revenue. These are repeat customers. Customer

retention is at the heart of profitable companies

Frederick F. Reichheld, founder anddirector of Bain & Companys customer retentionpractice, looks for a better measure of quality. Hefound out that boosting customer retention by 2

percent can have the same effect on profits as

cutting costs by 10 percent? A similar studyrevealed that a 5 percent increase in retentionleads to significant boosts in profits.

____1www.ecommercetimes.com/images/rw5247/satisfaction-1.jpg)

How customer satisfaction leads to customer loyalty is well

represented.1


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Industry Boost in

profits

Automotive service 81%

Auto/home insurance 84%

Bank branch deposits 85%

Professional publishing 85%

Credit cards 89%

Life insurance 90%

Corporate insurance brokers 93%

Advertising agencies 95%

Figure 1: Impact of retention on profits. What a 5percent increase in customer retention does to profits.

If customer service is the main goal, what are thecomponents of Total Quality Service (TQS)?According to Noriaki Kano, a Japanese Union of

Scientists and Engineers counselor said quality

must have the following key points:

Scientific means that managers use

data rather than gut-level intuition to makecomplex decisions. They study facts on qualitynot slogans and exhortations-to drive decisions

and use survey customers on their needs andlevels of satisfaction. Managers do not assumethey know their customers. Managers and teams

set service quality goals, monitor them, and usethe results to develop the planning process.

Results, rather than grandstanding, arerewarded.

Systematicmeans just that. Customer

surveys are sent out regularly rather thansomeone getting around to it. Systematicquestions are included to determine trends.

Feedback is used to set service quality goals andcreate innovations to meet needs. Solutions aremonitored to see whether they are working.

Team wide means that everyone is on

board. Service quality stretches from the top of

the organization to the bottom.

Why Measure Customer Needs and

Satisfaction?

Continuous improvement efforts in anorganization must be anchored in customer

satisfaction. If customer requirements will not bemeasured, the data that drives the whole qualityprocess, will disclose irrelevant efforts.

Customer Needs Assessment

A customer needs assessment tells whichspecific needs are or are not fulfilled by theproduct or service.

Customer needs cannot be easily assessed

by written surveys. A trained interviewer canhelp customers clearly define what specific needs

are met by the service or product. The main

tools for customer needs assessment center arethe following:

*Focus groups or interviews

*Customer advisory groups

*Observation

*Predictive measures of customer

satisfaction and dissatisfaction (qualitydata)

Customer focus and satisfaction

measurers asses whether the service or qualitymeets expectations. The formula for service

quality is:

Results expectations = Service quality.

Customers perception of service quality is

directly related to their experiences relative toexpectations. Customer focus and satisfaction

measurers are quite varied. They include bothsoft and hard measurers. Soft measures are

centered on center on customer perception.What people say and what they do may be

different. Soft measures help one understand

what customer think of the service or productrelative to competition. On the other hand,hard measures are behaviors and are measured

concrete figures like cash register receipts,

market share, revenues, and profits. Hardmeasures keep one informed of what they are

actually buying. Both are important tounderstand customers.

Soft measures for customer satisfactioninclude surveys and focus groups or interviews.

Maintaining consistency and providing flexibility,as previously illustrated, is difficult when buildingGUIs unless one adopts an orderly design

approach. Observation is encouraged. Hard

measures include customer retention levels,market share, number of referrals from othercustomers and revenue.

LCCM Research Digest 2


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Limits of Benchmarking

In an effort to carry out total quality

management (TQM) many companies have usedbenchmarking or studying the best practices ofother organizations and using them as a guide for

improving their own practices.

Benchmarking has the potential tobecome an artificial ceiling for many companies.

If the competitive focus is external and theybenchmark another organization, it can artificially

limit the organizations success. It can however

be intimidated by failures. But for it tobenchmark another organization and the

competitive focus is internal, one can say, Lookwhat theyre able to accomplish.

THE NINE UNIVERSAL RULES OF BUSINESS

Rule #1: Every Employee Is a Salesperson

Everyone in the organization sells

something to someone. Bosses sell innovation toemployees; employees sell new ideas to bosses;

one employee sells a project to a fellowemployee; and everyone sells to customers.

Success in any job requires the skills of

successful sales people. Listen to anothersneeds, respond to those needs, and present thecase persuasively. This is what sales people do.

Rule #2: Not Everybody Believes Rule #1Many people have a negative bias toward

salespeople; they do not want to think ofthemselves in such a way.

How do employees view their role? Manyhave an operations mindset: Were paid to

push products through, not deal with customers.

They may even have a bad case ofprofessionalism mind set: Were paid as

professionals (accountants, engineers,

whatever). We dont sell anything to anyone. Weallow them to buy. Unfortunately, customers let

you sell to them.

Rule #3: Not Everyone Behaves Accordingto Rule #1

If you dont believe youre a salesperson,

and you dont believe that most people in the

organization are salespeople, youll feel no needto behave like one . You do your job and the

heck with the customer (even though, in reality,everything you do affects the customer either

directly or indirectly).

Employees who do not behaveappropriately may behave in ways that are

actually quite negative. Some have thetransaction mentality their primary concern is

expediting a transaction. The fact that acustomer is involved is irrelevant. Other

employees are what we call the Gotchas. Theseindividuals cant wait for another person to screw

up so they can say, Gotcha! Another type of

employee doesnt behave like a salespersonbecause he or she has a not my job mentality.

This employee practices the narrowest definitionof his or her job. Finally, there are the just-

enough the employees who dojust enough toget by. They do just enough to complete the

project. They never go the extra mile.

Is it a wonder that if employees have atransaction mentality, have a gotcha mindset,

believe that most of what happens in theorganization is not my job or do just enough,they will narrowly define their job so as not toinclude sales?

Rule #4: Every Employee Has a Customer

If every employee is a salesperson, thenevery employee must have some type of

customer to serve. This is easy to understand ifemployees work with the people we traditionally

define as customers: those who buy and use the

product, the people whose payments become theemployees paychecks. We call these people

external customers. If an employee has nocontact with an external customer, his role in the

organization involves providing services to othersin the organization. These employees are the

internal customers. The internal customers

deserve the same great treatment that one wouldnormally give an external customer. They depend

on the employee as much as the externalcustomer depends on the organization.

Here are some facts about serving internal

and external customers:

* Anything and everything you do to serve your

internal customer ripples outward, affecting howwell you serve the external customers.



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*You can serve the external customers only to adegree that you serve the internal customers.

*Customer satisfaction mirrors employeesatisfaction.

*Happy employees create happy customers.

It is difficult to have satisfied customers

without satisfied employees. The way a person

feels on the inside about his job affects hisperformance.

Rule #5: Value Added Customer Service isnot a Spectator Sport

Everyone in the organization is involved in

value added customer service because it is aperformance oriented philosophy. Each is

accountable for creating a satisfied clientele.Every employee must actively participate for

there are no spectators in this sport onlyactive, enthusiastic participants.

Rule #6: Each Value Added Team Member

Affects Value

As a value added team member, onecontributes energy that either adds to the teams

momentum or serves as a drag to the team.

The following questions can challenge an

employee:

* Am I contributing to the progress or am I

pulling it down?

*Am I cost centered or profit centered?

Remember, theres no guarantee when

performance costs money. The security andfuture of the company are directly related to howmuch value you add.

Rule #7: We Is Greater than Me

If everyone is accountable for creatingsatisfied customers and everyone serves each

other, employees combined efforts create

synergy. What they accomplish together isgreater than the sum of the individual parts.Simply put, we is greater that me. If salespeople

promote the idea of My customer in the

organization, other employees feel no need totake care of your customer.

On the other had, if salespeople talkabout our customer, employees will be more

committed to serving the customer. Everyone in

the organization is moving toward a commongoal of serving the external customer eitherdirectly or indirectly by serving their internal

customers.

Rule #8: Value Is Personal, Perceptual, andPerformance Driven

Value means three things. First, it iswhatever the customer says it is. Value is

personal. Customers define value.

Second, customers determine value basedon what they perceive. Perceived value is the

gift wrap on the package the promise that

builds anticipation. And it is the customersperception of value that ultimately counts.

Performance affects the perceived value ofservice. The tone of voice, attitude ofhelpfulness, professional image, knowledge, andinitiative shape perceptions of value.

Third, if the perceived value makes

customers feel good about buying, performancevalue makes them feel good about owning and

using what you sell them. Performance value iscreated by the product or service on the

customer.

Rule #9: Nurture the Sense of Belonging

One of the most fundamental yetdominant needs of any individual is the sense of

belonging. People need to feel they belong

somewhere.

This applies to customers and fellowemployees. Do they feel that theyre part of the

organization? Do they feel like a vital member ofthe group? Do they enjoy a sense of belonging,

or they feel isolated or alienated? For every

customer and employee that organization fails toengage, embrace, or bring into the fold, theres

another organization out there that would love anopportunity to make them feel welcomed andimportant.Competitors would love for employeeor customer to feel a strong sense of identity

within their group.



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It is the aim of the LCCM Research

Digest to be the sounding board of up to

date ideas and actions related to research

and classroom management and materialdelivery of the faculty in the different

schools of the College.

The LCCM Research Digest

encourages and welcomes condensed

versions or a short summary of research or

review essays, conference papers, lecture

notes, teaching guides, and other

classroom material /innovation for its

bimonthly publication.

Satisfied Employees Produce SatisfiedCustomers

When a firm provides value for itsemployees, it improves the value that willultimately deliver to its customers.

Satisfaction, respect, quality, and value are

all imperative. Employees who feel satisfied withtheir jobs and with their employer are more likelyto want that employer to succeed and will work

harder to ensure success. This often translates

into better relations among employees that aremore likely to deliver higher-quality service both

within the company and to external customers

than those who are not satisfied in their jobs.

For this reason, companies who wish to

deliver superior service and increased satisfactionamong customers must first focus on the quality

of service being delivered within the organization.This quality of service determines the satisfaction

and loyalty of the employee. To improve

satisfaction among employees, companies mustimprove the value the employee receives by

working for the company. This does notautomatically translate into higher wages or

better benefits packages, although these cannotbe ignored in the overall value proposition to the

employee. Improving internal service quality,communications, and the treatment of individual

employees will add value.

The way in which employees are treatedand the level of employee satisfaction that results

have an impact on customer satisfaction,

retention, referral rates and overall profitability.

Conclusion

Companies or institutions that would liketo implement a system that is focused on

building customer relationships must understand

that it will require internal changes change incorporate thinking, in culture and even in values.

Change total commitment beginning from the topmanagement all the way down to the employees

some of which never even get close to meetingor even taking a customer.

A relationshipbased approach to dealingwith customers makes considerable sense. It

provides a way for a company to set itself apart

from its competitors while developing links withcustomers that will see it reap the dividends for

many years to come.

R

References

Barnes, J. (2001). Secrets of Customer RelationshipManagement. United States. McGraw-Hill.pp. 42-43

Kessler, S. (1995). Total Quality Service. Milwaukee,Wisconsin. Quality Press.pp. 3-6.

Kotler, P. (2003). Marketing Management. UnitedStates. Pearson Education Asia Pte Ltd. pp 55.56.

Payne, S. (2000). Delivering Customer Service,

Wanchai, Hong Kong. Grolier International.pp. 11-18.

Reilly, T. (1996). Value-Added Customer Service,

Chicago, Illinois. Contemporary Books, Inc.pp. 11-21.

Ms.Natividad Pangilinan

Faculty

School of Business andAccountancy



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The concept of objects in computing had been

noted around 1960s at MIT, and exhibited by an

application called Sketchpad by Ivan Sutherland

in 19631. When answering the question, How did

OOP start?, Filipinos can easily recall the answer,

it started from the Simula (simula in Filipinomeans beginning or start).

As a clear programming paradigm, Ole-

Johan Dahl and Kristen Nygaard of the Norwegian

Computing Center in Oslo presented OOP as

embodied in Simula 67, a programming language

designed for making simulations. Dr. Nygaards

team conceptualized Simula as traditional

programming methods proved to be inflexible for

their simulation project 2.

OOP as a Programming Philosophy

Just like procedural programming, OOP is

a philosophical approach to conceptualizingcomputer programs3. OOP is not just a set oftools or the use of a programming language,

particularly an OOP language, which outright

makes one program an object-oriented program.In fact it is possible to some degree to create

object-oriented programs using a structuredprogramming language like C4. On the other

hand, one might have used an OOP language tocreate a set of programs but have not, after all,

done it in true OOP sense. This is a common

misconception among programming students andpossibly among industry practitioners, that using

an OOP language is right away OOP.

Communication among Software Pieces as

Key Characteristic of OOP

One distinguishing characteristic of OOP isits fundamental use of communication among

running program components or program sets.

True OOP would always maximize the use ofthe communication

mechanism provided by OOP languages. This is

very natural since one of the intents of OOP is to

simulate how objects in the real world operate. Inthe real world, aside from the fact that objects

would not only have inherent characteristics and

functionalities, objects typically relate to otherobjects in many ways.

For example, some are members ofothers, or some would need others to function

completely. A table would have legs, a car wouldhave wheels, motor, etc. In the virtual world,

everything is just temporal data (although onemight question whether theres really a difference

between these two worldsthat is another topic),

and the only way to implement relations amongobjects is through object communications.However, more than the use of communication

among objects to simulate the real world, or justbecause OOP languages always providecommunication mechanisms, the concept of

communication among software pieces facilitates

flexible programming and code reuse.

Illustration of Communication among

Software Pieces as Key Characteristic ofOOP

To illustrate this, consider the simple user

interface as shown in Figure 1. Lets say that it is

composed of the buttons b1, b2, b3, and labelsl1, l2, and l3 with their respective texts. Theres

also a text area ta following the said buttons and

labels. The objects are arranged such that when

the button b1 is clicked, the text ofl1 disappears

but is displayed in the text area ta. The other

buttons and labels behave similarly. The clicking

of buttons may be done in any order but the

result is consistent. The pseudo codes in Figure 2

and class diagram in Figure 3 may describe a

typical solution that one may think of particularly

concerning the behavior of the buttons and labels.

REALIZING OBJECT-ORIENTED

PROGRAMMING BY OBSERVABLE-OBSERVER

APPROACH TO OBJECT COMMUNICATION

Mr. Ramiro Advincula



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//import necessary packagesclass ui1 {

//declare class variables such as frame, panel, buttons, labels, and text area//define constructor//method for actions performed where an event may be an argument{

//if a button is clickedswitch(/* clicked button */){

case//clicked button is b1://set the text of ta to the text of l1//clear the text of l1break;

case//clicked button is b2://set the text of ta to the text of l2//clear the text of l2break;

case//clicked button is b1:

//set the text of ta to the text of l3//clear the text of l3

}}

}

Figure 2. Pseudo Codes of Initial Solution for ui1

Figure 1. A Simple User Interface ui1 ScreenShot

ui1

LabelButton TextArea

Figure 3. Class Diagram of Initial Solution for ui1



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//import necessary packagesclass ButtonAndLabelUnit {

//declare class variables such a button and a label//define constructor

//method for actions performed where an event may be an argument{

//if the button is clicked{

//send message to ta to set its text to the text of the label//clear the text of the label

}}

}

//import necessary packagesclass ui1 {

//declare class variables such as frame, panel,//3 instances ofButtonAndLabelUnit, and a text area//establish the communication mechanism between the ButtonAndLabelUnit and//the text area//define constructor

}

At first glance, the solution appears to be

all right. This solution however exhibitsinflexibilityit would need encoding of additionallogical operationssome more case blocks would

be required, when the number of buttons and

labels is increased. Is this OOP? It is hardly or atleast not entirely. OOP approach would exhibitencapsulationattributes and behaviors are

packaged altogether leading to some degree of

autonomy. Rather than the encompassing ui1

class or its instance being responsible for

detecting clicking actions done to the buttons,and then clearing the text of the labels anddisplaying texts in the text area, a button and

label can be viewed as one object that can be

clicked, can tell the text area to display its labelstext, and can clear its labels text. This way, evenif some more buttons and labels were added,

there would be no need for additional codes.

Consider the solution described in Figure 4 andFigure 5.

Figure 4. Pseudo Codes for ui1, Another Solution



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Note again that with this solution the logicalresponsibility of responding to button clicks and

clearing label texts were assigned to the unit

objects themselves, not anymore to theencompassing class. This makes it possible to

add more object units without the necessity of

adding or modifying codes with coherent logic.However, there is now a new requirement, a unitobject of Button And Label must be able to

communicate with the text area instance ta. This

is a common situation when enforcing OOP,which also highlights the necessity of object

communication.

Approaches to Communication among

Objects

Allowing objects to communicate with one

another may be done in many ways. These waysmay range from crude brute-force type to morerefined or high level mechanisms provided by theprogramming language.

Shared Text Files

Although not very much discussed in

many books for the reason that this method isvery inefficient, object communication can be

done using shared text files. A program maywrite data to a text file while another currently

running program may open the same file, accessthe data, and use it for its operations. Oneadvantage of this approach is that

synchronization of programs is not a problem.Since writing and reading to a secondary memory

do not mix, and most operating systems (OSs),would have good management of these

operations, the programmer does not need to

worry about whether the writer program is

already done before the reader program starts its

turn or vice versa. However, writing to andreading from a file in a secondary memory takes

relatively so much time, not to detail the length

of coding that may be needed to incorporate theoperation. Note also that if this is done, other filereading and writing operations on the same

storage medium maybe hampered.

Shared Database by a DatabaseManagement System (DBMS)

A better version of communication byshared text files is communication by usingshared database files maintained by some DBMS.

Although the sharing of data among programs is

also by means of a common file, a database filecreated and maintained by a DBMS allows the set

of tables in the file to be dynamically available.

The DBMS software may load the set of tablesinto the computers primary memory and make itavailable for client programs using queries. Since

DBMS software typically manages accesses to

databases, there is nothing to worry about thesynchronization of the programs reading and

writing operations. The only concern then for this

approach is the availability of the DBMS and the

formulation of Standard Query Language theprograms are visible to the other. Further

communications between the parent and child

programs can be done using the pipe () function6.

ui1

ButtonAndLabelUnit

TextArea

LabelButton

Figure 5. Class Diagram for ui1, Another Solution



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Observable

addObserver( _:

Observer)

deleteObserver(

_:Observer)

setChanged()

notifyObservers

()

Observer

update(_:Observable

, _: Object)

Figure 6: The key methods of Observable class and

observer interface.

In OOP, declaring the variable as of class

scope can easily do sharing of variables. Thestatic keyword is used in Java for this purpose.Once a variable is declared as a static class

variable, changes to the variable made by the

instances of this class will be visible to others.However, this approach is limited to sharing ofvariables among instances of classes, not

independently running programs.

In both programming paradigms though,

sharing variables would pose synchronizationproblems that would require use of concurrency

mechanisms like mutual exclusion, semaphore,or some synchronization directives.

Language based mechanisms

OOP languages, building on basiccommunication mechanisms, further provides

high level approaches to communication amongobjects. Java for example has ready classesserving independently or in cooperation withothers as application programming interfaces

(APIs) for facilitating object communication.

Some examples are the streams, sockets, andremote method invocation (RMI) classes.Furthermore, Java provides the Observable class

that works in cooperation with Observer interface

for facilitating communication among objectsinvolved in graphical user interfaces (GUIs).

The Java Observable-Observer Approach toCommunication among Objects

This approach suggests that classes can begrouped into two according to their roles, one

group being those that are mostly data (theobservable), and the other group being thosethat are thepresenters (the observer) of data to

the user. Note that the reference of the terms

observable and observer is not from the usersbut from the programs view so that observer isnot the user but a component of the program

that monitors the changes of the observable. The

responsibilities of the observable and observercan be described as the following7:

- Each observable keeps track of the

observers that display the observablesinstance-variable values.

- Whenever an observable objectvariable value changes, all the related

observers are notified that a change

has occurred.- Each related observer, in response to a

change notification, checks the

observable objects variable values todetermine its own action.

As previously mentioned, Java supportsthis observable-observer pattern by providing theObservable class and the Observer interface from java.util package. The following nodes in Figure

6 present the key methods available in the saidclass and interface.

The following describes the key methods

available in Observable class:

- The addObserver() attaches observers,

or more precisely objects that

implement the Observer interface.- The deleteObserver() detaches

observers.

- The setChanged() establishes that anoteworthy change has occurred.

- The notifyObservers() announces to

related observers that a noteworthy

change has occurred since the last callof setChanged() method.

The Observer interface provides one key

method, the update () which can be used tochange the display of values in the GUI upon

receiving notification from the related Observable

object. When an observable object notifies anobserver, the observer receives a copy of the

observable object and an object type message asarguments to update ().



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import java.awt.*;import java.awt.event.*;import java.util.*;

class ButtonAndLabelUnit extends Observable implements ActionListener {Panel unitPanel;Button unitButton;Label unitLabel;

ButtonAndLabelUnit(String buttonText, String labelText) {unitPanel = new Panel();unitButton = new Button(buttonText);unitButton.addActionListener(this);unitLabel = new Label(labelText);unitPanel.add(unitButton);unitPanel.add(unitLabel);

}

public void actionPerformed(ActionEvent e) {setChanged();notifyObservers();unitLabel.setText("");unitButton.setEnabled(false);

}}

class observerTA extends TextArea implements Observer {

observerTA(int h, int w) { super(h, w); }

public void update(Observable blu, Object m) {ButtonAndLabelUnit received = (ButtonAndLabelUnit) blu;setText(received.unitLabel.getText());

}}

class ui1 {String texts[] = {"I saw.", "I came.", "I conquered."};Frame uiFrame;

Panel uiPanel;ButtonAndLabelUnit blus[];observerTA oTA = new observerTA(5, 15);

ui1() {uiFrame = new Frame("ui1");uiPanel = new Panel();blus = new ButtonAndLabelUnit[3];for(int i=0; i


12/12

Mr. Ramiro AdvinculaArea Chair- IT Dept.School of IT and CS

Research Interest:

D-base programming

OOP

Contact Number:

736-02-31 loc. 37

LCCM Research Digest

is published by the Research Center

La Consolacion College Manila

S231 Gregor Mendel Science Center

8 Mendiola St., Manila

Vol. 1 No. 3 August -September 2005

Editorial Board

Sr. Imelda Mora, OSA

President

Mr. Geronimo Suliguin Jr.

Director-Research Center

Dr. Divina Edralin

Consultant

Carmela R. ClaudManaging Editor

For comments, suggestions and contribution, call (632)

736-02-35 loc. 21 or 313-05-09 or e-mail us at

[email protected].

Also visit http://www.lccm.edu.ph/research.

ISSN Number 1656 -8788

Applying Observable-Observer Pattern

Using the Observable-Observer pattern, we can

now complete the solution presented in Figure 6and Figure 7 for our illustrative user interfaceproblem. The ButtonAndLabelUnit can be

classified as an Observable while the text area ta

can be the Observer. Whenever theButtonAndLabelUnit is clicked, it notifies ta thatthere has been a change then it clears the text in

its label. The observer text area ta, on the other

hand, upon being notified thus receiving a copyof the observable object and an object type

message through its update method will be able

to display the text of the Bottom Label Unit.Figure 7 presents actual Java source codes forthis solution.

Conclusion

The illustration presented may be consideredrelatively trivial and other approaches that are

simpler and with shorter source codes may bethought of to achieve the same results, forexample declaring text area static thus setting itas a shared attribute for the buttons to

commonly manipulate. Nevertheless, itsufficiently demonstrates how Observable-Observer approach can be used for providing a

communication mechanism among objects and

lays out a fundamental exercise from whichsolutions to more complex programmingproblems may based. In the long road of OOP,

the Observable-Observer pattern will prove to be

very beneficial, as those who were there aheadhave found it. The Observable-Observer approach

simplifies communication among objects allowing

one to develop even robust distributedapplications.

As discussed and shown, communication among

objects is central to OOP. Using observable-observer contributes to, not only realizing OOPitself, but more idealistically to realizing it as

science and art.

References

1Wikipedia (2002). Object-oriented Programming

History. Free Software Foundation,Inc. Retrievedfromhttp://en.wikipedia.org/wiki/object-oriented_programming#History, on 25 August2005last modified 23 August 2005,.

2 Shelly G., \ Cashman T. and Starks J. ( 2001).The Object-OrientedApproach. Java Programming ConceptsCourse Technology.Thomson Learning.

Java in 21 Days

3Lemay L. and Cadenhead R. (1999). Teach Yourself Java2 in 21 Days,2/ed. Sams Publishing

4 Field P. (1998).Object oriented Programming in C.Retrieved fromhttp://www.accu.org/acornsig/public/articles/ppo

c.html.Last modified 19th

July 1998. on September2,2004.

5 Kelly A. and Pohl I. (1995). A Book on C, 3/ed.Benjamin Cummings Publishing Co., Inc.

6 Barret M. and Wagner C. (1996), C and UNIX Toolsfor Software Design, John Wiley & Sons, Inc.

7 Winston, P.H. and Narasimham, S. (1999). On ToJava, Patrick H. Winston by Addison Wesley


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