...M. (2011). Strategic Staffing (2nd ed.). Pearson/Prentice Hall. ISBN-10: 0136109748 ISBN-13: 978-0136109747 We will also be using Sakai for the course. Instructions are below. Please check Sakai for the most current syllabus and weekly assignments. Using Sakai 1. 2. 3. 4. 5. Go to: http://sakai.rutgers.edu Login using your Rutgers netid and password Click on the TAB “Managing Workforce Flow” If you do not see the TAB “Managing Workforce Flow”, contact me at jeanp@rci.rutgers.edu as you may not be on the roster. Click on Resources to download the current syllabus and other course material. Evaluation Grades will be determined on the basis of 4 factors that will be weighted as follows: 1) Participation 2) Midterm 3) Final Exam 40 Chern’s Case Study 10% 30% 30% 30% 100% The midterm and final exam will together account for 60% of your grade. The nature of the exams will be discussed in more detail in...
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...MGT 701.01 BUSINESS, GOVERNMENT, & SOCIETY Tuesdays, Thursdays 9:40-11:00 AM Classroom: Paul G25 University of New Hampshire Fall 2015 |Instructor: Professor Dev Dutta, Ph.D. |Admn. Assistant: Nancy Palmer | |Office: 255 D Paul College Hall |Office: 337 Paul College | |Phone: (603) 862-2944 |Phone: (603) 862-3371 | |Email: Dev.Dutta@unh.edu |Email: Nancy.Palmer@unh.edu | 1. OFFICE HOURS You are welcome to meet me at my office anytime during the term by scheduling a prior appointment. Whenever you feel a need, please email me on any aspect of the course and I will try and respond to you as quickly as I can. 2. REQUIRED READING MATERIAL The custom e-book for the course is as follows: Title: Business, Government, Society Publisher: McGraw Hill ISBN: 9781308623580 Instructions to purchase the book: 1. Go to http://create.mheducation.com/shop/ 2. Search for and select book by Title/ISBN. 3. Add the book to your cart and pay using a credit card. I expect the students to thoroughly and critically read the assigned reading material before they come to class. Students should be prepared to discuss the material as part of class participation. In addition...
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...GlaxoSmithKline “In an environment where competitive advantage relies on process efficiency and speed to market, an outsourced model for Corporate Information helps to give this pharmaceutical giant the edge.” Leading pharmaceutical company, GlaxoSmithKline (GSK), is on course to make substantial savings through Williams Lea’s UK-wide output strategy. Williams Lea enables the client to embrace technological change while delivering significant cost savings and process improvements. Headquartered in the UK, GlaxoSmithKline (GSK) is a world-leading research-based pharmaceutical company. Williams Lea has been providing corporate information solutions to GSK’s legacy companies for six years, particularly in the production of submission documents and case report forms (CRFs), both business-critical elements of the drug development process. The challenge GSK’s success is underpinned by the effective time to market of its new medicines. Spiralling research and development costs in the race to bring new drugs to market place primary focus on investing first and foremost in science, minimising business support costs where possible. The solution As GSK’s strategic partner for UK reprographics, Williams Lea rose to this challenge. A 12-month programme of process re-engineering was initiated to significantly improve management of clinical trial documents across the organisation, speeding up the process without compromising document quality and personalisation. With the objective of consolidating and...
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...Blozis Case Report Executive Summary My decision as the Supply manager of Blozis company, a as medium sized family owned, manufacturer of highly technical equipment is to find a lasting solution to the recurrent problems in the Company supplies department. Being a small scale family business, the President liked to operate “informally”, this makes it difficult for the supplies department to properly carry out its role. There is haphazard purchasing procedure which is not being followed. There is poor record keeping by which has led to loose or equipment that was ordered and was never got to the internal customer, customers not being paid as at when due. The engineering and Production are not able to properly describe what they need. And worst of all the Expediter is sometimes playing the role of the buyer and his own office is neglected, to the point of not being able to keep proper records. As the Supply Manager I need to device a smooth working procurement process such that both internal and external customers are satisfied and production gets what they need, when they need it. I need to make the department functional and more productive such that there is less rush samples and time and money spent on order processing is greatly reduced. At this point it will be necessary for me to convince the president of the need to adopt an Electronic Date Interchange system, such that the whole process will run in a continuous unbroken chain as against the situation now. ...
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...Summary The Blozis Company’s supply department has an unclear procurement process due to ambiguous roles and responsibilities of their employees. For the company to overcome the challenges that they are afflicted with, the company needs to undertake a sequence of activities to align the employees with a set of standard procurement processes. The president should clarify and define each employee’s roles and responsibilities, hire additional staff to share the workload and consider an electronic system to improve the procurement process. Issue identification, Cause and Analysis The case study illustrates several inefficiencies that are costing Blozis exceptional amount of money. The supply chain function is not organized and exemplifies weak control over any supply chain processes. The supply chain manager has little control over the processes in their managing area. The employee roles, at Blozis, do not seem to have a defined job description. For example, the supply department consists of two clerks, which one in the stock room, reports to the expeditor. This raises organizational clarity issues, as the clerk is hired under the supply department while reporting to the expeditor whom is under the production department. Both the clerk and the expeditor’s roles are more convoluted than what is necessary and is displayed by the long overdue payments on materials as well as materials being received improperly. Continuation Currently, the person who understands...
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...Part 1: Executive Summary Blozis Company is facing several procurement process issues due to an absence of communication, control and leadership from the top down. The organizational culture and attitude toward the business process has led to dysfunction and increased costs. The supply department is exhibiting weak control over materials handling and the overall supply management performance. The implementation of a supply management process will give the organization back the control over its operations and business culture. The potential contribution to effective organizational operations is essential in the function of an inventory cataloged system for recurring material purchase items, structure and discipline across the organization and position focus and restructuring. By recommending and successfully implementing purchasing procedures and material receiving control Blozis will be able to better utilize strengths already within the organization and hone on new found strengths through proper management structure and advanced technical specification training. Part 2: Issue Identification The primary issue faced by Blozis Company is an absence of communication and control throughout its procurement process. Uncertainty and misalignment is evident across their decentralized and informal supply chain. Anyone in the company can initiate requisitions and material can be purchased with minimal to no approval. The informal presence and lack of leadership from the...
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...Executive Summary My decision as the Supply manager of Blozis company, a as medium sized family owned, manufacturer of highly technical equipment is to find a lasting solution to the recurrent problems in the Company supplies department. Being a small scale family business, the President liked to operate “informally”, this makes it difficult for the supplies department to properly carry out its role. There is haphazard purchasing procedure which is not being followed. There is poor record keeping by which has lead to lose or equipment that was ordered and was never got to the internal customer, customers not being paid as at when due. The engineering and Production are not able to properly describe what they need. And worst of all the Expediter is sometimes playing the role of the buyer and his own office is neglected, to the point of not being able to keep proper records. As the Supply Manager I need to device a smooth working procurement process such that both internal and external customers are satisfied and production gets what they need, when they need it. I need to make the department functional and more productive such that there is less rush samples and time and money spent on order processing is greatly reduced. At this point it will be necessary for me to convince the president of the need to adopt an Electronic Date Interchange system, such that the whole process will run in a continuous unbroken chain as against the situation now. Key Assumptions •...
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...BLOZIS COMPANY Executive Summary: Blozis Company a manufacturer of highly technical equipment made $16 million gross sales by the engineering department. The supply department consisted of the supply manager, a buyer and two clerks. Multiple problems led up to the main problem in this case, one of those is the fact the engineering and production departments would contact the expediter in ordering instead of going through the requisitioner. This in turn caused faulty paperwork on items leaving the stockroom and the books would start to get out of order. Another problem was that there isn’t enough communication between departments and this has led to drop in efficiency. Everyone claims they did their job correctly but there isn’t a paper trail to prove it. Assumptions: The supply manager had no technical training on the job which is highly technical in nature, it was assumed that he had a fair grasp of the engineering terminology used in the field and so she could handle the department. She definitely was dealing with as little as she understood and so the expeditor took over the procurement process bypassing the important part of the process. The expediter who was formerly one of the technicians in the production shop and had some technical training in the army but had no background in strategic procurement processes was often contacted on ordering problems, he was not following...
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...On reviewing the supply function in the Blozis Company it is clear that it is not organized at all. It works under a tactical strategy with many holes in its informal policies and procedures. Some of the key issues/Problems that have been identified are as follows: * There is no proper approval policy. * Lack of technical training or knowledge in the Supply Department. * Verbal not written descriptions were provided by engineering. * Supply Manager has no technical training. * General supply buyer handles technical items. * Expeditor attached to production spends over 50% of his time picking up items every day, also makes changes to specifications without approval and has too much authorization for his position. * Stock room is managed by a clerk with almost no supervision from the Expeditor to whom that position reports. * Stock room clerk could dispose of slow moving or deteriorated goods without approval. * No proper tracking of delivery receipts. * Long overdue payments are frequent and sizable discounts had been missed due to lack of receiving reports received by the Supply department. * In rush situation purchase orders are created by expeditor not the supply department. * Suppliers were delivering goods in rush situations without a signature from the supply manager. * Anyone in the company could initiate requisitions. * No formal signature policy. * No discipline actions for wrongdoing. The causes of the issues...
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