...1-How do enterprise systems help businesses achieve operational excellence? • Define an enterprise system and explain how enterprise software works. • Describe how enterprise systems provide value for a business. Enterprise systems enable businesses to achieve operational excellence through increased profitability and sales margin; enterprise systems create an environment in which organizations can monitor their sales demand and predict future sales, applications retrieve vital information and support management in their decision making process. Enterprise Systems are large scale, integrated application software packages that use the computational, data storage, and data transmission power of modern information technology. Enterprise systems are a combination of computer hardware and software that a business uses to organize and run its operations. 2-How do supply chain management systems coordinate planning, production, and logistics with suppliers? • Define a supply chain and identify each of its components. • Explain how supply chain management systems help reduce the bullwhip effect and how they provide value for a business. • Define and compare supply chain planning systems and supply chain execution systems. • Describe the challenges of global supply chains and how Internet technology can help companies manage them better. • Distinguish between a push-based and a pull-based model of supply chain management and explain how contemporary supply chain management...
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...2005 Baldrige National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The...
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...2005 Baldrige National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The...
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...FOR INVESTIGATION 3 II. PERFORMANCE MANAGEMENT 4 1. INTRODUCTION 4 2. STRATEGIC MANAGEMENT OF SEAPRODEX 5 III. ACTIVITIES AND ENVIRONMENT 7 1. THE MAIN ACTIVITIES 7 2. APPROPRIATE PERFORMANCE MANAGEMENT TOOLS 7 IV. MANAGING PERFORMANCE TO IMPROVE DECISION-MAKING 9 1. BUSINESS LEVEL STRATEGY OF SEAPRODEX 9 2. STRATEGY FOMULATION 9 3. PERFORMANCE OBJECTIVIES OF SEAPRODEX 10 4. BALANCED SCORECARD IMPLEMENTATION OF SEAPRODEX 10 5. TOOLS TO INFORM DECISION MARKING THROUGH PERFORMANCE 11 V. CONCLUSION AND RECOMENDATION 11 1. REVIEW AND RESULT FINDING 11 2. RECOMMENDATION FOR AREA IMPROVEMENT 12 VI. APPENDICES 15 INVESTIGATION RESULT SUMMARY 23 SEAPRODEX BACKGROUND 23 Performance Management at strategic level 24 Performance Objective 25 VII. REFERENCES 27 I. INTRODUCTION It is realized that the most of manufacturing company is to get competitive advantage in the industry, or to get high quality in products and services. To get these competitive edges and maintain the position in the market, company needs to have an excellent operation management system or strategic performance management within the organization, as supported by Fryer et al. (2009). It is no doubt about the benefits and advantage of the strategic performance management system because De Waal (2007, p. 19) offers his perception of strategic performance management (SPM): All activities and operations of an organization are processed, based on its vision, objectives...
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...things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution to...
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...done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution...
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...MANAGEMENT INFORMATION SYSTEM. QUESTION 1 What is MIS? Explain different types of information system serving at different levels in organization. Give suitable example. ANSWER Management Information System provides information in the form of reports and displays to managers and many business professionals. For example, sales managers may use their network computers and web browser to get instantaneous displays about the sales results of their products. TYPES OF INFORMATION SYSTEMS IN AN ORGANIZATION. (i) TRANSACTION PROCESSING SYSTEM: These are important examples of operation support systems that record and process data resulting from business transactions. The processing is either batch or on-line processing. (ii) EXECUTIVE INFORMATION SYSTEM: This provide critical information in easy-to-use displays to a variety of managers .For example, top executives may use touch screen terminals to instantly view text and graphic displays that highlights key areas of organizational performance. (iii) DECISION SUPPORT SYSTEMS: This gives direct computer support to managers during decision-making process. For example, advertising mangers may use electronic spreadsheet program to do what –if analysis directly at meeting. (iv) PROCESS CONTROL SYSTEMS: It monitors and control physical processes through electronic sensors linked to computers continually monitor processes and make instant (real time) adjustments e.g. petroleum refinery processes. (v) ENTERPRISE...
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...Introduction to Management Information Systems Summary 1. Explain why information systems are so essential in business today. Information systems are a foundation for conducting business today. In many industries, survival and even existence is difficult without extensive use of information technology. Information systems have become essential for helping organizations operate in a global economy. Organizations are trying to become more competitive and efficient by transforming themselves into digital firms where nearly all core business processes and relationships with customers, suppliers, and employees are digitally enabled. Businesses today use information systems to achieve six major objectives: operational excellence; new products, services, and business models; customer/supplier intimacy; improved decision making; competitive advantage; and day-to-day survival. 2. Define an information systems from both a technical and a business perspective. From a technical perspective, an information system collects, stores, and disseminates information from an organization’s environment and internal operations to support organizational functions and decision making, communication, coordination, control, analysis, and visualization. Information systems transform raw data into useful information through three basic activities: input, processing, and output. From a business perspective, an information system provides a solution to a problem or challenge facing a firm and provides real...
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...1. Provide an overview of the six business objectives of information systems. Answer: These are: Achieve operational excellence through higher levels of efficiency and productivity; create new products, services and business models; increase customer and supplier intimacy that can reduce costs and increase profits; improve decision making for employees and managers; increase the competitive advantage of a firm; ensure the firm survives in a changing environment. ________________________________________ 2. Explain the difference between computer literacy and information literacy. Answer: Computer literacy narrowly focuses on the use of computer hardware and software to process raw data. Information literacy includes a broader awareness of how information technology combined with behavioral approaches can be used to solve business problems and create information that is useful to the business and its employees. ________________________________________ 3. Briefly describe how information systems influence organizations, people, and technology. Answer: Information systems help organizations formalize their business processes and culture. People who understand how to operate information systems are necessary as are people who can understand how to use the information from the system to achieve business objectives. Technology provides the foundation upon which a business can build its information system. ________________________________________ 4. Outline...
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...1. Reflect about the culture existing in your organization and illustrate the impact of property rights and top management on it. 2. Consider any major strategic changes in your organization. Explain the shift in importance of one/two departments as a result of such changes. 1. Explain about your current job and the stage where it creates maximum value? What are the reasons? Also identify untapped opportunity for value creation from other stages of value creation My current organization designs, develops, manufactures and services integrated power systems for use in the air, on land and at sea. They are one of the world’s leading producers of aero engines for large civil aircraft and corporate jets. They are the second largest provider of defence aero engines and services in the world. For land and sea markets, reciprocating...
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...Systems in Global Business Today Management Information Systems Chapter 1 Information Systems in Global Business Today LEARNING OBJECTIVES • • Explain why information systems are so essential in business today. Define an information system from both a technical and a business perspective. Identify and describe the three dimensions of information systems. • Management Information Systems Chapter 1 Information Systems in Global Business Today LEARNING OBJECTIVES (Continued) • • Assess the complementary assets required for information technology to provide value to a business. Identify and describe contemporary approaches to the study of information systems and distinguish between computer literacy and information systems literacy. Management Information Systems Chapter 1 Information Systems in Global Business Today Smart Systems and Smart Ways of Working Help Toyota Become Number One Problem: Tough competition and demanding customers. Solutions: Redesigned order and production processes reduce costs, increase revenue, and improve customer service. Oracle E-Business Suite makes it possible to build cars to order and forecast demand and production requirements more accurately. Demonstrates IT’s role in analyzing market trends and monitoring quality, efficiency, and costs. Illustrates the emerging digital firm landscape where businesses can use tools to analyze critical data. Management Information Systems Chapter 1 Information...
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...IMPACT OF TOTAL QUALITY MANAGEMENT (TQM) ON CUSTOMER SATISFACTION AND COMPETITIVE ADVANTAGE The proposed title for this research study is The Impact of Total Quality Management (TQM) to achieve competitive advantage in the Hospitality Sector. The research will give a background of information and literature review on TQM practices and how it enhances customer satisfaction by offering effective customer service. It will present various methodologies and approaches that will be used to achieve the research objectives. Total quality management has been evolving in the hospitality business since quality assurance was introduced in the 1980s (Breiter et al 1995) 2.0. Introduction The hospitality industry is a service based industry as services are produced and consumed in real time and are inherently variable – from customer to customer, from provider to provider and from time to time for the same customer and/or the same provider (John 2003). Total quality management (TQM) in the hospitality industry has risen to amazing levels due to preferences, customer behavior and competition to retain and attract new customers. This has resulted in the demand for quality service thus necessitating the need to implement TQM strategies to have a competitive edge over other players in the industry. Acceptance of TQM strategies in the hospitality industry (Raj Kumar, 2005), with service quality being an important factor for growth and survival is an integral part to achieve success. It has been...
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...TQM Research Paper Introduction The past two decades have witnessed the rise and fall of countless short-lived fads. Some have attracted a flurry of book, articles, and seminars; others have been completely discredited. Businesses have realized that there is a need to restructure their business practices and become more customer-focused. All recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. In the last two decades two organizational development models have dominated the business world for a considerable period of time namely Total Quality Management (TQM) and Business Process Reengineering (BPR). Statement of Objective This paper aims to shed a novel light on the two most recent and prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an...
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...of brand management remains a formidable challenge for lodging organizations and lodging brand managers. This challenge is partly due to the fact that effective brand management requires an all-inclusive and comprehensive organizational approach. This paper proposes a framework that uses the balance scorecard (BSC) as the basis for brand management. The framework proposes both a proactive and reactive approach to brand management through the use of performance measures or perspectives, which form the underlying components of the BSC. These are the financial perspective, the customer perspective, process perspective, and the learning perspective. The paper enhances and expands this BSC framework by including a brand maintenance and enhancement component. The concept of balance scorecard was introduced by Kaplan & Norton (1992, 1996, 2007) and they argued that that balance scorecard is a useful tool that tells managers how organization is performing in relation to strategic objectives of organization. Kaplan & Norton(1992) state the four perspectives which are financial perspective,customer perspective,internal business process perspective and learning and growth perspective.These four perspectives are used by managers in order to measure and analyze information. Kalpan and Norton explain these four perspectives which are effective in brand management and manger should make these perspectives to address both short and long term objectives of organization before making...
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...Assignment # 2 – Chapter 14 Case – “Hewitt-Packard Company” 1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. When Mark Hurd, the new CEO, took over, he found matrix structures ambiguous, confusing and inefficient. The main reason is that there is no clarity on the roles that each unit in the matrix is intended to play. Unit roles suppose, responsibilities and relationships in a way that is clear, but not excessively detailed and hierarchical. Although the matrix seems to be a logical organizational solution, Fiorina, has not found it an easy structure. She has struggled with ambiguous responsibilities and reporting relationships, been slowed down by the search for consensus decisions, and found it hard to get all the different units to work constructively together. In fact, CEO Carly Fiorina was so preoccupied with immediate issues that she lost sight of her ultimate objectives. Fiorina and her staff consider that the HP Way is an anachronism of a different, slower time, and that for the company to survive and succeed in the future it must be driven purely by a rational business strategy. After all of the layoffs, organizational changes, assertion of executive hierarchies and the destruction of traditional company rules of behavior, the HP Way that the old-timers are fighting to save is probably already dead. Fiorina and her team appear not to believe in the Way, they are now reduced to appealing...
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