...Operations performance objectives This first point made in this section is that operations objectives are very broad. Operations management has an impact on the five broad categories of stakeholders in any organisation. Stakeholders is a broad term but is generally used to mean anybody who could have an interest in, or is affected by, the operation. The five groups are: * Customers - These are the most obvious people who will be affected by any business. What the chapter goes on to call the five operations performance objectives apply primarily to this group of people. * Suppliers - Operations can have a major impact on suppliers, both on how they prosper themselves, and on how effective they are at supplying the operation. * Shareholders - Clearly, the better an operation is at producing goods and services, the more likely the whole business is to prosper and shareholders will be one of the major beneficiaries of this. * Employees - Similarly, employees will be generally better off if the company is prosperous; if only because they are more likely to be employed in the future. However operations responsibilities to employees go far beyond this. It includes the general working conditions which are determined by the way the operation has been designed. * Society - Although often having no direct economic connection with the company, individuals and groups in society at large can be impacted by the way its operations managers behave. The most obvious example is in...
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...bottom shelves of the aisle c. The wine and drinks area d. The shelves at the end of the aisle 4. The layout where the equipment, machinery, plant and people move as necessary is known as: a. Process layout b. Cell layout c. Fixed-position layout d. Product layout 5. A process with high variety and low volume is likely to have a: a. Cell layout b. Process layout c. Product layout d. Fixed-position layout 6. Which technology facilitates local area networks (LAN)? a. The Internet b. An intranet c. An ethernet d. An extranet 7. Process technologies are the machines, equipment and devices which help the operation transform materials, information and customers in order to add value ands fulfil the operation's strategic objectives. a. True b. False 8. Set up costs can be high; also system skills are necessary to integrate EDI.To which of the following information processing technologies is this constraint most relevant. a. Internet b. Local area networks c. Extranet d. Decision support systems e. Expert systems 9. Which materials-processing technology gives the advantage of precision, accuracy, and optimum use of cutting tools, which maximises their life and higher labour productivity? a. NC (and CNC) machine tools b. Flexible manufacturing systems (FMS) c. Industrial robots d. Computer-integrated manufacturing (CIM)...
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...Case Study 2: Setting Performance Objectives The case study “Setting Performance Objectives” talks about a supervisor named Jane Persons who is supposed to come up with five objectives for the word processing department of a company. Jane feels that the whole thing is “wheel spinning” and that there is no way they can set that many objectives for her department. She feels that the other departments, such as the sales group, can set objectives, but that it would be pointless for hers. Jane is correct when she says that the planning system is a lot of wheel spinning. Everyone is going to be trying so hard to think of the ways to make their area better that they will not be focusing on the job at hand. In her area there is not much they can do to improve because they just do the processing it would be hard for them to come up with anything. One example she gives is “we will process 9,500 pages in the next year.” This is an impossible objective because they cannot put a number on how many pages they will process. A key performance area Jane could focus on is that the employees are sure they are paying attention. If an employee hits a wrong button then they could mess up a whole lot of papers. It is impossible to never make mistakes; however, if they are paying attention than many could be avoided. They cannot put make an objective to say they will not make errors because that would also be an impossible goal. It is hard to set a goal for a job like this because they do not know...
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...Performance measures and objectives: 5 levels of aggregation Louis Hotels Public Company Ltd Louis Hotels Public Company Ltd (LH) mission statement clearly states their strategic objectives as a whole: The vision of Louis plc is to continue to offer the highest possible quality of services to its clients and partners, to maintain its leading position in the Eastern Mediterranean and to become one of the major forces in quality international markets of special interest. The Company is aiming to strengthen and enhance its strategic agreements with international tour operators by offering [hotel] services. (Louis, n.d) The LH vision as quoted above makes up their overall strategic objectives. The Slack and Lewis (p. 172, 2008) performance target aggregation pyramid can be used with the LH example of how performance is measured starting from the basic generic performance measures – here: quality, cost, speed and flexibility. In fact, the LH performance targets are inter-dependent; cost, speed and flexibility all contribute to creating the quality service and image to the customer, thereby creating high customer satisfaction and enabling for agility in a very much unstable and sensitive market. High customer satisfaction and agility enable LH to achieve its market strategic objectives: a “leading position in the Eastern Mediterranean” (Louis, n.d) and ultimately reach its general strategic objectives. To be able to maintain the ‘four star’ status of their hotels, LH need to provide...
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...1 LEARNING OBJECTIVES • To define performance appraisal • To describe the objectives and process of appraisal • To gain an overview of various traditional and modern methods of performance appraisal • To gain an insight into the concept of potential appraisal. 8.2 INTRODUCTION Performance appraisals is a systematic process of accessing individual employee’s job performance. It determine who needs what type of training, and who will be promoted, demoted, retained, or fired in the next session. It is a process by which a manager or consultant. • It aim at examining and evaluating the employee's performance at the work and his consequent behavior by comparing it with preset standards, • Document the results of the comparisons,...
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...QUESTION 1 Using the specific operations performance objectives explain why do you thing TMC is a world-class company? A company should be concerned to satisfy its customers’ requirements for fast and dependable services at reasonable price, as well as helping its own suppliers to improve services they offer. There are five basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001). These operations performance objectives are analysed here in accordance to TMC. 1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework). 2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability...
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...McDonald’s performance objectives and logistics Introduction Supply chain management is a subject which is popular today and most companies have realized the importance of operations management because effective operations management gives the potential to improve both efficiency and customer service simultaneously (Slack et al, 2010). With the development of the world, supply chain has become a key for company to success in every industry. Harrison and van (2008) mentioned logistics can support supply chain to achieve competitive advantage though meeting end-customer demand properly. The company can gain better performance by using suitable logistics system to increase its competitive advantage. The McDonald’s Corporation is one of the models good at using its special logistics system to support the supply chain. The McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries. Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald. In 2012, McDonald's Corporation had annual revenues of $27.5 billion, and profits of $5.5 billion（McDonald’s Corporation, 2012）. McDonald entered China market in 1990 to open the mainland’s first branch in Shenzhen. The emergence of KFC and McDonald inspired many China’s catering enterprise join in the competition of food and beverage chain industry. Some China’s catering enterprise...
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...Research of Objective-C October 9, 2012 Introduction There is little doubt in today’s dynamic and fast moving technology market that Objective-C is a powerful, high-level, flexible programming language that has been around since the early 1980s and has the staying power to last a long time. Objective-C is an extension of the programming language C developed by Brad Cox and Tom Love to support the object oriented features of Smalltalk another programming language. Objective-C is the main language from which Apple’s MAC OS X for Desktops and laptops and iOS for iPhones and iPads are derived. There have been variants to this language as well, Objective-C++ and Objective-C 2.0 which proves the sustainability of this language. Due its portability, Objective-C has shown its flexibility and the ability to adapt to the ever changing and fast moving arena of mobile devices especially from Apple. What is Objective-C? Objective-C is a reflective programming language which aims to provide object orientated concepts and Smalltalk messaging to C. GNU Compiler Collection (GCC) provides a compiler for Objective-C, however due to the rich library support on OpenStep based operating systems (Mac OS X, IPhone, GNUstep) it is typically only used on these platforms. Objective-C is implemented as an augmentation to the C language. It is a superset of C which means that any Objective-C compiler can also compile C. To illustrate what Objective-C looks like as a language I will show you...
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...1. Self-Managed/ Directed Team Self-directed work teams, also known as self-managing teams, represent a revolutionary approach to the way work is organized and performed. It is a group of people working together in their own ways toward a common goal which is defined outside the team for example - James River Corporation’s Kendallville Plant ALPHA team. They manufacture cardboard boxes as defined by executive leadership. Team does their own work scheduling, training, rewards and recognition, etc. Minnesota-based 3M is among an increasing number of companies that involve employees in the daily management of their business through work teams. These teams are empowered to take corrective actions to resolve day-to-day problems. They also have direct access to information that allows them to plan, control and improve their operations. In short, employees that comprise work teams manage themselves. At 3M, the movement toward self-managed or directed work teams has been driven more by initiative and need than by corporate directive. Now most of 3M's manufacturing facilities, while at different levels of empowerment and different degrees of involvement, employ a team-based approach. In 1994, 3M's new Brockville, Ontario, facility came on-line as the organization's first "greenfield" site. It was designed and built to operate with self-directed work teams. Many work groups in line divisions and staff groups are moving more and more into self-direction. 3M's commercial office...
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...The Objective-C environment, a growing collection of tools and reusable components (Software-ICs) for large-scale production system-building is discussed. Its goal is to make it possible for its users to build software systems in the way that hardware engineers build theirs, by reusing Software-ICs supplied by a marketplace in generic components rather than by building everything from scratch. The environment is based on conventional technology (C and Unix-style operating systems), which it includes and extends. The extensions presently include a complied and an interpreted implementation of Objective-C (an object-oriented programming language based on C) and several libraries of reusable components (ICpaks). Smartphones provide applications that are increasingly similar to those of interactive desktop programs, providing rich graphics and animations. To simplify the creation of these interactive applications, mobile operating systems employ highlevel object-oriented programming languages and shared libraries to manipulate the device's peripherals and provide common userinterface frameworks. The presence of dynamic dispatch and polymorphism allows for robust and extensible application coding. Unfortunately, the presence of dynamic dispatch also introduces significant overheads during method calls, which directly impact execution time. Furthermore, since these applications rely heavily on shared libraries and helper routines, the quantity of these method calls is higher than...
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...| Peter F. Drucker is the management scholar. He is thought to be the establishing father of current management. Peter Drucker, whose life crossed the previous century (1909 – 2005), was an exceedingly instructed native of the world: an innovative soul who composed thirty-nine books including numerous fantastic chips away at business management. He was a man of numerous parts: a sharp eyewitness, a long lasting understudy, an educator, mentor of eminent corporate pioneers, and the organizer of an official school in Claremont, California, that bears his name. Peter Ferdinand Drucker was an author, management advisor and college teacher. His written work concentrated on management related writing. Peter Drucker made well known the term information specialist and is thought to have unknowingly introduced the learning economy, which viably challenges Karl Marx's reality perspective of the political economy. George Orwell credits Peter Drucker as one of the main journalists to foresee the German-Soviet Pact of 1939. Much has been said and composed of his accomplishments, but then there is a lesser-known side to Peter Drucker; that other side is the subject of this paper. He was hesitant about his own reasoning of life. He additionally emphatically protested being known as a ‘management master’ – a sobriquet frequently attached to him. As opposed to being a supplier of answers, Drucker constantly remained an examiner: his showing strategy was Socratic. What mattered most was the...
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...Performance Management Byron S. Salter HRM/531 April 26, 2015 Dr. Deborah Burgess TO: Traci Goldman, Manager, Atwood and Allen Consulting FROM: Byron S. Salter DATE: April 26, 2015 SUBJECT: Performance Management Hello Traci, I am delegated with the duty of developing a performance management plan, using the current organizational strategy to increase performance and identify performance gaps. Landslide Limousine is anticipating to have a -$50,000 revenue for the first year and expecting revenue growth of 5% each year. With 25 employees, Mr. Stonefield is estimating a 10% turnover rate annually for the business. It is essential to develop a performance plan to maximize performance and minimum the turnover rate. To develop a strategic performance plan, I will expound on the alignment of the performance management framework to the organizational business strategy and the organizational performance philosophy. I will also complete a job analysis process to identify the skills needed for the employees and define the methods for measuring the employee’s skills. Additionally, the performance management plan will include a process for addressing skill gaps and develop the approach for delivering effective performance feedback. Performance Management Framework to the Organizational Strategy According to Cascio (2013), “[p]erformance management requires willingness and a commitment to focus on improving performance at the level of the individual or team every day” (p...
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...introduced its performance scorecard? What benefits does Citibank does Citibank expect the performance scorecard to provide? Strategy is to buld relationship with customers, but financial measures don’t do that, or show that 2) Signalling to employees the importance of these measures • Everyone comparing all managers or branches performance , so others can see and try to beat everyone else’s performance Assumed linkages If customer satisfaction increases it’ll increase the bank’s profit If controls increase it’ll increase the financial performance People = increases customer satisfaction- financial performance , control Standards > people Control > strategy implementation Characteristics Financial measures = objective Strategy implementation = objective Customer implementation =subjective, gets a number based on the customers the firm’s survey. Just because it’s a number it’s doesn’t mean it’s objective People = subjective = based on the area manager’s or boss thought Control: subjective based on the internal auditor’s evaluation and ratings Standards, subjective based on the managers view Rated ATMs out of control of branch managers Services not provide adequate support to the branch Person in branch not dedicated to greet customers and helping with problems that may arise Subjective = it’s biased, favouritism, Advantage = it’s a demanding branch; objective many not reflect the actual performance of all the branches...
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...Management by objectives. MBO strategy has three basic parts: 1. All individuals within an organization are assigned a special set of objectives that they try to reach during a normal operating period. These objectives are mutually set and agreed upon by individuals and their managers. 2. Performance reviews are conducted periodically to determine how close individuals are to attaining their objectives. 3. Rewards are given to individuals on the basis of how close they come to reaching their goals. MBO has six stages: 1. Define corporate objectives at broad level. 2. Analyze management tasks and devise formal job specifications, which allocate responsibilities and decisions to individual managers. 3. Set performance standards. 4. Agree and set specific objectives. 5. Align individual targets with corporate objectives. 6. Establish a management information system to monitor achievements against objectives. The 8 key result areas where managers must pursue clear objectives are: • Marketing. • Innovation. • Human organization. • Financial resources. • Physical resources. • Productivity. • Social responsibility. • Profit requirement. MBO Key Advantages and Disadvantages: Advantages - MBO programs continually emphasize what should be done in an organization to achieve organizational goals. - MBO process secures employee commitment to attaining organizational goals. Disadvantages...
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...Discussion Paper 02-2011 Measurement of Objective and Subjective Career Success Beate Cesinger Stiftungslehrstuhl für Unternehmensgründungen und Unternehmertum (Entrepreneurship) an der Universität Hohenheim 1 Introduction .....................................................................................................................3 2 Career Success and measurement therof .......................................................................3 2.1 Objective career success ........................................................................................3 2.2 Subjective career success.......................................................................................4 2.2.1 2.2.2 3 Self-referent subjective success ..........................................................................4 Other-referent subjective success .......................................................................6 Conclusion ......................................................................................................................7 2 1 Introduction While traditionally a career was confined to advancing in organizational hierarchies the focus nowadays lays on objective and subjective aspects. Moreover, within boundaryless careers individuals not only strive for climbing up the ladder but rather for a life career including satisfaction within their professional and private sphere. Despite the fact that the literature...
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