...ASSIGNMENT Complete all fields accurately ADDRESS DETAILS Mandla Mbonani 5 Denver Gardens 17 Launceston Road Alberton 1449 ASSIGNMENT DETAILS |Submitted By – 78107970 |Mandla Mbonani | |Group Code |JHB013B: PGDJUNE13 | |Date Submitted : |02 June 2014 | |Module Code |PBA4803 | |Assignment Number |Portfolio Exam | |Special Instructions |Click here to enter Special Instructions. | |Lecturer Name |Mr Ncube | GROUP MEMBER DETAILS | | | | | |Student Name |Student Number |Email Address ...
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...3500 2200-75-2800100-3500 2200-75-2800100-3500 1640-60-260075-2900 do 1 Production Manager 1 In charge of Production Plant 21900 2 Asst Manager Production Asst Manager Maintenance Asst Manager Quality Control Jr. Manger (Q.A)- A 4 3 1 4 1 5 1 Supervision of Production Activities 14500 do 14500 do 14500 do 10840 6 Jr. Manger (Q.A)- B 1 MSc (Pharmaceutical 1640-60-2600In charge of Quality Chemistry)/ MSc (Micro Biology) with 2 years 75-2900 Assurance experience in the relevant field. do 10840 7 Jr. Manger (Q.C) 2 B.Pharm with 2 years experience OR Msc. In charge of Quality (Chemistry)with 2 years 1640-60-2600Control 75-2900 experience/ BSc (Chemistry) with 5 to 7 years experience in relevent Field do 10840 STAFF/WORKERS:TECHNICAL 750-40-950-50B.Sc. (Chemistry) with D.Pharm 1200-60-1500Industrial DA Production of Drug and minimum 3 years 70-1990-80based on cost experience in Pharmaceutical Formulations 2390-95-2865- of living Index production 110-3415 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Production of Drug Fitter/ Machinist Trade with 2 40-1360-45years experience in a Formulations 1585-55-1860Pharmaceutical Company 65-2185 Minimum 10th Standard + ITI in 605-20-705-25Production of Drug Fitter/ Machinist Trade with 1 830-30-950-35Formulations year experience in a 1230-40-1430 Pharmaceutical Company 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Maintenance...
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...different varieties of valves. They have their plant in the main city and the total area of the plant is 50,000 sq. ft. Now if they want to expand and continue doing all the activities of manufacturing of all the varieties in house, they would need another 50,000 sq.ft. of the area. In the recent times, the land prices in the area have more than doubled in the last 3 years and still land is available with great difficulty. Mr. Mohan is the production head of ABC Ltd. and has been successful with the production and the level is continuously increasing. But in recent times, he is facing the problem of quality complaints which have gone up from average 0.2 % in previous 2 years to 0.5 % this year. Also, he is finding that there is a high level of dissatisfaction among the workers regarding workload as well as salary levels. The workers are regularly complaining about the over work. Although, Mr. Mohan has found that the workers have been spending lot of time on tea breaks, lunch breaks and even in between the production spending lot of time talking to each other. But, due to insufficient workers and staff, he is unable to take strict action and the workers are taking advantage of this situation. For completing the work and delivering the products timely, he has to employ workers on overtime and...
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...Production Equipment Particulars | Unit Price | Quantity | Total Coast | Sewing Machine | 5,000.00 | 15 | 75,000.00 | Scissors | 250.00 | 10pcs | 2,500.00 | Tape measure | 15.00 | 10pcs | 150.00 | Cutting Table | 500.00 | 5 | 2,500.00 | Meter Stick | 15.00 | 10 | 150.00 | Ruler | 10.00 | 10 | 100.00 | Pins | 25.00/box | 10box | 250.00 | Pins Cushion | 25.00 | 10box | 250.00 | Sewing box | 30.00 | 10 | 300.00 | Total | | | 81,200.00 | Office Equipment Particulars | Unit Price | Quantity | Total Coast | Computer Set | 25,000.00 | 2 | 50,000.00 | Printer | 4,000.00 | 1 | 4,000.00 | Total | | | 75,000.00 | Furniture’s and Fixtures Particulars | Unit Price | Quantity | Total Coast | Production Table | 1,000.00 | 3 | 3,000.00 | Office table | 3,000.00 | 4 | 12,000.00 | Chairs | 180.00 | 9 | 1,620.00 | Ceiling Fans | 850.00 | 3 | 2,550.00 | Total | | | 19,170.00 | Furniture’s and Fixtures Particulars | Unit Price | Quantity | Total Coast | Delivery vehicle | 150,000 | 1 | 150,000.00 | Total | | | 150,000.00 | Raw materials and supplies | Unit Price | Quantity | Total Coast | Fabric | 40.00/yard | 100 yards | 4,000.00 | Threads | 60.00 | 50 | 3,000.00 | Needles | 25.00/box | 50 | 1,250.00 | Total | | | 8,250.00 | Utilities It is necessary for the operation of the business to give importance to the utilities needed in the operation. ITEM | Monthly | SOURCE | Water | 12,000.00/ monthly | water district | Electricity | 15,000\monthly...
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...PROBLEM: • ABSENCE OF VIABLE ALTERNATIVE CANDIDATE to fill the position after the resignation of General Manager. Also lack of skilled labor/ Knowledge workers at Gourmet faulty hiring and no training. SOLUTION: Mr. Nawaz Chathha the CEO of Gourmet Foods is not delegating any of his authority to capable Personnel. ” seldom relies on anyone for making key decisions” He needs to delegate his authority to his capable children. He should take services from ‘ Head Hunters’ to solve the imidiate need for capable General manager .Also the CEO needs to take services from Staff managers . (He can take help from agencies for recruitment) • HIGH TURNOVER RATE AND WORK PLACE DEVIANCE among gourmet’s lower staff. “Sales people did not deal with the customers politely, took too long or often appeared to be aloof of any customer queries”….. • UNFAVORABLE PUBLICITY of Gourmet’s bakery: ‘ rat invasion’ incident at Karim Block outlet in Lahore • LOW QUALITY OF PRODUCTS AND WORK ENVIRONMENT at production facility and TRAINING OF EMPLOYEES OVERLOOKED to keep costs low. “The lower level staff in the production plants is also prone to injuries, most commonly burns,” Time is wasted as they have to take lot of time off from work in order to get healed. • FAULTY HIRING SYSTEM: ‘Experience’ and the number of recruitments by each manager were given preference instead of qualification and ‘suitability’ of employees for the required position. ...
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...Managers and employees can use this Article in many different ways. For one this can be used in trainings in more than one way, it can be used to set examples in the work place, it can be used in corporate, and it can be used by managers to increase and do research on the job performance in the work place. The information in this article can be used in a training to explain how dress in a particular fashion, or attire can effect how one get their job done. The manager can make comparisons on how people wear certain attires or we can use the example of the “white coat” perform better. This is not something that is essential but managers can always explain to new employees the benefits of dress to a certain standard such as a white coat. Amongst employees if they do not have strict dress codes something that they can do is compare the attire of those who dress up and does who wear white to those people who do not wear white and or dress more casual. When they make those comparisons they can see the way that the people who dress up and are in white carry themselves. They can notice how their work performance is a lot better compared to those who are least dressed up. By making these comparisons they can make the decision on how they want to dress. This can be used by corporate mangers to see how much of an improvement on a companies production to dress in a certain color as compared to dressing down. They can use this information to change dress code in the work place. This...
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...Assignment 1: Starbuck’s Strategy MGT 500 Marcus Rowland October 18, 2014 Dr. Sandra Bryant Organizational culture is a term that has been used and defined in many different ways. Mainly organizational culture is the set of key values, beliefs, understanding and norms shared by members of an organization. (pg.75). A lot of companies use organizational culture to express to external factors what their organization truly believe and what is exactly important to them. A Company such as Starbucks expresses their key beliefs and values daily. Starbucks managers use this concept to understand the hidden aspects of organizational life. Starbucks, being an organization that deals with internal and external problems daily rely on these elements to cope with them. Starbucks visible values are well embedded with the company when you think of this organization. The Starbucks Logo is well known throughout and represents a green twin-tailed mermaid, known as Siren in Greek mythology. The Starbucks logo is so familiar the company has removed the company's name from around the logo and people can still easily recognize the logo as Starbucks brand. This reminds people who they are when customers see this mermaid. I However there are less obvious values that this company that are invisible and can only be perceived from what people believe and justify. For example one could interpret that Starbuck’s slogan is green because of their commitment to saving the environment and recycling. Starbucks...
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...7 standard key areas: Profit before Tax, Bookings, Shipments, Returns (as a % of total dollars shipped), Rework Aging, Efficiency (net sales/no. of employees), and Delinquencies, which were measured on dollar volume and % of delinquent orders outstanding. These evaluations were measured each quarter (with monthly “check-ins”) and were highly emphasized, the most of which was Profit before Tax. Until 1987, HCC stressed “stretch” performance targets. Top management felt that these aggressive targets would push managers to produce the very best results, even though they knew that the intended probability of meeting these objectives was around 75-80%. This setup allowed managers to be appraised based on their actual to budgeted figures. However, there were two sides to these appraisals: an objective view and a subjective view. The objective view looked purely at the numbers. If the divisions Actual Profit before Tax was 60% or greater than Budgeted, the corresponding manager may receive up to 150% of their bonus potential. The subjective...
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...organizational politics. Unlawful behavior from the employees’ side may be resisted with the help of organizational politics. Jacqui Blanc stayed with strict procedures and reported directly to the CEO. Hunt, the CEO, had to abide by these guidelines because she manager put a lot of trust and confidence in Jacqui; who then provided honest information to the manager. Jacqui was truthful and brought a lot help to the company from the two production managers and the producers who were frauds. She corrected the deceitful events that involved two of the company’s production managers. Doc also reported directly and the manager and the other staff really thought highly of him. He received answers quickly because he knew that the ESD will not in any way accept the unfinished ideas and therefore channeled through the manager. The manager would then order ESD to halt recent projects to begin work on Doc’s awesome idea. You could tell that this wasn’t expected because the manager, who put his trust and confidence in Doc and would not fire him because of the great impact he has on the company of being a mastermind in his job and producing ideas that were profitable to the company. Doc had a major influence over the company and the manager because he was smart. When it comes to political influence, employees may be convinced about the plans and goals of the organization Doc was a mastermind; he clearly could persuade any position was protected and could save his employees from being relieved from...
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...a firm engaged in retailing and financing motorcycle sales. He was the first employee recruited by the newly assigned manager of Santiago City branch. When Mr. Cortes was hired, the branch was only one week old. Within five years, the branch had a full complement of twenty persons including the branch manager, a cashier, a credit and collection supervisor, a sales supervisor, and a parts and service supervisor. Mr. Cortes record as salesclerk was commendable and the branch manager was considering him for promotion as sales supervisor. The salesclerk’s job consisted of entertaining inquiries from prospective customers. If a sale is made he prepares the various documents required including the deed of sale, invoice, and receipt. The sales supervisor, on the other hand, was responsible for overseeing the activities of the salesclerk, the utility boy, the driver, the records clerk, the documents clerk, and the stock clerk. Oftentimes, the sales supervisor had to leave office at 8:00 P.M. due to the requirements of the job. Mr. Cortes indicated to the branch manager that he was happy with his job as salesclerk and he did not aspire to have a bigger responsibility. The branch manager, however, was very insistent, and he informed Mr. Cortes that the following month, he would be replacing the current sales supervisor who was going to be promoted as branch manager and assigned to another area. Since the announcement of the impending promotion, Mr. Cortes’ behavior began to change...
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...There are some components to these arguments that make a compelling case for a company to implement a diversity program. In the Cost Savings argument the example is given that if an employee is valued and respected they will be more productive and stay with the company longer. Productivity and employee retention are very important to a company. The cost of losing an employee, the recruitment process and new employee onboarding is both costly and time consuming. Treating an employee as a valued employee to me would be intuitive, but this is not always the case. I discussed briefly during our last class about an experience I had with a small start-up Pharma company that did not respect or value me. Within one month of starting this position, I noticed changes in my mangers behavior that at first were subtle. It started with her not making eye contact with me when we were speaking or in a meeting. This progressed to her not acknowledging my greetings when I would see her. Towards the end of my employment with this company my manger was blatantly disrespectful of me in front of all employees including upper management. I was ignored in team meetings and was not asked to contribute or provide the team with updates on my projects. It is very difficult to be a productive employee when you are afraid of what your manger will do or say next. After eight months I left this company. The experience left me not only doubting my skills but also depressed and anxious. It...
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...Develop a market positioning We notice a large number of new world producers that are a threat fort Château Margaux. They come from Australia, South Africa and California. Their strengths are: better marketing, lowercosts, modern production techniques and increasingly good quality. Château Margaux has to reinforce its position if it wants to stay one of the leaders on the prestigious market of wines. China seems to be an alternative to Château Margaux. There is a keen interest in food and wine in China. The consumption of wine is massive and the development of the wine industry could be very promising. Indeed, Paul Pontallier, general manager of Château Margaux, said China is the world's fastest ever growing wine market and the company aims to position Château Margaux at the very top. What we plan is to position Château Margaux as a luxurious wine leader in China. For future, what we expect is that China represents Château Margaux’s second largest market the first next year and may become the first one from the two next years. Moreover, Gao Ming, vice president and Shanghai general manager of Ruder Finn Asia, claims that China is looking for prestige and luxury, that’s why Chinese luxury consumers would appreciate such a prestigious brand. (By: Erica Ng, China – Shanghai, Published: Aug 03, 2010) Château Margaux will keep the high quality and wine characteristics that make its famous reputation. It has to keep its French image, so like this it will be associated to French...
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...IT’S MY BIKE Debbie Martin was overjoyed when she was selected the new Supplier Quantity Manager for the commercial product division of Cold Air Corporation. In this role, she was responsible for monitoring the quality of component parts for twelve production lines scattered throughout the large manufacturing plant. When she started the new position, Debbie knew she would be faced with many opportunities and conflicts. Her immediate supervisor, the manager of shipping and receiving, was not known as an easy person to work for. He expected his subordinates to have a take charge attitude and to avoid bothering him with trivial issues. What Debbie had not envisioned was just how trivial and non-productive some of the conflicts in her new position would be. She certainly had not expected to be on the verge of a fistfight. Debbie was just starting her shift when she received a telephone call from Ronnie, one of her subordinates. Ronnie was a purchasing parts inspector, and was responsible for inspecting certain incoming parts for all production lines in the plant. He was complaining that the Airhandler Quality team had borrowed “the bike” for a special project and would not return it. He reminded Debbie of his current project and how covering the entire 15-acre plant on foot would only delay completion of the project. Debbie rolled her eyes as she thought about the logistics of inspecting component past’s three separate buildings. She also realized that Ronnie had a...
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...Powers and Duties of Officers and Employees The procedure followed in the decision making process, including channels of supervision and accountability, the norms set for discharge of functions and the rules and regulations held under the control of the organization and used by its employees are detailed below. Shri Raji Philip Chairman-cum-Managing Director The Chairman and Managing Director is the Chief Executive of the Corporation and is responsible to the Board of Directors. He is responsible for all the activities of the Corporation including personnel, financial and commercial management, and corporate planning and project implementation. He is responsible for the effectiveness of the organization in the pursuit of the Company’s goals and objectives and in particular for the performance and supervision of the technical, administrative and day-to-day operations of the Company. The powers exercised by CMD are as per “Delegation of Powers” of CMD in vogue from time to time. Shri A K Bhatia Director (Operations) Director (Operations) is a member of Board of Directors and reports to Chairman and Managing Director. He assists the CMD in all technical matters, in procurement of providing support to the mills for efficient operations, forestry raw material and other major inputs, setting technical parameters and monitoring the operations against the set norms, closely inter-acting with the Chief Executives of the mills on all technical matters including innovation...
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...Performance appraisal system: Name: Institution: Performance appraisal is a human resource management practice, which has attracted a lot of attention from scholars and practitioners. It refers to the process by which a person’s job performance in an organization is scrutinized and evaluated. The reason for the implementation of performance appraisal is accomplish the goals and objectives of a firm. Performance appraisal has become part of a more strategic approach in integrating human resource activities to a company. Today, it has increasingly become a major focus in business and every organization. The system is crucial to the performance management and it directly reflects the strategic plan of an organization. The focus of PA is on an individual and not the performance of a team and this has made it to unpopular with workers in different fields. There are two types of performance appraisal, informal approach and formal approach; this paper will look at the later with respect to AMACO insurance company. The company taken for research was AMACO insurance. The company is based in Nairobi but has branches all over Kenya. The first process in which the company’s appraisal system is carried out is establishing performance criteria. The most common appraisal criteria in the company are goal achievement, behavior, traits, competencies, and improvement potential the company carefully selects each performance criteria because it pertains to achieving the company’s goals. Certain...
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