...Chapter 1 Competing with Operations Foundations of Operations Management, Ritzman & Krajewski © What Is a Process? • Process – Activities that transform inputs, add value and generate output(s) • Examples: – Manufacturing process • Furniture manufacturing: cutting or staining wood – Non-Manufacturing Process • Checking in passengers Foundations of Operations Management, Ritzman & Krajewski © 1-2 Processes & Operations Internal and external customers Inputs • • • • • • • • Workers Managers Equipment Facilities Materials Services Land Energy Processes and operations 1 3 5 2 4 Outputs • Services • Goods Figure 1.1 Information on performance 1-3 Foundations of Operations Management, Ritzman & Krajewski © Nested Processes at a Large Bank BANK Operations Cash Management Loan operations Trading operations Others ATM Support Customer transactions Service quality Others Maintain Cards Research problems Site analysis Others Retail Distribution Compliance Finance Human resources Teller Line Transactions Track branch sales ATM hotline Others Process Deposits Cash checks Safe deposit boxes Others Products Auto Finance Cards Mortgages Others Credit Applications Manage retail products Originate lease portfolio Others Loan Documentation Review credit standing Obtain manager approval Others Wholesale Trading Loan administration Leasing Others Fund Management Market making spot Dealer support Others Prepare Reports Attend meetings...
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...financial budgets to meet required outlay of equipment, technology, staffing, and physical facilities. To meet the needs of the growing population of North Reno County, Langley Mason Health (LMH) must make some tough financial decisions in regards to patient safety strategies that effect immediate and long term obligations. LMH has a strategic plan and has set forth ten goals for implementation. Once the goals are implemented, the community and patients will have safe, efficient care and the health system will be in line with other facilities that are technologically proficient. LMH has a multi-phase approach to complete the process and implementation of the plan. To date, the only phase completed is the first, and there is indecision and uncertainty among the LMH management staff about subsequent phases. Staff opposes purchasing equipment for short term safety goals such as smart IV pumps versus purchase of technological systems that include suites such as computerized order entry (CPOE), robots, and smart IV pumps, bar coding, computerized medication delivery, and electronic patient education. While some management decision makers desire to study the strategic problem before dedicating the funds for any equipment or phase, the chief information officer Dr. Moore does not want to get bogged down in a lengthy process of meetings and research that may take years to resolve (Wager, et al, 2009). In this case the issues involve how to be a good steward of the healthcare system funds while...
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...Adams, R., Bessant, J. and Phelps, R. (2006), ‘Innovation management measurement: A review’, International Journal of Management Reviews, Vol. 8, pp. 21-47. Alavi, M. (2001), ‘Knowledge management and knowledge management systems: Conceptual foundations and research issues’. MIS Quarterly, 25(1), 107-113. Aswathappa, K. (2000), ‘Human resource and Personnel Management’, Tata Mcgraw-Hill Publishing, Company Limited, New Delhi. Banbury, C.M. and Mitchell, W. (1995), ‘The effect of introducing important incremental innovations on market share and business survival’, Strategic Management Journal, Vol.16, pp. 161-182. Bock, G. W., et al. (2005), ‘Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate,’ MIS Quarterly: Management Information Systems, vol. 29, pp. 87-111. Cummings, J. N. (2004), ‘Work groups, structural diversity, and knowledge sharing in a global organization’, Management Science, 50(3), 352−364. Fliop. R. S. (2002), ‘Managing Human Resources-Personnel Management in Indian Enterprises’,New Delhi: Galgotia Publishing Company, New Delhi. Galunic, C. and Rodan, S. (1998), ‘Resource recombination in the firm: Knowledge, structures and the potential for Schumpeterian innovation’, Strategic Management Journal, Vol.19, pp.1193-1201. Grant, R. M. (1996), ‘Toward a Knowledge-Based Theory of the Firm’. 17: 109-122. Grant, R. M. (1991), ‘The Resource-Based Theory of Competitive...
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...Sports Management and Marketing Degree Requirements The four-year sport marketing and management program leads to the degree, Bachelor of Science in Kinesiology, with course work taken in conjunction with the Kelly School of Business. Students admitted to this program are selected from a pool of applicants. Admission to the program is limited. Graduation requirements include: * completion of general education requirements. * completion of sport marketing and management major requirements. * a minimum of 124 successfully completed credit hours which count toward the degree program. * a minimum 2.0 cumulative GPA. * a minimum 2.0 cumulative GPA in a combination of ANAT-A 215 and courses with the following department code-prefixes: HPER-A, HPER-D, HPER-K, and HPER-P. * No Pass/Fail except for free electives. General Education (20 – 39 credits) All undergraduate students must complete the IU Bloomington campus-wide general education common ground requirements. Such students must visit the 2012-2013 General Education Bulletin to view these requirements. Major (85-90 cr.) Sport Marketing and Management Foundation Requirement (15 cr.) Complete each of the following courses: ▪ HPER-P 211 Introduction to Sport Management (3 cr.) – FALL 2013 ▪ HPER-P 333 Sport in America: Historical Perspective (3 cr.) – SPRING 2014 ▪ HPER-P 392 Sport in American Society (3 cr.) ▪ HPER-P 405 Introduction to Sport Psychology (3 cr.) ▪ HPER-P 418 Sport Marketing...
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...A Strategic Marketing Plan is important for all companies to have. It lays out the goals, objectives, strategies and tactics to be implemented to support the companies’ goals. A formal plan will ensure all employees and ownership in the company know what to do and why. CalendarPlus.com is an online company offering customized calendars. A situation analysis where information is gathered from both external and internal sources is the background for the preparation of a strategic marketing plan. The type of information gathered includes sales data, customer data, competitive data and industry data. A SWOT, or strength, weakness, opportunities and threats, analysis will be completed and prioritized. The Strategic Marketing Plan will identify how the company will use its strengths and opportunities and work to overcome its weaknesses and threats. The strategic marketing plan will consist mainly of the goals, objectives, strategies and tactics and will thus be the plan which gives direction for the company. “Objectives must be measurable and include specific, quantifiable end results with dates assigned. Strategies identify how the company will achieve its objectives. Tactics indicate specifically what the company will do.” (Richards, L. 2011). A budget and timetable are imperative to a strategic marketing plan as it shows how and when resources are to be utilized to reach company objectives. There are several pricing strategies CalendarsPlus.com could utilize. Once market...
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...Assignment Topic: “How Positive Organization Scholarship developed into an emerging organizational science? How did positive psychology contributed to development of POS? Positive Organizational Scholarship (POS): Positive Organizational Scholarship (POS)has a focal point related to generative dynamics in organizations that eventually lead to human strength and virtue, patience threshold and healing power, vitality and striving, ability-development and producingmore than just ordinary individuals, groups and organizations. POS is based on the argument that enabling human excellence in companiesunleashes somewhat unapparent potential residing inside people and systems; that fosters organizational welfare. POS does not adopt one particular theory or rationale rather draws from a wide array of organizational theories. The term “POS”is composed of: * Positive:This is due to the fact that it emphasizesescalating, confirmatory, and generative states and dynamics; * Organizational:This is because it puts that into organizational perspective. * Scholarship:this is because it asserts theoretically-informed accounts, having strong backing of data and its statistical analysis, that ultimately provide implications for functioning, execution and operations of organizations. When practically applied to career development, POS reveals new horizons of thinking about antecedents and results of career development and provides new research questions for the researchers. ...
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...Enterprise Technology Pvt. Ltd (ETPL) is a subsidiary of Environmental Resource Investment Ltd (ERI). Enterprise Technology is one of Sri Lanka's top Network Systems Integrator with over 15 years of industry experience in providing business critical Information communication Technology solutions for major Sri Lankan Corporations. ETPL is operating with a high degree of management skills, service and engineering practices and it is led by partnership models. The company is also a firm believer in people as the foundation of their success; Enterprise Technology continuously invests in training and development of its employees to serve the various needs of its customers. Enterprise Technology is a member of ERI Group it inherits the strengths and stability of the Group. Because corporate customers expect their business partners to be financially strong and committed long-term to support their needs. As majority of the professionals working for the company are very young, traditional management practices alone cannot solely attribute to the superior company performance. Since more revenue is generated from its professional services business these young engineers need to be motivated in effective manner in order to maintain the employee sustainability. Current organizational structure is Functional Organizational Structure, where each and every divisional heads and team leads reports to the CEO of the company and CEO is the ultimate decision maker, which means the company...
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...Avila University Managing Peaceful Change Daily non-confrontational conflict management, a new approach to management By Rayma Vinyard Jacoby Management 629, Summer 2013 Professor Stan Salva August 19, 2013 Rayma Vinyard Jacoby Professor Stan Salva Management 629 August 19, 2013 Managing Peaceful Change Conflict management and leadership transformation are often presented as areas of specialization. Change can be caused by conflict or in itself can create conflict. In leading team development, managers must understand their employees and their team in order to lead them forward through daily conflict resolution. By using non-defensive mediation techniques, a manager can help each team member create a voice, invest them in the process of change, and lead their team to success. Conflict transformation has been used to resolve international issues since the 1970’s. Strategic and powerful, these tactics can poise a manager for corporate success. Systemic conflict analysis and conflict monitoring, with key shareholders, creativity in the imagination of sustainable solutions, strategic planning of systemic interventions, and mobilization of agents of peaceful change are the core elements of conflict transformation. 1 Engaging key shareholders requires understanding the people and team dynamics within the conflict. This gives managers a place to begin. Analyzing and monitoring conflict transformation using non-defensive communication allows the manager to...
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...the critical processes of recruitment and selection. It emphasizes the importance of the psychological contract in achieving positive HR outcomes and the significance of issues of power. It then goes on to consider various legal issues, forms of discrimination and recent requirements on data protection and human rights. The role of recruitment in managing diversity is considered. Recruitment is seen as an attraction process subject to variations in labour market conditions and variation of interests. The importance of a strategic view is considered to align performance requirement with roles specified in terms of skills and attitudes – often expressed as competences. e-Recruitment is also considered. Coverage of various selection methods is provided, based on a consideration of reliablity and validity issues. Chapter objectives After studying this chapter, you should be able to: □ Understand the place of recruitment and selection as a stage in the formation of the employment relationship. □ Understand the key legal requirements relating to recruitment and selection □ Explain the nature of attraction in recruitment □ Explain the effectiveness of the selection interview □ Understand the value of psychometric testing CHAPTER OUTLINE Introduction Recruitment followed by selection are vital stages in the formation of the expectations that form the psychological contract between employer and employees. There are power considerations to bear in mind...
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...value this can create. Who becomes and entrepreneur and why? According to Gartner (1985), “the entrepreneur is not a fixed state of existence; rather entrepreneurship is a role that individuals undertake to create organisations”. In this way one can understand how complex the matter of answering the question of who becomes and entrepreneur and why. Gartner believes that using a behavioural approach scholars are able to separate the act of entrepreneurship from the individual entrepreneur and so methodologies and techniques can be developed to discover correlations between the two factors. When looking at the individual, studying the he individual domains which include personality, motivation, and prior experience are helpful. The psychological characteristics such as risk-taking propensity and entrepreneurial self-efficacy along with developed skills and abilities influence entrepreneurial intentions (Zhao, Seibert, and Hills 2005). Contextual variables such as social context, markets, and economics...
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...Licensed to: iChapters User Licensed to: iChapters User Management theory and practice, sixth edition Copyright © Gerald Cole 2004 The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning, High Holborn House; 50-51 Bedford Row, London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk ___________________________________________________________________ All rights reserved by Thomson Learning 2004. The text of this publication, or any part thereof, may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. While the publisher has taken all reasonable care in the preparation of this book the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services that are referred to in this book may be either trademarks and/or registered trademarks of their respective owners. The publisher and author/s make no claim to these trademarks. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ___________________________________________________________________ ISBN...
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...To : HR Director From : HR Manager Date : 19.06.2012 Subject : Human resource management strategy plan 1.1 The word strategy means a long term planning or aim to achieve the specific purpose. Human resource management is based in the efficent use of employees. The main purpose of human resource management is to use of skills and abilities of employee in such a way to achieve the desired result of operational objectives that are utmost aim of organisation. Strategic human resource management is an approach that defines how the organisation goals will be achieved through people by mean of HR strategies and integerated HR policies and practices. SHRM may also be defined as, "strategic HRM focuses on actions that differniate the firm from its competitors" ( Purcell, 1999). Hill and jones take a similar view they define strategy as " an action a company takes to attian superior performance". the SHRM means the decision of a business organisation about what to do and what not to do when learning, training developing and organizing human resource. for example samsung recent decision to make a samsung note featuring all the function very similar to computer and ipad.was a strategic decision according to current need of consumer. SHRM focus on peformance of whole organisation instead of individual performance. 1.2 One of the most essential part of organisation is its employees and is obligatory...
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...Strategic interaction in sports Penatly kicks in soccer This short paper will explain how penalty kicks in soccer can be a example of strategic interaction. Strategic interaction[1] is a term that is broadly used to identify a process that seeks to involve several parties in achieving a common goal, relying heavily on effective communication to make progress in pursuing that goal. Everyday, people interact between each other and most of the time when people make a decision they think about the others and how they can react. Some decisions that one take depends sometimes on the choice of others. This paper is going to link social interaction with an economic principle. Soccer being a low-scoring game, matches often finish on a draw and need to be decided by penalties. In soccer, penalty kicks put the goal keeper against a striker in a tough mental contest. Indeed, it takes less than a half second for the ball to touch the net unless the goalkeeper succeed in intercepting it which is definitely not enough time for the goalkeeper to analyze the trajectory of the ball. He must guess where the striker will shoot unless he does not have any chances. Both striker and keeper must make delicate decisions. A left-footed strike will make a better shot to the left. The keeper will anticipate the shot and the striker would sometimes shot to the right because a even a weaker shot is better where the keeper does not stand. Same if the striker decide to toss a coin, the keeper would...
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...Indian Institute of Management Bangalore Customer Relationship Management Faculty: Prof. G. Shainesh Term VI PGP (2008-09) 3 Credit Course Background – The primary purpose of any business is to win and keep customers. Its competitors also seek to do the same. Most successful firms have developed capabilities for attracting customers through their marketing programs. But they have shown mixed results when it comes to retaining these customers. Customer Relationship Management helps businesses in successfully implementing strategies aimed at winning and retaining customers profitably. It is also helping businesses shift from a short-term transaction based mode of operation in their interactions with customers to a long-term relationship mode. Objectives – The objective of this course is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions of pre-readings, presentations by practitioners, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Group Project – Option 1 - Identify any organisation which is practicing some form of CRM. Start working with them to understand...
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...------------------------------------------------- Wiley (2012:2) identifies employee engagement as: 'The extent to which employees are motivated to contribute to organisational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organisational goals'. In contrast to this Swarnalatha and Prasanna (2013:52) claim that: 'Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform is at work'. This description opposes that engagement is distinctively diverse from employee motivation, organisational culture and employee satisfaction. The reality is that there is no one agreed definition of employee engagement as there are over 50 definitions that all have variations between them. Although recent reviews by researchers show that there is a similarity in the key components of the varied definitions, these common components that are acknowledged include employee association with organisational goals and a compliance to exert discretionary effort, commitment, enthusiasm for work and organisational pride (Schneider et al, 2009). In the recent years there has become a gradual interest in employee engagement. Firstly the reasons for this is the correlation with organisational performance. By improving employee engagement it can beneficial to companies in order to improves its...
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