Journal of Operations Management 20 (2002) 121–134 The service concept: the missing link in service design research? Susan Meyer Goldstein a,∗ , Robert Johnston b , JoAnn Duffy c , Jay Rao d a c Department of Operations and Management Science, University of Minnesota, 321 19th Avenue S, Minneapolis, MN 55455, USA b Warwick Business School, University of Warwick, Coventry CV4 7AL, UK Gibson D. Lewis Center for Business and Economic Development, Sam Houston State University, Huntsville, TX
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Page 2 of 27 Module Code: 56214 Student No. 201112880 Managing in Organizations The University of Hull Business School Contents S.I. 1 2 3 4 5 6 7 8 9 Introduction XYZ Technologies – Background Theories of Organizational Culture Role Culture Factors of the Culture Theories of Motivation Expectation and Motivation Motivational Factors Conclusion Description Page Nos. 4 5 7 9 12 18 21 24 25 Page 3 of 27 Module Code: 56214 Student No. 201112880 Managing in Organizations The
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Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies
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Assistant Professor of the Mechanical Engineering Department and the Director of Machine Shop of College of Engineering at the University of Texas at San Antonio (UTSA). He has been teaching undergraduate and graduate courses in the areas of computer integrated manufacturing systems, Six Sigma and lean methodologies, and manufacturing systems engineering. He also manages two rapid prototyping systems at UTSA. His current research interests include sustainability of manufacturing systems and web-based
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Budgeting and Control MHRM 502-2 Supported Distance Program June 2015 Addis Ababa Table of Contents Title Page Unit One: Overview of Budgeting and Control .............................................................................. 2 1.1. The Basic Concepts of Budget and Budgeting ................................................................ 2 1.2. Definition of Budget ........................................................................................................ 3 1.3. Budgeting
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in the learning process. Linda Dunegan, Ph.D. (c) CB Healing Institute, http://cbhealinginstitute.com/ Contents [hide] • 1 Introduction • 2 History • 3 What is Bloom's Taxonomy? • 4 Revised Bloom's Taxonomy (RBT) • 5 Terminology Changes • 6 Structural changes • 7 Changes in Emphasis • 8 Why use Bloom's Taxonomy? • 9 How can Bloom's Taxonomy Be Used? • 10 Summary • 11 Bloom - Biography • 12 References • 13 Bibliography • 14 Additional Resources • 15 Citation Introduction One of
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THE RELATIONSHIP BETWEEN REWARDS, RECOGNITION AND MOTIVATION AT AN INSURANCE COMPANY IN THE WESTERN CAPE by ROSHAN LEVINA ROBERTS Submitted in partial fulfilment of the requirements for the degree of MAGISTER COMMERCI in the DEPARTMENT OF INDUSTRIAL PSYCHOLOGY at the UNIVERSITY OF THE WESTERN CAPE SUPERVISOR: KARL HESLOP NOVEMBER 2005 ABSTRACT Increasingly, organisations are realising that they have to establish an equitable balance between the employee’s contribution
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Transformational change in organisations: a self-regulation approach Transformational change in organisations 143 Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related
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education to all Lebanese. Its mission is to foster personal and professional excellence and the development of leadership as expressed in service to others for the common benefit of humanity. In 2009, Hariri Canadian University (HCU) started its MBA program in 2009, with only 7 students enrolled in class. It offered MBA education with one emphasis which is General Management. Although HCU’s MBA merely has a history of 3 years, it has already gained a good reputation. Today in 2012, the registration rates
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pursuit of shareholder value: Risk transformation in financial institutions,1 when these cornerstone frameworks and capabilities are in place, risk management, risk governance, and regulatory compliance can be implemented in a more aligned and integrated manner. Figure 1: The cornerstones of risk transformation What vision drives the Organization? Business Model Operating Model culture What oversight ensures the strategy is executed? Governance Strategy What shared
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