BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out
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Chapters 11 and 12 in our text; Management Information Systems: Managing the Digital Firm, (12th Edition), by Kenneth C. Laudon and Jane P. Laudon. The case studies are varied and entitled, “Reality Gets Better”, Chap. 11, p, 429; “The Flash Crash: Machines Gone Wild?”, Chap. 11, p. 439; and “Piloting Valero with Real-Time Management”, Chap. 12., p. 476. Business and Support Systems Case Studies Reality Gets Better 1.1. The differences between virtual and
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[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers
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http://docslide.us/documents/individual-examination-bt-plc-m31005.html Individual Examination: British Telecom Cape Town CONTENTS 1 Executive Summary On the surface it would appear that British Telecom has addressed each area of TQM in their effort to implement a QMS system. They have had good financial results. Their people/staff satisfaction is high. Their customer satisfaction index high and are termed “loyal”. What really happened was that they had not implemented TQM correctly.
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M5 GROUP ASSIGNMENT QUESTION 1: There exist a critical relationship between individual job performance, job design and organizational design. Analyse this relationship from a theoretical perspective and contrast at least two different views in this regard. Individual job performance Performance is based on knowledge and skills or experience. The individuals will perform well if the management takes care of the following actions:- • Proper planning • Monitoring • Evaluation
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As I look back on my case study and the preparation, I m amazed to find that I learned a lot from this case study. I learned a great deal throughout the entire exercise. This was my first case study of studying nursing; therefore I didn’t have much experience in writing this type of assignment. During the course of writing this case studying there are some positives which helped to finish this assignment on time, although I couldn’t submit for feedback. I finished whole case one before the submission
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Case Study on New Position: Operations Manager Parit Agrawal International American University MGT 510 Human Resource Management Louis Lopez & Rajiv Sharma January 12, 2015 Introduction The case is about an employee who has recently joined a job as the assistant manager in the marketing department of a company which specializes in providing marketing support for other companies. His working team comprises of 10 individuals who mainly work on site with the customers to provide better
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any of these.” In this case Carol continued to be persistent and ensured that she did not allow her hardship to impact her business or her employees. Analysis In the life of a small business there are always some ups and downs, but when it comes to a situation when the person managing a family business suddenly passes away, most businesses close their doors as their thought process are mostly negative about business and its well-being. In Carol Baines case she decided to manage the
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M7X00595 HUMAN RESOURCE MANAGEMENT Raspberry Pi Foundation Table of Contents INTRODUCTION 3 MANAGING AN INCREASINGLY DIVERSE AND INTERNATIONAL WORKFORCE 4 DIVERSITY MENTORING PROGRAM 4 International Regulations 4 Advocate a diverse workforce 5 Cultural awareness training program 5 THE NEED FOR ‘CONTINUOUS IMPROVEMENT’ IN THE COMPANY 6
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Management ............................................................................................................. 6 Managing Stress: Personnel ............................................................................................... 6 Managing Stress: Workplace .......................................................................................... 7 Case Study: ScottishPower ................................................................................................. 8 Conclusion
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