Principles of OPERATIONS MANAGEMENT Seventh Edition r Jay Heizer Jesse H. Jones Professor of Business Administration Texas Lutheran University Barry Render Charles Harwood Professor of Operations Management Crummer Graduate School of Business Rollins College PEARSON Prentice Hall Upper Saddle River, New Jersey 07458 About the Authors vi Foreword xx Preface xxi PART i l l 1, Introduction to Operations Management 1 Operations and Productivity 1 Global Company Profile:
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describes the four steps of the control process. It also discusses three types of systems available to managers to control and influence organizational members: output control, behavior control, and organizational culture(clan control). Effective management of organizational change is addressed, as well as the role of the entrepreneur in the change process. LEARNING OBJECTIVES • Define organizational control and identify the main output and behavior controls managers use to coordinate
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of activities that accomplish a specific task, such as processing a customer's order B) Result in a product or service that is received by an organization's external customer C) Invisible to the external customer but essential to the effective management of the business and include goal setting, day-to-day planning, performance feedback, rewards, and resource allocation D) Attempts to understand and measure the current process, and make performance improvements accordingly. 2. Which of the
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6 7 8 9—CRK—11 10 09 08 07 BRIEF CONTENTS PREFACE xi PART ONE THE ENVIRONMENT OF MANAGING NOW 1 2 3 4 MANAGING AND THE EVOLUTION OF MANAGEMENT ETHICAL AND SOCIAL ISSUES 29 MANAGING IN A GLOBAL ENVIRONMENT 59 MANAGING ENTREPRENEURSHIP AND INNOVATION 1 1 89 PART TWO INFORMATION AND DECISION MAKING NOW 5 INFORMATION AND KNOWLEDGE MANAGEMENT 6 DECISION MAKING NOW 144 116 116
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www.ccsenet.org/ijbm International Journal of Business and Management Vol. 5, No. 7; July 2010 Competitive Advantages and Strategic Information Systems Mahmood Hemmatfar, Ph. D. Faculty Member of Islamic Azad University, Brojerd Branch, Iran Mahdi Salehi, Ph. D. (Corresponding author) Assistant Prof. Department of Accounting and Management Ferdowsi University of Mashhad, Iran Tel: 98-912-1425-323 E-mail: Mahdi_salehi54@yahoo.com Marziyeh Bayat, Ph. D. Faculty Member of Islamic Azad University
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www.ccsenet.org/ijbm International Journal of Business and Management Vol. 5, No. 7; July 2010 Competitive Advantages and Strategic Information Systems Mahmood Hemmatfar, Ph. D. Faculty Member of Islamic Azad University, Brojerd Branch, Iran Mahdi Salehi, Ph. D. (Corresponding author) Assistant Prof. Department of Accounting and Management Ferdowsi University of Mashhad, Iran Tel: 98-912-1425-323 E-mail: Mahdi_salehi54@yahoo.com Marziyeh Bayat, Ph. D. Faculty Member of Islamic Azad University
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Portada Management information systems managing the digital firm Part One. Organizations, Management, and the Networked Enterprise ....1 Chapter 1. Managing the Digital Firm ....2 Opening Case: DaimlerChrysler's Agile Supply Chain ....3 1.1 Why Information Systems? ....4 Why Information Systems Matter 4 • How Much Does IT Matter? 6 • Why IT Now? Digital Convergence and the Changing Business Environment ....7 1.2 Perspectives on Information Systems ....13 What Is an Information System
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Journal of Macromarketing http://jmk.sagepub.com/ Market Responsiveness to Societal Interests Tracy L. Gonzalez-Padron and Robert W. Nason Journal of Macromarketing 2009 29: 392 DOI: 10.1177/0276146709344954 The online version of this article can be found at: http://jmk.sagepub.com/content/29/4/392 Published by: http://www.sagepublications.com On behalf of: Macromarketing Society Additional services and information for Journal of Macromarketing can be found at: Email Alerts: http://jmk
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Acquisition: a strategy through which one firm buys a controlling, or 100% interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio. After acquisition, management of the acquired firm report s to the management of the acquiring firm * Takeover: a special type of acquisition when the target firm did not solicit the acquiring firm’s bid for outright ownership * Friendly acquisition: the management of the target firm wants the firm to be acquired
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• • Reverse logistics Stock-keeping units (SKUs) • Cost trade-offs • Economic utility • FOB destination pricing • FOB origin pricing • Form utility • Freight absorption • Inbound logistics • Landed costs • Logistics • Mass logistics • Materials management • Stock outs • Systems approach • Tailored logistics • Time utility • Total cost approach Learning Objectives • To learn the definition of logistics • To understand the economic importance of logistics • To learn of recent events and their
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