OBJECTIVES LO 7-1. Identify the factors that influence managers’ choice of an organizational structure. LO 7-2. Explain how managers group tasks into jobs that are motivating and satisfying for employees. LO 7-3. Describe the types of organizational structures managers can design, and explain why they choose one structure over another. LO 7-4. Explain why managers must coordinate jobs, functions, and divisions using the hierarchy of authority and integrating mechanisms. KEY DEFINITIONS/TERMS
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Engineering change order – a revision to a drawing or design released by engineering to modify or correct a part concept development phase – 1st phase of a project development effort. Here a company identifies ideas for new of revised products and servicesDFM, product design for manufacturability – the systematic consideration of manufacturing issues in the design and development process, facilitating the fabrication of the products components and their assembly into the overall product serviceability
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individuals to be better. THE JOURNEY WE TOOK IN DEVELOPMENT OF OUR TRAINING MODULE. METHOD STEP 1 Our facilitator briefed us about training modules and the activity started in class. The idea was proposed by the facilitator and we were all supposed to come up with whom to impart training for and on what product as a class. As a class we came up with the idea of developing a training module for 4 northern regions Area Sales Manager working for a high-end detergent powder
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sense of wealth. Banks also provide many services for clients to make easy their life in a busy environment. In this competitive environment in today’s world, the entire bank increases their facilities in favor of their customers to retain them and capture more share of the market to be leader. Interest is one of the main factors in attracting customers and also one of the significant factors in increasing extra income from providing loans besides other service income. So, it can be said that conventional
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Organizational Chart Training Requirements Training Program For effective training and learning evaluation training must take place. Evaluation of training There are the two principal factors which need to be resolved: * Who is responsible for the validation and evaluation processes? * What resources of time, people and money are available for validation/evaluation purposes? (Within this, consider the effect of variation to these, for instance an unexpected cut in budget
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relevant statistical data, the export of (Serbian) Banat tourism services in 2002. presented a mere 0.01% of the total sum of (Serbian) Banat export – despite rich tourist potential represented in natural, cultural, art, historic and anthropological assets of the region. Despite scattered exemptions, the trend of decreasing number of guests in Romanian Banat is evident as well, and all relevant statistics point out the common tourism development problem, both in SRB & ROM. Apart from the economic parameters
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1 Introduction 7 2 Defining Operations Strategy 8 2.1 What is Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI)
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TRUE/FALSE 1. Information is a business resource. ANS: T 2. An information system is an example of a natural system. ANS: F 3. Transaction processing systems convert non-financial transactions into financial transactions. ANS: F 4. Information lacking reliability may still have value. ANS: F 5. A balance sheet prepared in conformity with GAAP is an example of discretionary reporting. ANS: F 6. The Management Reporting System provides the internal financial information
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past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping
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movements, retirements, etc, in line with the business plan for the corresponding time frames. The result should be a series of crude supply situations as would be the outcome of present planning if left unmodified. (This, clearly, requires a great deal of information accretion, classification and statistical analysis as a subsidiary aspect of personnel management.) What future demands will be is only influenced in part by the forecast of the personnel manager, whose main task may well be to scrutinize
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