and really want to be world class performer which involves energy, patience, investment, integrity, passion and being a good role model. b. Customer Focused – In a total quality setting, the customer is the driver. This point applies to both internal and external customers. c. Obsessed with quality – Personnel at all levels approach all aspects of the job from the perspective of “How can we do this better?” when an organization is obsessed with quality; “good enough” is never good enough
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continuously goals, purposes and its way of doing things (Malhotra, 2001). These trends suggest that private and public organizations have to reinvent themselves through ‘continuous non-linear innovation’ in order to sustain themselves and achieve strategic competitive advantage. The extant literature highlights the great potential of ICT tools for operational efficiency, cost reduction, quality of services, convenience, innovation and learning in private and public sectors. However, scholarly investigations
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ARTICLE IN PRESS Int. J. Production Economics 106 (2007) 323–345 www.elsevier.com/locate/ijpe Organizational structures and the performance of supply chain management Soo Wook Kimà College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Republic of Korea Accepted 12 July 2006 Available online 26 September 2006 Abstract The objective of this paper is to suggest a set of best organization structures for efficient supply chain management. For
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The Journal of Applied Business Research – July/August 2010 Volume 26, Number 4 A New Look At Management Accounting Mohammad Talha, King Fahd University of Petroleum & Minerals, Saudi Arabia John B. Raja, Multimedia University, Melaka, Malaysia A. Seetharaman, S P Jain Center of Management, Singapore ABSTRACT This paper presents a comparison of the traditional management accounting with the new approach of management accounting with the use of latest information technology and manufacturing
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HANDBOOK of PSYCHOLOGY VOLUME 12 INDUSTRIAL AND ORGANIZATIONALPSYCHOLOGY Walter C. Borman Daniel R. lIgen Richard J. Klimoski Volume Editors Irving B. Weiner Editor-in-Chief 13 THEORIES AND PRACTICES OF ORGANIZATIONAL DEVELOPMENT John R. Austin and Jean M. Bartunek 309 ~ John Wiley & Sons, Inc. CHAPTER 13 Theories and Practices of Organizational Development JOHN R. AUSTIN AND JEAN M. BARTUNEK ORGANIZATION DEVELOPMENT TODAY, NOT YESTERDAY 310 THE CONCEPTUAL 'KNOWLEDGE
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broadly focused approach that can apply to any kind of change e. none of the above ANS: c 3. Which of the following is not one of the “stems” of OD? a. laboratory training b. environmental analysis c. action research/survey feedback d. participative management and quality of work life e. strategic change ANS: b 4. The first “T-group” was formed a. to facilitate decision making b. to work on group projects c. to make the group more cohesive d. as people related to data about their
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information? A. B. C. D. E. Strategic management. Performance measurement. Planning and decision making. Preparation of financial statements. Internal auditing and control. 2. Strategic management can be defined as the development of a sustainable: A. B. C. D. E. Chain of command. Competitive position. Cash flow. Business entity. Company image. 3. Cost management has moved from a traditional role of product costing and operational control to a broader strategic focus, which places an emphasis
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Adoption of the Balanced Scorecard: A Contingency Variables Analysis Kevin Hendricks Richard Ivey School of Business University of Western Ontario Larry Menor Richard Ivey School of Business University of Western Ontario and Christine Wiedman* Richard Ivey School of Business University of Western Ontario September 2004 We thank Harpreet Hora for her research assistance. We also acknowledge the Social Sciences and Humanities Research Council for providing funding for this project. * Corresponding
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position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive
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06_0789735733_ch02.qxd 4/5/07 1:29 PM Page 63 2 CHAPTER TWO IT Governance This chapter helps you prepare for the Certified Information Systems Auditor (CISA) exam by covering the following ISACA objectives, which includes understanding the role IT governance plays in providing assurance. The assurance structure starts at the top with senior management and continues downward through the organization. This includes items such as the following: Tasks Evaluate the effectiveness
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