...Champy, Michael Hammer, and others introduced the concept of Business Process Reengineering (BPR) in the early 1990’s. Both Hammer and Champy have authored several books on the subject since then as BPR became a hot buzzword. They now both lead separate consulting practices focusing on helping companies improve their processes. Steve Stanton, co-author of the article How Process Enterprises Really Work, works with Hammer at his consulting practice. Champy, Hammer, and other proponents of Business Process Reengineering envisioned it to be a “fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical measures of performance” (Management Learning). According to Hammer, a process is “everything that transpires from the beginning – the point at which a customer or constituent requires something – to the point that a customer is satisfied with the results” (Harris 1999). A process enterprise is a business that takes the revolutionary concept of BPR and transforms their organization. In the article, How Process Enterprises Really Work, Hammer and Steve Stanton reiterate the importance of building a business around its core processes. They take a look at companies who have successfully applied BPR and became process enterprises, noted some of the obstacles these companies faced and how the obstacles were overcome, and reaffirmed the techniques for becoming a successful process enterprise. After a brief summary of the article...
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...A Summary and Critical Analysis: “The 7 Deadly Sins of Performance Measurement and How to Avoid Them” Doris Willis Ottawa University May7, 2016 Productions-Operations Management – OAD 30013 Review: Hammer, M. (2007). “THE 7 DEADLY Sins OF PERFORMANCE MEASUREMENT [and How to Avoid Them],” MIT Sloan Management Review, 48(3), 19-28. Business managers are responsible designing and using metrics to track and improve operating performance to ensure customers are satisfied, productivity increases, and to boost sales. Operational performance measurement is one of the toughest problems facing many organizations nowadays. “The 7 Deadly Sins of Performance Measurement and How to Avoid Them” by Michael Hammer seeks to answer why companies fall target to recurring mistakes when using metrics. Ultimately, this article documents and evaluates seven prevalent mistakes exploited and how each improbity circumvents performance management and how to elude them. Summary The article centers on interviews with various executives. The consensus is managers’ do not use metrics effectively; they measure either too much or too little or the wrong things. Numerous companies implement metrics without giving any thought to the consequences of these metrics. He notes many of the operational metrics used by businesses make little or no sense. Hammer spells out the general dissatisfaction managers’ feel with metrics. Hammer outlines two routes that will ensure useful...
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...process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV RESULTS AND FINDINGS …………………………………………….. 18 V SUMMARY AND CONCLUSIONS …………………………………….. 27 Appendices A. FINAL SURVEY………………………………………………………….. 34 B. DEFINITION OF TERMS ………………………………………………... 42 REFERENCES…………………………………………………………………….. 44 BIBLIOGRAPHY……………..…………………………………………………... 51 EXECUTIVE SUMMARY Interdepartmental and cross functional interaction are proposed to...
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...processes. – Reshapes organizational work practices and information flows to take advantage of technological advancements. © 2012 UMT Advanced Accounting Information Systems 3 BUSINESS PROCESS REENGINEERING • BPR: – Simplifies the system. – Makes it more effective. – Improves a company’s quality and service. • BPR software has been developed to help automate many BPR tasks. © 2012 UMT Advanced Accounting Information Systems 4 BUSINESS PROCESS REENGINEERING • Michael Hammer has set forth several principles that help organizations successfully reengineer business processes: - Organize around outcomes, not tasks. • DO AWAY WITH: Assigning different parts of a business process to different people, with the resulting handoffs, delays, and errors. INSTEAD: Each person’s job is designed around an objective, outcome, or process rather than a task needed to complete a process. • © 2012 UMT Advanced Accounting Information Systems 5 BUSINESS PROCESS REENGINEERING • Michael Hammer has set forth several principles that help organizations successfully reengineer business processes: - Organize around outcomes, not tasks. - Require those who use the output to perform the process. © 2012 UMT Advanced Accounting Information Systems...
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...MEMO Executive Summary This memo analyzes the strategic position of Global Household Brands in the household product market. The current strategies and practices lead us to turn out the right move that management should make in order to gain the market share and largest long term growth for the company. I have evaluated GHB in order to develop useful recommendations and possible strategies in the future. I have gathered information regarding industries, financial statements, internal and external factors in GHB competitive structure. My analysis will be based on a SWOT analysis, Michael Porter’s five forces model and strategic intent in order to achieve the best strategies in the market of household product. Finally, I can assure that GHB will solve this situation, and turn out more stable and efficient company throughout provided good recommendations and possible strategies in the future. Background of GHB Before analyzing Global Household Brands, I would like to provide where GHB is now by a brief background. Block drug produced a variety of “niche” products such as Polident, powdered aspirin products, household cleaning products, and other brands. The most of these products were successfully generating high profits in their respective markets. However, they were faced with some trouble when Clorox, S.C. Johnson, Arm and Hammer entered the market. Block chose not to market their products at the level of large competitors, which led to a sharply decrease in sales about...
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...Uni Name | Youth Labour Segmented Market Theories | Essay | | Client Name | @XXXXXXXX | | Contents Introduction 2 Segmentation of the Labour Market 3 Theories about Segmented Labour Markets 3 The Dual Labour Market Theory 6 Summary 9 References 10 Introduction The behaviour and life experiences of young people have vastly evolved throughout the past few decades. These changes impact on their relationships between family and friends, their experience of the job market, as well as the educational system and of course, their ability to establish themselves as an individual. According to Furlong and Cartmel (1997), many of these changes are due to the structural changes in the job/labour market. Further, the social organisation of taking different career paths in life has been replaced with more discrete variation (Haaland, 1991). Making that shift from school life to working life tend to be less determined, more flexible, and above all daunting (Ellingsæter, 1995). Beck (1997) and Giddens (1991) claim that the terms “individualisation” and “risk” are often associated with younger people’s behaviour and conditions within a labour society. Individualisation denotes the traditional social groups or segments that are of importance like gender, ethnicity and class are branded as being fragmented and somewhat less important (Pollock, 1997). Though, Furlong and Cartmel (1997) argue that these social structures are of importance and that...
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...Introduction In this the second section of our course, we will focus on organizations and their use of information systems (a.k.a. application specific software) and enterprise resource planning systems (a.k.a. enterprise information systems). Our first session in this sequence will consider the operations of a retail chain (FastFit Sporting Goods) and its wholesale supplier (WinterGear Distributors). We will next consider a global manufacturing concern and a major U.S. healthcare provider and their use of enterprise systems. Throughout, we will ask the same questions that are raised by our MIS Integrative Framework: * What is the business focus of the enterprise? * What are its information needs to: * transact? * manage and control? * learn, innovate, and compete? * What information technology choices enable the business core processes by addressing its information needs? What is an Information System? As you should recall from earlier in this course, an information systems is an application specific software product that aligns with and enables a core business process. At FastFit the core business processes include: * selling to customers * customer relationship management * supplier relationship management * sports and sports product knowledge cultivation * store operations management * people management * financial management * At WinterGear the core business processes include: * selling...
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...Movie Review for The Social Network (Project in CS Fundamentals) Movie Review for The Social Network * Name of the film The Social Network * Prominent Actors Jesse Eisenberg as Mark Zuckerberg Andrew Garfield as Eduardo Saverin Justin Timberlake as Sean Parker Armie Hammer as Cameron Winklevoss and Tyler Winklevoss * Plot Summary In October 2003, Harvard University student Mark Zuckerberg has the idea to create a website to rate the attractiveness of female Harvard undergraduates after his girlfriend Erica Albright breaks up with him. Over the course of a single night, Mark hacks into the databases of various residence halls, downloads pictures and names of female students and, using an algorithm for ranking chess players supplied by his best friend Eduardo Saverin, he creates in a few hours a website called "FaceMash.com", where male students can interactively choose which of two girls presented at a time is more attractive. Mark is punished with six months of academic probation after the traffic to the site brings down parts of Harvard's computer network, and he becomes vilified among most of Harvard's female community. However, the popularity of "FaceMash" and the fact that he created it in one night, while drunk, brings him to the attention of Cameron Winklevoss and Tyler Winklevoss, identical twins and members of Harvard's rowing team, and their business partner Divya Narendra. As a result, he gains a job working for the Winklevoss twins as the...
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...BODY LANGUAGE FOR PROFESSIONAL SUCCESS Prepared for Michael Newman By DREW NICKELL OCTOBER 7TH, 2015 CONTENTS Executive Summary……………………………………………………………………………….4 Introduction………………………………………………………………………………………..5 The Five Major Channels of Communication…….………………………………………………5 Body Angle………………………………………………………………………………..5 Face………………………………………………………………………………………..5 Arms……………………………………………………………………………………….5 Hands……………………………………………………………………………………...6 Legs………………………………………………………………………………………..6 Mirroring, Matching, and Building Rapport………………………………………………………6 Matching…………………………………………………………………………………..6 Mirroring…………………………………………………………………………………..7 Personal Selling Power……………………………………………………………………………7 Closing a Negotiation……………………………………………………………………..7 Rules of Nonverbal Selling Power………………………………………………………..7 Conclusion………………………………………………………………………………………...8 EXECUTIVE SUMMARY This report provides a summary of the information contained within the book Strictly Business Body Language: Using Nonverbal Communication for Power and Success by Jan Hargrave. This summary attempts to identify the most useful topics for professional accountants to master. Included in this topic list are such items as: The Five Major Channels of Communication, Mirroring, Matching, and Building Rapport, and Personal Selling Power. Body language is critical to professional success, and any accounting professional must be armed with a basic framework of understanding...
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...Introduction Henri Fayol was born in 1841 in Istanbul, is often known as the person who developed a general theory of business administration. He was a mining engineer who worked as the managing director of a big French mining company named as Compagnie de Commentry-Fourchambeau-Decazeville for the last 30 years of his working life (1888–1918). He died in Paris in 1925. He suggested the following 14 principles as the general principles management: Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison...
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...Introduction Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as “management code” today. Principle 1: Division of work The idea of division of work, or as Adam Smith called it “division of labour”, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of “the natural order” comparing...
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...Summary: SHOE CORPORATION OF ILLINOIS produces a line of women’s shoes that sell in the lower price market. Profits averaged from 30 cents to 50 cents 10 years ago while today due to the labor and material costs, the profit is only from 25 cents to 30 cents. Production at both the company’s plants total 12,500 pairs per day. SHOE CORPORATION OF ILLINOIS offers 100 to 120 different products to customers each year. Being a small shoe producer, the President Allison, feels that the only way for a small independent company to be competitive is to change styles frequently, taking advantage of the flexibility of a small organization to create designs that appeal to customers, while other big companies produce large quantities of stable shoes which cuts the prices of constant changes in production processes and sales representatives. The new shoe design launch includes a number of bureaucratic steps which slows down the process and makes some employees to feel that the final approval is just a snap judgment of the president. The firm’s structure is vertical with centralized decision making and there exists some serious employee or interdepartmental conflicts. The president recently hired some consultants and installed sophisticated computers to initiate internal communication but the there is a resistance to change. 1. Leadership errors: Even though in the case, the management decides to innovate, it is also mentioned that the President of the firm sometimes wishes to produce only...
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...Accounting/Financial Analysis Of Lowe's Inc. Lowe’s is the world’s second largest home improvement retailer and operated 952 stores in forty five states at their fiscal year ending January 30, 2004. The company is currently in the midst of the most aggressive expansion in its history with 130 new stores opened in 2003 and another 140 slated for this year. Lowe’s saw 2003 sales reach approximately $30.8 billion, due largely to their focus on the retail customers and home-improvement projects. Fifty eight years ago Lowe’s began as North Wilkesboro Hardware Company, a neighborhood hardware store fittingly named after the small town it was located in. Owned by partners H. Carl Buchan and James Lowe, this concept was more than a living, it was a vision of creating a chain of hardware stores. The concept was easy and straight forward. Lowe’s concentrated on selling only hardware, appliances and hard-to-find building materials while eliminating wholesalers and dealing directly with manufacturers to establish a reputation of offering the lowest prices. The company went public in 1961 and began trading on the New York Stock Exchange in 1979 (NYSE:LOW). In 1982, Lowe’s had its first billion-dollar sales year, earning a record profit of $25 million, establishing them as an industry force. Lowe’s has posted extremely strong numbers in the past few years and the company has grown rapidly, swelling it’s store base from 500 to over 950. Sales have increased an average of 20% per year...
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...Sigma Significance of Six Sigma By Suhasini Pratapagiri Stratford University INTRODUCTION: WHAT IS SIX SIGMA? Six Sigma is a highly disciplined process that helps a company focus on developing and delivering near perfect products and services. Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen...
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...Tiger, tiger, burning bright In the forests of the night, What immortal hand or eye Could frame thy fearful symmetry? Stanza 1 Summary What immortal being created this terrifying creature which, with its perfect proportions (symmetry), is an awesome killing machine? [pic] 2 In what distant deeps or skies Burnt the fire of thine eyes? On what wings dare he aspire? What the hand dare seize the fire? Stanza 2 Summary Was it created in hell (distant deeps) or in heaven (skies)? If the creator had wings, how could he get so close to the fire in which the tiger was created? How could he work with so blazing a fire? [pic] 3 And what shoulder and what art Could twist the sinews of thy heart? And when thy heart began to beat, What dread hand and what dread feet? Stanza 3 Summary What strength (shoulder) and craftsmanship (art) could make the tiger's heart? What being could then stand before it (feet) and shape it further (hand)? [pic] 4 What the hammer? what the chain? In what furnace was thy brain? What the anvil? What dread grasp Dare its deadly terrors clasp? Stanza 4 Summary What kind of tool (hammer) did he use to fashion the tiger in the forge fire? What about the chain connected to the pedal which the maker used to pump the bellows? What of the heat in the furnace and the anvil on which the maker hammered out his creation? How did the maker muster the courage to grasp the tiger? [pic] 5 When the stars threw down their spears...
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