...Supply Chain Coordination and Bullwhip Effect Name University Instructor Institution Date Supply chain coordination and bullwhip effect Introduction The development of effective coordination in organizations is essential for the maximization of the process of turning competitive advantage into profitability. Such coordination must occur both within the organization production and sales departments and beyond to include organizations contracted to handle its products. The process of coordination seeks to ensure that customer satisfaction is achieved through the adoption of approaches that are in tandem with their point of view. Organizations also adopt supply chain coordination to enable them align their plans with the objectives of individual enterprises that that handles their products. As such, the process emphasizes on the management of inventories and the ordering process within the organization and also within other organizations that do business with the company (Gupta & Mishra, 2012). Bullwhip effect is a trend that results into significant swings in the inventory responses in relations to alterations customer’s demands. The instability witnessed with the customer’s demand leads to the need for organizations make forecasts for demands in order to enable them position their inventory and other resources in line with the customer demand. As a product moves up the supply change, the participants within the chain observe variations in demand and this...
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...NBER WORKING PAPER SERIES THE DISTINCT EFFECTS OF INFORMATION TECHNOLOGY AND COMMUNICATION TECHNOLOGY ON FIRM ORGANIZATION Nicholas Bloom Luis Garicano Raffaella Sadun John Van Reenen Working Paper 14975 http://www.nber.org/papers/w14975 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 May 2009 We would like to thank the ESRC for help with financing this research at the Centre for Economic Performance. We thank participants at the LSE Labor workshop, at the NBER Summer Institute in Labor and Personnel Economics, at the Harvard/MIT workshop in Organizational Economics and at the Microsoft Economics workshop for their useful comments. The views expressed herein are those of the author(s) and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peerreviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications. © 2009 by Nicholas Bloom, Luis Garicano, Raffaella Sadun, and John Van Reenen. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. The distinct effects of Information Technology and Communication Technology on firm organization Nicholas Bloom, Luis Garicano, Raffaella Sadun, and John Van Reenen NBER Working Paper No. 14975 May...
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...Repairing Jobs That Fail to Satisfy | CASE STUDY | Danica Michaela A. Mancao 2/27/2015 | Statement of the Problem Drainflow has effectively reduced cost through specialization but it has greatly lead to both employee and customer dissatisfaction due to incorrect processing of orders; improper billing service and unfitting people being sent to do the job. Objectives: * To determine if employee dissatisfaction affects the performance of the job. * To determine some ways to make cash reward system motivating to employees * To determine if the new job structure will help in having employees work effectively * To determine if personality is an essential factor during the hiring process SWOT Analysis Strengths * DrainFlow’s job structure is designed to keep cost as low as possible compared to the competitors. * The job structure could somehow ascertain that the customer is charged with the rate that is equal to the damages or problem and not be charged with a plumber’s rate when what is only required is that of a plumber’s assistant. Weaknesses * Specialization resulted to customer dissatisfaction. They had complaints especially on the response time and cost when the wrong people are sent to the job which causes the job to be delayed. * Employee dissatisfaction was also surfacing because employees had to deal being yelled at and having tp explain regarding the customers’ complains, which also affects their performance. Opportunities ...
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...states may do what they want. When states have free roam is hard to get them to cooperate. In the cooperation problem we have two types of cooperation: coordination and collaboration. Coordination is where states make the same choices and have no incentive to defect, this is the easier of the two. Collaboration is where states work together to make choices, but still have incentives to defect. In terms of a cooperation problem modeling the anarchy of interstate...
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...countries governments want to manage the currency and how far they are succeeded in managing the currencies along with the importance of policy coordination, Institutions that helped to formulate the coordination internationally along with the benefits and negatives of policy coordination. Here this video is supported by two cases such as Strict fiscal and monetary policies of US in 1985 and the other is UK joining in European monetary system [1] Managed currency The majority of major world currencies are managed at least to some degree. This is due to the purchase and sale of these currencies by the central banks of different countries. They do this in order to stabilize the international money markets and affects their own monetary policies. Why managing currencies? a. Reduce currency fluctuations If the value of currencies fluctuate significantly this can cause problems for firms engaged in trade. * For example if a firm is exporting to the US, a rapid appreciation in sterling would make its exports uncompetitive and therefore may go out of business. * If a firm relied on imported raw materials a devaluation would increase the costs of imports and would reduce profitability. b. Stability encourages investment. The uncertainty of exchange rate fluctuations can reduce the incentive for firms to invest in export capacity. Some Japanese firms have said that the UK’s reluctance to join the Euro and provide a stable exchange rates make the UK a less desirable place...
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...Helber Technical University of Clausthal Julius-Albert-Str. 2 D-38678 Clausthal-Zellerfeld Germany Tel. ++49 5323 953610 Fax. ++49 5323 953699 stefan.helber@tu-clausthal.de Abstract: This paper discusses some of the mechanisms that determine make-or-buy decisions. The short- and the long-term perspective are treated separately. In the short term, cost or profit comparisons can be used to determine what to “make” and what to “buy.” More important, however, is the long-term question of who should make the often specific investments required for production, transportation, and inventory processes. According to Coase and Williamson, the boundaries of the firm should be determined such that the costs of coordinating economic activities are minimized. They depend on the nature of the required assets as well as on the importance, frequency, and uncertainty of the economic transactions along the supply chain. Based on transaction cost theory, some rules of thumb can be derived of what to make and what to buy. Keywords: Make-or-buy decisions, vertical integration, transaction cost theory, Supply Chain Management Supply Chain Management: Just another buzzword? What is Supply Chain Management? It appears to deal with the coordination of tasks required to make products and to get them to the customers. In Figure 1, this includes production, storage, and transportation activities. These activities have to be coordinated along the whole chain, possibly over...
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...Abstract This paper talks about the four questions asked for assignment one of MGT210. They go into the principles associated with Taylor, Fayol, and Weber, who are people that are known as the main contributors to the classical approaches of management. Taylor is known for scientific management. It stressed carefully choosing and training workers and supervisory support. Fayol started administrative principles using “rules” of management. Bureaucratic organization is how Weber learned to do management, which is based on an organizational structure that promotes efficiency and fairness. Each person has a different view on management, but they have some similarities. Contingency thinking is also discussed in this paper and how it might apply to management. Contingency thinking is how managers try to match problems and opportunities to different situations. Then the paper tells us why the external environment is so important in the open-systems view of organizations. The paper finishes off by distinguishing Theory X and Theory Y assumptions and why McGregor believed Theory Y was the better one of the two. Assignment 1 Four questions were asked for assignment one of MGT210. The first question asks to identify principles associated with Taylor, Fayol, and Weber. The second question is to define contingency thinking and analyze how it might apply to management. The next question asks to evaluate why the external environment is so important in the open-system view...
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...lead to better communication and wider interaction between group members. In a group composed of friends, it would be expected that communication channels would be more open and numerous. This in turn, would be expected to exert facilitative effects on problem solving because it may lead to greater interchange of viewpoints and information and to more widespread contribution to problem solutions. And the sense of mutual support and the active cooperation created by friendly relations will enable the group to deal more confidently with its tasks and with the environment, including the leader. In all groups, however, personal differences occur. In the give-and-take of group work, differences can occur that serve useful functions—while others can be highly destructive. One problem for the leader of a group is to identify those feelings that are destructive to unity and to cope with them in such manner that their negative effects will be dissipated. Whether differences are concerned with genuine issues or with personal conflict, it serves no purpose to bury them or ignore their existence. A more effective approach is to try to develop a climate where differences on issues are welcomed as part of the problem solving process and where personal hostility can be recognized and dealt with as seems most appropriate. LEADING OPERATING GROUPS The most important single factor affecting group functioning is the character and competence of that person who serves...
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...AF436 Management Control Systems Assignment One Name: Pramendra K Nair ID # S91672510 Due Date: 16th June 2015 AF436 MANAGEMENT CONTROL SYSTEMS ASSIGNMENT ONE CASE: Haengbok Bancorp A small national wide Korean Bank with local customers and Company took advantage of financial crisis and open its similar business in US Question One Haengbok’s Management control systems the systems advantages and disadvantages 1. Action Control A) Current system of loan application process * If loan is more than one million it is approved by Mr Kim a senior manager from Seoul, Korea * For loans ranging from 1 – 5 million dollars the loan is approved by branch committee * Loan which is more than 5 million is approved the credit committee in Korea * Application is reviewed and scrutinize Advantage * This double approval reduces the risk for loans * This system gives time for worldwide trend in banking sector Disadvantage * Time consuming takes long to approve loan * Two most experience managers in branch committee there is no independent representative * Less involvement of branch manager in credit committee headquarters in Korea can make a wrong decision as they may not know the US market * Managers will try process loan application for less than 5 million * Rejected loans can have negative morale 2. Results Control A) Mini Profit Centers * The loan that is generated from each profit center the interest is credited...
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...Abstract This article provides an overview of the recent literature on franchising, with special attention to management control issues. Based on an analysis of franchising articles published in twenty-five high-impact journals over the period 1996–2008, the literature is divided into the following three broad streams: franchise initiation and subsequent propensity to franchise, franchise performance and control of franchising relationships. Several research gaps and avenues for future research are identified, especially towards a systematic study of management control issues in the context of franchising relationships. Key words: franchising, literature review, management control JEL-codes: D23 – L22 – L26 – M21 – M40 2 I. INTRODUCTION This article provides an overview of the recent management literature on franchising, with special attention to its management controli aspects. Franchising plays a prominent role in business life today. This form of entrepreneurship is increasingly being adopted in a variety of sectors, especially by retailing and service companies such as McDonald’s, Holiday Inn, Body Shop and Benetton. According to the Deontological European Code of Honour (2004), franchising is a system for the sale of commodities, services and/or the application of technology. It is based on a close and continuing cooperation between juridical independent and financially autonomous companies, namely the franchisor and his individual franchisees. Hereby, the franchisor...
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...ORGANIZATIONAL BEHAVIOR Is a multidisciplinary field of stduy that investigate show indidividuals behave within formal organizations. OB AS AN INTERDISCIPLINARY FIELD (Campo) * Psychology: individuals, motivation, personality, attitudes, learning, goals, expectation, perceptions, cognition. * Sociology: groups, status, hierarchy, influence, trust, reciprocity, social identity, social networks. * Economics: perfromance, efficency, effectiveness, incentives, monitoring, coordination. * Political science: power, governance, negotation, politics. INDIVIDUAL BEHAVIOR Managers achieve results by working with and through others. The abilitiy to undestand, predicit and control individual behaviour in the absence of direct monitoring is one of the most important- but also difficult managerial skill to master. FORMAL ORGANIZATIONS A formal organization is a social system with specific goals and usually consisting of several interrelated groups of subunits. Formal organizations are governed by clearly stated and enforced norms that typically survive the churning (mescolare) of organizational members. PURPOSE OF ORGANIZATIONAL BEHAVIOR The purpose of organizational behaviour is to inform the optimal design(progettare) of the organizational strcture and processes to promote improvement in the satisfaction and productivity of oganizational members while increasing the efficency and effectiveness of the organization as a whole ( nel suo complesso). SATISFACTION...
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...integrated perspective of the two fields. We first identify major user innovation strategies. We then derive the implications for each user innovation strategy on key dimensions of organizational design. Keywords: User innovation; organization design the point of departure for this article is the growing literature around the phenomenon that companies are in the midst of a paradigm shift from closed, producer-centered ways of innovating to open, user-centered innovation processes (Chesbrough, 2003; von hippel, 2005). to improve innovation performance and increase competitiveness, more and more firms are employing user innovation strategies (von Hippel, 2005). Such strategies have proven to be of high value to almost every type of company; both start-ups and wellestablished companies, irrespective of the industry they are operating in, can benefit from incorporating the creative potential of “external” individuals and organizations into the innovation process (Bogers, afuah, & Bastian, 2010; hienerth, Keinz, & Lettl, 2011). research has devoted a great deal of attention to describing particular approaches, such as the lead-user method (Lüthje & herstatt, 2004; von hippel, 1986), toolkits for user innovation and design...
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...EMPIRICAL RESEARCH When do incentives work in channels of distribution? David I. Gilliland & Stephen K. Kim Received: 31 December 2012 / Accepted: 1 November 2013 / Published online: 7 December 2013 # Academy of Marketing Science 2013 D. I. Gilliland Aston University, Birmingham, UK B47ET incentive offers because monetary rewards offset the agent’s risk and unpredictability of its income stream (Jensen and Meckling 1976). Despite general support for this logic, researchers have been puzzled by a substantive dilemma: Incentives often do not work. Benabou and Tirole (2003); Bouillon et al. (2006), and others have found that agents do not always respond positively as incentives increase. Other findings indicate that monetary incentives are sometimes demotivational (Ryan and Deci 2000), lead to dysfunctional activities by rewarding the wrong behavior (Baker 2002; Oyer 1998), are an inefficient control mechanism (Akerlof and Kranton 2005), promote shirking rather than compliance (Gibbons 1998), and are unpredictable under turbulent industry conditions (Prendergast 1999). The idea that incentives often do not work has been substantiated in the practitioner literature as well. Kesmodel (2008) reports in the Wall Street Journal that even dominant firms find it difficult to structure effective incentive portfolios with the resellers of their products. These and other findings motivate our research question: When do incentives work in a channels of distribution ...
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...Barbara Heard MSN 285637 Mentor: Ronda Arnold March 15, 2015 C159/UUT2 – POLICY, POLITICS & GLOBAL HEALTH TRENDS POLICY ANALYSIS TASK Introduction: This assignment requires that I develop and thoroughly analyze a public policy in order to advocate for one that improves the health of the public and/or the nursing profession globally (local, state, national or international). To do this, I must reflect on several aspects of being a policy maker within the nursing profession. I was instructed to consider the following: · Why did I select the health or nursing profession policy issue? · How does this issue affect nursing practice, healthcare delivery and health outcomes for individual, families and/or communities? · What are the values and the ethical positions that underpin my perspectives? · What criteria will I use to evaluate the success (outcomes) of my proposed policy change? I will use both, a top-down and bottom-up approach, in order to analyze and bring the nursing perspective to policy makers and stakeholders. By identifying the values and ethical perspectives that underpin my position, I will develop criteria to evaluate the success of my work which will lead to the creation of a policy brief that can be sent to decision makers and create a plan to work with an organization/community to promote policy change at the local level. Nursing research to support my position is vital in guiding me to my conclusion and will include principles of...
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...While not a recipe for guaranteed success, these practices comprise a roadmap for systematically negotiating and managing key supplier relationships more effectively. Today’s sourcing and procurement professionals face a multitude of negotiation challenges: from internal negotiations with business units around sourcing strategies; to negotiating agreements with single and sole source suppliers; to ongoing negotiations over individual statements of work, change orders, issues of scope, and the like. This excerpt describes the four best practices related to negotiation and offers some practical ideals about how to implement them. About the study The study was based on data collected from sourcing and supply chain executives at more than 100 companies about relationship management practices with their key suppliers, across six fundamental areas: Evaluation and Selection Negotiation Post-Deal Relationship Management Termination Performance Monitoring Portfolio Governance and Management One hundred fifteen survey respondents were asked to answer scaled questions on specific practices, as well as open-ended questions about their company’s overall approach to supplier relationship management. The bulk of the study details specific findings about each practice, including a...
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