... Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics, language, norms, and mores. rapidity of change—The speed at which change occurs. Rapid change is found in many areas such as technology, demographics, globalism, and new products and services. psychological contract—An unwritten agreement between an employee and the organization that specifies what each expects to give to and receive from the other. technology—An important concept that...
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...| The strategic role of managementA strategic decision is one that affects the business in the long term. The strategic goals areto improve: * productivity * efficiency * quality of outputsTherefore, all strategic decisions will focus on lower costs to an industry benchmark through efficiency and producing a good or service that is different to and competitive against rivals in the market. There are 3 types of strategies that are commonly used by businesses to gain and maintain a competitive advantage. These are: * cost leadership * product differentiation * market segmentationcost leadershipA cost leadership strategy is where a business aims to be the lowest cost manufacturer within its industry. The products are the basic, no-frills type with fewer features, perhaps lower quality and using low-cost packaging. Low costs can be achieved through: * economies of scale in production and distribution, * access to cheaper raw materials * exclusive access to a large source of low cost inputs * Distributing the product using dealers who work with lower profit margins.The issues that operation mangers need to be aware are: * Competitors can use the same strategy and can achieve even lower costs * The business’s product is not perceived by customers to be equal to its competitors because competitors offer better technology, features and service. * Developments in technology change consumer preferences *...
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......................... 2 II. Description of Problome.................................... 3 Problem Summary Company & Problem Analysis Empowerment back on track Barbara’s situvation III. Implementations ................................................ 6 Planning Process Continus Improvement Barbars Situvation IV. Conclution ........................................................ 15 V. Extraction ......... Error! Bookmark not defined.16 P AGE |1 Executive Summary Company Electra Products Inc. is an 80 year old publicly held Retail Electrical Product Manufacturer, who has well experienced & loyal set of employees. Barbara Russel is Vise President Manufacturing of this Operation & Martin Griffin is newly appointed CEO to carry out the empowerment program which was a decision of top management as a solution to below problem. Current Situation Company was facing following main problems; In recent years market share of Electra products has declined rapidly due to foreign & domestic competition. Company did not have any new innovations to face the challenging market. Communication between departments is very low, even between key departments such as Manufacturing & Sales. Because of this situation employees are actively seeking for new jobs which is also impact to the productivity. Plan To overcome this situation top management has decided to launch an empowerment program to take up the company from current...
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...MANAGING BUSINESS ACTIVITIES TO ACHIEVE RESULTS Name : Doan Minh Thanh ID number: P1007208 Course: Managing Business Activities to Achieve Results Module : Organizations and Behavior Lecture : Shamima Hossain Due date : April Group , 2014 : 1A 1 TABLE OF CONTENTS Interrelationships Between Organizational Process And Function Structure .............................. 4 Structure .............................................................................................................................................................. 4 Functions ............................................................................................................................................................. 6 Interrelationships between different functions: .................................................................................. 7 Process and Relationships between Objectives, Vision and Mission Statement ..................... 8 Methods for Mapping: ................................................................................................................................. 11 Identifying the Process Margins: ........................................................................................................ 11 Make the list of the functions and their process accordingly .................................................. 11 Make the Classification of Steps and Process ...........................................................
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...TOTAL QUALITY MANAGEMENT N.P.R. COLLEGE OF ENGINEERING & TECHNOLOGY N.P.R. Nagar, Natham - 624 401, Tamil Nadu, India. AN ISO 9001:2008 Certified Institution (Approved by AICTE, New Delhi, Affiliated to Anna University, Tiruchirappalli) No. : 04544 - 291333, 291334, 245422, 245423 & Fax No.: 04544-245392, 93 Website: www.nprcet.org, www.nprcolleges.org E-Mail: nprgc@nprcolleges.org ISO 9001:2008 MBA101 1 TQM/VMSS/M.B.A/N.P.R.C.E.T Miss. VMS.Sumathy, B.Sc (Phy), M.B.A., Lecturer/M.B.A N.P.R. College of Engineering and Technology, Natham TOTAL QUALITY MANAGEMENT BA*114 TOTAL QUALITY MANAGEMENT LT P C 3003 UNIT I INTRODUCTION TO QUALITY MANAGEMENT 9 Definitions – TOM framework, benefits, awareness and obstacles. Quality – vision, mission and policy statements. Customer Focus – customer perception of quality, Translating needs into requirements, customer retention. Dimensions of product and service quality. Cost of quality. UNIT II PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 9 Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. UNIT III STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY 9 Meaning and significance of statistical process control (SPC) – construction of control charts for variables and attributed. Process capability – meaning...
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...THE DELONE AND MCLEAN MODEL OF INFORMATION SYSTEM SUCCESS 9 The DeLone and McLean Model of Information Systems Success: A Ten-Year Update WILLIAM H. DE LONE AND EPHRAIM R. MCLEAN W ILLIAM DELONE is an Associate Professor of Information Systems and Chair of the Information Technology Department at the Kogod School of Business at American University in Washington, DC. Professor DeLone’s primary areas of research include the assessment of information systems effectiveness and value, the implementation and use of information technology in small and medium-sized businesses, and the global management of information technology. He has been published in various journals including Information Systems Research, MIS Quarterly, DATABASE, Journal of Global Information Management, and Journal of Information Technology Management. Professor DeLone earned a B.S. in mathematics from Villanova University, an M.S. in industrial administration from Carnegie Mellon University, and a Ph.D. in Computers and Information Systems from the University of California, Los Angeles. EPHRAIM R. MCLEAN is a Regents’ Professor and George E. Smith Eminent Scholar’s Chair in Information Systems in the Robinson College of Business at Georgia State University, Atlanta. Prior to coming to Georgia State University in 1987, he was on the faculty of the University of California, Los Angeles (UCLA) for 18 years. Dr. McLean’s research focuses on the management of information services, the value of IS investments...
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...Task 1 1.1 Evaluate the interrelationship between the different processes and functions of the organization. To achieve the aims and the goals of the organization, it has different type of functions and process in it to lead the business. The processes It is a process to make easy to get the job I done and it puts together in every functions in the organizations. It is involving from start to end in all over the functional activities of the organization and also considering the customer end as well. Functions If we take an organization it having some certain functional departments and having the interrelation among them. It helps to run the organization to reach the overall company objectives and also will make the satisfaction of the customers. It has departments such as marketing, finance, human resource, IT and technical. Example I have selected Amana Takaful PLC to discuss its different processes and functions. The interrelationship different between processes The customer propose the insurance to their property Filling the proposal form and paying cash or cheque The assessor takes the inspection and check the valuation of the property The policy authorization and gives the policy documents to the customer When the claim situation customer informs to the company The assessor inspect the damages and value the damage Check current value of the property and...
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...task 1: 1.1: If we talk about the Microsoft Corporation then There are multiple areas in which your company will have to expand in,in order to supply enough engineering capabilities to provide the product, as requested, on time and as budgeted. Microsoft Corporation is an American multinational technology company headquartered in Redmond, Washington, that develops, manufactures, licenses, supports and sells computer software, consumer electronics and personal computers and services. Its best known software products are the Microsoft Windows line of operating systems,Microsoft Office office suite, and Internet Explorer and Edge web browsers. Its flagship hardware products are the Xbox game consoles and the Microsoft Surface tablet lineup. It is the world's largest software maker measured by revenues. It is also one of the world's most valuable companies. Microsoft Corporation is one of the best companies who evaluate the interrelationship between the different processes and functions of it by setting proper functions on time like : * Research and Development * Design * Product Development * Manufacturing * Quality * Planning * Product Support * Sales * Marketing * Distribution * Commissioning * Finance * Purchasing * Human Resources 1.2: Setting goals can help keep you motivated, focus on what needs to be done and help you to achieve more in your professional...
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...Frequently Asked Questions Page No. Introduction The Fundamentals 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. What is Enterprise Risk Management (ERM)? Why implement ERM? How does the scope of ERM compare to existing risk management approaches? What is the value proposition for implementing ERM? Which companies are implementing ERM? If companies are not implementing ERM, then what are they doing? Who is responsible for ERM? What are the steps companies can take immediately to implement ERM? Is ERM applicable to smaller and less complex organizations? Why have companies that have tried to implement ERM failed in their efforts? Does implementation of ERM ensure the success of a business? What is the difference between ERM and management? What does it mean to “implement ERM”? Generally, how long does it take to implement ERM? Is there any way to benchmark the level of investment required to implement ERM? Don’t successfully run companies already apply ERM? How long has ERM been around and why is there a renewed focus on it? What percentage of public companies currently have an ERM process or system? Is there an example of effective ERM as it is applied in practice? How does the application of ERM vary by industry? Are there any organizations that need not implement ERM? What are the regulatory mandates for implementing ERM? Are standards for implementing ERM different for private and public companies? Must companies have sophisticated...
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...Production Management Does ICT influence supply chain management and performance?: A review of surveybased research Xuan Zhang Dirk Pieter van Donk Taco van der Vaart Article information: To cite this document: Xuan Zhang Dirk Pieter van Donk Taco van der Vaart, (2011),"Does ICT influence supply chain management and performance?", International Journal of Operations & Production Management, Vol. 31 Iss 11 pp. 1215 - 1247 Permanent link to this document: http://dx.doi.org/10.1108/01443571111178501 Downloaded on: 17 March 2015, At: 16:56 (PT) References: this document contains references to 123 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 3145 times since 2011* Downloaded by AFRICA UNIVERSITY At 16:56 17 March 2015 (PT) Users who downloaded this article also downloaded: Pietro Evangelista, Edward Sweeney, (2006),"Technology usage in the supply chain: the case of small 3PLs", The International Journal of Logistics Management, Vol. 17 Iss 1 pp. 55-74 http:// dx.doi.org/10.1108/09574090610663437 Dirk Pieter van Donk, (2008),"Challenges in relating supply chain management and information and communication technology: An introduction", International Journal of Operations & Production Management, Vol. 28 Iss 4 pp. 308-312 http://dx.doi.org/10.1108/01443570810861534 Benita M. Beamon, (1999),"Measuring supply chain performance", International Journal of Operations & Production Management, Vol...
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...identified eight dimensions of quality: 1. Performance: measurable primary characteristics of a product or service 2. Features: added characteristics that enhance the appeal of a product or service 3. Conformance: meeting specifications or industry standards 4. Reliability: consistency of performance over time 5. Durability: useful life of a product or service 6. Serviceability: resolution of problems and complaints 7. Aesthetics: the sensory characteristics of a product or service 8. Perceived: quality: subjective assessment of quality based on cues related to the product Parasuraman, Zeithaml, and Berry (1988), identified five dimensions to service quality: 1. Reliability: ability to perform the promised service dependably and accurately 2. Responsiveness: willingness to help customers and provide prompt service 3. Assurance: employees’ knowledge, courtesy, and their ability to inspire trust and confidence 4. Empathy: caring, individualized attention given to customers 5. Tangibles: appearance of physical facilities, equipment, personnel, and written material TQM is a philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. TQM refers to a quest for quality in an organization. There are 3 key philosophies in this approach. One is a never-ending push to improvement which is referred as continuous improvement; the second is involvement of everyone in the...
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...Chapter 1 1. Describe the interrelationship between consumer research, market segmentation and targeting, and the development of the marketing mix for the manufacturer of HDTV sets. Consumer research describes the process and tools used to study consumer behavior. Broadly speaking, there are two theoretical perspectives that guide the development of consumer research methodology: the positivist approach (objective and empirical causal research) and the interpretivist approach (qualitative and based on small samples). The focus of the marketing concept is consumer needs. Three elements for creating a strategic framework for discovering and analyzing those needs are market segmentation, market targeting, and positioning. Market segmentation is the process of dividing a market into subsets of consumers with common needs or characteristics. Because most companies have limited resources, few companies can pursue all of the segments identified for the company to pursue. Market targeting is selecting one or more of the segments identified for the company to pursue. Because many companies have adopted the marketing concept, the marketplace is filled with many products and services claiming to satisfy consumer needs. Positioning is developing a distinct image for the product or service in the mind of the consumer, an image that will differentiate the offering from competing ones and squarely communicate to consumers that the particular product or service will fulfill...
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...Chapter 1 1. Describe the interrelationship between consumer research, market segmentation and targeting, and the development of the marketing mix for the manufacturer of HDTV sets. Consumer research describes the process and tools used to study consumer behavior. Broadly speaking, there are two theoretical perspectives that guide the development of consumer research methodology: the positivist approach (objective and empirical causal research) and the interpretivist approach (qualitative and based on small samples). The focus of the marketing concept is consumer needs. Three elements for creating a strategic framework for discovering and analyzing those needs are market segmentation, market targeting, and positioning. Market segmentation is the process of dividing a market into subsets of consumers with common needs or characteristics. Because most companies have limited resources, few companies can pursue all of the segments identified for the company to pursue. Market targeting is selecting one or more of the segments identified for the company to pursue. Because many companies have adopted the marketing concept, the marketplace is filled with many products and services claiming to satisfy consumer needs. Positioning is developing a distinct image for the product or service in the mind of the consumer, an image that will differentiate the offering from competing ones and squarely communicate to consumers that the particular product or service will fulfill...
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...competitive edge in the market and rely more on partnerships but there are some conditions where they prefer an arm’s length relationship. This paper illustrates the important factors about the issues regarding partnerships in supply chain management (SCM), the reason for selecting arm’s-length relationship and also the difference between the two. This study provides an overview for making correct and reliable decision regarding partnership. Keywords: Supply chain management, Partnerships, Arm’s length relationship, Competitive edge. 1. Introduction Different strategies have been adopted by various firms to maintain their competitive edge and also to not only survive but excel in today’s dynamic environment. Strategies adopted by the companies are set towards a particular goal that needs to be met. For a long lasting relationship with partners, it is important to smoothly run the internal business processes. To deliver the final product to the end consumers, a firm needs to focus on its entire Supply Chain Management (SCM) as a core competence. This also needs to maintain good interrelationship among information, material and all the business processes within the firm to create optimum value to the end user (Lambert, Cooper,...
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... 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research Securing individual behaviour change Managing Change in the NHS 2.5 How can we make change happen? Organisational development (OD) Organisational learning and the Learning Organisation Action research Project management 60 60 63 66 68 Part 3 Reflections on evidence 3.1 3.2 3.3 3.4 Assistance with using available evidence Developing an evidence base Developing...
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