...operations management terms, we could refer to this doctor as being efficient but not effective. True False | 4. | An operations and supply chain strategy must be integrated with the organization's corporate strategy. True False | 5. | One of the competitive dimensions that form the competitive position of a company when planning its strategies is cost. True False | 6. | One of the competitive dimensions that form the competitive position of a company when planning its strategies is delivery speed. True False | | Various financial data for SunPath Manufacturing for 2012 and 2013 follow. What is the percentage change in the energy partial productivity measure between 2012 and 2013? A. | -9.22% | B. | 2.33% | C. | -0.53% | D. | 2.88% | E. | 22.2% | | . | i | What is the percentage change in the labor partial productivity measure between 2012 and 2013? A. | -9.22 | B. | | 2.33 | C. | -0.53 | D. | 2.88 | | | | | What is the percentage change in the multifactor labor and raw materials productivity measure between 2012 and 2013? A. | -9.22 | B. | 2.33 | C. | -0.53 | D. | -2.88 | E. | 10.39 | | Similarity of projects allows for a streamlined and highly structured development process in which variant of the generic product development process? A. | Technology-push products | B. | Customized products | C. | Complex systems | D. | Quick-build...
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...Paper published in IEEE Software 12 (6) November 1995, pp. 42-50 Architectural Blueprints—The “4+1” View Model of Software Architecture Philippe Kruchten Rational Software Corp. Abstract This article presents a model for describing the architecture of software-intensive systems, based on the use of multiple, concurrent views. This use of multiple views allows to address separately the concerns of the various ‘stakeholders’ of the architecture: end-user, developers, systems engineers, project managers, etc., and to handle separately the functional and non functional requirements. Each of the five views is described, together with a notation to capture it. The views are designed using an architecture-centered, scenariodriven, iterative development process. Keywords: software architecture, view, object-oriented design, software development process Introduction We all have seen many books and articles where one diagram attempts to capture the gist of the architecture of a system. But looking carefully at the set of boxes and arrows shown on these diagrams, it becomes clear that their authors have struggled hard to represent more on one blueprint than it can actually express. Are the boxes representing running programs? Or chunks of source code? Or physical computers? Or merely logical groupings of functionality? Are the arrows representing compilation dependencies? Or control flows? Or data flows? Usually it is a bit of everything. Does an architecture need a single architectural...
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...------------------------------------------------- Name: Ine Nurmalasari ------------------------------------------------- ------------------------------------------------- Centre Name: ICS ------------------------------------------------- ------------------------------------------------- ICS Student Number: 20967681 ------------------------------------------------- ------------------------------------------------- CIPD Membership Number: 42454541 ------------------------------------------------- ------------------------------------------------- Qualification Title: Foundation Human Resource Practice ------------------------------------------------- Unit Title: Understanding Organisations and the Role of Human Resources 40552A ------------------------------------------------- Unit Code: 3HRC ------------------------------------------------- Assignment number: 40552/01 First Submission Date | 30-Sep-2014 | Re-submission Date (if Applicable) | 3-Oct-2014 | Word Count | 1,289 | ------------------------------------------------- Candidate declaration: ------------------------------------------------- ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ ------------------------------------------------- ------------------------------------------------- I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism...
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...The impact of information technology on the HR function transformation By Yu Long 0123404 Graduation Committee: First supervisor: Dr. T. Bondarouk Course coordinator: Pro. Dr. J. K. Looise Master Thesis, Business Administration HRM University of Twente March, 2009 Preface This master thesis concludes my life as a student, which is performed under the supervision of Twente University in the Netherlands. The research is the terminal of the program Human Resource Management. Doing this research not only improves my skill on literature searching, information analysis, but helps me to gain more profound knowledge about e-HR. During the research, I have got great support from several persons, and now, here is the opportunity to thank them. At first, I give special thanks to Jiajie Li, my boyfriend. He accompanies with me during the whole research period. Besides dealing with my impatient and anxious attitude, he also put great effort on improving my thesis. His optimistic and serious attitude influences me, and makes me continue the research with better and better results every time. His support is very meaningful for my research period. Secondly, I would like to thank Ms. Tanya Bondarouk, and Prof. Jan Kees Looise for their excellent support, feedback and guidance. Both of them give me fruitful advice on how to improve my work. And they always give me timely feedback on my work, which encourages and makes me belief that I can hand in a satisfactory report under the effort...
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...CIBC Financial Service Representative Outbound Calls Submitted to: Aaron Dresner Submitted by: Amina Ali Alishba Chaudhary 5986222 Khanh Hoai Nguyen 9691839 Yolane Sima 6454046 Monday May 27, 2013 Phase I: Job Analysis MANA 362 Table of Contents CIBC 3 Job Description .............................................................................................................................4 Task ................................................................................................................................................4 Importance Rating.........................................................................................................................6 Dimensions......................................................................................................................................7 KSAs ............................................................................................................................................ 10 References....................................................................................................................................... Appendix CIBC The Canadian Imperial Bank of Commerce commonly known as CIBC is one of Canada’s leading financial institution. Through their three main businesses, retail and business banking, wealth management and wholesale banking, they offer a wide variety of financial products and services to over 11 million individual, small businesses...
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...Introduction: The purpose of this report is to outline the responsibilities of a H.R practioner and users of the service. It explains the different communication methods used whilst providing effective service delivery. Task 1.1 Explain the knowledge, skills and behaviours required to be effective in an identified HR role. Refer to the HRPM, and include a summary of the HRPM (including the 2 core professional areas) and an explanation of the activities and knowledge, at either band 1 or 2, of any one of the professional areas. The H.R profession Map is used in all organisations as a criteria for those in the H.R profession to set standards so that those in H.R can succeed and achieve to its full potential through their whole career. The map consists of 10 professional areas that persons need to carry out to deliver the skills and knowledge. The 10 areas are: Stategy, Insights and Solutions – This should be the core of every business to set a good foundation for great H.R capability, individuals need a understanding of the business and its context so that it can plan methods and solutions to meet needs of the organisation present and for the future. Insights involve understanding, collecting data, analysing and assessing situations. Understanding its customers and external factors that could effect the business . Its good to be pro-active and plan for the future growth of the organisation to try and avoid any risks to the business. Insights need to be directed into strategies...
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...resulting models are subsequently transformed into program code. Reverse engineering allow a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. 2) Study Questions Chapter # 4 Questions # 40, 41, 67, 78, and 81. 40. The critical path for a project is that sequence of dependent tasks that have the shortest sum of pessimistic durations. The critical path determines the latest possible completion date of a project. False. The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of a project. 41. The slack time available for any non-critical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. True 67. Which of the following is the sequence of dependent tasks that have the largest sum of most likely durations? C) critical path 78. Feature creep is the uncontrolled addition of technical features to a system under development without regard to schedule and budget. 81. Milestones are events that signify...
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...Task 1: Developing and using a personal development plan * Identify the links between organisational objectives and personal development objectives The organisation’s main aim is making a difference, as outlined in their Programme for and to make the Company t a “top performing organisation”. This mirrors my personal objectives to make myself a better worker. In order to achieve this I need to adhere to the Civil Service Competency Framework’s (2015) main aims of Setting Direction, Engaging People and Delivering Results. * Construct a personal development plan which meets agreed objectives I have created a PDP https://www.managers.org.uk/ that can be seen below. In my plan, I have identified what my short, medium and long term objectives will be for the next 12 months and beyond. I did this by using my Performance Management Review and my personal objectives I have included relevant training courses to enhance and expand my knowledge, but also formal and informal discussions and feedback from my colleagues to assist me to reflect on my practice and develop. Part 1 – Personal Analysis Strengths | Area for Further Development | * My personal organisational skills are excellent and I work well with others in the team. * I am confident in showing other members of the team how various system work such as the Financial System. * I have shown by attending the CMI leadership course that i have excellent time management skills by juggling my work and...
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...Management is the set of activities that creates goods and services by transforming inputs into outputs. Why is OM important? Text book lists four reasons: * To see how people organize themselves for productive enterprise * To understand how goods and services are provided * To understand what operations managers do * Because it is such a costly part of an organization Productivity Measurement: Outputs Produced Inputs Used Single Factor: One good over one input; ie Output/ Labour Multifactor: Output/(Labour +Material +Energy +Capital +Misc.) The controlled variables that go into productivity are: * Labour * Capital * Management Note: Quality Changes, External Elements, and a lack of Precise Units of Measure may also change productivity without managerial changes. Lecture 2: Hand Puppet Exercise Task Time: * time it takes to complete a given task Cycle Time: * time from the completion of one unit until the completion of the next unit Throughput Time: * time from the start of work at task one, until the completion of work at the final task. Realise that: A. The cycle time is a function of the bottleneck time, and therefore should be very similar in value B. Throughput time will include any wait times that occur for the product at the bottleneck C. Human nature will change the times and data D. It is the manager’s role to reduce bottlenecks and distribute tasks effectively to improve efficiency and speed. Lecture...
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...How effectively the organization meets the needs of the customers relative to others that offer similar goods or services. Strategy: Plans to achieve organization goals. Productivity: Measure of effective use of resources, usually expressed as the ratio of outputs to inputs. Productivity =Output / Input Competitiveness: Organizations compete with each other in various ways including: 1. Price: amount customer must pay for the product or service. If all other factors are equal customers will choose lowest price. 2. Quality: Material, workmanship and design. Quality is related to buyer’s perception. 3. Service: like after-sale such as delivery, setup, warranty, technical support etc. 4. Differentiation: any special feature (design, cost, quality, ease of use, etc) that cause a product or service to be perceived by the buyer as more suitable than competitor’s. 5. Flexibility: the ability to respond to changes. 6. Time: like, how quickly product is delivered, how quickly product is developed, and rate of product improvement. 7. Managers and workers: people are the heart and soul of an organization. Their skills can be a competitive edge. Skills example is answering the phone: persons handling calls should be helpful, cheerful, prompt. Global 1. 2. 3. 4. 5. 6. competition criteria: Changing in nature. Quality, service and prices competition. Continued growth of service sector. Scarcity of operations’ resources represents a limitation in competition. Rapid expansion of advanced technologies...
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...Foundation Core Units Multiple Choice Test Section 1 Developing Yourself as an Effective HR/L&D Practitioner Question 1 “Effective HR professionals really have to succeed by understanding the business, the market and the customer as well as the Chief Executive or the Marketing Director. It’s about understanding what the organisation would look like if it was really humming, really succeeding. Translating that back into culture, working practices, learning, motivation, reward, selection – those are the strategic choices…to make” - Geoff Armstrong, CIPD. Aside from this, what other skills and qualities do you think are necessary for HR professionals today? Being able to distance yourself from staff, as HR are a separate entity from the rest of the business Being able to create a HR strategy and sticking to this regardless of changes in the work environment Having an understanding of the purpose and role that HR plays within a successful organisation Responding to events as and when they occur, rather than trying to create any contingency plans/procedures Question 2 How do the skills listed in Question1 help you as an HR professional carry out your role more effectively? By keeping your distance from staff it is easier when you need to advise staff on matters such as grievance or disciplinaries By sticking to a strategy that you have decided upon regardless of what happens, it shows that you do not buckle under pressure Having an understanding of HR’s roles...
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...they could maintain the efficiency of servicing people, also HRS need to select qualified employees to serve people, because everything is related to law and security, no mistake is allowed and it would cause serious consequences. Task2 a) The areas required are recruitment plan, recruitment policy, training & development policy, anti-discrimination policy, occupational health & safety (OH&S) policy and performance management. b) Recruitment plan made for clarify company’s needs for different areas and on the other hand save the expanses on unnecessary staff. Recruitment policy includes skill selections are used to choosing staff whom got qualified skills that suitable for the company. Training and development policy used for enhance existing staff’s ability to take higher level of job. Anti-discrimination and OH&S policies are used to ensure all staff works in a healthy and safe environment. Task3 a) Action plan Activity | timeline | Application | Resources | Person | policy | Orientation | 11 Nov 2014 | Company facilities and training equipment | Company existing facilities | HR Manager | Training and development policy | Training | 12 Nov 2014 – 30 Nov 2014 | Provide training to employees for better fitting company working method | Company...
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...Management Championships 2010 Technical case Case OleanTek: scheduling, resourcing and costs for a new service business launch project OleanTek is a medium-sized technology-based firm with its core business in equipment and system deliveries for large engineering industry clients. Its three strategic customers have increasingly requested maintenance services after the actual equipment and system deliveries, and these services have so far been carried out by the side of other duties by the technical staff. OleanTek’s leaders have noticed that maintenance could be implemented also in the form of more strategic service business that could complement the company’s offering and generate important benefits to other customers, too. OleanTek has decided to invest in a new service business launch project to plan and test four basic service concepts concurrently: corrective maintenance, preventive maintenance, spare parts service, and modernization. The project starts with delimiting the service offering and ends with planning the broader service launch process; the actual marketing and broader launch of new services are excluded from the project. Paul Lander, the maintenance manager, has been selected as project manager for the project. He is well acquainted with OleanTek and its clientele already. Paul has noticed that it is very difficult to plan the project with detail as most of the tasks include a lot of uncertainty due to their ambiguous content and novelty and the chosen mode of operating...
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...ASSIGNMENT COVERSHEET This form should be completed, and attached as the cover of each piece of assignment submitted. Please note without the cover sheet your assignment cannot be marked. STUDENT NAME: ATRINATH BHATTACHARYA PROGRAMME START DATE: 16/06/2013 PROGRAMME TITLE: 3HRC COURSE LOCATION: DUBAI PERSONAL TUTOR: MARK FIELDER ASSIGNMENT TITLE: 3HRC ( 1st Submission ) SUBMISSION: (delete) 1ST 2ND Extension DATE OF SUBMISSION: 24/07/2013 Before submitting your work to www.bradfield.co.uk please read the following statements and tick the appropriate box to show that you have understood and completed what is required. 1. I have read my work through and have checked it for spelling and grammatical errors using, where appropriate the spell and grammar checker on the computer. 2. I have written my name at the top of each page of my work and have numbered each page. 3. I have read the definition of plagiarism. I realise that plagiarism is cheating and can confirm that the assignment I am submitting is my own work. Y Y Y l ‘Plagiarism is the act of presenting the ideas or discoveries of another as one’s own. To copy sentences, phrases or even striking expressions without acknowledgement in a manner which may deceive the reader as to the source is plagiarism; to paraphrase in a manner which may deceive the reader is likewise plagiarism. Where such copying or close paraphrase has occurred the mere mention of the source in a bibliography...
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... Contents Summary of key findings 2 Introduction 4 Restructuring the HR function 5 Benefits and challenges of HR structures 10 Roles and responsibilities of HR 15 HR skills and careers 24 Conclusions 26 Background 27 Acknowledgements 28 References 28 The changing HR function Summary of key findings • Fifty-three per cent of organisations have restructured of centres of expertise were identified, the most their HR function in the last year and 81% have done common being deeper professional knowledge. so in the last five years. By far the most common Other commonly perceived benefits are in the reason for restructuring was to enable the HR consistency of HR advice, the quality of advice function to become a more strategic contributor. given to HR partners and making the function a • Three out of ten respondents whose HR function has been restructured say that it now reflects the more strategic contributor. • In general, the most common difficulties three-legged ‘Ulrich model’ and a further 28% say encountered in restructuring the HR function are that this is partially true. However, only 18% of HR in defining new roles (42%), having insufficient functions actually had in place all three elements resources (40%), dealing with skills gaps (38%), of this model (shared services, business partners having ineffective technology (35%)...
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