Executive Vice President for Operations: Decision Making at the University Corporation for Atmospheric Research Kristen Alipit ORG525 Decision Theory in a Global Marketplace Colorado State University Dr. J. Ondracek June 22, 2015 Executive Vice President for Operations: Decision Making at the University Corporation for Atmospheric Research The University Corporation for Atmospheric Research (UCAR), a federally funded research and development center in Boulder, Colorado has experienced incredible amounts of change over the last few years and is looking to new processes and structures to make it sustainable in the future. The President’s Council, comprised of the president, the vice president for finance and administration, the …show more content…
Executive Vice President for Operations The current president of UCAR has declared the importance of external relationships with funding agents and scientific organizations and has focused on this area while the internal administrative functions have received less attention. A chief operations officer, or an executive vice president (VP) for operations could fill the current void and give the company administrative oversight and centralization while allowing the president’s focus to remain more external (Cepin, 2011). Adding this role has proven to be beneficial to many organizations like Microsoft, Comcast, and Allstate (Researchers Demystify Role Of COO In New Book, 2006). Also, it is argued that companies such as Hewlett Packard would have benefited from having this role when mergers became difficult (Researchers Demystify Role Of COO In New Book, 2006). This new position would manage the daily operations of the company, including facilities management, budget and finance, purchasing and contracts, human resources, and possibly information technology (Cepin, 2011). This individual must oversee strategic initiatives and strive to make the internal workings of the organization more efficient and productive (Cepin, 2011). This role should be a partnership with the president and there must be a great amount of trust between the two positions (Researchers Demystify Role Of COO In New Book, 2006). Overall, the VP for
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The University of Massachusetts suffered a major ERP failure in 2003. The university had begun work on the $10 million dollar project in 2000 as a replacement for the older ERP system (Rico, 2010). Under the previous system, each of the five University of Massachusetts’s campuses had its own systems that included the software, hardware, and project teams. Each was independently ran, modified, and maintained by its respected campus. The University of Massachusetts identified the need for a centralized ERP system that could standardize the many processes within it across all the campuses.
In taking command of an organization, the commander needs to understand how the entire organization works; the synergistic effect of all its parts. Unlike the staff officer who may focus on the part of a problem relevant to his/her function and the efficiency of his/her section, the commander must have a holistic perception of the issue. The commander’s thinking must now shift more focus to the conceptual level of
Based on your Week 3 collaborative learning team discussion, submit, individually, a 350- to 700-word summary of the work completed by your team.
Bateman, T. S., & Snell, S. A. (2009). Management: Leading & collaborating in acompetitive world (8th ed.). New York: McGraw-Hill. Available from theUniversity of Phoenix eBook Collection databaseDisney, March 2009. Corporate Responsibility Report, Retrieved from on 5/28/09http://corp
Chief administrative officers (CAO) is in charge of nearly every aspect of a company, typically only answering to the chief executive officer and the CAOs are employed in a wide array of industries and have many functions depending on the size and scope of their company (Amico, 1999-2013). He or she will handle the hiring and training of the top-level employees and managers. The CAO will make sure the employees work as a team. A chief administrative officer will need to understandthe company 's policies and overall mission. He or she will need to give the employees job descriptions that is best suited for that employee. According to Amico (1999-2013), ?He must delegate, organize and come up with new ideas to help the company 's bottom line anda chief administrative officer must have strong verbal and written communication skills? (para, 2-3). In this paper, the problem will be stated. Issues and how to solve the health needs of an African country will be discussed. Integrating Fund Accounting, Financial controls, and Control and Management of Public Expenditures will be discussed. Explanation on government financial reporting requirements and applying budgets as disciplinary footsteps and remarks will be elaborated. The Analysis of financial statements
Efficiently operating an organization or business requires upper-level department heads to collaborate cohesively in efforts of meeting organizational demands. Although departmental managers work independently, they contribute collectively. In this paper, I will discuss the collaboration of the finance director and the department administrator and how they collaborate to carry out organization goals. I will explain contributions the finance manager and the administrator make in efforts of reducing accounts receivable days. I will also describe bonuses paid based on profitability.
According to the case study, "Managing Costs and Revenues at Happy Town Neurology," in order to receive a promotion an individual must demonstrate the ability to plan, organize and direct the functional structure within that department. The neurology clinic offers its employees opportunities for assistant to the chief financial officer who has been with the company for in this case is interested in a position asked by the CFO to produce a cash flow budget and a report that is needed to acquire a loan for the hospital. In order, for the assistant to accomplish the goal assigned; she will need assistant from the controller. The controller is the chief accounting officer who manages the finance department and generates portfolios that are essential for capital fund acquisition (Buchbinder & Shanks, 2012). Moreover, the controller manages the accounting function and performance, which includes navigating the third party risk-based model procedure.
The success of the economic agents depends on a multitude of forces, such as the managerial ability to combine and exploit the resources in an efficient manner, the ability to manage the labor force or the ability to develop positive relationships with the external stakeholder, such as the customers, the business partners, the public and so on. Still, while all these factors are crucial, they are merely adjacent to the core operational function which builds towards organizational success, namely the organizational operations.
A meeting was held at NDEQ with Duonix representatives. The discussion was based on modifications to the biodiesel facility located in Beatrice. Duonix plans to modify the process flare operation by removing the 5,800 hours/year operational limitation and incorporating and recalculating the emission factors using test data. The use of test data decreased the emissions from the flare. Mr. Ellis requested for the submittal of the performance test data to support the construction permit application. Duonix expressed that initially, the operational limitation was taken to stay under the State-Toxic Best Available Control Technology (T-BACT). The current annual actual emissions from the flare are 3.7 tons of VOC, and 0.5 tons of Methanol (the primary
The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcome. In other words, if you want to make sure that you make the best choice, going through the formal steps of the rational decision-making model may make sense. The following are the steps taken to come to a rational decision: 1. Identify the problem, 2. Establish decision criteria, 3. Weigh decision criteria, 4. Generate alternatives, 5. Evaluate the alternative, 6. Choose the best alternative, 7. Implement the decision, 8. Evaluate the decision.
Grasping a complete task administration attitude goes past systems to finish extends on time, extension, and plan. Enhancing hierarchical execution relies on getting more fulfilled through ventures. Simply what gets fulfilled and how goes under the domain of force and governmental issues. Associations by their inclination are political. The political procedure is dependably at work in associations. To be compelling, venture chiefs need to end up politically touchy. Force is the capacity to cause or keep an activity and get things going. Since venture administration is about getting results, it makes sense that power is needed.
Thinking critically and making decisions are important parts of today’s business environment. It is important to understand how the decision making process works and the steps involved. The nine steps of the decision making process are: identifying the problem, defining criteria, setting goals and objectives, evaluating the effect of the problem, identifying the causes of the problem, framing alternatives, evaluating impacts of the alternatives, making the decision, implementing the decision, and measuring the impacts. (Decision, 2007.) By using various methods and tools to assist in making important business decisions an individual can ensure the decisions they make will be as successful as possible. In this paper it
Businesses have numerous key departments which keep the structure running appropriately and supports the business to build and embellish in all worldwide markets. This report will consider what the key departments do for the business, in addition, this report will enlighten the research procedure used and significant complications which have been encountered throughout.
This case was prepared by Professor Mark E. Haskins, Darden Graduate School of Business Administration, and has benefited from collaborations with various colleagues over the years on earlier versions. It was written as a basis for discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright 2012 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to email@example.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. ◊