"All the sections' performances are benchmarked against each other".
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One of the managers explained, "All the sections' performances are benchmarked against each other".
Specify the managerial function that the manager is conducting in this statement.
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- 1. How can the PDCA Tool help in improving the productivity and quality problem of an organization? (Explain in 30 to 50 words) 2. Aside from organizational cost, revenue, delivery, quality, and productivity problems, what other areas of life can the PDCA tool be used or applied? Site one example and explain why. (Explain in 30 to 50 words)With reference to SCM, through outsourcing an organization can achieve 1) Higher returns on assets. 2) Obtain expertise. 3) Improve effectiveness. a. 1, 2 and 3 are correct b. 2 and 3 are correct c. 1 and 2 are correct d. 1 and 3 are correctDescribe the Management by Objectives process (MBO). Explain the characteristics of this important tool. Do you think we are able to apply today this MBO proces even though it is a traditional technique.
- Which management function is involves comparing actual results with the pre determined standards?Q1)A. In which way such categories as Strategy, Organization and Information System are related? B. How IT can improve business processes?At a time when the retail industry was undergoing rapid change andincreased competition, Fossil Group knew it needed to find more efficientand effective ways to keep its managers focused on performancemanagement and results. Performance Management Process Fossil Group was using a complex, 100% paper process for performancereviews and check-ins for more than 15,000 global employees. Theywanted to move toward a digital performance management strategy, butknew they needed to simplify the process first. Fossil Group set up four traditional components that were stretchedacross three strategic touch points throughout the year. These touchpoints were supplemented with ongoing performance conversations thatcould be initiated by any employee, at any time. As Fossil Group evolved its company-wide performance approach, theywere happy to see immediate progress. 92% of employees wereparticipating in goal-setting reviews, setting an average of six goals peremployee. However, when they dug into the…
- At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…1- talk about four relations between departments each relation between two different departments? How these relations between departments help the organization reach its goals? Name of 2 departments Relations between these departments how this relation help organization to reach its goals? 1-Production + Accounting 2-Marketing + human resources 3- customer service+ R&D 4-Marketing+ Production