approach, organizational performance is conceptualized based on which of the following? a. Outputs b. Inputs c. Outcomes d. Stakeholders e. All of the above
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According to the resource-based approach, organizational performance is conceptualized based on which of the following?
Outputs
Inputs
Outcomes
Stakeholders
All of the above
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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.Each of the following areas are within the scope of Operations Management but with the exception of O a Capacity planning O b. Scheduling Oc Financial analysis Od. Forecasting O e. Motivating employees8 The market-based view of the organization tries to explain the emergence of competitive advantages through the heterogeneity of resources. Select one: a. False b. True
- J 2 When discussing the measurement process, I introduced three terms: theoretical construct, conceptual definition, and operational definition. In class, we discussed the example of the healthiness of foods. For example, I have theory that if people had a greater understanding of what healthy foods are, they would be more likely to have a healthy diet. Suppose I wanted to conduct market research to test this theory. “Healthy Food’ is therefore the Theoretical Construct. Please explain to me how the terms conceptual definition and operational definition would apply to healthy food. Include specific examples relevant to this situation. Q1 Conceptual definition as it applies to healthy food would include things like: Q2 Operational definition as it applies to healthy food would include things like:pleaseprovide the solution of theis question... How can staff managers ensure that their recommendations are aligned with the organization's goals and objectives?Which of the following tools are NOT the most appropriate for analyzing the internal environment? a. Value Chain Analysis b. Benchmarking c. PESTLE framework d. SWOT analysis
- Part I True/False T F Forecasting has little significance to operations management T F The global economy and international competition has no impact on operational decisions related to cost, productivity or product design. T F Broadly defined, quality refers to the ability of a product or service to consistently meet or exceed customer expectations. T F Operation Management strategy must align with organizational strategy T F A shortage of technology workers has no effect on productivity. T F Service delivery tends to be more customized to the customer’s needs compared to manufactured products. T F An example of an external factor which influences effective capacity is safety regulations. T F The service environment is likely to have more variability than a manufacturing environment. T F The customer is the focal point and customer satisfaction is the driving force in quality management.Q1)A. In which way such categories as Strategy, Organization and Information System are related? B. How IT can improve business processes?n HCI one must be well versed with the critical roles of the following team members as regards good and well-composed outputs. a) Development Team b) Human factors team c) Visual Design team d) Usability assessment team e) Documentation team f) Training team Elaborate each team's roles showing any unforeseen challenges that they might encounter.
- Balanced scorecard (BSC) is a strategic management performance Metric that helps companies identify and improve their internal operations to help their external outcomes. It measures past performance data and provides organizations with feedback on how to make better decisions in due course.(a) What are the four key perspectives of Balanced Scorecard ? ps/I need long explanations for this homeworkWhich of the following constituents of the SWOT is aligned with the Resource Based View of the firm ? a) OT b) OS c) SW d) STAt 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…