Differentiate 'efficiency' and 'effectiveness' with examples. a "A business organization is an open system". Elaborate this statement by providing suitable examples. b
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- 1. A supermarket is looking to implement a decision support system, however management remains unconvinced of the possible benefits of this investment to the company. As the new IS Manager, justify the benefits of this system. 2.. Strategic Information Systems can be considered as one of the competitive advantages of a business. True or False? Justify using three (3) examplesQ1) solve the follwing mcqs a) if we take the bird s eye view, the structures of Unilever and P&G resemble with each other. This concept refers to__________. " Isomorphism Population Ecology Resource Dependency None of the Above b) Tesla Inc. for its electric cars follows ____________ production capacity and __________ structure. Unit Level & Organic Mass & Mechanistic Continuous Process & Organic All of the above c) "A departmental manager is tactfully trying to take the union leader on his side because he is resisting the change program. The aim is not to seek a better solution from him rather, to obtain his endorsement for the change. The manager is using ____ tactic to deal with the resistance to change program." Education and communication Co-optation Coersion Develop positive LMX relationship1 Information Systems design should take into account the business goals Explain how the business strategy would dominate all other strategies Give an example 2 Michael Porter has introduced three important principles that are essential for a business and IS should support them Explain the Michael Porter principles and how IS design could support them Give examples to substantiate your point
- 1. How well the engineering managment problem addressed in the paper defined? 2. What was the source of data that the autohor used to investigate the problem? 3. Were the data analysed in a logical and scientifically sound manner? Contingency theory argues that there is no universal set of strategies applicable to all businesses (Ginsberg & Venkatraman, 1985; Lawrence & Lorsch, 1967). Indeed, this theory considers organization as an open system which 7internal and external environment play important role in its strategies (Hoffer, 1975; Schoonhoven, 1981). Traditional contingency research frameworks concentrate on the effect of internal and external environment factors (contingency variables) on the association between independent and dependent variables (Sousa & Voss, 2008). This effect is operationalized as the effect of interaction between contingency and independent variables on dependent variables. A positive interaction effect implies the positive role of the…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:HOWCAN MISSING GUARANTED DEADLINES, LATE DELIVERY OF GOODS AND INCREASE IN MOTOR VEHICLE GAS BILL THAT IS IDENTIFIABLE AS A CONTROL PROBLEM CAN BE RESOLVE IN AN ORGANIZATION. WHAT IMPACT DOES THE ABOVE HAS ON THE ORGANIZATION
- What is the line technique? Explain with an example using the concepts of positive paradigm and negative paradigm.pleaseprovide the solution of theis question... How can staff managers ensure that their recommendations are aligned with the organization's goals and objectives?Confused and unsure how to solve Read the following case study and answer 1) Evaluate Cecily's options and 2) what should Cecily do? Why? "Even as Cecily Blake reads the latest news in an industry trade publication, she's well aware the Blake-Lyon Tech is falling behind its competitors. Years ago, when Cecily founded Blake-Lyon, she centered it in a pure hierarchal structure, where all the engineers and technicians reported upward to her. At the time, she was able to steer the organization toward new and more innovative products and procedures; now, as competition grows, Cecily is aware that Blake-Lyon cannot keep up. One significant problem facing the company is the slow pace of communication. Blake-Lyon is committed to hiring the finest technicians and personnel, but lags behind its competitors because it is slow to respond to market changes. Because every new concept must go through each channel, including departments that have little to no impact on decision making, Blake-Lyon…
- 10. Monitoring budgets, costs, performance, and improvement are part of the managementprocess known as controlling. is this statement true or false1. TNT Net is in the computer industry, where innovations are common. The employees are highly trained, well educated, and hard working. They are under a great deal of stress and TNT Net is concerned that productivity and job satisfaction will decline. a. Briefly describe technological uncertainty that employees are dealing lies under which factor? b. One of your employees is very stressed out as a result of being asked to assume too many roles in his job: which source of stress is this? c. In an attempt to recognize stress early, you should be aware of what kind of symptoms?The model for the Baldrige consists of seven interrelated categories that comprise the organizational system for performance. Notice that the basis of the Baldrige model is information and analysis, which confirms the core value of management by fact. Discuss with relevant examples the relevance of each of the seven interrelated categories in Baldrige’s model to total quality management