What would be an efficiency indicator for a college faculty. Also, what would be an effectiveness indicator for same? If you see fault with your suggestion, discuss the shortcoming
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What would be an efficiency indicator for a college faculty. Also, what would be an effectiveness indicator for same? If you see fault with your suggestion, discuss the shortcoming.
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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.Healthy Hots, a fast-food restaurant that offers heart-healthy food, is experiencing several difficulties with operations. Although customers like the idea of heart-healthy foods, and surveys indicatethat customers find the food to be tasty and appealing, business has fallen off in recent weeks. Atthis point, the restaurant is not making a profit. Customers have complained about slow service, andemployee turnover is high.Company X considers the ratio: number of complaints per day/number of employees neededto handle those complaints, as a productivity measure that is best when it is large.What explains the company’s point of view?To a systems thinker, there is something wrong with this point of view. What is amiss?
- Handy-Maid Cleaning Service operates fi ve crews withthree workers per crew. Diff erent crews clean a diff erent numberof homes per week and spend a diff ering amount of hours. All thehomes cleaned are about the same size. Th e manager of Handy-Maid is trying to evaluate the productivity of each of the crews.Th e following data have been collected over the past week. Work Crew Hours Homes CleanedAnna, Sue, and Tim 35 10Jim, Jose, and Andy 45 15Dan, Wendy, and Carry 56 18Rosie, Chandra, and Seth 30 10Sherry, Vicky, and Roger 42 18 Assuming the quality of cleaning was consistent betweencrews, which crew was most productive?6 In Balanced scorecard- which of the following question is related to customer perceptive? a. What must we excel? b. How do we look to our shareholders? c. How do we look to our customers? d. How can we continue to improve and create value? Clear my choiceBusiness: Food Delivery Services Hello, help me formulate a description for the stated business of the ff: (a) Downsizing (b) Retirements This is for the Human Resource Management manual we are having.
- Explain the meaning of the saying productivity is a relative measure ?Munson Performance Auto, Inc., modifies 375 autosper year. The manager, Adam Munson, is interested in obtaininga measure of overall performance. He has asked you to providehim with a multifactor measure of last year's performanceas a benchmark for future comparison. You have assembled thefollowing data. Resource inputs were labor, I 0,000 hours; 500suspension and engine modification kits; and energy, 100,000kilowatt-hours. Average labor cost last year was $20 per hour,kits cost $ 1,000 each, and energy costs were $3 per kilowatt-hour.What do you teU Mr. Munson?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…6. How I program success defined in community organization and community building? which do you think is more important: process evaluation , outcome evaluation or impact evaluation. explain your rationale. please answer question for thump up.What would be ones opinion about efficiency and usefulness of new concepts such methods, models, initiatives, papers about flood protection and management?