“Management is the effective utilisation of Human and Material resources to achieve the enterprise’s objective”. discuss
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Question - “Management is the effective utilisation of Human and Material resources to achieve the enterprise’s objective”. discuss
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Production and Operations Management 1. Critique the mission statement of the organisation. "In partnership with others, we deliver vital infrastructure and social programs to connect Papua New Guineans and their communities to opportunities for sustainable development".Describe 9 features of a system for monitoring and evaluating the implementation of operational plans.Define a system and its key components.
- The pursuit of competitive advantage requires a strategist to discover or build a company’s corecompetencies which will constitute the vehicle that will drive the implementation of successfulstrategies. A renowned global consulting firm, McKenzie Consulting Group states that “in orderto gain and sustain competitive advantage, an organization should at least possess three corecompetencies which will form the foundation upon which successful strategies are developed”.Required:a. Briefly distinguish resources from core-competencies? b. Choose a Ghanaian or Multinational Company operating in Ghana and identify any fivetangible resources /capabilities and five intangible resource/capabilities c. Take each one of the above named tangible and intangible resource/capability and matcheach against the VRIN framework, clearly justify why any of the named tangible andintangible resource/capability qualifies to be a core competency? d. Based on the outcome of your analysis above would you say the…Give a general overview of the SHARP organisation, including its general description, location, staff, turnover, and logistics role.Plant Manager What training would benefit a person performing this job? If you had to design a training program for this job, what content areas would be needed?What training method would be best (on-the-job training, seminars, apprenticeships, vestibule, etc.)?Why?
- operational methods?A. Assume that you have completed your plans and proformas for the next year of operations. Your proformas indicate that you will have $250,000 more cash than you think you will need. Your proforma analyses of the environmental factors have indicated a possibility of a new competitor in your industry during the upcoming year. What would you most likely do from the following list? a. Give all the employees a bonus b. Purchase $250,000 of U.S. Treasury bills c. Purchase some replacement equipment that the plant manager needs d. Spend $250,000 more on research and development B. What does the following scenario suggest to a company CEO? The company proformas for the upcoming year shows sales revenue growing by 2%, the average price received growing by .5%, and gross margin as a percentage growing by .5%. a. The average price is not increasing fast enough b. Marketing is doing a good job and production is not doing a good job c. Marketing and production are not…Inghams’s Pizzas is a chain of pizza stores. Pizzas are made fresh in-store, and then delivered tocustomers by a fleet of drivers. The senior management team has identified the strategic priorities forthe business as on-time delivery and product quality.Required:a) For each of the strategic priorities, suggest three performance measures. b) If the company is successful in achieving challenging targets for these performance measures, willit also necessarily achieve high profitability? Explain your answer.