Xem 1-20 trên 139 kết quả Process organisations
  • Chapter 1 introduction to the field of organisational behaviour. Chapter learning objectives: Define organisational behaviour, identify three reasons for studying organisational behaviour, describe five trends in organisational behaviour, identify the five anchors on which organisational behaviour is based, diagram an organisation from an open systems view, define knowledge management and intellectual capital, identify three that organisations acquire knowledge.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • I came to write this book to answer the many repeated questions that people have about the constant “reorganisations” and “restructurings” that they willingly or unwillingly participate in during the course of their working life. I currently work with both the initiators of these reorganisations and the people whose working lives are changed as a result of them.

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  • Chapter 18 - Employment relationship and career dynamics. In this chapter you will learn: discuss the different types of psychological contract, identify three types of trust in organisational settings, discuss the employment trends of employability and casual work, discuss the two primary functions of organisational socialisation, describe the stages of organisational socialisation, explain how realistic job previews and socialisation agents assist the socialisation process, describe the main features of holland’s theory of occupational choice,...

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  • Chapter 6 - Establishing organisational goals and plans. In this chapter, students will be able to understand: The planning process, the nature of organisational goals, how goals facilitate performance, linking goals & plans, management by objectives.

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  • Chapter 16 - Controlling the organisation. The main contents of this chapter include all of the following: Control as a management function, the control process, types of control, managerial approaches to control, assessing control systems.

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  • Chapter 3 - Perception and personality in organisations. Chapter learning objectives: Outline the perceptual process, explain how we perceive ourselves and others through social identity, discuss the accuracy of stereotypes, describe the attribution process and two attribution errors, diagram the self-fulfilling prophecy process, discuss three types of diversity initiatives, explain how the johari window can help improve our perceptions,...

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  • Chapter 5 - Foundations of employee motivation. In this chapter you will learn: distinguish between content and process theories, compare the four content theories of motivation, discuss the practical implications of content motivation theories, explain how each component of expectancy theory influences work effort, discuss the implications of expectancy theory, explain how employees react to inequity, describe the six characteristics of effective goal setting.

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  • This lecture introduces you to stress management. The goal is for you to learn: Define stress and describe the stress experience, identify the different types of stressors in the workplace; outline the stress process from stressors to consequences; explain why a stressor might produce different stress levels in two different people; discuss the physiological, psychological and behavioural effects of stress; identify five ways to manage workplace stress.

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  • Chapter 10 - Creativity and team decision making. In this chapter, you will learn to: define creativity, outline the four steps in the creative process, describe the characteristics of creative employees, discuss the workplace conditions that support creativity, identify five problems facing teams when making decisions, compare and contrast the five structures for team decision making, explain why brainstorming may be more effective than scholars originally believed.

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  • Chapter 12 - Communicating in organisational settings. Chapter learning objectives: diagram the communication process, identify four common communication barriers, describe problems with communicating through electronic mail, explain how non-verbal communication relates to emotional labour and emotional contagion, identify two conditions requiring a channel with high media richness, summarise four communication strategies in organisational hierarchies, describe characteristics of the organisational grapevine,...

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  • he English language would you love in the process of learning each caught a lot of phrasal verbs or multi-word verbs (Phrasal verb). Sometimes these verbs makes us confused by the "hard to guess the meaning" of them.the phrasal verbs or multi-word verbs (Phrasal verb), is a verb consists of one or two words (a condition or a preposition), for example, "after" look in there to make new meanings.

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  • A bit much If something is excessive or annoying, it is a bit much. A chain is no stronger than its weakest link This means that processes, organisations, etc, are vulnerable because the weakest person or part can always damage or break them. A day late and a dollar short (USA) If something is a day late and a dollar short, it is too little, too late. A fool and his money are soon parted This idiom means that people who aren't careful with their money spend it quickly. 'A fool and his money are easily parted' is an alternative form of the idiom....

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  • The past decade has seen a vast upsurge in the importance attached to customer service from businesses operating in both the B2B (business to business) and B2C (business to consumer) fields. This increased activity has paid major benefits to early adopters. Differentiation through service is rapidly becoming a vital addi- tion to any business process. Organisations that are at the fore- front are reaping benefits in terms of customer loyalty, customer retention and employee satisfaction. Yet this is just the tip of the iceberg....

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • The processes of manufacture and assembly are based on the communication of engineering information via drawing. These drawings follow rules laid down in national and international standards. The organisation responsible for the international rules is the International Standards Organisation (ISO). There are hundreds of ISO standards on engineering drawing because drawing is very complicated and accurate transfer of information must be guaranteed. The information contained in an engineering drawing is a legal specification, which contractor and sub-contractor agree to in a binding contract.

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  • Thomas Ahrens Ph.D., is a Senior Lecturer in Accounting at the London School of Economics where he has been working since 1996. His research is mostly qualitative. It is broadly concerned with accounting and organisational process. Thomas has compared management accounting practices in contemporary British and German firms and studied the uses of performance measurement systems in a large U.K. restaurant chain. He has also written on comparative and case study research in accounting. Thomas’ latest research project is investigating performance measurement in British and German banks.

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  • The organisation of sewers and systems is closely related to the different types of industry and, as a result, a whole array of configurations exist. In all cases, it is essential to avoid unnecessary dilution during treatment.

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  • This book covers the area of Operations Strategy. This is defined in chapter 2 before formulation methods for operations strategy are discussed in chapter 3. Operations strategy is considered in many organisations as the implementation of an improvement approach such as lean operations. Chapters 4 to 8 cover various improvement approaches including lean, BPR, ERP, TQM and Agile Operations. Chapter 9 covers the area of projects which provide the organisational structure around which operation strategies are implemented.

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