Abstract In this article, the writer notes that Gary Financial's (GF) executive management, led by its CEO, has recently reorganized and, while it has established benchmarks and procedures to ensure operation accountability for all of its departments except for its IT department, IT remains a puzzle as to how to effectively monitor. The writer then analyzes the company with regards to its IT department. The writer concludes that there is full and complete accountability in the IT department because it no longer functions at the periphery of the organization as a kind of grand wizard that controls the success of the other departments, but is itself immune to criticism and oversight. The writer explains that the IT department is tasked with ensuring that the IT related and IT dependent tools that each department and especially sales and marketing uses, are the most optimum devices that they can be because the IT department is partially responsible for sales and marketing's overall performance as well as its own functional performance.
Outline:
Overview
Situational Assessment
GAP Analysis
Present State
Future State
Action Plan
Establishing Metrics
Conclusion
From the Paper "While the IT dashboard system is effective and necessary, it must have an IT component integrated into each department's dashboard, not just a separate dashboard that IT operates for itself. By inserting a separate set of IT metrics in each department's individual dashboard, the IT department's operational accountability is placed at the forefront of the company's business operations. This leaves little doubt about where executive leadership has placed its primary strategic focus since the CEO has tasked IT with engendering its sales and marketing activity. This added IT metric within the dashboard of each department also ensures that each department, no matter its function, has an increased stake in the overall results of IT's individual efforts. Additionally, GF must install and integrate a robust database which is maintained by IT but to which all departments can access and by which all departments can essentially gauge the effectiveness of IT's daily efforts."
Tags: operational, efficiency, objectives, Six, Sigma, process
Abstract This paper explains the need for guidelines regarding departmental cell phones. The writer presents an example from her company and discusses current problems resulting from having no cell phone policy in place. The ethical question of cell phone abuse that results from not having a clear and precise cell phone policy is examined. The paper explores the policies and procedures of another institution on cell phone use. The paper concludes with clear and precise guidelines for issuing and using departmental cell phones, as well as the consequences of over use.
From the Paper "In the wake of several high profile lawsuits in which employers were sued for accidents caused by employees who were using cell phones while driving, the rising costs of cell phone bills, and the creation of new PDA and smart phones allowing access to the internet and data transfer; many employers are asking whether their company should create and add a cell phone policy to their handbooks. As a result, companies are faced with a dilemma between the convenience and functionality of issuing their employees cell phones and the misuse or overuse of the cell phones. What should a policy include? What are the responsibilities and guidelines for the employees and the employers?"
Abstract This paper discusses the setting up of a vitamin and supplement manufacturing company, named Healthy Alternatives, Inc. The paper discusses the various aspects of the organizational structure of the company. It then describes the growth and development of the company and focuses on communication between the various teams within the organization. The paper is written in the narrative form.
Table of Contents:
Introduction
Organizational Structure
Sales and Marketing
General, Financial and Production Management
Learning Organization
My Company's Growth and Development
In-house, Inter-departmental Communication
The Cross-Departmental Teams
Superior Customer Service
Conclusion
From the Paper "The net result of my teams is that people in the company are able to work together in a proactive manner to optimize customer satisfaction. For example, the Fulfillment Team meets monthly and continuously refines not only computer systems, but also the physical systems and processes in the building. Their goal is clear and simple: to improve the level of customer service. They succeed in this to a large degree because the various departments are not isolated from each other; all staff are aware of the big picture, and of what they can do to facilitate our continuing success. I have found that the more the different departments communicate, the more everyone realizes that they can create more opportunities for our business, and increase our opportunities to sell. Thus, we all work together to take a pro-active approach to the customer."
Tags: customer service, distribution manufacturing department
This paper analyzes the organizational structure of the human resource function: Labor-management relations, work teams, staffing, compensation and objectives.
Abstract The human resource function is one which ties the organization as a whole to the outside community, and which also helps set the tone for the establishment of an internal corporate culture. The functions performed by human resources cross departmental boundaries, and cut across all layers of the organization, as well. This research examines the many functions that the human resource organization, and the human resource manager, must perform in today's modern organization.
From the Paper "The human resource function is involved with four basic components: external conditions, organizational conditions, human resource activities, and objectives of the organization. The external environment influences and restricts the organization's strategies and ultimately its effectiveness. The external environment is a combination of societal, cultural, political and economic factors that influence the organization and its employees.
Economic conditions directly influence all operations of any organization, including its human resource activities. A manager's decision to hire additional people, to lay off current employees, or to grant a wage increase are all decisions influenced by economic conditions. These conditions also influence employees. For example, high unemployment rates may make employees reluctant to leave their jobs and thus result in lower turnover."
Abstract This paper investigates the link between company strategy and structure by considering the company Starbucks. It describes the structure of the organization which is flat organizational with departmentalization by function. It attempts to analyze the problems that the current structure is likely to cause and makes suggestions as to what changes could be made as well as discussing their impact. It shows how the current structure of Starbucks matches with its strategy and how it is currently effective, although the quick expansion of Starbucks will require this structure to be adjusted. While this does create some problems, some planning can effectively eliminate these problems, while allowing Starbucks to adopt a new structure that will allow it to operate more effectively while continuing to expand.
From the Paper "The one problem that may occur as Starbucks expand is how to effectively manage so many locations. It must be noted that a major part of Starbucks' competitive advantage is related to its brand recognition. This means that if a customer has a bad experience in one retail store, it reflects poorly on Starbucks as a whole. Therefore, Starbucks needs to maintain effective control. However, as it expands, managing so many locations becomes more and more difficult. In addition, Starbucks is managing operations in a variety of states and overseas locations. While consistency is important, there may also be a need to change the approach to suit the conditions of the market. This may require Starbucks to alter its organizational structure and divide it by location as well as function."
Abstract This paper looks at the key role organizational strategy has in the success or failure of a company and asserts that the same principles that apply to developing an effective organizational strategy apply to the development of a company Web site. The paper then discusses the strategies that should be employed when creating a Web site and some of the ways to determine a Web site's effectiveness.
From the Paper "The key components that result in the success or failure of an organization are the lack of defined goals and objectives. (Morgan, 1997) Without aims there is no logical reason for bringing people, money, and other resources together into an organization. The ideal utilization of material resources required; maximizing the performance and the productivity of the organization, while at the same time reducing cost, are the important guidelines. Strategy is an important duty and responsibility of the management. Constantly and steadily published material on strategic management has resulted in an abundance of models that range from the structure-conduct-performance model to evolutionary economics, from ecological models to network models of strategy, and cognitive perspectives on strategy to learning models of strategy. Managers and individuals making decisions have to work within shorter time frames with (some times) inadequate data and strategy planning can become very complicated and tedious as a result."
Abstract This paper looks at what is involved in a career as a customer service manager. The duties, responsibilities, the scope of the position, the education and skills required for a customer service manager, and the job outlook and salary are all outlined.
From the Paper "One of the most prosperous careers to embark on is a career in Management. Management encompasses a wide-ranging field that typically involves oversight of one critical area of an organization, including customer service (JobWeb, 2003). Customer Service Managers carry many of the same responsibilities as managers in other areas of an organization, including marketing, sales, finance and administration (JobWeb, 2003). Typically managers are middle level, general managers or top level executives in any organization. A successful career as a customer service manager will entail many responsibilities."
Abstract This report addresses the problem that large portions of the elderly population are not happy with the social services that are available to them, do not know enough about them, or are otherwise blocked by departmental objectives, which have turned a war on poverty to a war on
fraudulent claims, compromising the social service presentation in many areas.
Outline
Definition of Problem/Objectives
Appraisal of Existing Information
Formulation of Hypothesis
From the Paper "Social epidemiology would not provide a basis for assuming that poverty is the only risk factor to be considered in the targeting of community health programs, for there are other societal circumstances that foster marginalization: from a holistic outlook, then, "Critical perspectives on emerging infections must ask how large-scale social forces come to have their effects on unequally positioned individuals in increasingly
interconnected populations" (Farmer, 1999). These inequalities may be expanded in a definitional manner to include the recognition that other social groups are also party to marginalized status in terms of age and gender, but overall, social epidemiology recognizes that, at least where the non-elderly are concerned, poverty and minority-group status combine to create the primary factor for promotion marginalization, which, in turn, is responsible for less favorable health outcomes in elderly individuals fitting these social and environmental parameters."
Abstract This paper explains that the supply chain, identified as a group of organizations or individual departments, either upstream (suppliers to the company) or downstream (moving the product produced by the company to the market or the next user), linked together to help move any product from the source to the supplier, is essential to the success of e-commerce. The author points out components, which are unique to e-business procurement such as the fees charged, the incorporation of the setup and maintenance cost, the management of the transportation and logistic operations and the level of outsourcing needed. The paper stresses that e-procurement has introduced many new changes by which organizations can improve their competitive strategy, which requires considerable changes at the corporate, business and the departmental levels to the manner in which the organization conducts business in the industry.
Table of Contents
Introduction
Objective
Significance
Limitations
Literature Review
Concepts of Business-to-Business E-Commerce
The Supply Chain and E-Procurement
Developing Business Hubs for E-Procurement
Unique Aspects of E-Business
Impact of Organizational Culture and Regional Economy
Areas that Require Addressing in Developing B2B
Developing Business Intelligence through E-Procurement
External Environment affecting B2B
Potential Weaknesses with the E-Procurement Model
Discussion
Conclusion
From the Paper "The idea of e-commerce was that buyers and suppliers would meet in virtual space and conduct their business through a designated website that was set up by the buyer, the seller or a neutral party. The advantage of using online catalogues and selling forums is that the information is the more current and accurate. Paper information is often outdated and inaccurate when compared to real information that is extracted from the database of information. Suppliers are constantly looking to compete with each other in shorter periods. Understanding the potential risks and the responsibilities that each party in the relationship will undergo is also important. In addition, it is important that the supplier and the buyer have a true estimation of the cost of the product, including the shipping cost, taxes and tariffs and any other legal requirements that might be required."
Abstract The radiographic industry finds itself flooded with marketing propaganda promoting the myriad benefits of digital imaging systems. While computed radiography and direct radiography systems greatly improve departmental productivity, an environment exists for potential systematic overexposure. This paper examines how system design combined with training and education deficits regarding dose awareness makes adherence to the As Low As Reasonably Achievable (ALARA)principle extremely difficult. It also looks at how improved, vendor driven education in conjunction with well-planned quality assurance programs can help rectify practitioners' ethical obligations with digital imaging.
From the Paper "Ease of acquisition has inadvertently caused a two-fold problem in radiology departments: one) a trend exists where more images than necessary are being obtained; two) more imaging studies are being ordered than are justified. In the first scenario, rapid acquisition of images allows for instant gratification. Previously, an image of borderline quality may have been accepted for diagnosis rather than re-expose the patient. Now, instead of submitting the image to the radiologist for possible acceptance, it is increasingly common to find that technologists are repeating images as the simplest course of action. (Parry et al, 1999) In the second situation, utilization of radiologic services is rising dramatically with the implementation of digital imaging. "
Abstract This paper describes the policies, procedures and state laws that are concerned with the mandatory reporting of child abuse by certain mandated reporters such as teachers, social workers, therapists and other state departmental workers; all of which are designated by law to be mandated reporters. This paper focuses on teachers as mandated reporters and how this legal provision might impact their performance in the classroom, how it might influence the way they interact with the children in their class and the parents of these children and finally any barriers to reporting child abuse that might be noted by teachers, which could reduce the effectiveness of the mandated reporting system. The paper provides a brief look at how child abuse can affect the behavior and learning abilities of the child and a review of the basic wording of the mandated reporting law, as well as a few state variations on the federal law. It then provides a literature review to try and determine the impact that the mandated reporting law might have on teachers, including any barriers to mandated reporting experienced by teachers. The paper is supported by journal references written between 2000 and 2005.
Table of Contents:
Abstract
Introduction
Child Abuse - a Snapshot of the American Problem
Polices and Procedures for Mandated Reporting of Child Abuse by Teachers
Procedures for Making a Report
Indicators of Child Abuse or Maltreatment
Training Methods Required by Teachers
Barriers to Effective and Accurate Mandated Reporting by Teachers
What Teachers should Expect after Filing a Report about a Maltreated Child
Literature Review
Conclusion
References
From the Paper "Rebecca Bolen (2003) also supported the notion that schools could and should provide the best environment for helping to address issues surrounding child sex abuse, and increasing awareness of how the problem can be reduced, and how victims can be helped by resources in the community. Bolen describes that the prevention programs in place at many schools today include three objectives - firstly to teach children about the concept of sexual abuse including teaching on what is known as "bad" touching in private places; secondly children are taught about how they can refuse to be touched in such a manner and what methods they should use to "get away" and "tell on" the person and finally helping these children to tell an adult that they trust about the incident, so that this person won't prey on other children."
Tags: maltreatment, peer, pressure, bully, welfare, social, work
This paper examines the cause and effect of conflicting problems within a particular work group while also presenting solutions and strategies for conflict resolution.
Abstract This paper focuses on the dynamics of a departmental work group which was created to manage daily operations within a specific working environment. This paper examines the initial goals of the group as well as the instances and reasons for severe issues of conflict within the group. The writer of this paper discusses the various strategies and processes the group must implement in order to resolve the issues of conflict to once again become an effective and productive team. This paper lists the various acceptable and non-acceptable behaviors within a group environment. The writer contends and explains why it's imperative that there be an effective leader that is capable of guiding and leading his or her team to resolve issues of conflict which ultimately impede on the productivity of the entire group. This paper also examines the effectiveness of the 'storming' process in resolving conflict. The storming process addresses the lack of leadership and/or cohesiveness within the group. The storming process allows for members of the group to aspire for higher positioning or for a leadership role within the group while at the same time rejecting the current self-assigned leader.
From the Paper "One of the major problems with the team is that the main focus for many members is based on jockeying for position, rather than on achieving the goals of the team. It must be noted that for a team to be effective, members must be aligned and focused on achieving team goals together, not on achieving individual goals. This is not occurring. I believe that a major reason for this is based on the fact that members are viewing the work group as an opportunity to be noticed by the manager and achieve individual success. In saying this, it must be noted that the work group is the first opportunity many members have had to contribute to the department. This means that members are viewing the work group as an opportunity to contribute more to the department."
Tags: applied, practice, conflict, group, workplace, human, resources, leader, team
Abstract This paper explains that, for the retail industry, globalization, the integration of the global supply chain and improvements in transportation and logistical planning are making it easier to ship products from different facilities and warehouses to any outlet point around the world. The author points out that the Wal-Mart stores use centralized warehouses, electronic data interchange (EDI) systems and a cross-docking strategy to maintain the required inventory levels. The paper relates that Wal-Mart uses high technology (1) to plan effectively and schedule workers shifts, which permits a larger usage of part-time workers, and (2) to identify products that are preferred by the customer and offering them at prices much below departmental and specialty stores through consumer information systems.
From the Paper "Technology and common platforms for information transfer also require greater transparencies in operation from the supplier. In turn, this allows retailers greater knowledge of the operations and the costing offering them insights into the manner in which the supplier conduct their business and in some cases forcing some changes to better suit their own retailing operations. Wal-Mart mandates that all its suppliers ship their products with radio-frequency identification (RFID) tags on them to the three Wal-Mart distribution centers in the Dallas, Texas. Kerry Pauling, director of Wal-Mart Information Systems Division, pointed out that the new RFID tags would "determine simply if we have merchandise that is in the back room of a store, or if that merchandise has been moved out to the sales floor and what the status of that is."
Tags: operations, consumer-information, human-resources, edi, rfid
Abstract This paper explains that customer service is something to which almost every retail, manufacturing and distribution company gives at least lip service. The author investigates the importance of customer service, stating that businesses take this matter very seriously. The paper relates that modern customers are more knowledgeable and demanding; therefore, organizations need to shift from being process-centered to being customer-centered.
From the Paper "Using "Cross-Departmental Teams Memorandum To: CC: From: Date: 4 March 2005 Re: Research Report" on organizational response to increasing customer expectations of exceptional service, Abstract Customer service is extremely important in today's business world - so much so that companies need to shift to being "customer-centered". Companies are increasingly using teams to change organizational behavior. However, it is important that teams be constructed and managed in such a way that they work together for the common good. This study reviewed the way in which Sisu, manufacturer of vitamins, enhanced customer service by using cross-departmental teams."
Abstract This paper presents an information technology (IT) continuity plan for Riordan Manufacturing during the company's move from Hangzhou to Shanghai. The paper discusses the company's choice in using IBM Global Services in Shanghai and the advantages of using them. It then gives a one, three and five year plan for the IT continuity milestones for Riordan Manufacturing.
Table of Contents:
IT Continuity Plan
Supporting the Move at the Departmental Level
IT Continuity Milestones for Year One
IT Continuity Milestones for Year Three
IT Continuity Milestones for Year Five
From the Paper "What is most critical is that the core business processes are not interrupted. These include the daily collaboration of managers with the manufacturing, purchasing, engineering, and logistics staffs, and the critical tasks of integrating enterprise resource planning with accounting, pricing, and finance. The software platforms and applications relied on to support these processes include collaboration tools including e-mail, the website, intranet portals and content management systems, manufacturing-related processes including inbound and outbound logistics, time and materials scheduling and accounting, job cost accounting, supplier management and procurement. To ensure these processes are not interrupted the systems and databases that contain these records need to be first replicated and then moved to a interim hosting center with IBM Global Services in Shanghai. IBM is the leader in hosting services in the region and has the best possible Service Level Agreements (SLAs) for Riordan's specific needs of keeping manufacturing up and running during the transition."
