This document summarizes a research article about operational excellence and change management in Malaysian companies. The researchers developed a conceptual framework that managing organizational change can positively influence operational excellence, but this is dependent on employees being committed to change. They analyzed how factors like leadership, technology, human resources, culture, structure, and strategy relate to managing change and operational excellence. The study focused on electrical and electronics companies in Malaysia, aiming to understand how well they implement change management and achieve operational excellence. It identified gaps in the literature around how different elements of change management collectively influence performance.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
The study presents a conceptual framework showing the moderating role of technological turbulence on the relationship between total quality management and firms performance. Literature was reviewed before arriving at the proposed conceptual framework. From the model, it is proposed that the relationship between total quality management and organizational performance will be stronger when technological turbulence is supportive and taken in to consideration by Nigerian banking industry. Organizations that leverages on opportunities that evolves around its external environment in terms of change in technology has an edge in attaining competitive edge and improving performance of their organizations more efficiently and effectively than competitors do.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
The study presents a conceptual framework showing the moderating role of technological turbulence on the relationship between total quality management and firms performance. Literature was reviewed before arriving at the proposed conceptual framework. From the model, it is proposed that the relationship between total quality management and organizational performance will be stronger when technological turbulence is supportive and taken in to consideration by Nigerian banking industry. Organizations that leverages on opportunities that evolves around its external environment in terms of change in technology has an edge in attaining competitive edge and improving performance of their organizations more efficiently and effectively than competitors do.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
There has been a long time discussions on which costing systems are to adopted in
the Indian Manufacturing Industries especially, the industries involved in Mechanical
Process. Normally, it is understood that a lot many companies is in the Automotive
Engineering Industry in the SME Sector are having their costing done in a traditional
method without having much progress or knowledge in the new way in which costing is
being done elsewhere. On surveying the literature, the author’s found a research gap
that, implementation issues of ABC costing system by the Indian Automotive Engineering
Industry of the SMEs need to be focused and studies need to be entertained. This study
assumes significance due to high prevalence of SME’s, with significant concentration of
automotive engineering industries, which confers a huge relevance to a study of this sort
to make concrete suggestions.
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Lately, the application of lean has been applied in service companies with the
same objectives, namely the elimination of waste and increased efficiency of all
resources. As the global economy grows and develops, they are committed to
achieving improvements like that. The current economic indications are marked by
budget cuts and cost reduction but are still able to produce a good business
performance. This paper, we will explore waste that occurs along the value stream;
especially in the public sector, more specifically in industrial sports
Role of Pre-Employment Training in Enhancing Employability of Diploma EngineersINFOGAIN PUBLICATION
This paper presents an empirical study conducted to find out the role of pre-employment training in enhancement of employability. The study was specifically focused upon the automobile cluster employing the fresh engineering diploma holders. The universe of the study consisted of 26 such industries. Stratified random sampling technique was employed for drawing the sample classified into two groups: - 1) Managerial level and 2) Supervisory level consisting of engineering diploma holders. Standardized scales were administered to 572 Ss out of which 12 responses were dropped down, and 560 Ss were retained in the final sample put to experimentation. Descriptive and analytical research techniques were applied for the analysis of the data collected during the experiment. Statistical tools like ‘Cronbach alpha coefficient’, ‘Pearson correlation coefficient’, ‘Analysis of variance (ANOVA)’ etc were employed for treatment of the collected data for drawing the useful conclusions and testing of the hypotheses. From the experimental analysis the employability of diploma engineers was found to be associated with pre-employment training. Such a study focused on the fresh engineering diploma holders employable by the industries has yet not been reported in the literature.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
The Influence of Organizational Innovation towards Internal Service Quality i...Hamzani Fadil
Procedia - Social and Behavioral Sciences
Volume 224, 15 June 2016, Pages 317–324
IRSSM-6 The 6th International Research Symposium in Service Management — “Service Imperatives in the New Economy: Service Excellence for Sustainability”
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
There has been a long time discussions on which costing systems are to adopted in
the Indian Manufacturing Industries especially, the industries involved in Mechanical
Process. Normally, it is understood that a lot many companies is in the Automotive
Engineering Industry in the SME Sector are having their costing done in a traditional
method without having much progress or knowledge in the new way in which costing is
being done elsewhere. On surveying the literature, the author’s found a research gap
that, implementation issues of ABC costing system by the Indian Automotive Engineering
Industry of the SMEs need to be focused and studies need to be entertained. This study
assumes significance due to high prevalence of SME’s, with significant concentration of
automotive engineering industries, which confers a huge relevance to a study of this sort
to make concrete suggestions.
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Lately, the application of lean has been applied in service companies with the
same objectives, namely the elimination of waste and increased efficiency of all
resources. As the global economy grows and develops, they are committed to
achieving improvements like that. The current economic indications are marked by
budget cuts and cost reduction but are still able to produce a good business
performance. This paper, we will explore waste that occurs along the value stream;
especially in the public sector, more specifically in industrial sports
Role of Pre-Employment Training in Enhancing Employability of Diploma EngineersINFOGAIN PUBLICATION
This paper presents an empirical study conducted to find out the role of pre-employment training in enhancement of employability. The study was specifically focused upon the automobile cluster employing the fresh engineering diploma holders. The universe of the study consisted of 26 such industries. Stratified random sampling technique was employed for drawing the sample classified into two groups: - 1) Managerial level and 2) Supervisory level consisting of engineering diploma holders. Standardized scales were administered to 572 Ss out of which 12 responses were dropped down, and 560 Ss were retained in the final sample put to experimentation. Descriptive and analytical research techniques were applied for the analysis of the data collected during the experiment. Statistical tools like ‘Cronbach alpha coefficient’, ‘Pearson correlation coefficient’, ‘Analysis of variance (ANOVA)’ etc were employed for treatment of the collected data for drawing the useful conclusions and testing of the hypotheses. From the experimental analysis the employability of diploma engineers was found to be associated with pre-employment training. Such a study focused on the fresh engineering diploma holders employable by the industries has yet not been reported in the literature.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
The Influence of Organizational Innovation towards Internal Service Quality i...Hamzani Fadil
Procedia - Social and Behavioral Sciences
Volume 224, 15 June 2016, Pages 317–324
IRSSM-6 The 6th International Research Symposium in Service Management — “Service Imperatives in the New Economy: Service Excellence for Sustainability”
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
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Running head THE CHANGE ANALYSIS; IMAGES OF CHANGETHE CHANGE AN.docxtoltonkendal
Running head: THE CHANGE ANALYSIS; IMAGES OF CHANGE
THE CHANGE ANALYSIS; IMAGES OF CHANGE 8
The Change Analysis; Images of Change
11/11/2017
Introduction
Change management may appear a simple task, but it may be highly challenging especially without proper planning. There are various roles and responsibilities that determine the success of change management, including the roles of director, navigator, caretaker, coach, interpreter, and nurturer. The roles have varying impacts on change management. Every role among the six has significant impact on the success of change management, and therefore should not be ignored. Organizational change management is not a one-time event, but rather a process that requires effective management, in order to achieve success (Sanders, 2014). Additionally, the effectiveness of change management depends on the collaborative efforts of varying stakeholders, including employees, management, leaders, and employers, among others.
Some of the key images of managing change include director, coach, and interpreter ‘images. The three elements of managing change play a significant role, in ensuring the success of the organizational change. Organizational change is a complex process, which must be approached in a manner that considers the multiple aspects that affect the same. It may either affect an organization positively or negatively. Consequently, organizational management and leadership should take into consideration the numerous factors that may affect the effectiveness of organizational change, in order to ensure success (Cross, 2016). This paper focuses on change analysis by focusing on some of the most key ‘images for change’, including director, coach, and interpreter.
Apple vs. Nokia Organizational Change
Apple Corporation and Nokia Corporation have undergone major technological changes in their organizational processes and products in the past ten years. The organizations have been effective in responding to the current trends in the industry, owing to major technological advancements in the twenty-first century. The two companies have emerged among market leaders in production and commercialization of smartphones. They have adopted the most recent technologies, which has enabled them to shine in the industry. One of the key technological changes that the firms have adopted is touch-screen smartphones that have outsmarted hardware keyboards smartphone producers such as Blackberry (Skarzynski, 2008). The change has enabled the two companies to grow tremendously in the highly changing industry in terms of technology.
Nokia and Apple have invested billions of dollars in advancing their products. The two have been rampant in innovation and technological advancement, which has enabled them to gain relevance in the industry, since early twenty-first century. However, Apple has emerged the market leader in the industry, owing to ...
5s Implementation Affect Company PerformanceMilan663669
5S can be viewed as a system of workplace rules devised to create a safe and productive work environment and to provide efficient and effective realization of business tasks. Its implementation is expected to reduce defects, improve quality, increase safety and the morale of the employees, and improve employees' productivity. In the present paper, over the period of seven years, we investigate the case of a rubber goods manufacturer from Serbia which has implemented 5S in one of its subsidiaries. To assess the effects of the 5S implementation we use operational and financial performance indicators. Our results suggest that the implementation of 5S can contribute to performance of an organization in the short and medium term. In the case we analyze here, effects of 5S were not evident in longer term due to the influence of some external factors (increase in raw material prices and decrease in purchasing power of demand) and strong investment activity of the subsidiary. We argue that the performance of the subsidiary under the influence of these factors would be weaker if it did not implement 5S. In addition, subsidiary in our study implemented TDABC to make possible preparation of reports important for efficient decision making in the new business environment. This finding points to the importance of the management accounting system improvements after the continuous improvements implementation.
CHANGE MANAGEMENT 4
Change Management
Mark Owens
Grantham University
In the arena of business practice, change management remains a vital aspect that determines the performance, the success, and the profitability of an organization. In this respect, Todnem (2012) asserts that change management is the only tool that guarantees survival and success in a competitive and dynamic business environment. The process of change management aims at improving the capability of an organization to conform the conditions in both internal and external environment. It is in this respect that this paper looks at the concept of change management. It also highlights British Airways’ case as an example of a company that has successfully dealt with the transformation process.
Appropriate description of what change management entails is evident from the standpoint taken by Burnes (2014), who described it as a continuous process of renewing a company’s structure, processes, capabilities, culture, and strategic direction so as to meet the needs and expectations of both external and internal customers. The author adds that change is ever present in every organization and affects issues at the strategic and operational levels. Based on this description, change management calls for evaluation and understanding all the aspects of a business involved in its operations and existence (Burnes, 2014). It entails identifying where a business should be in the future with respect to the condition presented by internal and external environmental factors. When responding to such conditions, an entity requires a business strategy that can guide the adoption and implementation of a given change management process. The strategy outlines the principles and steps in a change management process. For instance, a business change management strategy should outline how the management will communicate the anticipated transitions to the organizational members with the objective of reducing resistance. A change management strategy also highlights the expectations of the organization and the change participants. It should integrate the various needs of organizational members (Paton & McCalman, 2008).
Aside from the above description, change management is a process that is aimed at the achievement of certain goals. Such goals underscore the existence of the process and the need for an organization to take it seriously. The main goal of a change process in every organization is to ensure effective progression of various changes through proper handling by the participants and stakeholders concerned. The initiative should be taken with the purpose of reducing the negative impacts that may stem from change-oriented incidents. It requires the managers involved to establish appropriate procedures, techniques, and approaches used in proper handling of change activities. When al ...
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
Over a time, manufacturing Industry in India is essentially an outstanding amongst the most well-known enterprises in Indian market. Manufacturing is the producing of goods and a service using labor and other machinery tools this helps to understand the organization performance directly or indirectly has an impact on internal mobility of an employee. Internal mobility mainly tells that relying upon worker's expertise skill and prerequisites with the toss of the employment with organizational commitment and the change in job structure, job design occurs with or without raise in the salary. Organization performance which has many factors which influence the performance but internal mobility is also a supporting factor which has an impact in achieving the vision of the company. This gives an understanding that apart from providing all the necessary facility and good working culture, healthy promotion and transfer employee exit rates are increasing. Thus, internal mobility is most preferable objective to success which implies observable career accomplishments such as promotion, transfer & hierarchical level held and salary. In future to achieve internal mobility, company should adapt the principle of succession management at all ranks, provide transparent discussion of skill and the potential, as well as organizational needs. The reason for this would the favoritism and lack of recognition which is making an employee dissatisfaction towards their organization by this I conclude that the unfair or unethical practices in organization with respect to the internal mobility in the future periods make employee unhappy this is one of the reason to leave an organization which creates a huge impact in the organization performance
ROLE OF CORPORATE GOVERNANCE IN OPTIMISING WORKFORCE PRODUCTIVITYPeachy Essay
The current study supplies detailed analysis and evidences of corporate governance practices of Tesco and the process how effective governance can impact on the workforce productivity. In order to research on this topic in a systematic way, the researcher has divided the entire study into several interlinked parts. In the introductory chapter, the author has mentioned the primary aims and objectives, along with rationale of study to view the significance of the research in current context. Tye past studies and evidences are analysed in second chapter to structure a literature on the topic undertaken. According to theoretical evidences, corporate governance is the set of rules or principles that firms employ in organizational procedure to execute a fair and ethical trade practice. However, different factors affect the employee performance as being present in the governance policies. Tesco basically follows standard governance structure whereas there is space to widen the area of improving workforce efficiency by upgrading governance. In the methodology chapter, the author has mentioned the best possible approaches that have been employed thorough selecting right blend of research paradigms. Besides positivism, the researcher has selected deductive approach and descriptive design. The data has been collected via survey from employees and interviews with managers.
Determinants of knowledge management systems success in the banking industryjaysoncham
Abstract
Purpose – This study aims to examine the impact from technical and social aspects on knowledge
management system (KMS) success. Moreover, this study also attempts to examine the
interrelationships between KMS success and user satisfaction.
Design/methodology/approach – A questionnaire survey was used to collect data from the
commercial bank officers to test the proposed KMS success model. All the measurement scales adopted
in this study were adopted from the existing literature. The data collected in this study were analysed
using both SPSS and structural equation modelling approach via AMOS.
Findings – The research results indicate that both technical (knowledge quality, system quality and
service quality) and social factors (user trust and management support) play a significant and positive
role in system user satisfaction. The results also show that user satisfaction have a direct influence on
the success of KMS and vice versa.
Originality/value – This study is one of the few studies on KMS which include both the technical and
social perspectives in examining KMS success. This research study raises the importance of social
factors, which have been earlier neglected by many studies on KMS success models. Moreover, the
interrelationships relationship between KMS success and user satisfaction also been examined in this
study.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
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Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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2. Journal of Organizational Management Studies 2
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
that the key to keeping and acquiring
customers is Operational Excellence.
Hayes and Wheelwright (1985) cited in
Flynn et al. (1999) used the term “world
class manufacturer” to describe
organizations which achieved a global
competitive advantage through the use of
their manufacturing capabilities and
competencies as a strategic weapon. For
example, Toyota has turned operational
excellence into a strategic weapon. This
operational excellence is based in part on
tools and quality improvement methods
made famous by Toyota in the
manufacturing world, such as just-in-time,
kaizen, one-piece-flow, jidoka, and heijunka
(that make up the Toyota Production
System).
When review the development in the world
business market such as the issues of
globalization, fierce competition and
technology advancements, Mokhtar and
Yusoff (2009) suggest that manufacturing
organisations in Malaysia need to have an
ability to adjust and change to survive the
challenging business environment.
Organizations need to have a new set of
capabilities to ensure their survival and
growth in the market. Managers in a firm
need to build its own internal competencies
to deal with organization issues, change, and
strategizing.
Operational excellence is not just a matter of
cost reduction and quality improvement, but
also being smart about how to handle people
and resources. It requires solid change
management capability and strong
leadership to become operational excellence.
Operational excellence is also very much
dependent on employees’ empowerment,
ownership and a culture of continuous
improvement. Its adoption and introduction
usually confronts a company with the need
to change the way its employees think and
act. Providing leadership for operational
excellence comes down to balancing and
combining control and individual autonomy
and responsibility, and requires a very high
level of employee commitment (Van Assen,
2011).
This paper adds to the slowly building body
of knowledge on the managing
organizational change (MOC). The
approaches take to incorporate leadership
style, manufacturing technology, human
resource, organizational structure,
organizational culture and operations
strategy under the MOC. While adopting
managing change is quite challenging as
there are still many gaps in the
understanding of each element. Therefore,
the paper aims to quantify how well the
electrical and electronics (E&E) companies
in Malaysia fare with MOC and defining MOC
as the practices used by, and having
significant effect on the Operational
Excellence (OPX) of companies.
Furthermore, the authors will analyse the
effect of affective commitment to change
(CTC) in the relationship between MOC and
OPX.
Problem Statement
In the past studies, operational performance
measured quality, flexibility, speed and cost
(Voss, 1995a; Yusuff, 2004; Laugen, et al.,
2005; Kuruppuarachchi & Perera, 2010)
which have focused mostly on economic
measures of corporate performance. Studies
in the area of social performance are still
lacking (Muogboh & Salami, 2009).
Therefore, the conceptual paper highlights
how to overcome the perceived performance
gap of implementing managing
organizational change (MOC) in sustaining
business excellence. The discussions on the
literature review suggest to include both
economic and non-economic measures
(Elkington, 1997; Hubbard, 2009) that have
an important impact on an organization’s
long-term sustainability (Elkington, et al.,
1999).
Operational management and performance
have been an issue in both academia and
industry for over three decades. The
literature on operational excellence is
growing, but Malaysian manufacturing
industry is often lacking in these discussions.
3. 3 Journal of Organizational Management Studies
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
This study also attempts to understand
further of Malaysia electrical and electronics
firms managing change pertaining to
operational excellence. In fact, the electrical
& electronics (E&E) industry is the leading
sector in Malaysia's manufacturing sector,
contributing significantly to the country's
manufacturing output (26.94 per cent),
exports (48.7 per cent) and employment
(32.5 per cent) (MIDA, 2012).
While change management depends on
leadership to be enacted, specifically, the
leadership style that is primarily concern
with the capabilities required enacts change
successfully (Eisenbach, et al., 1999, Burke &
Church, 1993; Idris & Ali, 2008). Most of the
research on the leadership paradigms has
focussed on its relationship to followers
(Bass & Avolio, 1994; Burns, 1978; Shin &
Zhou, 2003); the success of TQM programs
(Waldman, 1993; Choi and Behling, 1997);
organizational outcomes such team
performance (Sauer, 2011; Mannheim &
Halamish, 2008); and financial performance
(Idris & Ali, 2008). However, there were
limited literatures done on leadership styles
and its impact on operational excellence in
manufacturing industry, especially in the
Malaysian setting (Lo, et al., 2009).
Manufacturing technology has come from
many sources. For example, flexible
manufacturing system (FMS) (Roth et al,
1991), enterprise resource planning (ERP)
(Mabert & Venkataramanan, 2000) office
automation (OA) (Beaumont et al. 2002),
computer, all of which are focused on doing
things better, faster, more efficiency, and
more cheaply. But the field is rather
scattered with many articles focusing on one
or a limited set of new technologies, while
the reasons why these technologies are
considered best are often not accounted for.
Moreover, why these technologies, not
others, the authors regard the set as
comprehensive remains unclear. Therefore,
having realized that there is lack of
integrated manufacturing technologies on
this area, it has driven the authors to make
comparison of the manufacturing
technology deployment among firms.
Kalyani and Sahoo (2011) argue Human
Resource (HR) is an intellectual asset, the
sum total of the knowledge, skills and
competencies that an organization processes
and channelizes for sustained organizational
excellence. Court (2011) suggests the future
role of the HR function should focus on
helping their organization to learn how to
build a capability to change. To bridge the
flaws and gaps in the recent literatures,
authors attempts to examine how firms
sustaining operational excellence are
influenced by firm managing change in
human resource practices such as
recruitment and selection, training and
development, compensation systems and
performance appraisal (Ferguson & Reio Jr.,
2009; Gurbuz & Mert, 2011; Kalyani & Sahoo,
2011; Stavrou-Costea, 2004; Dimba, 2010;
Khan, 2010) in broad range of
manufacturing firms.
Ashkenas et al. (1995) argue almost every
organization experimented with some kind
of structural change process. In order to
match up with environmental changes,
organizations must adopt optimum
innovative organization design (structure)
leads to superior performance. Recent
research, Mansoor et al. (2012) suggest that
organic structure works well under dynamic
or change environmental condition,
especially in private sector in terms of
performance as well as effectiveness where
employees are involved in decision making.
However, little empirical research has been
carried out into the role of managing change
in organizational structure to predict
organizational performance or operational
excellence. In author opinion, this is a
serious deficiency because organizational
structure is the basic mechanism available to
the organization and their members for
making decision and improves performance.
Changing to a culture of continuous
improvement usually requires a paradigm
shift. This change requires taking risks,
opening up the firm culture and a great
capacity to learn (Markovic, 2008). You et al.
(2010) suggest that a link between
corporate culture traits such as consistency,
mission, involvement, and adaptability and
business performance exits. Thus, this study
helps to test a link between corporate
culture traits and operational excellence in
Malaysia, with its unique culture and
4. Journal of Organizational Management Studies 4
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
concentred business environment. This
paper helps fill this gap in the literature
using the electrical and electronics industry.
Operations strategy has often been written
as an entity within itself, aside of the
strategy or business mainstream. The
monitoring mechanisms include operations
strategy construct consists of four
dimensions (i.e. flexibility strategy, quality
strategy, delivery strategy, and cost strategy)
used by Skinner (1974) and Schniederjans
and Cao (2009). In this study, a focus will be
on change in operations strategy to predict
operational excellence in quality, flexibility,
time, cost (Brown, et al., 2010) and
sustainability (Muogboh & Salami, 2009).
Change initiatives involve people. An
employee commitment to change (CTC)
might create as impact either positively or
negatively (Herscovitch and Meyer, 2002;
Peus, et al., 2009; Jaros, 2010) on an
organization. Huy (2002) find that the most
prevalent factor contributing to failed
change projects is a lack of commitment by
the people. Despite its presumed importance,
and it commonly identified as an essential
element for the effective implementation of
organizational change, however, little
empirical evidence exists to support this
claim (Herscovitch & Meyer, 2002; Meyer, et
al., 2007). Hence, the moderating effect of
CTC to be examined in this study. Yet,
previous study on MOC has not included the
impact of CTC per se as a factor that is able
to moderate the operational excellence.
Overall, literatures indicate that firm
managing organizational change is vital in
ensuring competitive advantage to the firms
(Kanter, 1985; Kotter, 2007). In essence,
effective approaches in organizational
change will involve not only one element but
also have to understand other relevant
elements of entire organization. Moreover,
managing organizational change (MOC) and
these six elements have not being integrated
in any research which develop new
knowledge in the study of operational
excellence. In addition, employees’
commitment to change is also important
(Herscovitch & Meyer, 2002; Peus, et al.,
2009; Jaros, 2010; Herold, et al., 2008) as it
influences the change successful in the
relationship between MOC and OPX.
Integrating MOC maturity with associated
CTC efforts in order to remain competitive,
is absent in most Operational Excellence
initiatives.
Literature Review
Operational Excellence
According to Hillman (1994), assessment of
excellence is the process of evaluating an
organization against a model for continuous
improvement in order to highlight what has
been achieved and what needs improving.
European Foundation for Quality
Management (EFQM guidelines, 1999)
defines excellence as ‘‘outstanding practice
in managing the organization and achieving
results”.
In this study, results from application of
operational excellence are focused
operational performance and organizational
sustainable performance. Operational
performance reflects the performance of
internal operations of a company in terms of
quality improvements, flexibility
improvement, delivery improvement,
productivity improvement, cost and waste
reduction. The organizational sustainable
performance indicator measures in present
study are environment performance and
social performance, while the financial
measures such as sales growth, profit
growth, return on equity (ROE), return on
assets (ROA) and gearing (Hubbard, 2009)
will be ignored. In fact, many E&E
manufacturing firms in Malaysia are owned
by foreign investors and may listed in the
their home country, thus the respondents
may not be privy to the information and data
related to financial performance. Although
performance can be measured either as
financial performance or as operational
performance, operational priorities are
more relevant than financial goals at the
plant level (Venkatraman and Ramanujam,
1986; Brown, 2007).
Van Assen (2011) argues that operational
excellence is not just a matter of cost
reduction and quality improvement, but also
being smart about how to handle people and
resources. It requires solid change
5. 5 Journal of Organizational Management Studies
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
management capability and strong
leadership to become operational excellence.
Operational excellence is also very much
dependent on employees’ empowerment,
ownership and a culture of continuous
improvement. Its adoption and introduction
usually confronts a company with the need
to change the way its employees think and
act.
This paper discusses the performance
indicators (i.e. quality, time, flexibility, cost
and sustainability) may use to measure firm
performance in achieving operational
excellence. More specific, the dependent
variable, operational excellence will be
operationalized by quality, flexibility, speed,
cost, social and environmental in present
study. Moreover, managing people,
technology, leadership, strategy, structure,
culture and employees’ commitment to
change are important variables affect the
operational excellence.
Evolution of Excellence
During the last 30 years, both definition and
sustainability of excellence evaluations have
undergone repeated changes. Hermal and
Pujol (2003) have synthesized ‘excellence’
into five main stages and defining each
excellence stage in details in literature. The
synthetic conclusion of excellence is shown
in Table 1.1.
Table 1.1: Synthetic Conclusion of Excellence
Stage Synthesized Time Explanations
Excellence 1.0 “Soft is
important”
The early
1980s
• Peters and Waterman (1982) reminded the world of
professional managers that ‘hard is soft’. In order to
obtain hard results organizations need to take into
account the soft side of the firm. Hard elements: system;
structure; strategy; Soft elements: shared values; skills;
style; staff.
Excellence 2.0 “Change” 1987 • Thriving on Chaos (Peters, 1987). A new type of
excellence is required: “Excellence firm don’t believe in
excellence – only in constant improvement and constant
change”.
Excellence 3.0 “Learning” 1990 • The Fifth Discipline of Peter Senge (1990). Senge’s
analysis is at the base of a renewed interest for the
concept of “learning organization”.
Excellence 4.0 “Excellence
models”
1990s • Increasing interest in “Excellence model” can be seen
during the 1990s. Firms use these models to guide their
efforts towards becoming “excellent” organizations.
Excellence 5.0 “Integrated
development”
2000s • Difference schools of thought (e.g. social-technical,
social-economic school) try to merge different
approaches in order to better respond to management
and organizational challenges, or the changing
management paradigm.
Source: Adapted from Hermal and Pujol (2003)
Hermal and Pujol (2003) further explain
that the series of excellence stages proposed
are only tentative and could certainly be
disposed in many different ways. They just
hope that the different points addressed are
at the base of production debate.
Managing Organizational Change
Due to the fact that the future and success of
every organization depends on how well
manager handle change (Kalyani and Sahoo,
2011; Peus, et al., 2009), therefore,
discussion on this report is assessing the
relationship between managing
organizational change (MOC) and
operational excellence. MOC means planning
and realizing changes that concern
organization’s strategic success factors.
These success factors might be the meaning
of it, its policies, competencies and the
capability of renewal. The firm critical
success factors that influence organizational
changes also identify through the empirical
evidence.
6. Journal of Organizational Management Studies 6
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
Leadership Style
Leadership is the other key component of
successful change. Leadership is the first
criterion of the European Foundation for
Quality Management (EFQM) Excellence
Model, a model of organizational excellence
which is used by more than 30,000
organizations across Europe (EFQM, 2010).
Leadership has been recognized as a major
factor on organization success and this has
been empirically validated throughout many
fields. However, a leadership style in the
context of managing organizational change
and its impact on operational excellence in
manufacturing industry has not been as
widely research. While managing
organizational change is depends on
leadership to be enacted, particularly; the
leadership style that is primarily concern
with the capabilities required enacts change
successfully (Eisenbach, et al., 1999; Burke &
Church, 1993; Idris & Ali, 2008). Moreover, a
transformational style of leadership is
perceived can produce positive
organizational change and create
exceptional performance (Bass, 1985;
Boehnke, et al., 2003; Burke & Church, 1993).
In the present study, we are interested in
examining the positive impact of
transformational leadership style on
operational excellence. Hence, the
researchers offer the following statement of
proposition:
P1: The inclination towards the
transformational leadership style leads to an
operational excellence.
Manufacturing Technology
Modern technology is playing a key role in
the ability of manufacturing companies to
compete as world-class enterprises.
Therefore, new manufacturing technologies
are needed to assist in compressing the
production time to move products to the
market more quickly and efficiently than
competitors (Chuang, et. al, 2009). Indeed,
acquiring and implementing new
technologies are perceived as high-risk
investments and determinants of
competition.
Most of the literature review has found
manufacturing technologies such as AMT,
TQM, JIT, and ERP have shown to have
significant on firm performance. Overall, the
literature indicates that manufacturing
technologies should be incorporate with a
change measuring framework.
Therefore, it is agreed that the
manufacturing technology management
construct consist of selection, acquisition and
exploitation, is based on three out of five
technology management assessment
indicators in the study of Kuruppuarachchi
& Perera (2010). This justifies that even the
organizations are capable of selection and
acquisition of new technology, lack of
technology exploitation or enhancement
would lower down the performance
dimensions, especially quality, cost, delivery,
flexibility and sustainability. Thus, the
following proposition captures the
relationship between manufacturing
technology and operational excellence.
P2: The use of the manufacturing technology
leads to a favorable impact on the
operational excellence.
Human Resource
Any change program would revolve around
people, changing their mind set, behaviour
and motivational level. HR has always been
central to organizations, to-day it has taken
on an even more central role in building a
firm's competitive advantage. Success
increasingly depends on "people-embodied
know-how". Thus, includes the knowledge,
skills, and abilities imbedded in an
organization's member (Kalyani & Sahoo,
2011). HR is an intellectual asset, the sum
total of the knowledge, skills and
competencies that an organization processes
and channelizes for sustained organizational
excellence. Excellence is surpassing on
outstanding achievement, achievable by the
use of HR strategies and practices as tool.
7. 7 Journal of Organizational Management Studies
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
Very little attention has been paid to address
the impact of managing human resource
change on operational excellence. The
universal use of HR practices such as
recruitment and selection, training and
development, performance appraisal, and
compensation and benefits (Ferguson & Reio
Jr., 2009; Gurbuz & Mert, 2011; Kalyani &
Sahoo, 2011; Stavrou-Costea, 2004; Dimba,
2010; Khan, 2010) could be explored in
present study to predict operational
excellence. New knowledge generate from
this study could inform theory building
efforts in the HR field, particularly as it
related to human resource-based view to
meaningful organization outcomes and in
due course excellence. Therefore, we suggest
that human resource practices lead to
positive impact to operational excellence.
P3: Effectiveness of human resource
practices leads to positive impact on the
operational excellence.
Organizational Structure
The major dimensions that characterize an
organization’s structure are its degree of
centralization of decision making, and the
formalization of rules and procedures. In
order to achieve higher performance,
appropriate structure is needed which suits
best in changing organization’s demand. The
choice of an appropriate structure highly
depends upon the condition in which an
organization is operating (Mansoor, et al.,
2012). For instant, stable and change
environment cannot be treated equally.
Rather than using the dichotomy proposed
by Burns and Stalker (1961), which
considers the level of formalization and
centralization, this research focuses on
formalization and decentralization. It
describes an organic structure as having
formal rules and procedures that encourage
creativity, autonomous work, learning, and
decentralization of decision making to the
greatest extent possible (Daft, 1995; Nahm,
et al., 2003). Therefore, it will be interesting
to explore this organic structure have
significant relationship on operational
excellence in Malaysia E&E industry. The
proposition proposes as follows:
P4: The implementation of an organic
structure will have a better impact on
operational excellence.
Organizational Culture
Operational excellence is an enterprise
culture that improves the way a corporation
delivers products and services to its
customers. Operational excellence calls for
more than subject matter expertise and a
talented internal team. It requires a deep
commitment and a culture of change.
The current perspective embraces on
managing change and focus on internal
organization, therefore, the involvement trait
(Internal Focus) is the best dimension to
evaluate its effecting desired change within
organization (Denison et al., 2003; You et al.,
2010). This trait is measured by the three
indices namely empowerment, team
orientation and capability development. In
addition, Denison (1990) found empirical
support for the involvement view of culture,
higher levels of employee participation were
correlated with better organizational
performance. Whilst organizational culture
has been researched worldwide, little
research has been done in Malaysia, with its
unique culture and concentred business
environment. This leads to the following
proposition:
P5: Higher levels of individual involvement
cultural trait leads to a positive impact on
operational excellence.
Operations Strategy
Operations strategy literature has often
been contextualised within manufacturing
paradigms (Brown, et al., 2010). They
summarized that firm’s operations were
linked to specific modern manufacturing
terms which included mass customization,
flexible specialisation, lean production and
lean supply, agile manufacturing, strategic
manufacturing.
8. Journal of Organizational Management Studies 8
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
An analysing of the literature reveals there
are gaps in the previous literature including
the specific links between change capability
and operations strategy; and the links
between these two entities and performance
measures at manufacturing. To surpass this
shortcoming, a new focus will be on change
capability in operations strategy to predict
operational excellence in quality, flexibility,
time, cost (Brown, et al., 2010) and
sustainability (Muogboh & Salami, 2009).
Additionally the change capability in
operations strategy is based on Skinner’s
(1969) initial framework.
‘Managing organizational change’ appears a
simple enough term. However, no common
ontological assumption underlies either the
notion of ‘managing organizational’ or that
of ‘organizational change’. Drawing lessons
from the extensive literatures review, the
authors establishes the link between
managing organizational change and
operational excellence. In this paper, we
identify six critical organizational factors
that will be incorporated under managing
organizational change (MOC) to predict
outcomes from operational excellence. Thus,
we focus the six elements commonly
associated with managing organizational
change namely leadership, manufacturing
technology, human resource, organizational
structure, organizational culture, and
operations strategy. In view of this, this
research assumes that:
P6: Well defined of an operations strategy
leads to an operational excellence.
Commitment to Change
There are a number of moderators that have
impact on the perception of change;
organizational commitment has been
identified as a moderator (Vakola &
Nikolaou, 2005). These moderators affect
the individual’s commitment to cope with
the change event. In addition to the main
effects of the three components of
commitment, Meyer and Allen (1991) also
emphasized the importance of studying their
moderating or interactive effects.
Although commitment researchers (e.g.
Meyer & Allen, 1991; Herscovitch & Meyer,
2002) have identified three types of
commitment: affective, normative, and
continuance. This study will only focus on
affective commitment has moderating effect
for three reasons.
First, affective commitment best reflects
alignment with, or positive attitude toward,
a change effort, which is commonly referred
to as “buy-in”. Employees who are
affectively committed to an organization are
more likely to exhibit constructive behaviors
such as better work performance (Shum, et
al., 2008). Second, among the three
dimensions of commitment to change,
affective commitment is the core component
of employees’ commitment models (Herold,
et al. 2008; Solinger et al., 2008). Solinger et
al. (2008) further suggested that affective
commitment is especially relevant when
employees are expected to adjust to
organizational change and to help
organizations to achieve superb
performance. Third, the present study of
managing organizational change focus on
widely recommended strategies for
implementing change such as
transformation, training, participation and
empowerment are likely to impact on
support for, and identification with, the
change and thus influence by employees’
affective commitment to change
(Herscovitch amd Meyer, 2002).
On this basis of argument, we expected to
see greater effect of affective commitment
on the relationship between MOC and OPX.
Therefore, we assume that employees’
affective commitment moderates the
relationship between MOC and OPX. From
these reviews, the proposition reflecting the
moderating influence of CTC on the
relationship between MOC and OPX are
derived as follows;
P7: Affective commitment to change has
influence the relationship between the
management of change and operational
excellence.
Integration with Resource-based View
(RBV) for Research Framework
The RBV is the dominant theory being used
in the empirical literature on organization’s
9. 9 Journal of Organizational Management Studies
_______________
Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
internal resources or capabilities and
performance (Barney and Arikan, 2001; Ray,
et al., 2004). The RBV deals with the
competitive environment facing the
organization but takes an ‘inside-out’
approach. Its starting point is the
organization’s internal environment.
The primary objective emerges from the
literature review for the future study to
explore how firm manages its resources in
relation to the operational excellence. The
gaps in the literature review recommended
that the holistic view and an integrative
approach in internal environment, within
the organization that involve change is need
to be explored further. Therefore, RBV is
appropriate to integrate the firm’s resources
like strategy, leadership, technology, human
resource, structure and culture to predict
the outcomes, i.e. organizational excellence.
A research framework is used to outline
possible course of action or to present a
preferred approach to an idea or thought. By
referring to the empirical review, the
present study develops a conceptual
framewotk that incorporate the important of
MOC factors for OPX. The relationship
among the various factors discussed in this
literature is depicted in a framework as
shown in Figure 1 below. Based on the
literatured syntheses, the authors develops a
linkage that the MOC factors and are likely to
contribute positively to the OPX of the
organization only in situations where the
employees’ committed to change in the MOC
efforts.
Figure 1: Conceptual Framework
Therefore, the propositions are developed
based on the literature review, is to focus on
research and provide direction and it is a
vital component of a future study. The
relationships are conjectured from the
network of relationship illustrated by the
propositions below:
P1: The inclination towards the
transformational leadership style leads to an
operational excellence.
P2: The use of the manufacturing technology
leads to a favorable impact on the
operational excellence.
10. Journal of Organizational Management Studies 10
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Oon Fok-Yew, Hartini Ahmad and Shamsuddin Baharin (2013), Journal of Organizational Management
Studies, DOI: 10.5171/2013. 957636
P3: Effectiveness of human resource
practices leads to positive impact on the
operational excellence.
P4: The implementation of an organic
structure will have a better impact on
operational excellence.
P5: Higher levels of individual involvement
cultural trait leads to a positive impact on
operational excellence.
P6: Well defined of an operations strategy
leads to an operational excellence.
P7: Affective commitment to change has
influence the relationship between the
management of change and operational
excellence.
Review of the literature identifies the gaps in
the methodology where it leans more
towards a causal is vital for the future study.
It is necessary to identify cause-and-effect
relationship among variables when there is
a connection established from the previous
studies (Zikmund, 2003). The future study is
also appropriate to consider the manager
who involved in the manufacturing
operations to give inputs on the subject
matter, since as highlighted in the previous
studies that they are the appropriate
resource person for the OPX.
Discussion and Conclusion
The paper provides the conceptual
understanding on the effect of managing
organizational change and affective
commitment to change on operational
excellence. The literature review leads to the
development of a conceptual framewotk that
incorporate the influence of management of
change to the oprational excellence. The
paper organises the burgeoning
management of change literature into six
main elements: leadership style,
manufacturing technology, human resource,
organizational culture, organizational
structure and operations strategy. The paper
describes a linkage that the management of
change factors and are likely to contribute
positively to the operational excellence of
the organization only in situations where the
employees’ committed to change in the
management of change efforts. This gaps in
the literature also shows that there is a need
for a study in the context of the Malaysian
Electrical and Electronics (E&E) industry.
The target of respondents who are suitable
to answer the research questions concerns
are the top managers and those closely
linked to manufacturing operations
including the General Manager, Operation
Manager, Factory Manager, Production
Manager, Engineering Manager,
Manufacturing Manager, Planning Manager,
Materials Manager, Lean Manager and
Project Manager (involve in Change
Management or Continuous Improvement
programs).
The conceptual understanding highlighted in
this paper is in three folds. First, managers
of manufacturing may adopt change
management to achieve operational
excellence objectives of company. Second,
the focus on five competitive priorities
which are included quality, delivery,
flexibility, cost (Voss, 1995a; Yusuff, 2004;
Laugen, et al., 2005; Kuruppuarachchi &
Perera, 2010) and sustainability (Elkington,
et al., 1999; Muogboh & Salami, 2009),
present actionable guidelines for managers.
Managers may start formulation of
manufacturing strategy even with regular
demand of products. Third, adoption of
change management practices will improve
infrastructural decision areas of
manufacturing strategy such as
benchmarking, best practices, quality
practices and HR policies. In contrast to
most previous studies identified each of
element separately, this paper demonstrates
that the integration of organizational factors
under managing organizational change
would help in improving the operational
excellence. From the theoretical perspective,
it is discovered that the resource-based view
provides significant insight into
manufacturing operations and change
management theories.
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