Assigns the right people to the right tasks.docx
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if Individual & decision maker’s Objective is in sync with organization objective then Right person will be align with/for right task
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Exxon molil
Exxon Mobil Corporation is an American oil and gas company formed in 1999 by the merger of Exxon and Mobil. It is one of the largest publicly traded companies in the world, ranking #1 or #2 in revenue for the past 5 years. ExxonMobil has global operations including oil production, refining, and marketing in over 200 countries. While it has significant financial resources and reserves, ExxonMobil also faces threats from environmental regulation, conservation efforts, and reduced demand due to economic downturns.
Oprh winfrey
Oprah Winfrey delivered a commencement speech at Stanford University in 2008. She stressed the importance of pursuing your passions and not regretting things left undone. She attempted to identify with the audience by sharing personal stories and lessons learned. Her speech was engaging, receiving applause and a standing ovation, due to her strong rapport with the audience through body language, eye contact and playing with her voice.
Apple vs Microsoft
Bill Gates and Steve Jobs were both visionary founders of major tech companies. Gates founded Microsoft in 1975 and led the company's growth into a dominant player in personal computing through partnerships and products like MS-DOS and Windows. Jobs co-founded Apple in 1976 and pioneered the commercialization of the graphical user interface and mouse through products like the Macintosh. Both founders took different leadership approaches, with Gates taking a more participative style and Jobs a more autocratic one, and their companies pioneered innovations but also faced challenges in adapting to changes in the industry over time.
Social rights
Social rights are rights created by a group of people to maintain social order in society. They allow people to interact and organize freely while respecting others. Some examples of social rights include rights against discrimination based on gender, ethnicity or other attributes. Social rights aim to promote inclusion and equal treatment of all members of a society.
Six sigma
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
Operations Information system In India And the Global Environment
The document discusses various technologies used across different functions within operations management. It describes how supply chain management systems use technologies like RFID, ERP systems and decision support tools to manage inventory, supplier relationships and freight operations. It provides examples of how companies like Walmart, Dell and Indian Railways utilize operations information systems. The document also outlines the application of technologies in areas like manufacturing, distribution, marketing/sales, engineering, accounting and finance.
Non of my business (Case)
Raydar Electronics uses RFID technology to help retailers like KK Stores track inventory and customers. However, Dante Sorella from Raydar has concerns about privacy issues with tracking customers. On one hand, RFID could improve the customer experience at KK Stores, but on the other hand, privacy advocates may see it as invasive. Dante must decide whether the potential benefits outweigh the risks of accepting KK's proposal to implement in-store customer tracking using RFID.
Benchmarking
The document discusses benchmarking and provides examples from Xerox Corporation. It defines benchmarking as measuring products, services, and practices against industry leaders to find best practices that lead to superior performance. The document then describes how Xerox benchmarked Japanese copier manufacturers in the 1970s and found they were more efficient in manufacturing, allowing them to undercut Xerox's prices. It also provides two examples of internal benchmarking from Indian companies that improved efficiency and reduced costs.
Managing technology
Technology management involves identifying, selecting, acquiring, developing, exploiting, and protecting technologies needed to achieve business objectives. It requires effective communication between commercial and technological functions. Key processes include identifying, selecting, acquiring, exploiting, and protecting technologies, though these are often distributed across business processes like strategy, innovation, and operations. Effective technology management supports the business through these processes and dialogue between functions.
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Aastha & Praveen’s wedding card - 6th October 2013 Lucknow
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Operations Information system In India And the Global Environment
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All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Assigns the right people to the right tasks.docx
- 1. ASSIGNS THE RIGHT PEOPLE TO THE RIGHT TASKS Submitted By Praveen Sidola 23/12/2013
- 2. Right people at right place it is quite subjective in nature, who will decide? What task is the Right task & who will/could be right people As per my best understanding if Individual & decision maker’s Objective is in sync with organization objective then Right person will be align with/for right task I am trying to explain this by following two graphical representations
- 3. The Skill / Will Matrix (The Skill / Will Matrix is an adaptation of Keilty, 2013) Guide Be clear regarding expected outcomes (goals) and limitations of time, budget, etc. Discuss and set methods.
- 4. Check for understanding Identify and provide required training. Accept early mistakes as important “coaching” moments. Give responsibility and authority for the pieces of tasks employee can do. Structure tasks to minimize possible risks to employee and company Provide frequent feedback. Require frequent check-ins (verbal or written) early in the project, but relax control as progress is shown Praise and reward for success Delegate Be clear regarding expected outcomes (goals) and limitations of time, budget, etc. Involve in decision-making Frequently ask employee for opinions Check for understanding Give responsibility and authority because employee is competent and committed. Provide feedback. Ask for check-ins at key milestones or when employee has questions. Praise and reward for success Direct Discuss what would motivate employee. Agree on what is possible. Be clear regarding expected outcomes (goals) and limitations of time, budget, etc. Set clear rules, methods, and deadlines Check for understanding Give responsibility and authority for the pieces of tasks employee can do. Structure tasks for quick wins Identify and provide required training. Provide frequent feedback. Require frequent check-ins (verbal or written) early in the project, but relax control as progress is shown. Praise and reward for success Excite Discuss why task is important and why employee is best choice. Discuss what would motivate employee. Agree on what is possible. Be clear regarding expected outcomes (goals) and limitations of time, budget, etc. Check for understanding Give responsibility and authority because employee is competent Provide frequent feedback. Require frequent check-ins (verbal or written) Praise and reward for success