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Case Study Project
Total Marks: 100
Elective - Production Management
The GM (Works) has
problems with manufacturing budgets, meeting cost reduction targets, and
dealing with new products manufacturing schedules. When an in depth interview
(non-directive type) was conducted between the GM (Works) and the Chairman of
the Company, the GM (Works) explained that many things are happening in the
Company about which he is ignorant, particularly the preparation, new product
integration, etc. He agrees to the view that the Company is interested in
high-growth and high-profit, but he has never been given an opportunity to
review his own scheme of things and explain to the top management. The
production culture of the company has never been assessed whereas the stringent
rules are being directed by the finance and personnel departments. And
sometimes, show cause notices are being served to supervisors and senior
employees. The Company is introducing new products without assessing the
capability of the manufacturing system and the resources.
(a) Under the above situation,
if you are asked to work as a consultant to show the perspectives to the Board
of Management, what action plans would you suggest?
Answer:The Board of Management manages on behalf
of the patron and is accountable to the patron and the Minister. The Board must
uphold the characteristic spirit (ethos) and is accountable to the patron for
so doing. The Board of Management defines the long-term goals and the
strategies for the Group, its subgroups and its service companies, and sets
forth the principles and directives for the resulting corporate policies. It
coordinates and monitors the most important activities, defines the portfolio,
develops and deploys managerial staff, allocates resources and decides on the
Group’s financial steering and reporting.
The members of the Board of Management
Answer:BRP advocates in “reinventing the wheel,”
i.e., this approach encourages an organization to start from scratch and work
towards reinvention, thus leading to manifold improvements in performance and
revenue. BPR focuses on processes where it works to redesign the strategic and
value-added processes which transcend the organizational boundaries.The term
'reengineering' was first introduced in 1990 in a Harvard Business Review
article:
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