MBA case study代寫參考-VHRL運(yùn)營(yíng)管理案例研究。本文是一篇留學(xué)生MBA的case study代寫范例,主要內(nèi)容是講述“運(yùn)營(yíng)管理是管理用于生產(chǎn)和提供產(chǎn)品和服務(wù)的資源的活動(dòng)”。商品是實(shí)物,服務(wù)是正在生產(chǎn)并交付市場(chǎng)銷售的產(chǎn)品的輸出。
本篇case study提出重要的人力資源公司[VHRL]的關(guān)鍵運(yùn)營(yíng)是負(fù)責(zé)公司日常活動(dòng)的運(yùn)營(yíng)經(jīng)理。運(yùn)營(yíng)經(jīng)理是公司的核心職能,包括規(guī)劃和控制業(yè)務(wù)運(yùn)營(yíng),并監(jiān)督員工為實(shí)現(xiàn)公司目標(biāo)而進(jìn)行的活動(dòng)。VHRL有四個(gè)主要職能,如營(yíng)銷、財(cái)務(wù)、運(yùn)營(yíng)和人力資源經(jīng)理。然而,并不是每個(gè)公司都會(huì)在一個(gè)組織中使用相同的關(guān)鍵運(yùn)營(yíng)職能,因?yàn)樯a(chǎn)線可能彼此不同。下面就一起來(lái)看一下這篇MBA case study代寫參考的具體內(nèi)容。
"Operation Management is the activity of managing the resources which are devoted to the production and delivery of products and services". The goods are physical material and the service is the output of the product being produced and delivered to market for sale. [Slack et al 2000, p.4]
The key operation of vital human resources limited [VHRL] is the operations manager who is responsible for day to day activities of the company. The operations manager is the core function of the company including planning and controlling the operation of the business and monitor the employee's activity in achieving company objective. There are four major function in VHRL such as marketing, finance, operation and human resource manager. However, not every company will use the same key function of operation in an organisation because line of production maybe different to each other.
The finance manager is responsible for managing the financial aspect of the VHRL which include processing of timesheet and purchase order, cashflow and capital investment, the budget planner for all section and ensure overhead cost is reduced to bare minimum. The VHRL company account must be carried out to show if the company make loss or profit.
財(cái)務(wù)經(jīng)理負(fù)責(zé)管理VHRL的財(cái)務(wù)方面,包括時(shí)間表和采購(gòu)訂單的處理、現(xiàn)金流和資本投資、所有部門的預(yù)算規(guī)劃師,并確保將間接成本降至最低。VHRL公司賬戶必須顯示公司是否盈利或虧損。
The marketing manager in VHRL is responsible for the sales product of the company understand customer needs and gives rational sales for the business and understand customers demand. The marketing manager oversees the budget for the marketing department and monitor the progress of effective marketing communication including marketing campaign, activities within marketing department, the launch of new product to client and work in line with the company objectives.
VHRL的營(yíng)銷經(jīng)理負(fù)責(zé)公司的銷售產(chǎn)品,了解客戶需求,為企業(yè)進(jìn)行合理的銷售,了解客戶的需求。營(yíng)銷經(jīng)理負(fù)責(zé)監(jiān)督營(yíng)銷部門的預(yù)算,并監(jiān)督有效營(yíng)銷溝通的進(jìn)展,包括營(yíng)銷活動(dòng)、營(yíng)銷部門內(nèi)的活動(dòng)、向客戶推出新產(chǎn)品以及根據(jù)公司目標(biāo)開展工作。
The operation manager VHRL is responsible for controlling, planning, organising and leading the operation of the company and the resources that produce the goods and services. Operation manager is the backbone of every organisation because its involves managing people, information, monitor the company activities and other resources. Also, other functions of the section are there to support operation manager and ensure the transformation of input to output.
運(yùn)營(yíng)經(jīng)理VHRL負(fù)責(zé)控制、規(guī)劃、組織和領(lǐng)導(dǎo)公司的運(yùn)營(yíng)以及生產(chǎn)商品和服務(wù)的資源。運(yùn)營(yíng)經(jīng)理是每個(gè)組織的支柱,因?yàn)樗婕肮芾砣藛T、信息、監(jiān)控公司活動(dòng)和其他資源。此外,該部分的其他功能用于支持運(yùn)營(yíng)經(jīng)理并確保輸入到輸出的轉(zhuǎn)換。
Human resources manager VHRL is responsible for the process of recruiting good staff, training and development of staff, performance appraisal, deals with employee complaint and feedback and identifying the needs of staff, welfare and working condition of staff are well taking care off.
人力資源經(jīng)理VHRL負(fù)責(zé)招聘優(yōu)秀員工、員工培訓(xùn)和發(fā)展、績(jī)效評(píng)估、處理員工投訴和反饋、確定員工需求、員工福利和工作條件。
There are different operational approaches to operational management and their value namely classical approach, human relations approach, system approach and contingency approach.
運(yùn)營(yíng)管理有不同的運(yùn)營(yíng)方法及其價(jià)值,即經(jīng)典方法、人際關(guān)系方法、系統(tǒng)方法和應(yīng)急方法。
The classical approach believed in autocratic management style and the approach lay emphasis on purpose and planning of work in an organisation, formal structure and assumption of rational and logical behaviour and hierarchy of management. This type of approach gave an insight to division of work and tend to neglect the interrelationship between an individual and focus more on work. The drawback for classical approach lack free communication, ignore the human behaviour relation and lack of flexibility. It is common to all managers using autocratic style of managing organisation by delegating work to the employee, gives instruction, create solution to problem without consulting anyone and make decision on their own. This managerial style decreases motivation to the employee and hinders the communication between managers and their subordinates. For example, whenever there is a possession of a track everything needed are made available such as road rail vehicle, tools, resources and all necessary paperwork. Then allocate manpower for the job and monitor the progress of the job which is very important and if there is going to be any movement on site the engineering supervisor ensure everyone is contacted to stop whatever they are doing and let them know there is going to be a movement of trains and contact them when movement is completed so that they can return to their various post.
古典管理方法信奉專制管理風(fēng)格,強(qiáng)調(diào)組織中工作的目的和計(jì)劃、形式結(jié)構(gòu)以及理性和邏輯行為的假設(shè)和管理層次。這種類型的方法使人們對(duì)工作分工有了深刻的認(rèn)識(shí),并傾向于忽視個(gè)人之間的相互關(guān)系,而更多地關(guān)注工作。傳統(tǒng)方法的缺點(diǎn)是缺乏自由的溝通,忽視了人的行為關(guān)系,缺乏靈活性。所有管理者都會(huì)使用專制的組織管理風(fēng)格,將工作委托給員工,給出指導(dǎo),在不咨詢?nèi)魏稳说那闆r下制定問(wèn)題解決方案,并自行做出決定。這種管理風(fēng)格降低了員工的積極性,阻礙了經(jīng)理和下屬之間的溝通。例如,只要擁有一條軌道,就可以提供所需的一切,如公路、鐵路車輛、工具、資源和所有必要的文書工作。然后為這項(xiàng)工作分配人力,并監(jiān)督這項(xiàng)工作的進(jìn)展,這是非常重要的。如果現(xiàn)場(chǎng)有任何移動(dòng),工程主管確保聯(lián)系每個(gè)人,停止他們正在做的任何事情,讓他們知道火車將要移動(dòng),并在移動(dòng)完成后聯(lián)系他們,以便他們能夠返回各自的崗位。
As research suggest that human relation approach which focuses on studying the social factor at work and behaviour of employee within an organisation. It also studies the motivation, supervision and intergroup behaviour. The approach is used in managing people to get things done. "Elton mayo carried out a research on Hawthorne studies on the western electrical company in the US between [1924-1932] to investigate if different lighting affect worker's productivity. The study shows that workers productivity increased when lighting was decreased".
研究表明,人際關(guān)系方法側(cè)重于研究工作中的社會(huì)因素和組織內(nèi)員工的行為。它還研究了動(dòng)機(jī)、監(jiān)督和群體間行為。該方法用于管理人員以完成任務(wù)。“Elton mayo在1924期間對(duì)美國(guó)西部電氣公司的Hawthorne研究進(jìn)行了一項(xiàng)研究,以調(diào)查不同的照明是否會(huì)影響工人的生產(chǎn)力。該研究表明,當(dāng)照明減少時(shí),工人的生產(chǎn)力會(huì)增加”。
"Also, Abraham Maslow the hierarchy of needs which contributed to human relation approach in term of hierarchy of needs".
此外,亞伯拉罕·馬斯洛提出了需求層次,從需求層次的角度對(duì)人際關(guān)系方法做出了貢獻(xiàn)”。
System approach deals with the interrelation and interdependent parts coming together to achieve a goal and environmental as whole.
系統(tǒng)方法處理相互關(guān)聯(lián)和相互依存的部分,將其結(jié)合在一起,以實(shí)現(xiàn)一個(gè)目標(biāo)和整個(gè)環(huán)境。
Every company as a system in which they follow and system approach reconcile the first two approaches by focusing on the companies work and interrelationship between structure and behaviour within an organisation. However, system approach let manager view organisation as a transformation process through input- transformation process- output and covers the environmental factorThe operation of the organisation.
每個(gè)公司作為一個(gè)他們所遵循的系統(tǒng)和系統(tǒng)方法,通過(guò)關(guān)注公司的工作以及組織內(nèi)結(jié)構(gòu)和行為之間的相互關(guān)系,調(diào)和了前兩種方法。然而,系統(tǒng)方法允許管理者通過(guò)輸入-轉(zhuǎn)換過(guò)程-輸出將組織視為一個(gè)轉(zhuǎn)換過(guò)程,并涵蓋了組織的運(yùn)營(yíng)這一環(huán)境因素。
VHRL TRANSFORMATION PROCESS VHRL變換過(guò)程
One of the strengths of system approach is to ensure the manager do not analyse problem in isolation and its facilitates the relationship between organisation and environment. The drawback is that the system does not recognise difference in system and cannot be applied to practical problem.
系統(tǒng)方法的優(yōu)勢(shì)之一是確保經(jīng)理不會(huì)孤立地分析問(wèn)題,并促進(jìn)組織和環(huán)境之間的關(guān)系。缺點(diǎn)是該系統(tǒng)不能識(shí)別系統(tǒng)中的差異,不能應(yīng)用于實(shí)際問(wèn)題。
Contingency approach lay emphasis on analysing managers approach to the specific organisation with the external environment and a good structure in place to fit into the requirement of the current situation. However, the emphasis on contingency approach is the need to adopt organisation demand in changing technology, innovation and decision making. "The theories suggest that there is no best way to tackle any managerial problem and no best organisational structure to fit any organisation situation".
應(yīng)急方法強(qiáng)調(diào)分析管理者在外部環(huán)境和良好結(jié)構(gòu)下對(duì)特定組織的方法,以適應(yīng)當(dāng)前形勢(shì)的要求。然而,對(duì)應(yīng)急方法的強(qiáng)調(diào)是需要在不斷變化的技術(shù)、創(chuàng)新和決策中采用組織需求?!斑@些理論表明,沒有解決任何管理問(wèn)題的最佳方法,也沒有適合任何組織情況的最佳組織結(jié)構(gòu)”。
Research suggest that classical approach which adopts the managerial style of management from top level management through to lower level management. The employee task is overseen by supervisor and the supervisor report to manager. The company does not consider the personality factor, form of organisational structure which limited the relationship between employee and company. The drawback of the classical approach never considered the employee relation and tend to focus more on the organisational structure. However, the human relation approach which focuses on the individual in a workplace than the rule and regulations of the organisation. This approach enable free communication between manager and employee to talk to each other exposing them to decision making. The approach embedded the Maslow hierarchy of needs into management which lay emphasis on phycological and social factor and concerned about an employee without organisation. The strength of the approach is that it gives employee a chance to interact with the manager which in other word increase the productivity of the company and employee feel more valued and treat them fairly. The weakness of the approach is that it ignores the responsibility of employee towards the organisation in term of social factor. In contrast the system approach focus on organisational structure and human relation working together to achieve one common goal and interact with its environment and the approach uses the transformation process example of this system is VHRL. The strength of the approach is that it uses both organisation and human relation approach to achieve better goal and increase in productivity and not isolating its environment. However, the contingency approach insists that there is no one best way to structure or manage organisation rather provide in full detail the situational factor that influences management decision making.
本篇case study研究表明,經(jīng)典的管理方法是從高層管理到下層管理,采用管理風(fēng)格。員工任務(wù)由主管監(jiān)督,主管向經(jīng)理報(bào)告。公司沒有考慮人格因素,即限制員工與公司關(guān)系的組織結(jié)構(gòu)形式。傳統(tǒng)方法的缺點(diǎn)是從不考慮員工關(guān)系,而是傾向于更多地關(guān)注組織結(jié)構(gòu)。然而,人際關(guān)系方法關(guān)注的是工作場(chǎng)所的個(gè)人,而不是組織的規(guī)則和條例。這種方法使經(jīng)理和員工之間能夠自由溝通,相互交談,從而使他們能夠做出決策。這種方法將馬斯洛需求層次嵌入到管理中,強(qiáng)調(diào)心理和社會(huì)因素,關(guān)心沒有組織的員工。這種方法的優(yōu)勢(shì)在于,它讓員工有機(jī)會(huì)與經(jīng)理互動(dòng),換句話說(shuō),這會(huì)提高公司的生產(chǎn)力,讓員工感到更有價(jià)值,并公平對(duì)待他們。這種方法的弱點(diǎn)在于,它忽視了員工在社會(huì)因素方面對(duì)組織的責(zé)任。相比之下,系統(tǒng)方法側(cè)重于組織結(jié)構(gòu)和人際關(guān)系,共同實(shí)現(xiàn)一個(gè)共同目標(biāo)并與其環(huán)境互動(dòng),該方法使用了該系統(tǒng)的轉(zhuǎn)型過(guò)程示例為VHRL。這種方法的優(yōu)勢(shì)在于,它同時(shí)使用組織和人際關(guān)系方法來(lái)實(shí)現(xiàn)更好的目標(biāo),提高生產(chǎn)力,而不是孤立環(huán)境。然而,應(yīng)急方法堅(jiān)持認(rèn)為,沒有一種最好的方法來(lái)構(gòu)建或管理組織,而是提供影響管理決策的情境因素的全部細(xì)節(jié)。
The impact of external business environment factors that affect the decision making by leaders and managers are ethics, values, corporate social responsibility, culture and sustainability.
影響領(lǐng)導(dǎo)者和管理者決策的外部商業(yè)環(huán)境因素的影響包括道德、價(jià)值觀、企業(yè)社會(huì)責(zé)任、文化和可持續(xù)性。
The leaders and managers are responsible for upholding the ethical code in VHRL. The managers hold positions of authority to ensure they are accountable for the ethical code ensuring the employees report to them on all activities and make employees aware of the company ethical code and monitor the behaviour of the employee towards company's expectation. The manager has a duty of authority to decide if any of the ethical code is violated either internally or externally so that the impact will be minimised. In addition, leaders and managers are obliged to follow the company ethical code in a separate way by interacting with external stakeholders and sometime a manager can be called to give an insight into the decision-making process in term of ethical considerations.
領(lǐng)導(dǎo)和管理人員有責(zé)任維護(hù)VHRL中的道德規(guī)范。管理人員擁有權(quán)威職位,以確保他們對(duì)道德準(zhǔn)則負(fù)責(zé),確保員工向他們報(bào)告所有活動(dòng),讓員工了解公司道德準(zhǔn)則,并監(jiān)督員工對(duì)公司期望的行為。經(jīng)理有權(quán)決定是否在內(nèi)部或外部違反任何道德準(zhǔn)則,以將影響降至最低。此外,領(lǐng)導(dǎo)者和管理者有義務(wù)通過(guò)與外部利益相關(guān)者互動(dòng),以單獨(dú)的方式遵守公司道德準(zhǔn)則,有時(shí)可以要求管理者從道德考慮的角度深入了解決策過(guò)程。
However, leaders and manager also responsible to the core values of VHRL. The core value of VHRL is profit, safety, integrity, delivery, innovation, knowledge and charitable. VHRL works on railway industry and the company priority is safety of all workforce to go home safely without injuries. The company operate in an open manner with integrity and professional way to fulfil company commitment and promise deliveries and build long time relationship with client and uphold the commitment to the valued customers. In addition, managers can decide to turn idea into reality which means if any opportunities or challenges arises. VHRL support people in need in the communities and last but not the list is the profit making is the crucial part of the company objectives.
然而,領(lǐng)導(dǎo)者和管理者也對(duì)VHRL的核心價(jià)值觀負(fù)責(zé)。VHRL的核心價(jià)值是利潤(rùn)、安全、誠(chéng)信、交付、創(chuàng)新、知識(shí)和慈善。VHRL在鐵路行業(yè)工作,公司的首要任務(wù)是確保所有員工的安全,讓他們安全回家,不會(huì)受傷。公司以開放、誠(chéng)信和專業(yè)的方式運(yùn)作,履行公司承諾,承諾交付,與客戶建立長(zhǎng)期關(guān)系,并堅(jiān)持對(duì)重要客戶的承諾。此外,管理者可以決定將想法變?yōu)楝F(xiàn)實(shí),這意味著如果出現(xiàn)任何機(jī)會(huì)或挑戰(zhàn)。VHRL支持社區(qū)中有需要的人,最后但不是清單,盈利是公司目標(biāo)的關(guān)鍵部分。
As a manager in VHRL has a responsibility to make decision on corporate social responsibility by committing to employee, customer, contractor and communities its operate within to act professional to deliver quality of service and support to invest in the future of the business. The manager needs to make the right decision if apprenticeship will be needed to increase workforce of the company and local government support would be needed. Meanwhile, training of employee on different level management to become an expertise in the field.
作為VHRL的經(jīng)理,有責(zé)任通過(guò)向員工、客戶、承包商和其經(jīng)營(yíng)范圍內(nèi)的社區(qū)承諾,專業(yè)地提供優(yōu)質(zhì)服務(wù)和支持,以投資于業(yè)務(wù)的未來(lái),從而決定企業(yè)的社會(huì)責(zé)任。如果需要學(xué)徒制來(lái)增加公司的勞動(dòng)力,并且需要地方政府的支持,經(jīng)理需要做出正確的決定。同時(shí),對(duì)員工進(jìn)行不同級(jí)別的管理培訓(xùn),使其成為該領(lǐng)域的專業(yè)人才。
Every company has a culture such as VHRL which lay down rule and regulations, set of principle, procedure and how the company is organised. The manager can make decision if any of its rule, procedure or principle are not followed by the employee or maybe necessary procedure need followed. The company policy must be followed by the employee and work behaviour. Culture can have impact in an organisation by showing the strength if an employee follows the company beliefs, procedure and the weaknesses is that if the employee disagree with the companies' culture.
每家公司都有一種文化,比如VHRL,它制定了規(guī)則和條例、一套原則、程序以及公司的組織方式。如果員工不遵守任何規(guī)則、程序或原則,或者可能需要遵守必要的程序,經(jīng)理可以做出決定。員工和工作行為必須遵守公司政策。如果員工遵循公司的信念、程序,文化可以通過(guò)顯示優(yōu)勢(shì)在組織中產(chǎn)生影響,而弱點(diǎn)是如果員工不同意公司的文化。
VHRL has different section such as finance, marketing. human resource and operation. Every section make report to the general manager who decide for the organisation because he is in a position of authority to make a correction to any of the section that is not performing very well to minimise the impact on the business.
VHRL有不同的部分,如金融、市場(chǎng)營(yíng)銷。人力資源和運(yùn)營(yíng)。每個(gè)部門都要向總經(jīng)理報(bào)告,總經(jīng)理為組織做出決定,因?yàn)樗袡?quán)對(duì)任何表現(xiàn)不佳的部門進(jìn)行糾正,以最大限度地減少對(duì)業(yè)務(wù)的影響。
According to system approach which focus on the management structure and human relation working together to achieve company objectives and interact with the environment. VHRL consider the use of system approach because its focus on both organisational structure and human relation approach of management. The operational efficiency is a strategy or techniques used to achieve a goal delivering quality goods to customer, distribution, inventory and resources maximisation. However, system approach uses the transformation process to carried out the organisation activities from input to transformation process through to output.
Bibliography 參考文獻(xiàn)
Hill, A and Hill, T. [20110 Essential Operation Management. London: Palgrave.
Pettinger, R. [2007] Introduction to Management. 4th Ed. London: Palgrave.
Slack, N., Brandon. Jones, A. and Johnston, R. [2003] Operations Management. 7th Ed. Harlow: Pearson.
Schedlitzki, D. and Edward, G. [2004] Studying Leadership: Traditional and Critical Approaches. London: SAGE.
Gleick, James. Chaos: Making a New Science. New York: Penguin Books, 1987.
本篇case study根據(jù)注重管理結(jié)構(gòu)和人際關(guān)系的系統(tǒng)方法,共同實(shí)現(xiàn)公司目標(biāo)并與環(huán)境互動(dòng)。VHRL考慮使用系統(tǒng)方法,因?yàn)樗P(guān)注組織結(jié)構(gòu)和管理的人際關(guān)系方法。運(yùn)營(yíng)效率是一種策略或技術(shù),用于實(shí)現(xiàn)向客戶交付優(yōu)質(zhì)商品、分銷、庫(kù)存和資源最大化的目標(biāo)。然而,系統(tǒng)方法使用轉(zhuǎn)換過(guò)程來(lái)執(zhí)行從輸入到轉(zhuǎn)換過(guò)程再到輸出的組織活動(dòng)。本站提供各國(guó)各專業(yè)case study范文,case study代寫以及case study寫作輔導(dǎo),如有需要可咨詢本平臺(tái)。
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