Managing the operation. of open distributed laboratory information systems
Priority说明书
PriorityPower a smarter, more flexible way to work that maximizes fast, frequent,high-value outcomes from your Citrix solutions. Priority accelerates theresults that drive your business.We partner with you to unlock valueAccelerate outcomesOur Customer Success teampartners with you to helpyour organization maximizeits return on your Citrixinvestment. We guide youtowards a path of acceleratedand continuous value bymonitoring, measuring andoptimizing your journey everystep of the way.Improve time-to-valueYour assigned TechnicalAccount Manager willbecome a trusted advisor,advocate and partner in yoursuccess. They’ll regularlymake recommendationsthat optimize yourenvironment and operationsto leverage best practicesand amplify results.Improved uptimeGet fast, proactive supportthat provides continuousinsights and recommendationsto prevent unplanneddowntime and reducetechnical hiccups. Plus,leverage faster reactivesupport to get you backup and running in businesscritical moments.Optimize ROIWe maximize the return thatyour Citrix solutions generatevia continual performanceand supportabilityimprovements across yourinfrastructure and operations.IT leaders get open accessto a wealth of resources, toolsand advice that chart a pathtowards compounding value. What Priority deliversCitrix Priority service injects proactive advice, expertise and support to the heart of your operations.It’s a full-time advocate for your success. From issue prevention to faster response times and speedyresolution – we continually optimize your solutions to help your users, your IT team and your businesswin with Citrix.What you get with PriorityAll the benefits of Select with the following additional benefits.Assigned technicalaccount managementPartner with your assignedTechnical Account Managerto define goals, allocateresources and co-createthe high-value outcomesthat drive your success.Priority routing and queuingGet direct access to PriorityTechnical Support Engineerswho know your environmentinside-out, for rapid responseof Severity 1 issues within15 minutes and resolutionin less than 6 hours.Critical situation expeditionYour Priority CriticalSituation Manager handlesyour most critical cases toaccelerate time to resolution.They take ownership ofSeverity 1 issues and provideproactive updates forincreased transparencyand faster restoration.Scheduled supportGet up to 40 hours ofscheduled support forany migration, update andimplementation you need. Weempower your engineers toenact changes at convenientoff-time hours to minimizedisruption and maximizebusiness performance.1Prioritize your potential2Leverage high-value expertise 90%of Priority customers cite their Technical Account Manager as their most valued aspect of Priority.Get back to winning,faster91%of IT organizations whoupgraded to Priority reneweddue to increased uptimeand faster issue resolution.Realize rapid ROI90%of Priority customersrealized direct valuein the first six months.Improve yourbusiness outcomes73%of customers improvedbusiness success measuresand accelerated utilizationsince upgrading to Priority.。
承包商管理指南英文
承包商管理指南英文Contractor management is a crucial aspect of any construction project. Effective contractor management ensures that the project runs smoothly, on time, and within budget. Therefore, it is essential to have a comprehensive understanding of contractor management guidelines and best practices.承包商管理是任何建筑项目中至关重要的一个方面。
有效的承包商管理确保项目顺利进行，按时完成，并在预算内完成。
因此，有必要全面了解承包商管理指南和最佳实践。
One of the key aspects of effective contractor management is establishing clear expectations from the outset. This includes outlining the scope of work, deliverables, timelines, and quality standards. By clearly defining these expectations, both the project owner and the contractor can align on the project's goals and deliverables.有效承包商管理的关键方面之一是从一开始就确立清晰的期望。
这包括概述工作范围、可交付成果、工作时间表和质量标准。
通过明确定义这些期望，项目业主和承包商都能对项目的目标和可交付成果达成一致。
Another important aspect of contractor management is the establishment of a robust communication channel. Open and transparent communication between the project owner and the contractor is essential for resolving issues, addressing concerns, and ensuring that the project stays on track. Regular progress meetings and updates can help facilitate this communication and maintain a collaborative working relationship.承包商管理的另一个重要方面是建立健全的沟通渠道。
ACCA P5 Summary
1Introduction to strategic management accounting1.1I ntroduction to planning, control and decision making☞Strategic planning is the process of deciding on objectives of the organization, on changes in these objectives, on the resource to attain these objectives, and on the policies that are to govern the acquisition, use and disposition of these resources.☞Characteristics of strategic information⏹Long term and wide scope⏹Generally formulated in writing⏹Widely circulated广泛流传⏹Doesn’t trigger direct action, but series of lesser plans⏹Includes selection of products, purchase of non-current assets, required levels ofcompany profit☞Management control: the process by which management ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organisation’s objectives. It is sometimes called tactics ad tactical planning.☞Characteristics of management accounting information⏹Short-term and non-strategic⏹Management control planning activities include preparing annual sales budget⏹Management control activities include ensuring budget targets are reached⏹Carried out in a series of routine and regular planning and comparison procedures⏹Management control information covers the whole organisation, is routinely collected,is often quantitative and commonly expressed in money terms (cash flow forecasts, variance analysis reports, staffing levels⏹Source of information likely to be endogenous内生的☞Characteristics of operational control⏹Short-term and non-strategic⏹Occurs in all aspects of an organisations activities and need for day to dayimplementation of plans⏹Often carried out at short notice⏹Information likely to have an endogenous source, to be detailed transaction data,quantitative and expressed in terms of units/hours⏹Includes customer orders and cash receipts.1.2Management accounting information for strategic planning and control☞Strategic management accounting is a form of management accounting in which emphasis is placed on information about factors which are external to the organisation, as well as non-financial and internally-generated information.⏹External orientation: competitive advantage is relative; customer determination⏹Future orientation: forward- and outward looking; concern with values.⏹Goal congruence: translates the consequences of different strategies into a commonaccounting language for comparison; relates business operations to financial performance.1.3Planning and control at strategic and operational levels☞Linking strategy and operations, if not: unrealistic plans, inconsistent goals, poor communication, inadequate performance measurement.1.3.1Strategic control systems☞Formal systems of strategic control:⏹strategy review;⏹identify milestones of performance( outline critical success factors, short-term stepstowards long-term goals, enables managers to monitor actions)⏹Set target achievement levels (targets must be reasonably precise, suggest strategiesand tactics, relative to competition)⏹Formal monitoring of the strategic process⏹Reward.☞Desired features of strategic performance measures⏹Focus on what matters in the long term⏹Identify and communicate drivers of success⏹Support organisational learning⏹Provide a basis for reward⏹Measurable; meaningful; acceptable;⏹Described by strategy and relevant to it⏹Consistently measured⏹Re-evaluated regularly1.4Benchmarking1.4.1Types of benchmarking☞Internal benchmarking: easy; no innovative or best-practice.☞Industry benchmarking:⏹Competitor benchmarking: difficult to obtain information⏹Non-competitor benchmarking: motivate☞Functional benchmarking: find new, innovative ways to create competitive advantage1.4.2Stages of benchmarking☞Set objectives and determine the area to benchmark☞Establish key performance measures.☞Select organizations to study☞Measure own and others performance☞Compare performance☞Design and implement improvement prgoramme☞Monitor improvements1.4.3Reasons for benchmarking☞Assess current strategic position☞Assess generic competitive strategy☞Spur to innovation☞Setting objectives and targets☞Cross comparisons☞Implementing change☞Identifies the process to improve☞Helps with cost reduction, or identifying areas where improvement is required☞Improves the effectiveness of operations☞Delivers services to a defined standard☞Provide early warning of competitive disadvantage1.4.4Disadvantages of benchmarking☞Implies there is one best way of doing business☞Yesterday’s solution to tomorrow’s problem☞Catching-up exercise rather than the development of anything distinctive☞Depends on accurate information about comparator companies☞Potential negative side effects of ‘what gets measured gets done’.2Performance management and control of the organization2.1Strengths and weaknesses of alternative budget models2.1.1Incremental budgeting☞Is the traditional approach to setting a budget and involves basing next year’s budget on the current year’s results plus an extra amount for estimated growth of inflation next year. ☞Strengths: easy to prepare; can be flexed to actual levels to provide more meaningful control information☞Weaknesses: does not take account of alternative options; does not look for ways of improving performance; only works if current operations are as effective, efficient and economical as they can be; encourage slack in the budget setting process.2.1.2Zero based budgeting☞Preparing a budget for each cost centre from scratch.☞Strengths:⏹Provides a budgeting and planning tool for management that responds to changes inthe business environment.⏹Requires the organization to look very closely at its cost behavior patterns, andimproves understanding of cost-behaviour patterns.⏹Should help identify inefficient or obsolete processes, and thereby also help reducecosts.⏹Results in a more efficient allocation of resources⏹Be particularly useful in not-for-profit organizations which have a focus on achievingvalue for money.☞Weaknesses:⏹Requires a lot of management time and effort⏹Requires training in the use of ZBB techniques so that these are applied properly⏹Questioning current practices and processes can be seen as threatening2.1.3Rolling budgets☞Continuously updated by adding a further period when the earliest period has expired.☞Strengths:⏹Reduce the uncertainty of budgeting for business operating in an unstableenvironment. It is easier to predict what will happen in the short-term.⏹Most suitable form of budgeting for organizations in uncertain environments, wherefuture activity levels, costs or revenues cannot be accurately foreseen.⏹Planning and control is based on a more recent plan which is likely to be morerealistic an more relevant than a fixed annual budget drawn up several months ago.⏹The process of updating the budget means that managers identify current changes( and so can respond to these changes more quickly)⏹More realistic targets provide a better basis on which to appraise managers’performance⏹Realistic budgets are likely to have a better motivational effect on managers.☞Weaknesses:⏹Require time, effort and money to prepare and keep updating. If managers spend toolong preparing/revising budgets, they will have less time to control and manage actual results⏹Managers may not see the value in the continuous updating of budgets⏹May be demotivating if targets are constantly changing⏹It may not be necessary to update budgets so regularly in a stable operatingenvironment.2.1.4Flexible budgets☞Recognizing the potential uncertainty, budgets designed to adjust costs levels according to changes in the actual levels of activity and output.☞Strengths:⏹Finding out well in advance the costs of idle time and so on if the output falls belowbudget.⏹Being able to plan for the alternative use of spare capacity if output falls short ofbudget☞Weaknesses:⏹As many errors in modern industry are fixed costs, the value of flexible budgets as aplanning tool are limited.⏹Where there is a high degree of stability, the administrative effort in flexiblebudgeting produces little extra benefit. Fixed budgets can be perfectly adequate in these circumstances.2.1.5Activity based budgeting☞Involves defining the activities that underlie the financial figures in each function and usingthe level of activity to decide how much resources should be allocated, how well it is being managed and to explain variance from budget.☞Strengths:⏹Ensures that the organisation’s overall strategy and any changes to that strategy willbe taken into account.⏹Identifies critical success factors which are activities that a business must perform wellif it is to succeed⏹Recognizes that activities drive costs; so encourages a focus on controlling andmanaging cost drivers rather than just the costs⏹Concentrate on the whole activities so that there is more likelihood of getting it rightfirst time.☞Weaknesses:⏹Requires time and effort to prepare so suited to a more complex organization withmultiple cost drivers.⏹May be difficult to identify clear individual responsibilities for activities⏹Only suitable for organization which have adopted an activity-based costing system⏹ABBs are not suitable for all organization, especially with significant proportions offixed overheads.2.1.6The future of budgeting☞Criticisms of traditional budgeting⏹Time consuming and costly⏹Major barrier to responsiveness, flexibility and change⏹Adds little value given the amount of management time required⏹Rarely strategically focused⏹Makes people feel undervalued⏹Reinforces department barriers rather than encouraging knowledge sharing⏹Based on unsupported assumptions and guesswork as opposed to sound,well-constructed performance data⏹Development and updated infrequently2.2Budgeting in not-for-profit organizations☞Special issues: the budget process inevitably has considerable influence on organizational processes, and represents the financial expression of policies resulting from politically motivated goals and objectives. The reality of life for many public sector managers is an subjected to(受---支配) growing competition.⏹Be prevented from borrowing funds⏹Prevent the transfer of funds from one budget head to another without compliancewith various rules and regulations⏹Plan one financial year.⏹Incremental budgeting and the bid system are widely used.2.3Evaluating the organisation’s move beyond budgeting2.3.1Conventional budgeting in a changing environment☞Weaknesses of traditional budgets:⏹Adds little value, requires far too much valuable management time⏹Too heavy a reliance on the ‘agreed’ budget has an adverse impact on managementbehavior, which can become dysfunctional(功能失调的) with regard to(关于) the objectives of the organization as a whole⏹The use of budgeting as a base for communicating corporate goals, is contrary to theoriginal purpose of budgeting as a financial control mechanism⏹Most budgets are not based on a rational, causal(因果关系的) model of resourceconsumption, but are often the result of protracted internal bargaining processes.⏹Conformance to budget is not seen as compatible with a drive towards continuousimprovement⏹Traditional budgeting processes have insufficient external focus.2.3.2The beyond budgeting model☞Rolling budgets focus management attention on current and likely future realities within the organizational context, it is seen as an attempt to keep ahead of change, or strictly speaking to be more in control of the response to the challenges facing the organization. ☞Benefits:⏹Creates and fosters a performance climate based on competitive success. Managerialfocus shifts from beating other managers for a slice(部分) of resources to beating the competition.⏹It motivates properly by giving them challenges, responsibilities and clear values asguidelines. Rewards are team-based⏹It empowers operational managers to act by removing resource constraints. Speedingup the response to environmental threats and enabling quick exploitation of new opportunities.⏹It devolves performance responsibilities to operational management who are closer tothe action.⏹It establishes customer-orientated teams that are accountable for profitable customeroutcomes.⏹Creates transparent and open information systems throughout the organization,provides fast, open and distributed information to facilitate control at all levels.3Business structure, IT development and other environmental and ethical issues3.1Business structure and information needs3.1.1Functional departmentation☞Information characteristics and needs: information flows vertically; functions tend to be isolated☞Implications for performance management⏹Structure is based on work specialism⏹Economies of scale⏹Does not reflect the actual business processes by which values is created⏹Hard to identify where profits and losses are made on individual products or inindividual markets⏹People do not have an understanding of how the whole business works⏹Problems of co-ordinating the work of different specialisms.3.1.2The divisional form☞Information characteristics and needs⏹Divisionalisation is the division of a business into autonomous regions⏹Communication between divisions and head office is restricted, formal and related toperformance standards⏹Headquarters management influence prices and therefore profitability when it setstransfer prices between divisions.⏹Divisionalisation is a function of organisation size, in numbers and in product-marketactivities.☞Implications for performance management⏹Divisional management should be free to use their authority to do what they think isright, but must be held accountable to head office⏹ A division must be large enough to support the quantity and quality of managementit needs⏹Each division must have a potential for growth in its own area of operations⏹There should be scope and challenge in the job for the management of the division☞Advantages:⏹Focuses the attention of subordinate(下级) management on business performanceand results⏹Management by objectives can be applied more easily⏹Gives more authority to junior managers, more senior positions⏹Tests junior managers in independent command early in their careers and at areasonably low level in the management hierarchy.⏹Provides an organisation structure which reduces the number of levels ofmanagement.☞Problems:⏹Partly insulated from shareholders and capital markets⏹The economic advantages it offers over independent organisations ‘reflectfundamental inefficiencies in capital markets’⏹The divisions are more bureaucratic than they would be as independent corporation⏹Headquarters management usurp divisional profits by management charges,cross-subsidies, unfair transfer pricing systems.⏹Sometime, it is impossible to identify completely independent products or markets⏹Divisionalisation is only possible at a fairly senior management level⏹Halfway house(中途地点)⏹Divisional performance is not directly assessed by the market⏹Conglomerate diversification3.1.3Network organisations☞Information characteristics and needs: achieve innovative response in a changingcircumstances; communication tends to be lateral(侧面的), information and advice are given rather than instructions(指令) and decisions.☞Virtual teams: share information and tasks; make joint decision; fulfil the collaborative function of a team)☞Implications for performance management⏹Staffing: shamrock organisation⏹Leasing of facilities such as IT, machinery and accommodation(住房)⏹Production itself might be outsourced⏹Interdependence of organisations☞Benefits: cost reduction; increased market penetration; experience curve effects.3.2Business process re-engineering3.2.1Business processes and the technological interdependence betweendepartments☞Pooled interdependence(联营式相互依赖): each department works independently to the others, subjects to achieve the overall goals☞Sequential interdependence(序列式相互依存): a sequence with a start and end point.Management effort is required to ensure than the transfer of resources between departments is smooth.☞Reciprocal interdependence(互惠式相互依存): a number of departments acquire inputs from and offer outputs to each other.3.2.2Key characteristics of organisations which have adopted BPR☞Work units change from functional departments to process teams, which replace the old functional structure☞Jobs change. Job enlargement and job enrichment☞People’s roles change. Make decisions relevant to the process☞Performance measures concentrate on results rather than activities.☞Organisation structures change from hierarchical to flat3.3Business integration3.3.1Mckinsey 7S model☞Hard elements of business behaviour⏹Structure: formal division of tasks; hierarchy of authority⏹Strategy: plans to outperform胜过its competitors.⏹Systems: technical systems of accounting, personnel, management information☞‘soft’ elements⏹Style: shared assumptions, ways of working, attitudes and beliefs⏹Shared values: guiding beliefs of people in the organisation as to why it exists⏹Staff: people⏹Skills: those things the organisation does well3.3.2Teamwork and empowerment☞Aspects of teams:⏹Work organisation: combine the skills of different individuals and avoid complexcommunication⏹Control: control the behaviour and performance of individuals, resolve conflict⏹Knowledge generation: generate ideas⏹Decision making: investigate new developments, evaluate new decisions☞Multi-disciplinary teams:⏹Increases workers‘ awareness of their overall objectives and targets⏹Aids co-ordination⏹Helps to generate solutions to problems, suggestions for improvements☞Changes to management accounting systems⏹Source of input information: sources of data, methods used to record data⏹Processing involved: cost/benefit calculation⏹Output required: level of detail and accuracy of output, timescales involved⏹Response required:⏹When the output is required:3.4Information needs of manufacturing and service businesses3.4.1Information needs of manufacturing businesses☞Cost behaviour:⏹Planning: standard costs, actual costs compared with⏹Decision making: estimates of future costs to assess the likely profitability of a product⏹Control: monitor total cost information☞Quality: the customer satisfaction is built into the manufacturing system and its outputs☞Time: production bottlenecks, delivery times, deadlines, machine speed☞Innovation: product development, speed to market, new process. Experience curve, economies of scale, technological improvements.☞Valuation:☞Strategic, tactical and operational information⏹Strategic: future demand estimates, new product development plans, competitoranalysis⏹Tactical: variance analysis, departmental accounts, inventory turnover⏹Operational: production reject rates, materials and labour used, inventory levels3.4.2Service businesses☞Characteristics distinguish from manufacturing:⏹Intangibility: no substance⏹Inseparability/simultaneity: created at the same time as they are consumed⏹Variability/heterogeneity异质性: problem of maintaining consistency in the standardof output⏹Perishability非持久性:⏹No transfer of ownership:☞Strategic, tactical and operational information⏹Strategic: forecast sales growth and market share, profitability, capital structure⏹Tactical: resource utilisation, customer satisfaction rating⏹Operational: staff timesheets, customer waiting time, individual customer feedback3.5Developing management accounting systems3.5.1Setting up a management accounting system☞The output required: identify the information needs of managers☞When the output is required:☞The sources of input information: the output required dictate the input made3.6Stakeholders’ goals and objectives3.6.1The stakeholder view☞Organisations are rarely controlled effectively by shareholders☞Large corporations can manipulate markets. Social responsibility☞Business receive a lot of government support☞Strategic decisions by businesses always have wider social consequences.3.6.2Stakeholder theory☞Strong stakeholder view: each stakeholder in the business has a legitimate claim on management attention. Management’s job is to balance stakeholder demands:⏹Managers who are accountable to everyone are accountable to none⏹Danger of the managers favour their own interests⏹Confuses a stakeholder’s interest in a firm with a person citizenship of a state⏹People have interest, but this does not give them rights.3.7Ethics and organisation3.7.1Short-term shareholder interest(laissez-faire自由主义stance)☞Accept a duty of obedience to the demands of the law, but would not undertake to comply with any less substantial rules of conduct.3.7.2Long-term shareholder interest (enlightened self-interest开明自利)☞The organisation’s corporate image may be enhanced by an assumption of wider responsibilities.☞The responsible exercise of corporate power may prevent a built-up of social and political pressure for legal regulation.3.7.3Multiple stakeholder obligations☞Accept the legitimacy of the expectations of stakeholders other than shareholders. It is important to take account of the views of stakeholders with interests relating to social and environmental matters.☞Shape of society: society is more important than financial and other stakeholder interests.3.7.4Ethical dilemmas☞Extortion: foreign officials have been known to threaten companies with the complete closure of their local operations unless suitable payments are made☞Bribery: payments for service to which a company is not legally entitled☞Grease money: cash payments to the right people to oil the machinery of bureaucracy.☞Gifts: are regard as an essential part of civilised negotiation.4Changing business environment and external factors4.1The changing business environment4.1.1The changing competitive environment☞Manufacturing organisations:⏹Before 1970s, domestic markets because of barriers of communication andgeographical distance, few efforts to maximise efficiency and improve management practices.⏹After 1970s, overseas competitors, global networks for acquiring raw materials anddistributing high-quality, low-priced goods.☞Service organisations:⏹Prior to the 1980s: service organisations were government-owned monopolies, wereprotected by a highly-regulated, non-competitive environment.⏹After 1980s: privatisation of government-owned monopolies and deregulation, intensecompetition, led to the requirement of cost management and management accounting information systems.☞Changing product life cycles: competitive environment, technological innovation, increasingly discriminating and sophisticated customer demands.☞Changing customer requirements: Cost efficiency, quality (TQM), time (speedier response to customer requests), innovation☞New management approaches: continuous improvement, employee empowerment; total value-chain analysis☞Advanced manufacturing technology(AMT): encompasses automatic production technology, computer-aided design and manufacturing, flexible manufacturing systems and a wide array of innovative computer equipment.4.1.2The limitation of traditional management accounting techniques in achanging environment☞Cost reporting: costs are generally on a functional basis, the things that businesses do are “process es’ that cut across functional boundaries☞Absorption costing(归纳成本计算法)☞Standard costing: ignores the impact of changing cost structures; doesn’t provide any incentive to try to reduce costs further, is inconsistent with the philosophy of continuous improvement.☞Short-term financial measures: narrowly focused☞Cost accounting methods: trace raw materials to various production stages via WIP. With JIT systems, near-zero inventories, very low batch sizes, cost accounting and recording systems are greatly simplified.☞Performance measures: product the wrong type of response☞Timing: cost of a product is substantially determined when it is being designed, however, management accountants continue to direct their efforts to the production stage.☞Controllability: only a small proportion of ‘direct costs’are genuinely controllable in the short term.☞Customers: many costs are driven by customers, but conventional cost accounting does not recognise this.☞The solution: changes are taking place in management accounting in order to meet the challenge of modern developments.4.2Risk and uncertainty4.2.1Types of risk and uncertainty☞Physical: earthquake, fire, blooding, and equipment breakdown. Climatic changes: global warming, drought;☞Economic: economic environment turn out to be wrong☞Business: lowering of entry barriers; changes in customer/supplier industries; new competitors and factors internal to the firm; management misunderstanding of core competences; volatile cash flows; uncertain returns☞Product life cycle:☞Political: nationalisation, sanctions, civil war, political instability☞Financial:4.2.2Accounting for risk☞Quantify the risk:⏹Rule of thumb methods: express a range of values from worst possible result to bestpossible result with a best estimate lying between these two extremes.⏹Basic probability theory: expresses the likelihood of a forecast result occurring⏹Dispersion or spread values with different possible outcomes: standard deviation.4.2.3Basic probability theory and expected valuesEV=ΣpxP=the probability of an outcome occurringX=the value(profit or loss) of that outcome4.2.4Risk preference☞Risk seeker: is a decision maker who is interested trying to secure the best outcomes no matter how small the chance they may occur☞Risk neutral: a decision maker is concerned with what will be the most likely outcome☞Risk averse: a decision maker acts on the assumption that the worst outcome might occur ☞Risk appetite is the amount of risk an organisation is willing to take on or is prepared to accept in pursuing its strategic objectives.4.2.5Decision rules☞Maximin decision rule: select the alternative that offers the least unattractive worst outcome. Maximise the minimum achievable profit.⏹Problems: risk-averse approach, lead to defensive and conservative, without takinginto account opportunities for maximising profits⏹Ignores the probability of each different outcome taking place☞Maximax: looking for the best outcome. Maximise the maximum achievable profit⏹It ignores probabilities;⏹It is over-optimistic☞Minimax regret rule: minimise the regret from making the wrong decision. Regret is the opportunity lost through making the wrong decision⏹Regret for any combination of action and circumstances=profit for best action in shoescircumstances – profit for the action actually chosen in those circumstances4.3Factors to consider when assessing performance4.3.1Political factors☞Government policy; government plans for divestment(剥夺)/rationalisation; quotas, tariffs, restricting investment or competition; regulate on new products.☞Government policy affecting competition: purchasing decisions; regulations and control;policies to prevent the concentration of too much market share in the hands of one or two producers4.3.2Economic environment☞Gross domestic product: grown or fallen? Affection on the demand of goods/services☞Local economic trends: businesses rationalising or expanding? Rents increasing/falling?The direction of house prices moving? Labour rates☞Inflation: too high to making a plan, uncertain of future financial returns; too low to depressing consumer demand; encouraging investment in domestic industries; high rate leading employees to demand higher money wages to compensate for a fall in the value of their wages☞Interest rates: affect consumer confidence and liquidity, demand; cost of borrowing increasing, reducing profitability;☞Exchange rates: impact on the cost of overseas imports; prices affect overseas customers ☞Government fiscal policy: increasing/decreasing demands; corporate tax policy affecting on the organisation; sales tax(VAT) affecting demand.☞Government spending:☞Business cycle: economic booming or in recession; counter-cyclical industry; the forecast state of the economic4.3.3Funding☞Reasons for being reluctant to obtain further debt finance:⏹Fear the company can’t service the debt, make the required capital and interestpayments on time⏹Can’t use the tax shield, to obtain any tax benefit from interest payments⏹Lacks the asset base to generate additional cash if needed or provide sufficientsecurity⏹Maintain access to the capital markets on good terms.4.3.4Socio-cultural factors☞Class: different social classes have different values。
CMMI2.0实践域中英文对照
CMMI2.0实践域中英文对照目录一、CMMI V2.0架构与实践域组织 (2)二、实践域及与V1.3对应关系说明 (4)1.RDM(3) 需求开发和需求管理 (4)2.PQA(3) 过程质量保证 (5)3.VV(3) 验证和确认 (7)4.PR(3) 同行评审 (8)5.TS(3) 技术解决方案 (9)6.PI(3) 产品集成 (11)7.SAM(4) 供应商协议管理 (12)8.EST(3) 估算 (14)9.PLAN(4) 计划 (15)10.MC(3) 监视和控制 (18)11.RSK(3) 风险和机遇管理 (19)12.OT(3) 组织培训 (21)13.CAR(5) 根因分析和解决方案 (22)14.DAR(3) 决策分析和解决方案 (24)15.CM(2) 配置管理 (26)16.PCM(4) 过程管理 (27)17.PAD(3) 过程资产开发 (29)18.MPM(5) 管理绩效和度量 (30)(4) 高层管理 (33)20.II(3) 基本资源配置 (34)一、CMMI V2.0架构与实践域组织二、实践域及与V1.3对应关系说明1.RDM(3) 需求开发和需求管理全称：Requirements Development and ManagementV1.3映射RD/REQMIntent（意图）Elicit requirements, ensure common understanding by stakeholders, and align requirements, plans, and work products.引出需求，确保干系人达成共识，并协调需求、计划和工作产品。
Value（价值）Ensures that customer's needs and expectations are satisfied.确保客户的需要和期望得到满足。
实践2.PQA(3) 过程质量保证全称：Process Quality AssuranceV1.3映射PPQAIntent（意图）Verify and enable improvement of the quality of the performed processes and resulting work products.验证并促进被执行的过程和工作产品结果的质量改进。
组织运作 topic 1
Ref: Essentials of Operations Management, By Slack, Brandon-Jones & Johnson, Published by FT Prentice Hall/Pearson , 2011
6
Operations are everywhere
The best way to start understanding the nature of “Operations” is to look around you
Ref: Essentials of Operations Management, By Slack, Brandon-Jones & Johnson, Published by FT Prentice Hall/Pearson , 2011
3
Slack et al’s model of operations management
needs
Operations
New product and service ideas Understanding of the capabilities and constraints of the
Financial analysis for performance and decisions
function
Maintain cleanliness and safety of storage area
Arrange for fast replenishment of products
Monitor and enhance quality of service to customers
THEY ARE ALL OPERATIONS
HumanResourceManagement英文版
Can be used to develop individual HR systems
Recruitment and Selection
Based on past behaviour as the most valid predictor of future behaviour
US - input oriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
Armstrong 1991
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
基坑规范英文版
基坑规范英文版篇一：行业标准中英对照44项工程建设标准（英文版）目录123篇二：地下室设计深基坑中英文对照外文翻译文献中英文对照外文翻译(文档含英文原文和中文翻译)Deep ExcavationsABSTRACT ：All major topics in the design of in-situ retaining systems for deep excavations in urban areas are outlined. Type of wall, water related problems and water pressures, lateral earth pressures, type of support, solution to earth retaining walls, types of failure, internal and external stability problems.KEYWORDS: deep excavation; retaining wall; earth pressure;INTRODUCTIONNumbers of deep excavation pits in city centers are increasing every year. Buildings, streets surroundingexcavation locations and design of very deep basements make excavations formidable projects. This chapter has been organized in such a way that subjects related to deep excavation projects are summarized in several sections in the order of design routine. These are types of in-situ walls, water pressures and water related problems. Earth pressures in cohesionless and cohesive soils are presented in two different categories. Ground anchors, struts and nails as supporting elements are explained. Anchors are given more emphasis pared to others due to widespread use observed in the recent years. Stability of retaining systems are discussed as internal and external stability. Solution of walls for shears, moments, displacements and support reactions under earth and water pressures are obtained making use of different methods of analysis. A pile wall supported by anchors is solved by three methods and the results are pared. Type of wall failures, observed wall movements and instrumentation of deep excavation projects are summarized.1. TYPES OF EARTH RETAINING WALLS1.1 IntroductionMore than several types of in-situ walls are used to support excavations. The criteria for the selection of type of wall are size of excavation, ground conditions, groundwater level, vertical and horizontal displacements of adjacent ground and limitations of various structures, availability of construction, cost,speed of work and others. One of the main decisions is the water-tightness of wall. The following types ofin-situ walls will be summarized below;1. Braced walls, soldier pile and lagging walls2. Sheet-piling or sheet pile walls3. Pile walls (contiguous, secant)4. Diaphragm walls or slurry trench walls5. Reinforced concrete (cast-in-situ or prefabricated) retaining walls6. Soil nail walls7. Cofferdams8. Jet-grout and deep mixed walls9. Top-down construction10. Partial excavation or island method1.1.1 Braced WallsExcavation proceeds step by step after placement of soldier piles or so called king posts around the excavation at about 2 to 3 m intervals. These may be steel H, I or WF sections. Rail sections and timber are also used. At each level horizontal waling beams and supporting elements (struts, anchors,nails) are constructed. Soldier piles are driven or monly placed in bored holes in urban areas, and timberlagging is placed between soldier piles during the excavation. Various details of placement of lagging are available, however(来自: 小龙文档网:基坑规范英文版), precast units, in-situ concrete or shotcrete may also be used as alternative to timber. Depending on ground conditions no lagging may be provided in relatively shallow pits.Historically braced walls are strut supported. They had been used extensively before the ground anchor technology was developed in 1970?s. Soils with some cohesion and without water table are usually suitable for this type of construction or dewatering is acpanied if required and allowed. Strut support is monly preferred in narrow excavations for pipe laying or similar works but also used in deep and large excavations (See Fig 1.1). Ground anchor support is increasingly used and preferred due to access for construction works and machinery. Waling beams may be used or anchors may be placed directly on soldierpiles without any beams.1.1.2 Sheet-piling or Sheet Pile WallsSheet pile is a thin steel section (7-30 mm thick)400-500 mm wide. It is manufactured in different lengths and shapes like U, Z and straight line sections (Fig. 1.2). There are interlocking watertight grooves at the sides, and they are driven into soil by hammering or vibrating. Their use is often restricted in urbanized areas due to environmental problems likenoise and vibrations. New generation hammers generate minimum vibration anddisturbance, and static pushing of sections have been recently possible. In soft ground several sections may be driven using a template. The end product is a watertight steel wall in soil. One side (inner) of wall is excavated step by step and support is given by struts or anchor. Waling beams (walers) are frequently used. They are usually constructed in water bearing soils.Steel sheet piles are the most mon but sometimes reinforced concrete precast sheet pile sections are preferred in soft soils if driving difficulties are not expected. Steel piles may also encounter driving difficulties in very dense, stiff soils or in soils with boulders. Jetting may be acpanied during the process to ease penetration. Steel sheet pile sections used in such difficult driving conditions are selected according to the driving resistance rather than the design moments in the project. Another frequently faced problem is the flaws in interlocking during driving which result in leakages under water table. Sheet pile walls are monly used for temporary purposes but permanent cases are also abundant. In temporary works sections are extracted after their service is over, and they are reused after maintenance. This process may not be suitable in dense urban environment.1.1.3 Pile WallsIn-situ pile retaining walls are very popular due to their availability and practicability. There are different types of pile walls (Fig. 1.3). In contiguous (intermittent) bored pile construction, spacing between the piles is greater篇三：基坑开挖换填施工方案英文版Sokoto Cement Factory Project of the 17 Bureau, Chinese Railway ConstructionCompanythConstruction Schemes for Foundation pit ExcavationAnd ReplacementComposed by：Editor：Chief editor：Fifth division of 17th Bureau of CRCC, manager department of theSokoto Cement Factory Project, Nigeria23th November 2104Contents1Introduction ......................................... ...................................................... ............................. １1.1 Basis for theposition ............................................. ............................................... １1.2 Principles for theposition ............................................. ........................................ １2.1Location ............................................. ...................................................... .................... １2.2 Geographicreport ............................................... ...................................................... ... ２2.3 Ground water and undergroundwater. ............................................... ......................... ２ Construction techniques andmethods .............................................. ...................................... ２3.1 Excavation of the foundationpit .................................................. ................................ ２3.1.13.1.23.1.33.1.43.1.53.1.63.23.2.13.2.23.2.33.2.44 Gradient of the foundationpit .................................................. ......................... ３ The stability of the side slope ................................................ ............................ ３ The form ofexcavation ........................................... .......................................... ４Preparation for theexcavation ........................................... ................................ ５ Construction procedures ........................................... ......................................... ６Methods .............................................. ...................................................... ......... ６ Constructionmaterial ............................................. ........................................... ７Constructionpreparation .......................................... ......................................... ８Techniques and constructionalprocedure. ........................................... ............. ８Methods .............................................. ...................................................... ......... ９ 3 Gravelreplacement .......................................... ...................................................... ...... ７ Organization of construction and logistic work ................................................. ................ １１4.1 The managing system for construction organization. ........................................ ...... １１4.2 Human resources for theconstruction ......................................... ............................ １１4.3 Logisticwork ................................................. ...................................................... .... １２4.4 Technicalguarantee ............................................ ..................................................... １２4.5 Quality and techniques standard andregulation ........................................... ........... １２4.5.14.5.24.5.34.5.44.64.6.14.6.24.6.34.74.8 Qualitystandard ............................................. ............................................... １２Quality monitoringorganization ......................................... .......................... １３ Raising awareness for the importance of quality and professional skills. .... １３ Establishing quality managementcode. ................................................ ........ １３ Safety regulations for mechanical construction ......................................... ... １４ Trafficregulations ......................................................................................... １５Safety regulations for fillingconstruction. ........................................ ............ １５ Safety techniquesmeasures ............................................. ........................................ １４Environment protectionmeasures ............................................. .............................. １６ Construction during the rainseason ............................................... ......................... １６4.8.14.8.2 Collecting weatherdata ................................................. ................................ １６ Technical measures fordrainage ............................................. ...................... １６4.9 Technical measures for sandstorm ................................................ .......................... １７4.10 Contingencyplan ................................................. .................................................... １７Construction Schemes for Foundation pitExcavation And Replacement1 Introduction1.1 Basis for the position1.1.1 1.1.21.1.3 Drawings submitted by the Owner (GB50300-2001）。
International-Human-Resource-Management国际人力资源管理 (1
Corporations
• HRM typically refers to those activities undertaken by an organisation to utilize human resources effectively,
Boxhall and Purcell give a broader definition as ‘human resources management includes the firm’s work system and its employment practices. It embraces both individual and collective aspects of people management’
• HR planning • Staffing (recruitment, selection, placement) • Performance management • Training and development • Compensation (remuneration) and benefits • Industrial relations
International Organisational structure
Chief executive/Headquarters
Production
Marketing
Finance
Personnel
International division
International geographic structure
What changes when HRM goes international?
开放管理的英语
开放管理的英语Open Management in EnglishEffective management is a crucial aspect of any successful organization, and the concept of open management has gained significant attention in recent years. Open management is a leadership approach that emphasizes transparency, collaboration, and empowerment, allowing for a more engaged and productive workforce. In this essay, we will explore the key principles and benefits of open management, as well as its implementation in the workplace.At the heart of open management lies the belief that employees are the most valuable asset of an organization. By fostering an environment of openness and trust, managers can create a culture where employees feel empowered to contribute their ideas, take ownership of their work, and make informed decisions. This approach stands in contrast to traditional hierarchical management structures, which often rely on top-down decision-making and strict control over the workforce.One of the primary advantages of open management is theenhanced communication and collaboration it fosters. In an open management system, information is freely shared across all levels of the organization, allowing employees to understand the company's goals, strategies, and challenges. This transparency encourages employees to engage in open dialogue, share their insights, and work together to find innovative solutions. By breaking down silos and encouraging cross-functional collaboration, open management can lead to improved problem-solving, increased efficiency, and a greater sense of collective purpose.Another key aspect of open management is the emphasis on employee empowerment. Rather than micromanaging their teams, open managers delegate authority and trust their employees to make decisions and take initiative. This approach not only boosts employee morale and job satisfaction but also allows the organization to respond more quickly to changing market conditions and customer needs. Empowered employees are more likely to take ownership of their work, be proactive in identifying and addressing issues, and contribute to the overall success of the organization.Moreover, open management fosters a culture of continuous learning and improvement. By encouraging feedback, both positive and constructive, open managers create an environment where employees feel comfortable sharing their ideas, challenging the status quo, and experimenting with new approaches. This culture ofcontinuous learning and improvement can lead to increased innovation, as employees are not afraid to take calculated risks and try new ways of doing things.Implementing open management in the workplace can be a transformative process, but it requires a significant shift in mindset and organizational culture. Leaders must be willing to relinquish some control and trust their employees to make decisions, while also fostering a culture of transparency and open communication. This can be achieved through various strategies, such as regular town hall meetings, cross-functional team projects, and the use of collaborative tools and technologies.Furthermore, open management requires a shift in the way performance is evaluated and rewarded. Instead of focusing solely on individual metrics, open managers should emphasize team-based achievements, collaborative problem-solving, and the overall contribution to the organization's goals. By aligning the performance management system with the principles of open management, organizations can reinforce the importance of teamwork, innovation, and continuous improvement.In conclusion, open management is a transformative approach to leadership that can unlock the full potential of an organization's workforce. By fostering an environment of transparency,collaboration, and empowerment, open managers can create a culture of engaged and motivated employees who are empowered to contribute to the organization's success. As the business landscape continues to evolve, the principles of open management will become increasingly crucial for organizations seeking to remain competitive, innovative, and adaptable in the face of changing market demands.。
公司治理原则 2015 英文
公司治理原则 2015 英文ENGLISH ANSWER:Corporate Governance Principles 2015。
Key Principles.Board Leadership: The board of directors is ultimately responsible for the governance of the company. The board should be composed of independent directors who arequalified and experienced. The board should also be diverse and inclusive, reflecting the company's stakeholders.Board Oversight: The board of directors is responsible for overseeing the management of the company. This includes setting the company's strategy, approving major transactions, and monitoring the company's performance.Risk Management: The board of directors is responsible for managing the company's risks. This includes identifying,assessing, and mitigating risks that could harm the company.Internal Control: The company should have a system of internal controls to ensure that the company's assets are protected and that the company's financial information is accurate.Disclosure and Transparency: The company shoulddisclose all material information to its shareholders and other stakeholders. This includes information about the company's financial performance, its risks, and its governance practices.Stakeholder Engagement: The company should engage with its stakeholders, including shareholders, employees, customers, suppliers, and the community. This engagement should be open, transparent, and constructive.Benefits of Good Corporate Governance.Good corporate governance can provide a number of benefits to a company, including:Improved financial performance: Companies with good corporate governance tend to have better financial performance than companies with poor corporate governance.Reduced risk: Companies with good corporate governance are less likely to experience financial distress or other types of risk.Increased shareholder value: Companies with good corporate governance tend to have higher shareholder value than companies with poor corporate governance.Improved reputation: Companies with good corporate governance have a better reputation than companies with poor corporate governance.Greater trust: Companies with good corporate governance are more likely to be trusted by their stakeholders.Conclusion.Corporate governance is essential for the success of any company. Good corporate governance can provide a number of benefits, including improved financial performance, reduced risk, increased shareholder value, and improved reputation.CHINESE ANSWER:公司治理原则 2015。
麦肯锡的管理报告
•
• •
A-1
A-1
CH-ZXF429-008-AppmdrsMM
CH-ZXF429-008-AppmdrsMM
INTERVIEWS CONDUCTED – INTERNAL
Mike Aeln - City Finance Office Barbara Allivato - MCDA Bill Anderson - Environmental Services Mark Anderson - MCDA Neil Anderson - Planning Chuck Ballentine - Planning Tara Baranok - City Finance Office John Baumann - Police John Bergquist - Regulatory Services Jerrold Boardman - MCDA Patrick Born - City Finance Office Jack Byers - Planning Dan Callahan - Inspections Andy Carlson - Zoning William Carter - Public Affairs Patrick Connoy - MCDA Bob Cooper - Community Outreach Kenneth Dahl - Health and Family Support David Daquisto - Zoning Tom Deegan - Fire David Doth - Health and Family Support Greg Finstad - Public Works Keith Ford - MCDA Jim Forsyth - MCDA Blake Graham - Planning Phil Handy - MCDA Kim Havey - Empowerment Zone Jay Heffern - City Attorney’s Office Diane Hofstede - Library Board Joe Horan - NRP Doug Hordyk - Fire Department Richard Johnson - New Central Library Project Karl Kaiser - ITS Steven Kotke - Public Works Leslie Krueger - City Coordinator’s Office Jack Kryst - MCDA Merwyn Larson - Inspections Michael Larson - Planning Cynthia Lee - MCDA Tom Leighton - Planning Barbara Lickness - NRP Bob Lind - MCDA Brian Lokkesmoe - Public Works Jim Long - Police Sharon Lubinski - Police Chuck Lutz - MCDA Greg Mathis - Planning Cora McCorvey - Public Housing Authority Julie McGuire - MCDA Bob Miller - NRP John Moir - City Coordinator’s Office James Moncur - Licenses & Consumer Services Dennis Morris - Public Works Peg Mountain - NRP Iric Nathanson - MCDA Fred Neet - Planning Michael Norton - City Attorney's Office Paul Ogren - Public Works Wayne Olson - MCDA Michael Orange - Planning Vanne Owens Hayes - Civil Rights Virginia Parent - MCDA Julia Paulsen - Planning Judy Perry - Police
managing director of solutions
managing director of solutions 【Managing Director of Solutions】Introduction:As a managing director of solutions, my primary role is to identify and implement strategies that address the challenges and issues faced by organizations. In this article, I will outline the step-by-step process I undertake to effectively manage solutions and drive positive change within an organization.Step 1: Identifying the ProblemThe first and most crucial step in the process is to identify the problem or challenge at hand. This involves gathering comprehensive data, conducting thorough research, and engaging with stakeholders to fully understand the scope and impact of the issue. By gaining a deep understanding of the problem, I can ensure that the solutions put in place will directly address the underlying causes and lead to long-term success.Step 2: Analyzing the SituationOnce the problem has been identified, the next step is to conduct a detailed analysis of the situation. This involves examining all relevant factors such as market trends, internal capabilities, and external influences. By examining these factors, I can identify potential opportunities for improvement and determine the most effective strategies to tackle the problem head-on.Step 3: Developing SolutionsWith a comprehensive understanding of the problem and the analysis of the situation, the next step is to develop solutions. This involves brainstorming ideas, consulting with experts, and utilizing existing best practices. It is crucial to involve key stakeholders at this stage to ensure there is a collective buy-in for the proposed solutions. By involving various perspectives and expertise, I can develop innovative and tailored solutions that are aligned with the organization's objectives.Step 4: Implementing SolutionsOnce the solutions have been developed, the implementationprocess begins. This typically involves creating a detailed action plan, assigning responsibilities, and establishing clear timelines for execution. As a managing director, it is essential to closely monitor the progress of the implementation and provide guidance and support to overcome any obstacles that arise. Effective communication and collaboration among team members are key to ensuring a smooth and successful implementation process.Step 5: Monitoring and EvaluationThe implementation of solutions is not the end of the process; rather, it is necessary to continuously monitor and evaluate the impact of the implemented solutions. This involves measuring key performance indicators, gathering feedback from stakeholders, and analyzing the results against the desired objectives. By conducting regular reviews, I can identify any gaps or areas of improvement and refine the solutions accordingly. It is vital to foster a culture of continuous improvement and learning within the organization.Step 6: Adapting and ImprovingIn a rapidly changing business environment, it is essential to adapt and improve solutions continuously. This requires stayingup-to-date with industry trends, embracing emerging technologies, and seeking feedback from stakeholders. As a managing director of solutions, I place great emphasis on being proactive in seeking new opportunities, challenging traditional practices, and driving innovation.Conclusion:In my role as a managing director of solutions, I follow a systematic and strategic approach to effectively manage and drive positive change within organizations. By identifying the problem, analyzing the situation, developing and implementing solutions, monitoring and evaluating results, and constantly adapting and improving, I can ensure that the implemented solutions are effective, impactful, and aligned with the organization's goals and objectives. Through my leadership and collaboration with stakeholders, I strive to create a culture of innovation and excellence that will position the organization for long-term success.。
开放型企业 英语
开放型企业英语English:An open organization is one that fosters transparency, inclusivity, and collaboration both internally and externally. In such an organization, there's a culture of sharing information freely, encouraging innovation, and welcoming diverse perspectives. Open organizations often have flat hierarchies where decision-making is decentralized, allowing employees at all levels to contribute ideas and participate in shaping the direction of the company. Communication channels are open, enabling seamless exchange of ideas and feedback. This openness extends beyond the boundaries of the organization, as open organizations often engage with partners, customers, and even competitors in collaborative efforts aimed at mutual growth and innovation. Embracing openness can lead to increased agility, adaptability, and resilience in a rapidly changing business landscape, as well as fostering a sense of ownership and belonging among employees.中文翻译:开放型组织是指在内部和外部都促进透明度、包容性和协作的组织。
权责到人 问题闭环英文
权责到人问题闭环英文Accountability LoopIn any organization or system, establishing clear accountability is essential for achieving goals, maintaining efficiency, and avoiding confusion. The concept of accountability loop refers to the process of assigning responsibilities and ensuring that individuals are held accountable for their actions and decisions. It involves a continuous cycle of planning, execution, monitoring, evaluation, and corrective actions. In this article, we will explore the importance of the accountability loop and provide examples of how it can be implemented effectively in various contexts.The accountability loop starts with the assignment of responsibilities and the establishment of clear expectations. This requires defining roles and duties in a transparent manner, ensuring that every individual understands what is expected of them. For example, in a project management context, the project manager should clearly define the tasks, deadlines, and deliverables for each team member before the project starts.Once responsibilities are assigned, the execution phase begins. Individuals are expected to carry out their tasks according to the agreed-upon plan. During this phase, effective communication is crucial for clarifying any uncertainties and ensuring that everyone is on the same page. Regular status updates and progress reports can help in tracking the progress and identifying potential issues early on.Monitoring and evaluation are integral parts of the accountabilityloop. These activities involve assessing whether the assigned responsibilities are being fulfilled according to the agreed-upon standards and timelines. It is important to establish measurable performance indicators and benchmarks to assess progress objectively. For instance, in a sales team, the number of sales closed or revenue generated can serve as performance indicators.Evaluation also involves identifying deviations or gaps between the expected and actual outcomes. This process requires collecting and analyzing data, soliciting feedback from relevant stakeholders, and identifying the root causes of any shortcomings. It is important to approach evaluation with an open mindset and a focus on continuous improvement rather than blaming individuals for failures.Corrective actions are the next step in the accountability loop. Once performance issues or variances are identified, it is important to take appropriate corrective actions to address them. This may involve providing additional support, training, or resources to individuals who are struggling to meet their responsibilities. Feedback and coaching sessions can also help in addressing performance gaps and improving future outcomes.The accountability loop is not a linear process but rather a continuous cycle. It requires regular feedback, assessment, and adjustment to ensure that individuals are performing their assigned tasks effectively. By closing the loop, organizations can ensure that responsibilities are fulfilled, problems are addressed, and goals are achieved.Implementing an effective accountability loop requires a supportive organizational culture. It is important to foster an environment where individuals feel empowered to take ownership of their responsibilities and are not afraid to admit and learn from their mistakes. Additionally, leaders should lead by example by demonstrating accountability in their own actions and decisions. In conclusion, the accountability loop is a vital component of any organization or system. It ensures that responsibilities are properly assigned, monitored, and evaluated, leading to improved performance and goal attainment. By implementing an effective accountability loop, organizations can create a culture of responsibility, transparency, and continuous improvement.。
People and Operations
Basic Core Functions
7
Back office operation in
a bank
Kitchen unit manufacturing
operation
They are all operations
Retail operation
Take-out / restaurant operation
A Typology of Operations
Low Volume
HHiigghh
High Variety
Low
Examples
Television Factory Fast Food Restaurant Routine Surgery Mass rapid transport
University lectures Financial audits Jeans shop
An example definition of each: Effectiveness: …………………………………….
Efficiency: ………………………………………….
25
Quick Exercise
26
Three Types of Peห้องสมุดไป่ตู้ple
• Professionals • …………………………………… • Semi-professionals
Transforming resources …
➢Facilities ➢Staff
Operations strategy
Operations strategy
The operation’s competitive role
and position
全方位管理岗位考试题目及解析英文版
全方位管理岗位考试题目及解析英文版Comprehensive Management Position Exam Questions and Analysis1. What are the key characteristics of effective leadership in a management role?- Effective leadership in a management role includes qualities such as strong communication skills, the ability to motivate and inspire others, strategic thinking, decision-making abilities, and a focus on achieving results.2. How can a manager effectively handle conflicts within a team?- Managers can effectively handle conflicts within a team by promoting open communication, actively listening to all parties involved, seeking to understand different perspectives, and facilitating a resolution that is fair and beneficial to all team members.3. What are the essential components of a successful strategic management plan?- A successful strategic management plan includes a clear mission and vision, goals and objectives, a thorough analysis of the internal and external environment, a strategic action plan, implementation strategies, monitoring and evaluation mechanisms, and flexibility to adapt to changing circumstances.4. How can a manager ensure the team is working towards a common goal?- A manager can ensure the team is working towards a common goal by clearly articulating the goals and objectives, fostering a sense of shared purpose, providing regular feedback and support, promoting collaboration and teamwork, and aligning individual and team efforts with the overall organizational mission.5. What are the key elements of effective performance management?- Effective performance management includes setting clear performance expectations, providing regular feedback and coaching, conducting performance evaluations, recognizing and rewarding achievements, addressing performance issues promptly, and offering opportunities for employee development and growth.6. How can a manager promote a culture of innovation and creativity within the team?- Managers can promote a culture of innovation and creativity within the team by encouraging risk-taking and experimentation, providing resources and support for new ideas, recognizing and rewarding innovative efforts, fostering a culture of continuous learning and improvement, and leading by example through their own creative thinking and problem-solving skills.7. What strategies can a manager use to enhance employee engagement and motivation?- Managers can enhance employee engagement and motivation by providing opportunities for autonomy and decision-making, recognizing and rewarding achievements, fostering a positive work environment, promoting work-life balance, offering opportunities for professional growth and advancement, and creating a sense of purpose and meaning in the work.8. How can a manager effectively manage change within an organization?- Managers can effectively manage change within an organization by communicating openly and transparently about the reasons for change, involving employees in the change process, providing support and resources to help employees adapt to the change, addressing resistance and concerns proactively, and monitoring the impact of the change to make adjustments as needed.9. What are the key principles of ethical leadership in a management role?- Key principles of ethical leadership in a management role include honesty and integrity, transparency in decision-making, respect for diverse perspectives and opinions, accountability for actions and decisions, fairness and equity in treatment of others, and a commitment to upholding ethical standards and principles in all aspects of leadership.10. How can a manager effectively build and maintain strong relationships with stakeholders?- Managers can effectively build and maintain strong relationships with stakeholders by engaging in open and honest communication, actively listening to stakeholder concerns and feedback, demonstrating responsiveness and accountability, seeking to understand stakeholder needs and interests, and building trust and credibility through consistent and reliable actions.。
首席解决方案官英文
首席解决方案官英文《The Role of Chief Solution Officer》The Chief Solution Officer (CSO) is a pivotal role within a company, responsible for overseeing the development and implementation of solutions that address the needs and challenges of the organization. This role is becoming increasingly important as businesses strive to stay ahead in a competitive market and adapt to the ever-changing technological landscape.The CSO is tasked with identifying areas within the company that require solutions, whether it be in operations, customer service, product development, or any other aspect of the business. They work closely with other executives, department heads, and teams to understand the specific requirements and navigate the complex web of issues that need to be resolved.One of the key responsibilities of the CSO is to stay abreast of current technological developments and trends, and to assess their potential impact on the company. This involves keeping a finger on the pulse of the latest innovations and advancements, as well as understanding how these changes can be harnessed to benefit the organization.In addition, the CSO plays a critical role in driving innovation within the company. They are responsible for fostering a culture of creativity and problem-solving, and for encouraging collaboration and out-of-the-box thinking. This involves not only identifying and implementing solutions, but also nurturing a mindset that is open to change and new ideas.The CSO is also often involved in customer-facing activities, helping to ensure that the solutions developed are aligned with the needs and expectations of the company's clients. This requires a deep understanding of the market and customer behavior, as well as the ability to translate this knowledge into practical solutions that deliver real value.Overall, the CSO is a strategic leader who is instrumental in steering the company towards success. They are tasked with not only developing solutions to existing problems, but also with anticipating future challenges and proactively addressing them. This requires a unique blend of technical expertise, business acumen, and a keen understanding of the company's goals and objectives.In conclusion, the role of the CSO is a crucial one, and it is only set to become more important as the business world continues to evolve. By understanding the needs of the company and its customers, and by leveraging the latest technologies and innovative thinking, the CSO is able to drive meaningful change and contribute to the overall success of the organization.。
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WorkBow
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L. Introduction
The computing environments of clinical laboratories vary greatly from single monolithic laboratory information systems which centrally schedule and process clinical laboratory investigations, to a mix of applications which support specific clinical laboratory investigations. Introducing and inte:grating laboratory applications into such computing environments is very difficult. The approach taken in the OpenLabs project to facilitate suclh growth in laboratory systems, is to support the clinical laboratory services in an open distributed
Computer Methods and Programs in 1Biomedicine
50 (1996)
123-133
anaging the operation. of open distributed laborato information systems
. Wade*““, W. Grimsonb, L. IHedermarP, M. Yearworthc, T. Grothd
Abstract
This paper management the objectives managenent.
Keywords:
examines how the concepts and designs of workflow management systems and distributed systems can be integrated and customised to manage open laboratory computing services. The paper outlines of managing laboratory computing services and identifies techniques and designs whllch facilitate this The paper also outlines the implementation of an open laboratory service management system. management; Distributed systerns management; Open distributed processing
“Computer Science Depatime,lt, Trinity College Dublin, Dublin 2, Ireland hDepartment of Electrical Engineeting, Dublin Institute of TechnoloB, Dublin 8, Ireland ‘Intelligent Computer SystemsCentre, Uniuersity of West of England, Bristol, UK ‘Unit for Biomedical SystemsAnalysis, lJp,!xala University, Uppsala, Sweden
in Biomedicine
50 (1996)
123-133
given to the scheduling and automated invocation of computing activities in the laboratory. Secondly, there must be integrated management of the various clinical laboratory services in order to ensure proper control, accounting and monitoring of the laboratory computing environment. The ability to monitor and (semi-) automate the flow of work involved in carrying out clinical laboratory investigations as well the ability to ensure the correct fimctioning of the distributed systems which process this work, are the key issues addressed in this paper. This workflow management and distributed systems management also assists in easing the introduction of clinical laboratory services into an existing laboratory computing environment. This paper outlines the overlapping requirements of managing distributed laboratory systems and automating the workflow between the clinical services supported by these l.aboratory systems. Rather than attempting to re-invent the concepts of workflow management and distributed systems management, the paper describes how such concepts can be combined to provide a powerful Laboratory Service Management System. The paper outlines the design and implementation of this integrated system, called the OpenLIS Service Manager, which was developed and trialled as part of the OpenLabs Project. The OpenLE Service Manager oversees the operation of the laboratory as a set of distribmed clinical laboratory services and provides support for the automation of laboratory procedures and the inte-. grated management of distributed laboratory services.
2.. The QpenLIS Service Manager and requirements objectives
ranges for and monitors activities such as the performance of a variety of laboratory investigations, biological validation and technical verification of investigation results, approval of results, interpretation of results and reporting of apprcwed results and interpretations. The activities required to satisfy a particular service order, and the sequencing of those activities, are defined by laboratory rules and protocols, which are used by the OLSM. The OLSM is also responsible for monitoring the performance, optimis,ation and accounting of each laboratory computing service. Thus the OLSM has two complementary aspects to its functionality: (a) managing the flow of work thoug:h the system: the OLSM has to keep track of the progress of all the orders in the laboratory and arranges for them to proceed successfully through all t quired activities in the correct sequence; and (b) managing the distributed systems: the OLSM maintains information as to the availability, usage, performance and capabilities of each laboratory computing service. The OLSM uses this information to provide laboratory management services, e.g., performance optimisation,, system monitoring, laboratory accounting, audit trails, etc., as well as to support the workflow management tasks outlined above. Workflow management and distributed system management require similar information (e.g., system performance information and fault statistics). Thus both aspects must be integrated in order to implement dependable, accountable laboratory computing services. The close inter-dependence is clearly illustrated by tabulating the functional and non-functional requirements for both workflow and distributed service management and identifying where similar information or functionality exists. This tabulation is illustrated in Tables 1 and 2.