netrashetty
Netra Shetty
BFG Technologies was a privately held U.S.-based supplier of power supplies and 3D video cards based on NVIDIA graphics technology and a manufacturer of high-end gaming/home theater computer systems. BFG Technologies branded products were available in North America and Europe at retailers and e-tailers. The company's main headquarters were located in Lake County, Illinois, near Lake Forest.
Organizations that capitalize on customers' active participation in organizational activities can gain competitive advantage through greater sales volume, enhanced operating efficiencies, positive word-of-mouth publicity, reduced marketing expenses, and enhanced customer loyalty ( 1979;1990). Rather than going after every potential source of revenue, companies eliminate useless assets that do not add value for customers’ satisfaction. Business organizations implement bureaucratic policies and procedures for the benefit of the staff, customers and the company in general. According to (1990), if consumers somehow become better customers -- that is, more knowledgeable, participative, or productive -- the quality of the service experience will likely be enhanced for the customer and the organization.
The development of Lean Quality Management System is one of the quality management approaches that address the business setting at present. It was developed to (1) save thousands of dollars each year by avoiding the waste associated with a paper quality system, (2) harness the creativity of employees while maintaining control of their projects, (3) perform tasks that are clearly assigned, defined, communicated and focused, (4) spend less time managing the quality system and more time improving the value stream, (5) reduce training costs by integrating procedures with training, (6) provide a management system that provides the who, what and when, and (7) provide the metrics to drive your organization to ever-higher levels of performance and success which works just as well for small as large companies.
The Lean Value Chain of Production System Model below illustrates how companies at present gain competitive advantage by adding value to the overall operation of the organization through efficient production system ( 2006). Business firms that utilize the value chain management strategy also consider increasing the companies’ relationship with its shareholders by separating the business system into a series of value-generating activities, namely: (a) inbound logistics, (b) operations, (c) outbound logistics, (d) marketing and sales, and (e) customer service. In effect, from the receiving and warehousing of raw material from the suppliers, all through out the manufacturing and production process, as well as in the entire the distribution and sales of finished goods, the value-generating activities are supported by the infrastructure of the firm, its human resources management, and the technology it uses
Performance Management
Assessment, reporting and performance management form a significant part of the overall management of military personnel throughout their careers. Issues raised in relation to performance management of individuals are indicated by the following comments:
“…Evaluation of personnel and reports were not handed in on time and as a result some people missed [out] on advancement.”
“…It doesn’t say anything about, you know, congratulations, well done, or how valued you are to the organisation. What it says is that "Now that you're here, perform or you’re out.”
Individuals identified the following as important in their performance management: realistic goals, trust, making sure your performance is fully recorded, and the linking of the financial and performance
The Role of Job Satisfaction and Morale in Organisational Learning
Job satisfaction and the motivation to perform well at work is important in today's business climate not merely because of their links with high levels of work effectiveness – they are also important because the competitive advantage requires a ‘knowledge edge’ and this cannot be achieved unless employees are willing to engage in behaviours that will result in generative learning. These include the willingness to share corporate knowledge and the willingness to voice new ideas and engage in dialogue about new and innovative ways of working. Figure 2 below illustrates the impact that factors associated with Job Satisfaction and Morale can have on these two elements that are vital to generative learning. The findings of the study reported in this paper suggest that Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, Workplace Design, and Performance Management contribute directly to Job Satisfaction & Morale. Loyalty To the Organization and Job Significance also contribute to Job Satisfaction & Morale, but the relationship is recursive. For instance, higher levels of Job Satisfaction & Morale would have positive impacts on
Loyalty to the Organization and levels of Job Significance. Finally, Job Satisfaction & Morale will impact on Motivation to Work Well, and this directly influence employees’ Willingness To Share Corporate Knowledge and their Willingness to Voice New Ideas.
Organizations that capitalize on customers' active participation in organizational activities can gain competitive advantage through greater sales volume, enhanced operating efficiencies, positive word-of-mouth publicity, reduced marketing expenses, and enhanced customer loyalty ( 1979;1990). Rather than going after every potential source of revenue, companies eliminate useless assets that do not add value for customers’ satisfaction. Business organizations implement bureaucratic policies and procedures for the benefit of the staff, customers and the company in general. According to (1990), if consumers somehow become better customers -- that is, more knowledgeable, participative, or productive -- the quality of the service experience will likely be enhanced for the customer and the organization.
The development of Lean Quality Management System is one of the quality management approaches that address the business setting at present. It was developed to (1) save thousands of dollars each year by avoiding the waste associated with a paper quality system, (2) harness the creativity of employees while maintaining control of their projects, (3) perform tasks that are clearly assigned, defined, communicated and focused, (4) spend less time managing the quality system and more time improving the value stream, (5) reduce training costs by integrating procedures with training, (6) provide a management system that provides the who, what and when, and (7) provide the metrics to drive your organization to ever-higher levels of performance and success which works just as well for small as large companies.
The Lean Value Chain of Production System Model below illustrates how companies at present gain competitive advantage by adding value to the overall operation of the organization through efficient production system ( 2006). Business firms that utilize the value chain management strategy also consider increasing the companies’ relationship with its shareholders by separating the business system into a series of value-generating activities, namely: (a) inbound logistics, (b) operations, (c) outbound logistics, (d) marketing and sales, and (e) customer service. In effect, from the receiving and warehousing of raw material from the suppliers, all through out the manufacturing and production process, as well as in the entire the distribution and sales of finished goods, the value-generating activities are supported by the infrastructure of the firm, its human resources management, and the technology it uses
Performance Management
Assessment, reporting and performance management form a significant part of the overall management of military personnel throughout their careers. Issues raised in relation to performance management of individuals are indicated by the following comments:
“…Evaluation of personnel and reports were not handed in on time and as a result some people missed [out] on advancement.”
“…It doesn’t say anything about, you know, congratulations, well done, or how valued you are to the organisation. What it says is that "Now that you're here, perform or you’re out.”
Individuals identified the following as important in their performance management: realistic goals, trust, making sure your performance is fully recorded, and the linking of the financial and performance
The Role of Job Satisfaction and Morale in Organisational Learning
Job satisfaction and the motivation to perform well at work is important in today's business climate not merely because of their links with high levels of work effectiveness – they are also important because the competitive advantage requires a ‘knowledge edge’ and this cannot be achieved unless employees are willing to engage in behaviours that will result in generative learning. These include the willingness to share corporate knowledge and the willingness to voice new ideas and engage in dialogue about new and innovative ways of working. Figure 2 below illustrates the impact that factors associated with Job Satisfaction and Morale can have on these two elements that are vital to generative learning. The findings of the study reported in this paper suggest that Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, Workplace Design, and Performance Management contribute directly to Job Satisfaction & Morale. Loyalty To the Organization and Job Significance also contribute to Job Satisfaction & Morale, but the relationship is recursive. For instance, higher levels of Job Satisfaction & Morale would have positive impacts on
Loyalty to the Organization and levels of Job Significance. Finally, Job Satisfaction & Morale will impact on Motivation to Work Well, and this directly influence employees’ Willingness To Share Corporate Knowledge and their Willingness to Voice New Ideas.