Chapter VIII Measurement and Scaling: Fundamentals and Comparative Scaling Chapter Outline 1) Overview 2) Measurement and Scaling 3) Primary Scales of Measurement i. Nominal Scale ii. Ordinal Scale iii. Interval Scale iv. Ratio Scale 4) A comparison of Scaling Techniques Chapter Outline (cont.) 5) Comparative Scaling Techniques 6) Verbal Protocols 7) International Marketing Research 8) Ethics in Marketing Research MEASUREMENT AND SCALING Measurement: The assignment of numbers or other symbols
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Chapter 1 Operations and productivity 1. Why should one study operations management? We study OM for four reasons. We study how people organize themselves for productive enterprise. We study OM because we want to know how goods and services are produced. We study OM to understand what operations managers do. We study OM because it is such a costly part of an organization. Productivity can be measured in a variety of ways‚ such as by labor‚ capital‚ energy‚ material usage‚ and so on. At Modern
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Economic Integration Chapter Outline OPENING CASE: The European Energy Market INTRODUCTION Levels of Economic Integration THE CASE FOR REGIONAL INTEGRATION The Economic Case for Integration The Political Case for Integration Impediments to Integration THE CASE AGAINST REGIONAL INTEGRATION REGIONAL ECONOMIC INTEGRATION IN EUROPE Evolution of the European Union Political Structure of the European Union Management Focus: The European Commission
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operation management • Executive Summary Operation management is defined as the design‚ operation‚ and improvement of the systems that create and deliver the firm’s primary products and services. Somerset furniture company’s global supply chain was getting lose its competitive edge and even faced shipments delayed by as much as 40%. The company prides itself on customer service and fears that late deliveries to its customers would harm its credibility and result in lost customers and excessive
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Journal of Operations Management 20 (2002) 419–433 Effective case research in operations management: a process perspective I. Stuart∗ ‚ D. McCutcheon‚ R. Handfield‚ R. McLachlin‚ D. Samson Faculty of Business‚ University of Victoria‚ P.O. Box 1700‚ Victoria‚ BC‚ Canada V8W 2Y2 Received 8 August 2001; received in revised form 26 October 2001; accepted 11 March 2002 Abstract Despite many calls for case-based operations management research‚ the successful publication rate of such articles
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What is Operations Management? Operation Management is concerned with any productive activity‚ whether manufacturing or service‚ in public sector or private sector‚ profit making or not profit making. It is concerned with ensuring that operations are carried out both efficiently and effectively. All mangers are operations managers since all functions within an organization are‚ presumably‚ productive activates it goes without saying that all function should be carried out efficiently and effectively
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Operations Management - Chapter 12 - Help Test Questions 1. 1. MRP works best if the inventory items have dependent demand. True False TRUE MRP is best for dependent demand scenarios. 2. 2. Low level coding represents items less than $18 per unit. True False FALSE Low-level coding codes items at their lowest BOM levels. 3. 3. Independent demand tends to be more ’lumpy’ than dependent demand meaning that we need large quantities followed by periods of no demand. True False FALSE
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School Master of Science in Global Operations ISOM 5700 Operations Management Fall 2014 Instructor: Professor Albert Y. Ha Department of Information System‚ Business Statistics and Operations Management Room 4023‚ LSK Business Building (852) 2358 7724 imayha@ust.hk http://www.bm.ust.hk/~isom/staff/imayha.html Teaching Assistant: Edmond Ho imhcf@ust.hk Course web site: http://lmes2.ust.hk Course Description Operations management is the management of business processes that produce
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Chapter 8 Student: ___________________________________________________________________________ 1. The initial response by politicians to the actual and impending changes in the competitive environment of the European energy industry was A. encouragment B. opposition C. to speed integration D. to defeat the EU E. concern over more competition 2. An agreement between countries in a geographic region to reduce tariff and non-tariff barriers to the free flow of goods‚ services‚ and factors of production
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Ch3 – O.M 1) Strategic decisions are those which: A) Only involve senior managers B) Require the input of external consultants and management accountants. C) Seek to move the whole organisation towards its overall long-term goals D) Define the position of a business unit with respect to its operational capabilities 2) The determination of performance priorities is normally influenced by: A) The specific needs of the company’s customer
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