Questions and Answers of Service Management Operations Strategy

4. What are the main perspectives on the employment relationship?
3. What modern methods have been introduced into the function of recruitment and selection?
2. What personal skills do HR practitioners need to carry out their role effectively?
1. What are the main functions of HR within an organization?
4. Use the case study examples to help you to answer these questions by illustrating the issues in more detail. You may wish to organize yourselves into two groups: pluralists vs unitarists, and have
3. What are the disadvantages and advantages of each of these perspectives when considering the operations function of a travel organization? For example, a unitarist organization may argue that
2. Which kind would you prefer to work for and why? For example, you may prefer a pluralist organization because it uses a participatory approach to managing people. You may find that having a say in
1. Which kind of organization do you work for? Is it a pluralist or a unitarist one?
3. Propose a training plan that could have been implemented beforehand. Jeremy Unexpectedly, I was asked to train a new member of staff. I agreed, thinking I would be given time to do this, but this
2. How could this situation have been avoided? In your answer, also consider aspects of motivation and human resource planning. Jeremy Unexpectedly, I was asked to train a new member of staff. I
1. What impact does a poor induction process have on a new employee? Jeremy Unexpectedly, I was asked to train a new member of staff. I agreed, thinking I would be given time to do this, but this
List as many training needs within an organization as you can, and state what type of training is needed.
2. Do you think that managing and developing talent is a fair process?
1. Why is recognizing talent important for an organization’s future success?
3) What issues regarding potential discrimination may occur with the ideas expressed? Anne: Aesthetic labour – that is exactly what the tourism/hospitality industry is all about and I agree with
2) How important do you consider the aspects of emotional and aesthetic labour for a tour representative, tour guide, travel agency staff, air hostess, manager, taxi/bus driver, administrator or
1) Reading the above passage, who do you agree with most and why – Anne, Mary or Amanda? Anne: Aesthetic labour – that is exactly what the tourism/hospitality industry is all about and I agree
3. What skills are being tested with each of these methods?
1. Have you ever attended an interview that was badly carried out? What went wrong?How could it have been made better?
2. What type of desk manager is the hotel trying to recruit? Hotel L: Desk Receptionist Manager Ref: XXX1264 Location: Liverpool Competitive salary, Full-Time The Hotel L is a new five-star hotel
1. Highlight the skills and characteristics of this vacancy according to the model by Rodger or Fraser (Table 5.1.). Hotel L: Desk Receptionist Manager Ref: XXX1264 Location: Liverpool Competitive
2. What are the consequences for the company if HRP is not done?
1. Why is HRP an essential and integral role in the achievement of the overall business strategy?
What is capacity strategy?
how much capacity should an operation have?
how many separate sites should an operation have?
What issues are important when changing capacity levels?
Where should capacity be located?
how does total quality management fit into operations strategy?
how do lean operations fit into operations strategy?
how does business process reengineering fit into operations strategy?
how does Six Sigma fit into operations strategy?
what place do these new approaches have in operations strategy?
What is purchasing and supply strategy?
What should we ‘do’ and what should we ‘buy’?
how do we buy; what is the role of contracts and/or relationships?
how do we manage supply dynamics?
how do we manage suppliers over time?
how do we manage supply chain risks?
What are the differences between managing large ‘breakthrough’ improvement and managing continuous improvement?
how do the needs of the market direct the ongoing development of operations processes?
how can the ongoing management and control of operations be harnessed to develop their capabilities?
What can operations do to deploy their capabilities into the market?
Why is operations excellence fundamental to strategic success?
What is operations strategy?
how should operations strategy reflect overall strategy?
how can operations strategy learn from operational experience?
how do the requirements of the market influence operations strategy?
how can the intrinsic capabilities of an operation’s resources influence operations strategy?
What is the ‘content’ of operations strategy?
What is the ‘process’ of operations strategy?
how can operations performance ‘make or break’ the organisation?
What are operations performance objectives?
Do the role and key performance objectives of operations stay constant or vary over time?
are trade-offs between operations performance objectives inevitable, or can they be overcome?
What are the advantages and disadvantages of focused operations?
What is ‘process’ technology strategy?
What are suitable dimensions for characterising process technology?
how do market volume and variety influence process technology?
What are some of the challenges of information technology?
how can process technology be evaluated strategically?
Why is the way in which companies develop their products and services so important?
What process do companies use to develop products and services?
how should the effectiveness of the product and service development process be judged in terms of fulfilling market requirements?
What operations resource-based decisions define a company’s product and service development strategy?
What is the ‘formulation’ of operations strategy?
What is the role of ‘alignment’ in formulation?
What is meant by strategic sustainability?
What analysis is needed for formulation?
how do we know that formulation is complete?
Who is responsible for implementation?
how can participation affect implementation?
What are the differences between operational and strategic monitoring and control?
how is progress towards strategic objectives tracked?
What are the dynamics of monitoring and control?
how can the monitoring and control process attempt to control risks?
how does learning contribute to strategic control?
how does stakeholder management contribute to strategic control?
Recall Example 5.6 discussed in Section 5.3.7. Determine the ranking of the suppliers using the following methods:a. L1 norm to scale the criteria values and L1 metric to rankb. L2 norm to scale the
Solve the quadratic programming model (Equations 11.1 through 11.3) formulated for Example 11.2. What is the optimal investment policy for the Lion County Bank?Equations 11.1 through 11.3:Example
Jill Smith has joined recently as the forecasting manager for a consumer electronic retailer BigBuy. She is interested in developing quarterly sales forecasts for one of the company’s key products.
Visit the stores or websites of the retailers you studied in Exercise 9.1 and observe the following for any specific category of products:a. In each of the stores, compare the four elements of the
Discuss at least two differences among the strategic, tactical, and operational decisions in a supply chain. Give two examples of each type of decision.
Discuss the differences between the two key criteria of supply chain performance—efficiency and responsiveness. Identify three measures for each criterion.
Describe the four major drivers of supply chain performance. For each driver, identify one efficiency measure and one responsiveness measure.
What is supply chain risk? Discuss the differences between hazard risks and operational risks.
A typical supply chain manager has to make the decisions listed below. Categorize each decision as strategic, tactical, or operational and briefly justify your choice.a. Number of warehouses needed
Sales of cars at a local auto dealer total 3000 cars per year. The dealer reports inventory turns of 30 per year. Computea. Average inventory in the dealer’s lotb. The length of time the average
XYZ company’s annual sales for its products is 5000 units and its average inventory is 500 units.a. Compute the company’s inventory turns.b. If XYZ decides to increase its inventory turns, how
State whether each of the following statements is true or false, or whether the answer ultimately depends on some other factors(which you should identify).a. Speed of delivery is an efficiency
Discuss the pros and cons of single sourcing and multiple sourcing.
Why is scaling of criteria values necessary in supplier ranking?
Discuss the similarities and differences between Lp metric and AHP for ranking suppliers.
Consider a supply chain network with three potential sites for warehouses and eight retailer regions.The fixed costs of locating warehouses at the three sites are given below:Site 1: $100,000 Site 2:
Consider the following design proposals and financial performance measures for Mighty Manufacturing given in Table 5.39. Both sets of numbers are for 2017 with all possible markets open and plants
A company needs two parts, A and B, for its product. It can either buy them from another company, or can make them in its own plant, or do both. The costs of each alternative and the in-house
Consider a supplier selection problem where the five most important criteria are identified as follows.C1—Risk C2—Delivery time C3—Quality C4—Price C5—Business Performancea. Using the Borda
Suppose you are planning to use single sourcing and have narrowed down the choices to four suppliers A, B, C and D. Your criteria for selection are price (min), company size in market capitalization
Consider an order allocation problem under multiple sourcing, where it is required to buy 2000 units of a certain product from three different suppliers. The fixed setup cost (independent of the
In this case study, you will be working on a supplier ranking problem. It is an actual application for a manufacturing company located in Tijuana, Mexico. Because of confidentiality issues, the data

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