Question 2 'Control is critical to organisational success and sustainability, and is a core managerial function', (Tiernan & Morley, 2019) Critically discuss the validity of this statement, with reference to (the control process, various types of controls the organisation can use, and the characteristics of effective control) integrating academic sources and example(s) from case studies to support the discussion and arguments.

Question 2 'Control is critical to organisational success and sustainability, and is a core managerial function', (Tiernan & Morley, 2019) Critically discuss the validity of this statement, with reference to (the control process, various types of controls the organisation can use, and the characteristics of effective control) integrating academic sources and example(s) from case studies to support the discussion and arguments.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
10. CASE SYNOPSIS As 2019 ended, the founder and chief executive officer (CEO) of this Cosmetic Company had overseen phenomenal growth during the firm's five years of operation. However, the company was about to encounter a series of issues as a result of the global COVID-19 pandemic that resulted in lockdowns, stay-at-home orders, and closures of non-essential businesses around the world. This company, likemany other companies, suffered a severe decline in revenue. How could this company overcome the uncertainty and challenges that accompanied the pandemic? Construct Strategically sound decision during a crisis that involves severe resource constraints.
10. CASE SYNOPSIS As 2019 ended, the founder and chief executive officer (CEO) of this Cosmetic Company had overseen phenomenal growth during the firm's five years of operation. However, the company was about to encounter a series of issues as a result of the global COVID-19 pandemic that resulted in lockdowns, stay-at-home orders, and closures of non-essential businesses around the world. This company, likemany other companies, suffered a severe decline in revenue. How could this company overcome the uncertainty and challenges that accompanied the pandemic? Respond quickly to environmental changes to promote long term resilience and growth
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Q1 (b). You are directed to design a Hierarchical Task Analysis (HTA) for the following scenario, Plans and types of Plan should be mention separately, An Accident occurred somewhere and the security officials were trying to conduct an investigation of the accident. They initially collected the evidence and after making analysis and integrating the facts some conclusions were drawn. Some recommendations were aligned after validation. However in order to collect the evidence the official need to visit the site and the evidence after identification must be preserved. Along with the evidence witness collection and interviewing those witnesses is very important. And the integrated information is reviewed. Moreover, interviewing a witness needs a proper place. The officials can provide a meeting room and let the witness explain the incident details. Officials must ask some open ended questions that must ensure 5Ws (What, Where, Who, When, Why) and 1H (How).
CASE DISCUSSION Wambui had been managing the budget department for Faida Bank. Because the work experience gained here was useful, much of the budget analysis work done in the department was performed by a group of management trainees. The trainees tended to be recent college graduates who were ambitious; they expected the budget work experience to be the pathway into the prestigious auditing department. Wambui managed under the assumption that by maintaining an open-door policy her employees would bring any problems to her attention. As a result, she remained in her office and seldom met with the trainees. Instead she would peruse the budget reports they submitted and return them to her secretary without comment. The reports often bore numerous errors which the trainees would be expected to make but which Wambui’s quick persual of the documents did not catch. The department heads throughout Faida Bank who received the erroneous reports would complain directly to the trainee who…
CASE DISCUSSION Wambui had been managing the budget department for Faida Bank. Because the work experience gained here was useful, much of the budget analysis work done in the department was performed by a group of management trainees. The trainees tended to be recent college graduates who were ambitious; they expected the budget work experience to be the pathway into the prestigious auditing department. Wambui managed under the assumption that by maintaining an open-door policy her employees would bring any problems to her attention. As a result, she remained in her office and seldom met with the trainees. Instead she would peruse the budget reports they submitted and return them to her secretary without comment. The reports often bore numerous errors which the trainees would be expected to make but which Wambui’s quick persual of the documents did not catch. The department heads throughout Faida Bank who received the erroneous reports would complain directly to the trainee who…
CASE DISCUSSION Wambui had been managing the budget department for Faida Bank. Because the work experience gained here was useful, much of the budget analysis work done in the department was performed by a group of management trainees. The trainees tended to be recent college graduates who were ambitious; they expected the budget work experience to be the pathway into the prestigious auditing department. Wambui managed under the assumption that by maintaining an open-door policy her employees would bring any problems to her attention. As a result, she remained in her office and seldom met with the trainees. Instead she would peruse the budget reports they submitted and return them to her secretary without comment. The reports often bore numerous errors which the trainees would be expected to make but which Wambui’s quick persual of the documents did not catch. The department heads throughout Faida Bank who received the erroneous reports would complain directly to the trainee who…
Articles 1. The joint commission accreditation process review 2. 2023 Hospital Patient Safety Goals 3. Facts about The Joint Commission page 4. The Impact of Public Health Department Accreditation 5.Quality Improvement and Performance Management Benefits of Public Health Accreditation 6. Changes in Local Public Health System Performance Before and After Attainment of National Accreditation Standard 7. Ohio Statewide Efforts to Align Public Health/Health Care Population Health Planning List three ways the process of accreditation has a positive effect on organizational performance and outcomes after reviewing the articles
15. Potential disruptions cut across all spectrums of the business world and beyond. They may arise in every part of the business environment and within the company and it’s extended enterprise in determining potential disruptions the starting points is A examining the external business environment B determining the capabilities and resources of the organization C Calculating the strengths and weaknesses of the organization D none of the above
Nonfinancial (Operational) Control Measures: Environmental Performance Assumethat the company for which you are working is interested in implementing a comprehensivemonitoring and control system regarding environmental performance. The company is convinced that improved performance in this area will lead to reduced costs, an improved corporate image, greater market share, and ultimately to greater financial returns. To supplement anumber of financial performance indicators in the area of environmental quality, the companyis interested in developing a set of nonfinancial performance indicators, which (it is hoped) willmotivate better environmental quality. In this regard, the company has embraced five strategic objectives: minimize hazardous materials, minimize raw/virgin materials usage, minimizeenergy requirements, minimize release of residues into the environment, and maximize opportunities to recycle.RequiredFor each of the five strategic objectives referenced above, provide at…