Дослідження системи операційного менеджменту організації, на прикладі Apple Computer, Inc

The object of investigation is the process of managing of operating activities of Apple, Inc. The aim of the work is to formulate theoretical approaches and to develop practical recommendations on directions of improvement of operating management at the organization. Research methods cover methods of analysis, synthesis, comparison, detailing, system approach. This master’s research paper analyzes the operational management of Apple, Inc. and provides recommendations for it’s improvement. In particular, the main directions of solving the problems of operational management of the company have been outlined, the proposals on improvement of expansion distribution network and organization of innovative activity of the Apple Inc. have been made.Об'єкт дослідження ‒ процес управління операційною діяльністю компанії Apple, Inc. Мета дослідження - формування теоретичних підходів та розробка практичних рекомендацій щодо напрямів вдосконалення системи операційного менеджменту компанії Apple, Inc. Методи дослідження: методи аналізу, синтезу, порівняння, деталізації, системний підхід. У роботі проведено аналіз операційного менеджменту Apple, Inc., а також викладені рекомендації щодо його вдосконалення. Зокрема, окреслено основні напрями вирішення проблем операційного менеджменту компанії, внесено пропозиції щодо розширення дистриб’юторської мережі, а також вдосконалення організації інноваційної діяльності Apple Inc.Introduction 6 CHAPTER 1 THE THEORETICAL FRAMEWORK OF OPERATIONAL MANAGEMENT 8 1.1 Meanings and definition of operational management 8 1.2 Principles and methods of operations management 12 1.3 Factors affecting the Operations activity of Apple Inc. company 21 CHAPTER 2 RESEARCH AND ANALYSIS 31 2.1 Сompany introduction 31 2.2 SWOT - analysis of Apple Inc. Company 46 2.3 Analysis of operation management at Apple Inc 50 CHAPTER 3 RECOMMENDATIONS FOR IMPROVING OF OPERATIONAL MANAGEMENT AT THE APPLE INC 63 3.1 The main directions of solving operational management problems of the company 63 3.2 Recommendations concerning improvements of Distribution in the organization 65 3.3 Recommendations concerning improvements of innovative activity at the organization 67 CHAPTER 4 SPECIAL PART 73 4.1 Current trends in the field 73 4.2 Company policy in the market 75 CHAPTER 5 RATIONALE FOR RECOMMENDATIONS 77 5.1 Statement for recommendations at Company 77 CHAPTER 6 OCCUPATIONAL HEALTH AND SAFETY AT THE ENTERPRISE 79 6.1 The aim of occupational health 79 6.2 Organization of occupational health and safety at the enterprise 86 CHAPTER 7 ENVIRONMENTAL ISSUES 92 7.1 Environmental issues in the field 92 7.2 Еnvironmental factors 94 Conclusions 96 References 98 Appendices 10

Understanding new venture market application search processes: A propositional model.

Technology-based ventures are confronted with complex decisions on how to apply their technology platform in highly uncertain and ambiguous market environments. Based on four case studies, a dynamic decision model is developed in which we highlight the similarities between the search and learning processes in venture development contexts and in new product development contexts. This entrepreneurial search and learning process is understood as consisting of sequences of episodes – characterized by uncertainty and ambiguity - and scripts – i.e. approaches to market application search. The model implies that a venture's adaptability - i.e. its ability to move efficiently and effectively between these episodes and their related scripts - influences its survival.Case studies; Decision; Decisions; Learning; Market; Model; Processes; Product; Product development; Research; Sequences; Similarity; Studies; Technology; Uncertainty;

Towards a New Framework for Product Development

In the mid-1980s, Andreasen and Hein first described their model of Integrated Product Development. Many Danish companies quickly embraced the principles of integrated product development and adapted the model to their specific business and product context. However, there is concern amongst many Danish companies that Integrated Product Development no longer provides a sufficient way of describing industry’s product development activity. More specifically, five of these companies have supported a programme of research activities at the Technical University of Denmark, which seeks to develop a new framework for product development. This paper will describe the research approach being taken, present some initial findings, and outline a vision of a new working approach to product development

Marketing innovative service solutions with inter-organizational service networks: opportunities and threats

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The role of intellectual capital in organisational value creation: An application of a theoretical model to two case studies

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University, 17/06/2004.The research in this thesis focuses on the intangible resources of organisations. Intangible resources include an organisation's collective knowledge and learning, leadership talent, the values that shape its culture, routines and processes and the collaborative relationships. These intangible resources are known as intellectual capital (IC) because they support organisational activity along with financial and physical capital. Previous research has classified IC into three principle components of human, organisational and relationship capital and has established a link between IC and organisational value. Recent studies have also emphasised the notion of interrelationships between the three components of intellectual capital in developing capabilities that drive value creation. Yet it is often unclear how the various elements interrelate to one another to generate organisational value. This thesis investigates how IC contributes to organisational value creation. Central to this research is the examination of the mechanisms through which IC factors are integrated within organisations in order to develop capabilities. As innovation is widely agreed to be a determinant of organisational value creation, this research adapted and extended the model of intelligence and innovation proposed by Glynn (1996) to develop a comprehensive theoretical framework for empirically examining the synergistic effects of IC. Building upon four major theoretical streams: resource-based view of the firm, innovation theory, intellectual capital theory and organisational capabilities, this research has elaborated the ideas and constructs presented in the original model and de-contextualised them to an intellectual capital perspective. A qualitative, interpretive approach was applied to two in-depth case studies for investigating the intangible resource-base of two knowledge intensive companies. The results were then expanded to a cross-case context in order to compare and contrast the value creating potential of the IC factors. The findings of this research are presented in the form of a descriptive framework that classifies the characteristics of a value creating process. The purpose of the framework is to provide pointers for identifying IC resources and developing capabilities in a way that provides an organisation with sustainable competitive advantage, and thereby, value

Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company

Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist managemen

The Role of Project Management Standardization in SMEs: Analyzing the Linkages Between Knowledge Management, Project Management, and Stakeholder Satisfaction

Small and Medium-Sized Enterprises (SMEs) are the backbone of our economies. Today's trend of taking every business activity as a project explains why more and more companies are working on a project basis. Previous research has shown that humans, as well as companies, desire a structured approach to work, avoiding uncoordinated business process activity. Little is known about how the structuring of processes influences SMEs. In order to structure an approach or process, a framework consisting of standards and Best Practices must be established. The role of the framework is to give guidance and improve cross-project efficiencies. Thus, this research study investigates the role of Project Manage-ment Standardization in SMEs. Here, the linkages between standardization and knowledge management (KM), project management (PM), and stakeholder satisfaction in SMEs are analyzed. The theoretical framework integrates the vast literature on the four research topics of stand-ardization, knowledge management, project management, and stakeholder satisfaction into a joint context for SMEs. The analytical part of the research is based on a single-case study of a German SME. Insights are gained from data gathered through six semi-structured inter-views with different experts throughout the company's hierarchy. The research highlights the interconnectedness of the four topics and the central role of project management standardization in SMEs. In order to maintain an efficient PM as the company grows, standardization of processes is inevitable. Standardization requires active KM to obtain explicit knowledge. Hence, standardization and KM are key drivers for sustainable business growth. Additionally, standardization accelerates the company's maturation as the company is moving away from informal, unbureaucratic, and exclusively people-oriented management approaches. Centrally stored and accessible explicit knowledge leads to transparent structures that create clear responsibilities and enhance communication in PM. Consequently, process standardization supports a better ‘estimability’ of the work, reducing uncertain requirements, inadequate documentation, hidden business rules, and requirements creep. This increases the satisfaction of all project stakeholders, making work in the company more efficient and creating a transparent organizational culture

What is the new paradigm in product quality?

The current product quality paradigm is founded upon a customer-focused product development process, in which the functionality and behaviour of a product are designed to fulfil the needs of customers, and technological innovation is used to expand the capability and enhance the performance of the product. However, this view of product quality does not reflect the current practices of today's leading manufacturers, who now offer "total solutions" based upon an integrated package of products and services with well defined characteristics tailored to individual needs. Concepts such as globalisation, mass customisation, product branding, e-commerce, and sustainability suggest that a new product quality paradigm is evolving. This paper will discuss our current understanding of product quality issues and outline our vision of the new quality paradigm for product developers

Situational Enterprise Services

The ability to rapidly find potential business partners as well as rapidly set up a collaborative business process is desirable in the face of market turbulence. Collaborative business processes are increasingly dependent on the integration of business information systems. Traditional linking of business processes has a large ad hoc character. Implementing situational enterprise services in an appropriate way will deliver the business more flexibility, adaptability and agility. Service-oriented architectures (SOA) are rapidly becoming the dominant computing paradigm. It is now being embraced by organizations everywhere as the key to business agility. Web 2.0 technologies such as AJAX on the other hand provide good user interactions for successful service discovery, selection, adaptation, invocation and service construction. They also balance automatic integration of services and human interactions, disconnecting content from presentation in the delivery of the service. Another Web technology, such as semantic Web, makes automatic service discovery, mediation and composition possible. Integrating SOA, Web 2.0 Technologies and Semantic Web into a service-oriented virtual enterprise connects business processes in a much more horizontal fashion. To be able run these services consistently across the enterprise, an enterprise infrastructure that provides enterprise architecture and security foundation is necessary. The world is constantly changing. So does the business environment. An agile enterprise needs to be able to quickly and cost-effectively change how it does business and who it does business with. Knowing, adapting to diffident situations is an important aspect of today’s business environment. The changes in an operating environment can happen implicitly and explicitly. The changes can be caused by different factors in the application domain. Changes can also happen for the purpose of organizing information in a better way. Changes can be further made according to the users' needs such as incorporating additional functionalities. Handling and managing diffident situations of service-oriented enterprises are important aspects of business environment. In the chapter, we will investigate how to apply new Web technologies to develop, deploy and executing enterprise services