This efficiency of the Wal-Mart supply chains and its ability to move millions of products into the hands of consumers weekly is what gives the company exceptional power over supplier relationships as well (Hansen, 2009). Retailing The unique strategies that Wal-Mart relies on for retailing emanate from their expertise in logistics and supply chain management, and the ability to manage pricing exceptionally well as a competitive strength (Appelbaum, Lichtenstein, 2006)
In addition to these technologies, Wal-Mart has been an early adopted of Radio Frequency Identification (RFID) technologies which can significantly increase efficiency in logistics and warehouse applications (Krotov, Junglas, 2008). Logistics and Supply Chain Management Perhaps the best evidence of Wal-Mart having exceptional insight into managing logistics and supply chains was when Hurricane Katrina hit New Orleans earlier this decade, the Federal Emergency Management Administration (FEMA) called on Wal-Mart to get supplies into the city immediately (Dobbs, 2007)
Wal-Mart consistently promises and delivers on low prices, which has made large segments of middle class Americans very brand loyal (Arora, Stoner, 2009). This loyalty is so strong in fact the sociologists indicate many middle class Americans see Wal-Mart as essential for their ability to live between paychecks and make their money last longer (Gereffi, Christian, 2009)
The collection of these technologies is also exceptionally valuable during the holiday season when the company regularly engages in competition with Target Stores on consumer electronics and toys. In addition to these technologies, Wal-Mart has been an early adopted of Radio Frequency Identification (RFID) technologies which can significantly increase efficiency in logistics and warehouse applications (Krotov, Junglas, 2008)
Possible Alternative Solutions Dave should abandon any attempt to motivate improved performance among low-performing employees by means of expressing greater personal interest in their lives, especially to the extent that interest relates to their lives and circumstances outside of work. The modern approach to employee motivation and performance management emphasizes the bilateral direction of information transfer that is bottom-up in addition to top-down (Daft, 2005; Russell-Whalling, 2008)
Instead of taking more of an interest in the personal lives and circumstances of his subordinates or in initiating friendly conversations, Dave should begin a series of scheduled one-on-one interviews with individual employees to identify the specific reasons that some of them are performing unsatisfactorily. During the interview sessions, Dave should inquire into what his employees like about their jobs, what they dislike about their jobs, which functions they like and dislike, what changes they would like to see, what suggestions they would offer to implement positive changes, and what types of rewards might increase motivation to perform at the highest level possible (Russell-Whalling, 2008)
This approach to business management and personnel management is preferable to the more traditional approach that is primarily (if not exclusively) focused on the much narrower evaluation function of the performance appraisal concept. More specifically, the modern approach is considerably more conducive to high performance throughout the organization because it incorporates the supervisory functions of counseling and helping subordinates improve their individual performance level (Daft, 2005)
Business Management -- Performance Appraisal Concepts Response B Modern personnel management strongly emphasizes the counseling and development role of supervisors within the framework of their supervisory responsibilities (Russell-Whalling, 2008)
Sales-force composite method It is also a qualitative method of forecasting and predicts demand patterns of business's product, depending on how the suppliers are well-known with the customers, existing market trends, demand and competitions. This forecast enables the sales person to set goals and boosts them to achieve the desired levels (Hutt and Speh, 2009, pg 143-144)
Capacity requirement process aims at measuring the production capability per unit time, and applies primarily to medium-range of activities. It involves planning, re-planning till a reasonable goal is achieved and revision of available capacity, similar to material requirement planning (Monks, 1996, pg 283)
Planning and control system aids in define rules under which the business operates and within a given set of resources. Planning and controlling department depend on the information given by supply department for effective control of the business (Muehlen, 2004, pg 35)
MRP 1 is used to determine the material availability in a given industry, with regular check on the number of stock present in the warehouse, transport and capacity available to produce, although it is not reliable on determining the present capacity.MRP 11 is used while initiating inventories, planning manufacturing activities, plan on delivery, and purchasing activities of the industry (Osterle and Fleisch, 2001, pg 181)
The specific attributes of good supervisors include psychological maturity and stability, high self-esteem, good interpersonal and communication skills, the ability to connect with, motivate, and earn the respect of others, and high levels of personal integrity. Personal and Psychological Attributes of Effective Supervisors Generally, people who are psychologically mature, emotionally stable, and who enjoy healthy self-esteem tend to attract and connect most easily with others who share those psychological traits (Maxwell, 2007; Robins & Judge, 2009)
Generally, the only employee motivation within the transactional leadership scheme to secure and retain the benefits of working for the organization, such as salary, health insurance, retirement plans, etc. While this form of leadership is one of the most common and easily administrated, it is also frequently associated with contributing to an organizational culture of mediocrity (Bass, 1997)
Generally, the only employee motivation within the transactional leadership scheme to secure and retain the benefits of working for the organization, such as salary, health insurance, retirement plans, etc. While this form of leadership is one of the most common and easily administrated, it is also frequently associated with contributing to an organizational culture of mediocrity (Bass, 1997)
Generally, the only employee motivation within the transactional leadership scheme to secure and retain the benefits of working for the organization, such as salary, health insurance, retirement plans, etc. While this form of leadership is one of the most common and easily administrated, it is also frequently associated with contributing to an organizational culture of mediocrity (Bass, 1997)
In that regard, organizations whose employees are capable of performing multiple tasks and who can fulfill the responsibilities of more than just one position have become invaluable to business organizations. The most obvious advantage of maintaining a staff of multi-role capable employees is that it typically allows organizations to maintain fewer staff members to accomplish the same amount of work (Caggiano, 1998; Kinicki & Williams, 2005)
Conversely, in organizations that have implemented cross-trained employees, that process introduces an element of operational redundancy by allowing others to fill in without causing any diminution in the relative quality of the work being performed by alternate role players. This type of operational redundancy is, therefore, one of the most important benefits to business organizations of cross-training their employees (Daft, 2005; Kinicki & Williams, 2005)
However, the economic benefits of cross-training employees to perform multiple roles are hardly limited to the number of staff required to be in-hand by the organization. In fact, virtually every element of job functions that can be learned by multiple employees working in different primary capacities represents additional savings to the organization (George & Jones, 2008)
For example, cross-trained employees demonstrate improved morale and report feeling more appreciate by their employing organizations (Maggard & Globerson, 1986). Their ability to handle more than a single job function increases their self-perception of being valuable to and valued by their organizations, both of which also tend to be self-fulfilling and to perpetuate higher employee morale and greater appreciation for the organization on the part of employees (Gunn, 2000)