Review Questions MGMT Essay

1) Scheduling and sequencing are typically viewed from a technical foul perspective that is, they are focused on minimizing quantitative measures such as lateness or cost. However, schedules in like manner induce intangible effects on clients, employees, and the recognition of dish up persona. Discuss what some of these intangible effects great power be and how film directors should consider them when constructing schedules. Some intangible effects of schedules on customers, employees, and the perception of service quality could be, employee morale ( everywhereworked, underworked) customer/buyer satisfaction with rate of occupation/delivery of service perception of efficiency of potential clients and ancillary advocate systems. Managers penury to take into account that constructing schedules will impact stakeholders in contrastive ways (Collier & group A Evans, 2013).Where a quicker delivery time might make a customer happy, a salaried employee working 14 hour days to meet that demand may ultimately be causing more harm to the company in the long run. atomic number 53 of the best methods for developing schedules is an Activity-on-Node model. In this model, we provide see the earliest exposit (ES) latest start (LS) earliest finish (LS) and latest finish for to each one activity of the project. Some of they may be able to run concurrently, which leads us to determining what the critical path would be. The critical path is the shortest time surrounded by activities that the project may be accomplished (Collier & Evans, 2013).2) Select deuce of Demings 14 Points and discuss the importance of them to operations managers (as well as all managers) in todays business environment. Demings go 13 (Encourage Education and Self-Improvement) and 14 (Take sue) are the two that I gamble the most respectable attributes in operations managers and averageal managers, alike. I have seen first-hand what sort of morale detriment can occur when self-improvement and education are not fostered in top-performers. For example, employee John Smith decides he wants to observe his Project Management Professional PMP certification. His company has a training cipher that allows for such training, but Smiths manager cannot rationalize the need for the certification, based on Smiths current duties. Smith whence decides to take vacation time and pay out of pocket to fall upon this certification, nearly $2000 of his own money spent on professional development. some(prenominal) months later, Smiths company is awarded a substantial Earned think of (EV) contract from the DoD, in which a requirement was that there needed to be a certified PMP on the project team. Smiths manager lacked the foresight to see the benefit of such a certification, and to this day, Smith has not been formally reimbursed for what ultimately led to the acquisition of a multi-million dollar contract. gratis(p) to say, Smiths regard for that manager severely diminished. Ta king natural process stood out to me as well, because I have seen what cost-plus contracts can do to a company. The chaos is cash mindset that melds into the minds of managers whose incumbencies are those contracts can be sickening.I once witnessed a company with a directorate that was so focused on this mind-set that deliveries were constantly late or with error, and it was considered the norm to have such things occur. DoD contractors are normally evaluated by the contractor Performance Assessment Reporting System (CPARS), and this company was consistently in the unsatisfactory rating. With a new directorate and management, this company was able to come up that rating system two levels for the first time in over a decade. I attribute this to those whom replaced the previous directorate and managements Take Action attitude in correcting that horrific cost-plus mindset.3) Explain how service quality is measured. Specifically, discuss how you may have experienced each of the five SERVQUAL dimensions as a consumer of services. Service quality is consistently meeting or exceptional(a) customer expectations (external focus) and service-delivery system performance criteria (internal focus) during all service encounters Collier & Evans, 2013). The 10 dimensions of SERVQUAL are as followsSERVQUAL DimensionsReliabilityResponsivenessCompetence entryCourtesyCommunicationCredibilitySecurityUnderstanding/knowing the customertangiblesIn regards to reliability, I have had amazing reliability with MESA/ trip the light fantastic toe guitar amplifiers. My MESA amp has lasted over 10 years with no issues. In regards to competence, USAAs customer service and knowledge of their own products/services continues to regulate me every time I speak to them over the phone. I would also attribute the courtesy, responsiveness, and communication dimensions to USAA, as well. Their representatives are always well spoken, pleasant, and inspire to return inquiries.With understanding/k nowing the customer, I would say Pacific timbre is high on my list. We at Pacific Caliber can grapple the true, earned-value potential in the candidates we place with our clients, because we have been subject matter experts in those fields already. Much of this has to do with military affiliations and core values, as well. admittance would go to Cotixans Mexican Restaurant. They have amazing food, 24/7, and are conterminous to my home. Security would go to Lockheed Martins private flight-test facilities, that is all I can comment on that.ReferencesCollier, D., & Evans, J. (2013). OM4 (4th ed., Student ed.). Mason, Ohio South-Western Cengage Learning.