05 September 2003
20 August 2009
In recent years, with industry changes and fierce competition in the international market, and many enterprises in order to enhance their competitiveness, reduce costs and risk, have adopted various strategies and improvement of production activities, outsourcing is often one of the strategies used. However, outsourcing has its risks and shortcomings, and mainly in the outsourcing relationship management to minimize these deficiencies, outsourcing benefits to the greatest play. And good relationship management, to ensure that the contract called for quality products, if problems can be found and for the improvement of rapid response. Outsourcing operation mechanism of the organization members and organizational communication link will be good or bad, what means of communication where organizations do a good communication? In this paper, to investigate the case by the actual communication with the outsourcing strategy of the Organization for the impact of organizational goals. In this study, a polarized version of the manufacturer as an example, the customer response to quality problems, problems by analyzing causes and find out the internal management mechanism and organization of the problem arising from the consultation mechanism to identify its organizational communication problems. Stressed as a result of the longitudinal structure function of information communication, and business structure to emphasize the horizontal flow of information, quality assurance is therefore proposed to replace the matrix organization structure as a boundary intermediary role of the contact person, you can put these two information flows At the same time, the realization of the enterprise. Because of the obstacles facing enterprises as a message to communicate time-sensitive and difficult to grasp the feelings of the limitations of communication, it is proposed to import information bulletin recommendations, resource sharing and document management to communicate its impact on organizations to increase opportunities for communication, information and equal power to foster active communication attitude, work to enhance coordination and cooperation, environmental protection will help to increase the breadth of content of communication to reduce communication processes and reduce the frequency of communication and the provision of repeat members strong logistical support.
30 June 2008
By means of collecting the outsourcing experiences of different companies for example, the main topic of the study is to discuss the relationship among outsourcing management (Commitment-Based, Productivity-Based, Complained-Based and Collaborative-Based ) and outsourcing performance and the confounding effect of outsourcing job value and uniqueness on the relationships among the above variables. We hope that the findings of this study can be of the references for the companies to implement the outsourcing. The questionnaire survey was adopted for the study. The samples were collected through the staff of different companies who manage the outsourcing projects for the companies. There were 220 questionnaires totally being released, 101 questionnaires were returned and 76 of them were valid samples. Through statistics analysis, the main results of the study are¡G 1. The Complained-Based and Productivity-Based are the most common ways for the companies to adopt in outsourcing management, and the Commitment-Based is the least way to be adopted to manage outsourcing, especially in the financial banking industry, we got such kind of findings. As for the outsourcing performance, almost all the companies we surveyed are satisfied with it and with no significant difference among different companies. And the different industries affect the value and uniqueness of outsourcing job, particularly, the value of outsourcing job of financial banking industry is higher than other industries. 2. The Collaborative-Based outsourcing management has positively correlations not only with outsourcing effectiveness but also with the overall outsourcing performance and affectes them in a positive way. At the same time, the collaborative-based management also affects outsourcing efficiency. And we also found that the Commitment-Based outsourcing management affects the outsourcing efficiency and the overall outsourcing performance in a negative way. 3. The value of outsourcing job has positive confounding effect on the relationship between the Collaborative-Based outsourcing management and the outsourcing efficiency. We found that as for the high value of outsourcing jobs, the companies that adopted more Collaborative-Based management resulted in more efficient outsourcing outcome. Key Words¡GOutsourcing, Outsourcing Management, Outsourcing Performance, Value, Uniqueness
29 July 2001
Abstract Outsourcing is regarded as a strategy for decreasing the transaction- cost by many Taiwan hospitals; therefore, this research focused on developing the Outsourcing Management configuration. From the aspects of resource-based theory and transaction-cost theory, this research selected a public medical center in southern Taiwan as its study case and probed into Outsourcing Management structure by examining the current condition. Two study stages are included; first of all, built up the initial research framework by discussing related literature. Through continuous investigation of this case, Researcher gathered qualitative data analysis, concluded with some revision of Outsourcing Management Architecture for hospitals. The second stage discussed among variables; ¡§resources¡¨, ¡§Outsourcing Management¡¨ and ¡§performance of outsourcing¡¨. 295 questionnaires were distributed to all research samples, including local hospitals and medical centers as teaching hospitals, also local hospitals governed by Health Insurance Bureaus in Tainan and Kaohsiung-Pintung. Main research states as followed¡G 1.There¡¦s no difference from the degrees of hospitals and quantity of sickbeds to resources that hospitals obtained. 2.The organizational capability of private hospitals is obviously higher than public hospitals. 3.There¡¦s positive relationship within factors between resource attribute and Outsourcing performance. 4.There¡¦s connection in factors between resource attribute and Outsourcing management. 5.There¡¦s connection between and Outsourcing management and Outsourcing performance. Concluded from the foregoing results, this research suggests hospitals to strengthen personal capacity, organizing ability and followed up by supervision concerning the process, using punishment for command, building up trust to business in partnership and rational information gathering to Outsourcing Management, will present better performance. Key Words¡GResource-based ¡B Transaction-cost¡B Resources Outsourcing Management¡B Performance of outsourcing
30 July 2002
How to promote the competitive potential of business is the most important target presently. Being the new competitive era has come; the traditional human resource management model can¡¦t meet the new challenge in 21 century. The human resource management system in business has faced the new evolution for this new age. Under such a complex competitive environment, the competitive power of business depends on the proper utility of the human resource management type. ¡§Keeping the core specialty, leaving behind the others¡¨ was regarded as the strategy of business to keep profit base. Outsourcing system is regarded as the way to meet the strategic target, cost reduction, customer satisfied improvement, and other performance improvement. Being more flexible for company running, and the managers can concentrate themselves on the core specialty ability. However it can¡¦t be denied that outsourcing system exhibit some risks and some problems. It takes so much attention not only to create the largest profit for customer as well as to guarantee the abidance of contract regulation but also to promote the performance quality. The problem from the mechanism of outsourcing management will be induced when there are communication difficulty between company and outsourcer. The subject of this study is the Chunghwa Telecom Co., Ltd. The outsourcing was regarded as the strategic tool to promote the competitive potential. The key issue that outsourcer performed the management mechanism. Such as the management of contract type, the management of monitoring all the procedure, the management of evaluation to the efficiency, was also studied. In order to run this outsourcing system well, the human resource management in outsourcer was also researched. The analysis of the data revealed the following main conclusions: 1. Most interviewees agreed that the major reason for outsourcing system is the strategic target. The secondary reason was reducing and controlling the cost. The most important factor which are considered is promoting the competitive potential for this company. The outsourcing will not last for a long time by only considering this one factor of cost. 2.Some problems could be induced by the vicious competition between other outsourcing companies and could make the bad influence to the company, such as jerry-build in the pipe construction. The deficiency of professional knowledge of monitoring human resource was the most important factors for the success of outsourcing system in this company. The human resource with engineering management knowledge should be trained and educated for last term to get enough professional ability to execute the engineering efficiently. 3.More than 50% interviewees in this company agreed that the general task should be kept to ensure the working right for personnel in this company. The most personnel had the opposite attitude for ¡§the importance of outsourcing system for the personal service is increasing day by day¡¨. However, facing the privatization era, the manager should realize how to improve proper human resource utility and arrangement in organ structure. And how to promote the producing power of internal personnel instead of the outsourcing system and push the internal personnel to retire. 4. The quality of the telecommunication is the most important factor that affected the customer right. As known by internal personnel and the customers¡¦ view of piping problem is owing to that pipe always damaged by the digging engineering. It came from that working units are too negligent to check scene and to confirm the location in map. 5. As with the human resource management of outsourcing system, we focus on not only the requirements of engineering quality but also the health and safety of labors and the control management of environments, especially the noise and air pollution. By the result of this study, some suggestions are proposed. To construct more effective outsourcing management mechanism under the abidance of the ¡§regulation of government purchase.¡¨ The contract activation mechanism should be performed to maintain the cooperative relationship with outsourcers in long term.
Outsourcing tiskových služeb a řízení ICT služby / Outsourcing of Print Services and Management of ICT ServicesKollár, Martin January 2011 (has links)
In my thesis, I will focus on outsourcing the way it may be applied from global perspective. I will precisely define specific types of outsourcing, it`s versatility and summarize current trends in outsourcing business. Besides outsourcing, focus has also been put on managed service known as managed ICT services. Looking into these, particular interest is given to outsourcing of printing services and managed desktop services. As a result, deep dive into current situation of a concrete company was done, listing analysis of actual printing devices and desktop devices, ending with closing summary recommending the best way to implement new solution and smart ways of financing.
A Client-Vendor Relationship Perspective of Cultural Differences on Cross-Border Information Technology OutsourcingBosire, John Kennedy 01 January 2015 (has links)
Cross-border information technology (IT) outsourcing continues to rise due to the demand for business process outsourcing. Issues such as miscommunication and management problems have emerged because of cross-cultural disparities between clients and vendors across national borders. The theoretical framework of this study was based on the organizational culture model studies of Meek, Spradley, Smith, and Draft for examining and understanding complex organizational practices. The purpose of this mixed-methods explanatory sequential case study was to qualitatively identify and quantitatively determine the management approaches that are effective in managing cross-cultural differences and the constitution of the elements of global adjustment, motivation, mindset, and communication patterns involving outsourcing business leaders in the United States. Ten IT leaders participated in-depth face-to-face interviews, while 120 IT outsourced service providers from the United Kingdom, Canada, Singapore, and India completed the survey. Pearson's correlation analysis was performed on quantitative survey data. Qualitative data from interviews were organized, coded, and the results generated 6 themes. The themes included no management issues in the current processes, a lack of formal management approaches to resolve cross-cultural issues, an intent to provide a strong management partnership platform, and a positive relationship between approaches. Quantitative results showed that formal management approaches positively correlated with global adjustment, motivation, mindset, and communication pattern. Results could be socially significant to IT business leaders, as these results will equip them with knowledge of effective practices and management approaches to address cultural diversity issues, programs, and policies in the industry.
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