No description available.

The concept of student as customer and marrying the concept of treating the student as a customer whilst delivering tertiary education which is both effective and rigorous is an issue which is currently being strongly debated.The objective of this thesis is to consider the student as a principle customer in the delivery of a particular brand of knowledge product, and the level of customer satisfaction they receive relative to the knowledge brand of their choice. Brand refers to the name and reputation of the knowledge provider, Auckland University of Technology, and the level and type of qualification achieved, the MBA degree.The marketing function promotes the brand. The day-to-day management of the process of learning is performed through operations. Thus, in providing tertiary education, how is the brand and the desired objectives of customer satisfaction promoted with the brand, balanced with organisational competencies when applied to the AUT MBA learning process.A triangulation approach has been applied in conducting both qualitative and quantitative research involving MBA students, lecturers and management staff at AUT in order to ascertain whether marketing promises were met. Key findings were that the perception of the quality of the MBA programme showed a statistically significant difference between satisfaction levels of graduate MBA students and undergraduate MBA students in the areas of flexibility, student orientation and support provided with applications and enrolment. Furthermore, the collective responses for both groups of students for all questions showed that although both groups of students appeared to demonstrate a general level of satisfaction with the MBA course, there was a general movement away from strong agreement for graduate students towards strong disagreement for undergraduate students. The results were analysed and recommendations made to enhance the marketing, management, delivery and assessment of the AUT MBA programme.

Thesis (Ph. D.)--Texas A&M University, 2004. / "Major Subject: Information and Operations Management" Title from author supplied metadata (automated record created on Feb. 17, 2005.) Vita. Abstract. Includes bibliographical references.

Thesis (Ph. D.)--Texas A&M University, 2004. / "Major Subject: Information and Operations Management" Title from author supplied metadata (automated record created on Feb. 17, 2005.) Vita. Abstract. Includes bibliographical references.

"Major Subject: Information and Operations Management" Title from author supplied metadata (automated record created 2010-03-12 12:08:51). Includes bibliographical references.

Designed and implemented as a partnership between GM and the UAW, Saturn breaks new ground in firm governance,management and industrial relations. Through detailed study of Saturn?s partnership arrangements we have found that thelocal management and union leaders have not only implementedthe contractual joint governance institutions which involvelabor in business strategy, product development, supplier andretailer selection, and manufacturing policy, but have also created a system of co-management which gives hundreds ofjointly selected unionoperations management.1members theIn order toresponsibilities ofunderstand the impact ofthe involvement of union members as management, we analyzedthe relationship between the behaviors of both representedand non-represented middle managers, the dynanics of theirindividual union-management partnership relations,differences in their patterns of communication andcoordination, and Saturn?s quality performance. We alsoexamined each partner?s use of time to explore the balancingof social and economic tasks between represented and nonrepresentedpartners. These data were combined with analysesof the tensions within the union between its traditional rolein membership representation, and its new role in managementand governance. Finally, we raise questions regarding thelearning from and diffusion of Saturn to the rest of the GMand the UAW organizations. / The Impact of Co-Management and Joint Governance on Firm and Local Union Performance / Funds for this researchwere provided by the AlfredP.SloanFoundation,the MIT InternationalMotorVehicleResearchProgram,the MIT Leadersfor ManufacturingProgram,and the NationalscienceFoundation..

No description available.

No / Significant work has been completed in arriving at what have been put forward as `best practices' for a variety of facets of production/operations management (POM). Organizations are becoming global in their operations. In this environment, there is a desire to learn from this 'proven' best practice and to use the generic ideas, concepts and techniques 'world-wide'. However, it is becoming apparent from a range of fragmented evidence that 'best practices' developed and successful in one context are not necessarily directly transferable to a comparable alternative. More detailed examination suggests that national culture has a significant role to play in determining the precise nature of a best practice in POM, and how universal it might be in its application. This paper examines structures within which to view facets of POM in order to identify one that will facilitate exploration of cultural issues. There follows an identification of what might be considered to be an appropriate range of cultural dimensions along which POM best practices may be considered. A review of the evidence from the literature of cultural impacts on aspects of POM is presented. This is used to support the development of a generic framework to examine this interface more comprehensively.

International Telemetering Conference Proceedings / October 30-November 02, 1995 / Riviera Hotel, Las Vegas, Nevada / The Extreme Ultraviolet Explorer (EUVE) Science Operations Center at UC Berkeley was recently successful in implementing an automated monitoring system that allowed reduced operations staffing from 24 hours per day to 9 hours per day. The payload safety is monitored exclusively by artificial intelligence (AI) telemetry-processing systems for 16 hours per day. At launch, the EUVE Science Operations Center was staffed and operated as a typical satellite control center, receiving real-time and tape recorder data 24 hours per day. From September 1993 through February 1995, EUVE science operations were redesigned in a phased, low-cost approach. A key factor in the implementation was to utilize existing personnel in new roles through additional training and reorganization. Through- out this period, EUVE guest observers and science data collection were unaffected by the transition in science operations. This paper describes the original and actual implementation plan, staffing phases, and cost savings for this project. We present the lessons learned in the successful transition from three-shift to one-shift operations.

Airport performance is highly depended on effective retail management and management of airport concession. This thesis is tend to find the answer for two research questions developed, with a purpose to offer optimization of the dependency in a most convenient way:   What are the factors influencing successful retail operations in airports? and How to increase profit maximization and customers satisfaction through effective concession management?   The purpose of these research questions is to discover what is retail management in airport business sector. How airport operations management planning, implementing and evaluating their strategic decisions to generate revenues. More specifically, the purpose is focused on customers satisfaction and profit maximization approaches discovering airports. What is a correlation between attributes affecting airport revenue generation and operations management approaches, applied in different cases, when building relations with concessionaires. After conducting the survey with thirty international airports around the world, the importance of each attribute creating direct impact on customer satisfaction was measured and evaluated. The correlation between airport concession management types and the profit maximization was also identified and discussed. The research also became a starting point to investigate more factors influencing retail operations in airports.