According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

1. Interaction. The interactions learners have with each other build interpersonal skills, such as listening, politely interrupting, expressing ideas, raising questions, disagreeing, paraphrasing, negotiating, and asking for help. 2. Interdependence. Learners must depend on one another to accomplish a common objective. Each group member has specific tasks to complete, and successful completion of each member’s tasks results in attaining the overall group objective.

将“Cooperative Learning”融入课堂——浅谈英语素质教育

Matrix Factorization Techniques for Recommender Systems

Information systems in supply chain integration and management

Supply chain management (SCM) has been considered as the most popular operations strategy for improving organizational competitiveness in the twenty-first century. In the early 1990s, agile manufacturing (AM) gained momentum and received due attention from both researchers and practitioners. In the mid-1990s, SCM began to attract interest. Both AM and SCM appear to differ in philosophical emphasis, but each complements the other in objectives for improving organizational competitiveness. For example, AM relies more on strategic alliances/partnerships (virtual enterprise environment) to achieve speed and flexibility. But the issues of cost and the integration of suppliers and customers have not been given due consideration in AM. By contrast, cost is given a great deal of attention in SCM, which focuses on the integration of suppliers and customers to achieve an integrated value chain with the help of information technologies and systems. Considering the significance of both AM and SCM for firms to improve their performance, an attempt has been made in this paper to analyze both AM and SCM with the objective of developing a framework for responsive supply chain (RSC). We compare their characteristics and objectives, review the selected literature, and analyze some case experiences on AM and SCM, and develop an integrated framework for a RSC. The proposed framework can be employed as a competitive strategy in a networked economy in which customized products/services are produced with virtual organizations and exchanged using e-commerce.

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Responsive supply chain : A competitive strategy in a networked economy

In the last decade, we have witnessed companies investing in financially and laboriously expensive enterprise information technologies (EITs) that unify the internal and external supply chains for the purpose of gaining strategic advantages. As performance metrics data resulting from such investments are beginning to emerge, both practitioners and researchers are taking a critical look at whether these systems indeed produced the benefits proclaimed by their proponents at the pre‐implementation stages. In this context, the well‐managed appraisal, design, operation, and auditing of EITs within the ambit of organizational goals become significant. Provides a conceptual discussion on: a framework outlining a recommended decision process; a categorization of factors that must be considered during the process; and a summary of techniques and tools for the evaluation of those factors.

Factors for strategic evaluation of enterprise information technologies

Hub location at Digital Equipment Corporation: A comprehensive analysis of qualitative and quantitative factors

Case study: Managing large-scale global enterprise resource planning systems: a case study at Texas Instruments

https://isiarticles.com/bundles/Article/pre/pdf/47194.pdf

Using information-systems constructs to study online- and telephone-banking technologies

Despite the possibility of short-term financial losses and concerns by executive management of potential failure, enterprise information technologies (EITs) are being implemented by a growing number of Fortune 100 and midsize corporations in the hope of acquiring long-term benefits. EITs, expensive and risky information technology assets, must be evaluated on the basis of both their productivity gains and their support for corporate reengineering through integration of business processes. In this paper, we propose a two-stage methodology (involving a combination of the analytical network process and integer programming) to conduct a high-level evaluation of an interdependent set of tangible, intangible, strategic and operational factors that should be considered in EIT evaluation. We perform sensitivity analyses and conduct tests with real-world data to show the robustness of our methodology and the resulting managerial implications.

Rangaraja P. Sundarraj

Papers

Factors for strategic evaluation of enterprise information technologies

Hub location at Digital Equipment Corporation: A comprehensive analysis of qualitative and quantitative factors

Case study: Managing large-scale global enterprise resource planning systems: a case study at Texas Instruments

Using information-systems constructs to study online- and telephone-banking technologies

Evaluation of enterprise information technologies: a decision model for high-level consideration of strategic and operational issues