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Operational
30問 • 5ヶ月前
  • ユーザ名非公開
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    問題一覧

  • 1

    a set of methods that produce and deliver products and services in pursuit of specific goals - are heartbeat of every kind of organization.

    Operations

  • 2

    is the process of planning, organizing and controlling people and resources to achieve a goal.

    Management

  • 3

    is the development, execution, and maintenance of effective processes related to activities done over and over, or to one-time major projects, to achieve specific goals of the organization

    Operations Management

  • 4

    ensures that organizations minimize waste and optimize output and resource use for the benefit of customers as well as everyone else or the stakeholders.

    Operations Management

  • 5

    is concerned with the cost-effective operation and allocation of resources, including people, equipment, materials, and inventory to earn more and maximize your return of investment

    Operations Management

  • 6

    in tourism and hospitality refers to the work done in the different field of tourism & hospitality industry.

    operations management

  • 7

    Five tourism sectors

    accommodation, food and beverage, recreation and entertainment, travel services, transportation

  • 8

    is tasked with ensuring that the organization successfully converts inputs such as materials, labors, and technology into outputs in an efficient manner.

    Operation Manager

  • 9

    oversee operational activities at every level of an organization.

    operation manager

  • 10

    it includes hiring and training employees and managing quality assurance program.

    operation manager

  • 11

    - it also strategizes process improvements to ensure everyone completes their tasks on schedule.

    Operation Manager

  • 12

    The “Father of the Modern Management Theory”

    HENRIFAYOL

  • 13

    Functions of operations management

    planning, organizing, staffing, directing, coordinating, controlling functions.

  • 14

    refers to “deciding in advance what to do, how to do, when to do and who is going to do it. It bridges the gap between where one stands today and where one wants to reach.

    planning functions

  • 15

    After setting up of plans, the next is to organize the activities and establishing an organization structure to execute the plan. Setting up organizational structure means deciding the framework of working how many units and sub – units or departments are needed, how many posts or designations are needed in each department, how to distribute the authority and responsibility among different people. Once these decisions are taken an organizational structure gets set up.

    organizing functions

  • 16

    refers to recruiting, selecting, appointing the employees, assigning them duties, maintaining cordial relations and taking care of grievances of employees. It also includes training and developing the employees, deciding their remuneration, promotion, increments, etc., evaluating the performance, maintaining

    staffing functions

  • 17

    Once the employees are appointed there is a need to instruct them and get the work done. It refers to giving directions or instructions to employees by motivating them, supervising the activities of employees, communicating with them. Managers act as leaders and guide them to right direction, so directing function includes, supervising, motivating, communicating and leadership.

    directing functions

  • 18

    Managers ensures that all the different activities and departments within the organization are working together harmoniously towards common goals. It involves integrating efforts and minimizing duplication or conflicts

    coordinating functions

  • 19

    Managers try to match the actual performance with the planned performance and if there is no match between both then the managers try to find out the reasons of deviation and suggest corrective measures to come on the path of plan. It functions refer to all the performance measurements and follow up actions that keep the actual performance on the path of plan.

    controlling functions

  • 20

    Principles of operations management

    reality, organization, fundamentals,accountability, variation, causality, managed passion, humility, success, change.

  • 21

    Operations management should not focus on tools and techniques because no tool can present a universal solution. Instead, it should focus on the problem.

    reality

  • 22

    Manufacturing processes are interconnected. These processes must be organized into a coherent whole. Every element within these processes should be predictable and consistent to achieve a similar outcome in profits.

    organization

  • 23

    Eighty percent (80%) of success is from strict adherence to the fundamentals by maintaining records and disciplines. Only twenty percent (20%) is from applying new techniques/technology to processes.

    fundamentals

  • 24

    Workers should be held accountable. There should be rules and metrics that define the responsibilities of the employees. Also, the managers should regularly check if goals are met, and workers are carrying out their duties as they should.

    accountability

  • 25

    e existence of various processes, should be encouraged. It has the potential to be a great source of creativity if properly controlled.

    variation

  • 26

    Problems are only effects of underlying causes. Get to the root cause and fix it. If not, the problems will appear again.

    causality

  • 27

    for the job can drive company growth. Watch out for passion in employees. It can be instilled by the operations manager if it is not coming naturally.

    managed passion

  • 28

    Managers should acknowledge their limitations and get help when needed instead of carrying out costly trial-and-error processes.

    humility

  • 29

    The market is ever-changing, and what is considered success will also change over time. Revise your processes regularly and ensure that your results fit into the market standard of success in that period.

    success

  • 30

    There will always be new solutions, techniques, technologies, etc. Do not stick to your old ways of doing things. Embrace the changes as they come and incorporate them effectively into your operations

    change

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    問題一覧

  • 1

    a set of methods that produce and deliver products and services in pursuit of specific goals - are heartbeat of every kind of organization.

    Operations

  • 2

    is the process of planning, organizing and controlling people and resources to achieve a goal.

    Management

  • 3

    is the development, execution, and maintenance of effective processes related to activities done over and over, or to one-time major projects, to achieve specific goals of the organization

    Operations Management

  • 4

    ensures that organizations minimize waste and optimize output and resource use for the benefit of customers as well as everyone else or the stakeholders.

    Operations Management

  • 5

    is concerned with the cost-effective operation and allocation of resources, including people, equipment, materials, and inventory to earn more and maximize your return of investment

    Operations Management

  • 6

    in tourism and hospitality refers to the work done in the different field of tourism & hospitality industry.

    operations management

  • 7

    Five tourism sectors

    accommodation, food and beverage, recreation and entertainment, travel services, transportation

  • 8

    is tasked with ensuring that the organization successfully converts inputs such as materials, labors, and technology into outputs in an efficient manner.

    Operation Manager

  • 9

    oversee operational activities at every level of an organization.

    operation manager

  • 10

    it includes hiring and training employees and managing quality assurance program.

    operation manager

  • 11

    - it also strategizes process improvements to ensure everyone completes their tasks on schedule.

    Operation Manager

  • 12

    The “Father of the Modern Management Theory”

    HENRIFAYOL

  • 13

    Functions of operations management

    planning, organizing, staffing, directing, coordinating, controlling functions.

  • 14

    refers to “deciding in advance what to do, how to do, when to do and who is going to do it. It bridges the gap between where one stands today and where one wants to reach.

    planning functions

  • 15

    After setting up of plans, the next is to organize the activities and establishing an organization structure to execute the plan. Setting up organizational structure means deciding the framework of working how many units and sub – units or departments are needed, how many posts or designations are needed in each department, how to distribute the authority and responsibility among different people. Once these decisions are taken an organizational structure gets set up.

    organizing functions

  • 16

    refers to recruiting, selecting, appointing the employees, assigning them duties, maintaining cordial relations and taking care of grievances of employees. It also includes training and developing the employees, deciding their remuneration, promotion, increments, etc., evaluating the performance, maintaining

    staffing functions

  • 17

    Once the employees are appointed there is a need to instruct them and get the work done. It refers to giving directions or instructions to employees by motivating them, supervising the activities of employees, communicating with them. Managers act as leaders and guide them to right direction, so directing function includes, supervising, motivating, communicating and leadership.

    directing functions

  • 18

    Managers ensures that all the different activities and departments within the organization are working together harmoniously towards common goals. It involves integrating efforts and minimizing duplication or conflicts

    coordinating functions

  • 19

    Managers try to match the actual performance with the planned performance and if there is no match between both then the managers try to find out the reasons of deviation and suggest corrective measures to come on the path of plan. It functions refer to all the performance measurements and follow up actions that keep the actual performance on the path of plan.

    controlling functions

  • 20

    Principles of operations management

    reality, organization, fundamentals,accountability, variation, causality, managed passion, humility, success, change.

  • 21

    Operations management should not focus on tools and techniques because no tool can present a universal solution. Instead, it should focus on the problem.

    reality

  • 22

    Manufacturing processes are interconnected. These processes must be organized into a coherent whole. Every element within these processes should be predictable and consistent to achieve a similar outcome in profits.

    organization

  • 23

    Eighty percent (80%) of success is from strict adherence to the fundamentals by maintaining records and disciplines. Only twenty percent (20%) is from applying new techniques/technology to processes.

    fundamentals

  • 24

    Workers should be held accountable. There should be rules and metrics that define the responsibilities of the employees. Also, the managers should regularly check if goals are met, and workers are carrying out their duties as they should.

    accountability

  • 25

    e existence of various processes, should be encouraged. It has the potential to be a great source of creativity if properly controlled.

    variation

  • 26

    Problems are only effects of underlying causes. Get to the root cause and fix it. If not, the problems will appear again.

    causality

  • 27

    for the job can drive company growth. Watch out for passion in employees. It can be instilled by the operations manager if it is not coming naturally.

    managed passion

  • 28

    Managers should acknowledge their limitations and get help when needed instead of carrying out costly trial-and-error processes.

    humility

  • 29

    The market is ever-changing, and what is considered success will also change over time. Revise your processes regularly and ensure that your results fit into the market standard of success in that period.

    success

  • 30

    There will always be new solutions, techniques, technologies, etc. Do not stick to your old ways of doing things. Embrace the changes as they come and incorporate them effectively into your operations

    change