scholarly journals ОСОБЛИВОСТІ ЗАСТОСУВАННЯ РЕІНЖИНІРИНГУ БІЗНЕС-ПРОЦЕСІВ НА ВІТЧИЗНЯНИХ ПІДПРИЄМСТВАХ

2020 ◽  
Vol 1 (3) ◽  
pp. 63-70
Author(s):  
Мельник А.О. ◽  
Соловйова Т. М.
Keyword(s):  
Ford Motor Company ◽  
General Motors ◽  
Mutual Benefit ◽  
British Telecom

У даній статті розглядається реінжиніринг бізнес-процесів, як один із методів інноваційного розвитку підприємств. Сьогодні реінжиніринг бізнес-процесів інтенсивно впроваджують та застосовують у багатьох вітчизняних підприємствах, з метою підвищення ефективності ведення підприємницької діяльності та формування конкурентоспроможного підприємства у сучасних ринкових умовах. Проаналізовано різноманітні трактування вітчизняними та іноземними науковцями сутності категорії «реінжиніринг бізнес-процесів» та описано еволюцію даного поняття. Досліджено дотичне поняття “реструктуризація підприємства”, яке є важливим для даного дослідження, оскільки являє собою принципову зміну всіх видів діяльності на підприємстві. Окреслено передумови, які слугують для втілення реінжинірингу бізнес процесів до інноваційної діяльності підприємств. Охарактеризовано процес розробки аргументів, котрий надає додаткові переваги підприємству, з метою переконання співробітників для застосування реінжинірингу. Виокремлено перелік проблем, з якими стикаються компанії у процесі своєї діяльності, та котрі може вирішити реінжиніринг бізнес процесів. Визначено основні переваги та недоліки від впровадження реінжинірингу бізнес-процесів на підприємствах. Надано перелік відомих світових компаній, такі як: Tech Mahindra, General Motors Corporation, Dell, Ford Motor Company, British Telecom та інші компанії, які застосовували реінжиніринг як інструмент для управління своїми бізнес-процесами, та котрий позитивно вплинув на ефективність функціонування даних підприємств. Наведено наочний приклад застосування реінжинірингу бізнес-процесів в діяльності американської страхової компанії Mutual Benefit Insurance, котрий ефективно позначився на діяльності даної компанії. Реінжиніринг бізнес процесів розглядається як система корінних перетворень бізнес-процесів на підприємстві, котрі сприяють виходу підприємств з кризової ситуації, та прискоренню адаптації даного підприємства до сучасних ринкових умов, а також його фінансового оздоровлення та системного оновлення.

Workers, Management, and the Right to Smoke during World War II

2016 ◽  
Author(s):  
Gregory Wood
Keyword(s):  
Popular Culture ◽  
World War Ii ◽  
Significant Role ◽  
Military Service ◽  
American Culture ◽  
Ford Motor Company ◽  
General Motors ◽  
World War ◽  
The Right ◽  
Historical Moment

This chapter explains that World War II was a major historical moment when cigarettes became respectable in American culture and soon became permissible in the industrial workplace. Wartime popular culture connected smoking to military service and support for soldiers' sacrifices, making the cigarette an acceptable and respectable symbol of patriotic expression. At the same time, workers pressed employers for the right to smoke on the job, and smoking disputes played a significant role in several strikes in the automobile-turned-defense plants of Michigan. By 1950, many major employers such as General Motors and the Ford Motor Company had rescinded their bans on smoking.

James D. Mooney and General Motors' Multinational Operations, 1922–1940

2013 ◽  
Vol 87 (3) ◽  
pp. 515-543 ◽  
Author(s):  
Daniel A. Wren
Keyword(s):  
World War Ii ◽  
Multinational Enterprise ◽  
Ford Motor Company ◽  
General Motors ◽  
World War ◽  
Vertical Coordination ◽  
Unpublished Paper ◽  
Organizational Hierarchy ◽  
Assembly Plants ◽  
First Mover

This article traces the emergence of the General Motors Corporation as a multinational enterprise under the leadership of James D. Mooney from 1922 to the outbreak of World War II. Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort. Economic depression and the prelude to World War II followed the expansionary 1920s, requiring GM and Ford to adjust to a changing environment. The article also covers Mooney's naïve attempts to use business for diplomacy in the years leading up to the war.

scholarly journals Entrepreneurship In U.S. Auto Industry: Ford Stays Ahead

2011 ◽  
Vol 7 (1) ◽  
Author(s):  
Wali I. Mondal
Keyword(s):  
Great Recession ◽  
Five Factor Model ◽  
New Technology ◽  
Auto Industry ◽  
Ford Motor Company ◽  
General Motors ◽  
The Great Recession ◽  
Five Factors ◽  
New Good ◽  
The U.S

The big three U.S. auto manufacturers namely General Motors, Ford and Chrysler play an important role in the U.S. economy. The total direct and indirect employment by these manufacturers account for over 3 million jobs. Combined total sales before the onset of the recession of 2007-09, known as the “Great Recession” was $412 Billion. More than the employment and income effect, the auto companies with their manufacturing plants, dealership and service organizations dominate the American landscape. The big three auto makers performed well by conventional measurement of their revenues until the Great Recession hit in 2007. The purpose of this paper is to analyze how the revenues of General Motors and Chrysler plunged so deep as to force them file bankruptcy and seek government help in the form of Troubled Assets Relief Program (TARP), and how Ford avoided it with a background of entrepreneurship that dates back to its founder, Henry Ford. Through his pioneering work, Schumpeter analyzed entrepreneurship using the production function approach and identified five factors which an entrepreneur uses for innovation and for changing the existing way of doing business. Schumpeter termed this process as “creative destruction”.  These five factors are: introduction of a new good; adoption of new inputs to produce a new good or the previously produced good; introduction of new technology; opening of a new market; and creating a new economic organization. The paper uses the five factor model of Schumpeter to analyze entrepreneurship in the U.S. auto industry and demonstrates that the tradition of innovation through new technology and new sources of supply was woven into the corporate structure of Ford Motor Company since it went public in 1956. The analysis shows that while Ford continued in the path of entrepreneurship, its American rivals failed to capture the deep implication of several significant turn of events including the gas crunch of 1979. This allowed Ford to stabilize its base, increase its market share and earn profit in the height of the Great Recession.

scholarly journals The Labor Agreements Between UAW And The Big Three Automakers-Good Economics Or Bad Economics?

2011 ◽  
Vol 7 (1) ◽  
Author(s):  
John J. Lucas ◽  
Jonathan M. Furdek
Keyword(s):  
Wage Structure ◽  
Global Market ◽  
Ford Motor Company ◽  
General Motors ◽  
Defined Contribution ◽  
Font Size ◽  
Defined Contribution Plans ◽  
Labor Agreement ◽  
Hourly Workers ◽  
New Hires

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">On October 10, 2007, the UAW membership ratified a landmark, 456-page labor agreement with General Motors.<span style="mso-spacerun: yes;">&nbsp; </span>Following pattern bargaining, the UAW also reached agreement with Chrysler LLC and then Ford Motor Company.<span style="mso-spacerun: yes;">&nbsp; </span>This paper will examine the major provisions of these groundbreaking labor agreements, including the creation of the Voluntary Employee Beneficiary Association (VEBA), the establishment of a two tier wage structure for newly hired workers, the job security provisions, the new wage package for hourly workers, and the shift to defined contribution plans for new hires.<span style="mso-spacerun: yes;">&nbsp; </span>The paper will also provide an economic analysis of these labor agreements to consider both if the &ldquo;Big Three&rdquo; automakers can remain competitive in the global market and what will be their impact on the UAW and its membership.</span></span><span style="font-size: 10pt;"></span></p>

scholarly journals Did The Labor Contracts Between The UAW And The Big Three Automakers Work?

2010 ◽  
Vol 3 (1) ◽  
pp. 9-14
Author(s):  
John J. Lucas ◽  
Jonathan M. Furdek
Keyword(s):  
United States ◽  
Global Economy ◽  
The United States ◽  
Global Market ◽  
Ford Motor Company ◽  
General Motors ◽  
Labor Contracts

In the Fall 2007, there were landmark labor contracts agreed upon between the United Autoworkers (UAW) and the Big Three Automakers—General Motors, Ford Motor Company, and Chrysler LLC.  The impetus for these truly historic labor agreements was to afford the automakers to remain competitive in the global market while labor was to be protected.  Since the passage of these labor contracts, auto sales have continually declined to record lows due to the recession in the United States.  This paper will trace the major contractual provisions of these labor agreements and also analyze how effective they were in accomplishing the stated goals for both the UAW and the Big Three automakers.  Additionally, the paper will examine the necessary changes needed in these labor contracts if the automakers are to survive in the global economy.

Clinical Science in the 1990s

1990 ◽  
Vol 78 (1) ◽  
pp. 1-1
Author(s):  
M. J. Brown
Keyword(s):  
Medical Research ◽  
Review Process ◽  
Molecular Level ◽  
Short Interval ◽  
Clinical Science ◽  
Molecular Medicine ◽  
Mutual Benefit ◽  
Real Progress ◽  
General Journal

From this issue, Clinical Science will increase its page numbers from an average of 112 to 128 per monthly issue. This welcome change — equivalent to at least two manuscripts — has been ‘forced’ on us by the increasing pressure on space; this has led to an undesirable increase in the delay between acceptance and publication, and to a fall in the proportion of submitted manuscripts we have been able to accept. The change in page numbers will instead permit us now to return to our exceptionally short interval between acceptance and publication of 3–4 months; and at the same time we shall be able not only to accept (as now) those papers requiring little or no revision, but also to offer hope to some of those papers which have raised our interest but come to grief in review because of a major but remediable problem. Our view, doubtless unoriginal, has been that the review process, which is unusually thorough for Clinical Science, involving a specialist editor and two external referees, is most constructive when it helps the evolution of a good paper from an interesting piece of research. Traditionally, the papers in Clinical Science have represented some areas of research more than others. However, this has reflected entirely the pattern of papers submitted to us, rather than any selective interest of the Editorial Board, which numbers up to 35 scientists covering most areas of medical research. Arguably, after the explosion during the last decade of specialist journals, the general journal can look forward to a renaissance in the 1990s, as scientists in apparently different specialities discover that they are interested in the same substances, asking similar questions and developing techniques of mutual benefit to answer these questions. This situation arises from the trend, even among clinical scientists, to recognize the power of research based at the cellular and molecular level to achieve real progress, and at this level the concept of organ-based specialism breaks down. It is perhaps ironic that this journal, for a short while at the end of the 1970s, adopted — and then discarded — the name of Clinical Science and Molecular Medicine, since this title perfectly represents the direction in which clinical science, and therefore Clinical Science, is now progressing.

For Mutual Benefit: Studying Women and Social Psychology

1986 ◽  
Vol 31 (5) ◽  
pp. 339-340
Author(s):  
Brenda Major
Keyword(s):  
Social Psychology ◽  
Mutual Benefit

Hukum Denda dalam Keuangan Publik Islam di Indonesia

2018 ◽  
Vol 12 (2) ◽  
pp. 313-328
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Islamic Law ◽  
The State ◽  
Mutual Benefit ◽  
State Budget ◽  
The People ◽  
The Status ◽  
The Government

Fines are sanctions or punishments that are applied in the form of the obligation to pay a sum of money imposed on the denial of a number of agreements previously agreed upon. There is debate over the status of fines in Islamic law. Some argue that fines may not be used, and some argue that they may be used. In the context of fines for delays in payment of taxes, in fiqh law it can be analogous to ta'zir bi al-tamlīk (punishment for ownership). This can be justified if the tax obligations have met the requirements. Whereas according to Islamic teachings, fines can be categorized as acts in order to obey government orders as taught in the hadith, and in order to contribute to the realization of mutual benefit in the life of the state. As for the amount of the fine, the government cannot arbitrarily determine fines that are too large to burden the people. Penalties are applied as a message of reprimand and as a means to cover the lack of the state budget.

Stock Market Bellwether—General Motors

1962 ◽  
Vol 18 (6) ◽  
pp. 94-95
Author(s):  
B. Barret Griffith
Keyword(s):  
Stock Market ◽  
General Motors
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