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MBUS 306 Chapter 2 notes

by: Aimee Castillon

MBUS 306 Chapter 2 notes MBUS 306

Aimee Castillon
GPA 3.61

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Lecture notes from 9.12.16
Managing projects/operations
Timothy Porter
Class Notes
businessminor, business, #project management
25 ?




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This 4 page Class Notes was uploaded by Aimee Castillon on Monday September 12, 2016. The Class Notes belongs to MBUS 306 at George Mason University taught by Timothy Porter in Fall 2016. Since its upload, it has received 5 views. For similar materials see Managing projects/operations in Minor In Business at George Mason University.

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Date Created: 09/12/16
        Organization name        Aimee Castillon  Operations Management  MBUS 306  •  Fall 2016      Heading: 9/12/16  Notes: Operations Strategy in a Global Environment  Learning Objectives  ­ Globalization case studies  ­ Define mission and  ­ Boeing – sales and supply chain are worldwide  strategy  ­ Benetton – moves inventory to stores around the world faster than its  ­ Identify and explain  competition by building flexibility into design, production, and  distribution  three strategic  ­ Sony – purchases components from suppliers in Thailand, Malaysia,  approaches to  competitive  and around the world  ­ Volvo­ considered a Swedish company, recently purchased by a  advantages  Chinese company, Geely. Current Volvo S40 is assembled in  ­ Understand the  significant key  Belgium, South Africa, Malaysia, and China on a platform shared  with the Mazda 3 built in Japan and the Ford Focus built on Europe  success factors and  ­ Haier­ Chinese company, produces compact refrigerators (⅓ of US  core competencies  ­ Use factor rating to  market) and wine cabinets (½ of US market) in South Carolina  ­ Reasons to globalize  evaluate both country  ­ Improve supply chain   and provider  outsources  ­ Locating facilities closer to unique resources  ­ Auto design to California  ­ Identify and explain  ­ Athletic shoe production to China  four global operations  ­ Perfume manufacturing in France  strategy options   ­ Reduce cost (labor, taxes, tariffs, etc.) (i.e. Red Lobster, Olive    Garden)    ­ Foreign locations with lower wage rates can lower direct and  indirect costs      ­ Trade agreements can lower tariffs    ­ Maquiladoras  ­ World Trade Organization (WTO)    ­ North American Free Trade Agreement (NAFTA)    ­ APEC, SEATO, MERCOSUR, CAFTA    ­ European Union (EU)    ­ Improve operations    ­ Understand differences between how business is handled in    other countries    ­ Japanese – inventory management    ­ Scandinavians – ergonomics    ­ International operations can improve response time and  customer service    ­ Understand markets      ­ Interacting with foreign customers, suppliers, competition can  lead to new opportunities    ­ Cell phone design moved from Europe to Japan    ­ Extend the product life cycle    ­ Improve products    ­ Remain open to free flow of ideas    ­ Toyota and BMW manage joint research and development    ­ Reduced risk, state­of­the­art design, lower costs    ­ Samsung and Bosch jointly produce batteries    ­ Attract and retain global talent    ­ Offer better employment opportunities    ­ Better growth opportunities and insulation against    unemployment  ­ Relocate unneeded personnel to more prosperous      locations  ­ Cultural and ethical issues    ­ Cultures can be quite different      ­ Attitudes can be quite different towards  ­ Punctuality    ­ Lunch breaks    ­ Environment  ­ Intellectual property  ­ Thievery  ­ Bribery  ­ Child labor  ­ Diversity  ­ Diversity bias  ­ Assumptions of superiority  ­ “I’m better than you”  ­ Assumptions of correctness  ­ “This is the way it should be”  ­ Assumptions of universality  ­ “We’re all the same. Everybody is just like me”  ­ Cultural intelligence (CQ)  ­ CQ­Drive  ­ CQ­Knowledge  ­ CQ­Strategy  ­ Categorizing culture dimensions  ­ Nitza Hidalgo’s three levels of culture  ­ Concrete­ most visible and tangible  ­ I.e. music, food, clothes, dress, games, race,  gender  ­ Behavioral­ how we define our social roles, language  we speak, nonverbal communication  ­ I.e. family structure, gender roles, sexual  orientation, political affiliation  ­ Symbolic­ our values and beliefs  ­ I.e. value systems, customs, religion,  spirituality, religion, faith, beliefs, worldview,  social class  ­ Developing missions and strategies  ­ Mission statements tell an organization where it’s going  ­ Organization’s purpose for being  ­ Answers ‘What do we contribute to society?’  ­ Provides boundaries and focus  ­ Factors affecting mission  ­ Philosophy and values  ­ Profitability and growth  ­ Public image  ­ Benefit of society  ­ Customers  ­ Environment  ­ Strategy tells the organization how to get there  ­   ­ Action plan to achieve mission  ­ Functional areas have strategies  ­ Strategies exploit opportunities and strengths,  neutralize threats, and avoid weaknesses  ­ Strategies for competitive advantage  ­ Differentiation­ better, or at least different  ­ Uniqueness can go beyond both the physical  characteristics and service attributes to  encompass everything that impacts customer’s  perception of value  ­ Safeskin gloves – leading edge  products  ­ Walt Disney Magic Kingdom –  experience differentiation  ­ Hard Rock Cafe – dining experience  ­ Cost leadership­ cheaper  ­ Provide the maximum value as perceived by  customer. Does not imply low quality.  ­ Southwest Airlines – secondary  airports, no frills service, efficient  utilization of equipment  ­ Walmart – small overhead, shrinkage,  and distribution costs  ­ Franz Colruyt – no bags, no bright  lights, no music, and doors on freezers  ­ Response­ more responsive  ­ Flexibility is matching market changes in  design innovation and volumes  ­ A way of life at Hewlett­Packard  ­ Reliability is meeting schedules  ­ German machine industry  ­ Timeliness is quickness in design, production,  and delivery  ­ Johnson Electric, Pizza Hut, Motorola  ­   ­ Porter’s Five Forces Model­ evaluating industry attractiveness  ­ ­ Implementing strategic decisions  ­ Global operations strategy options  ­      


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