Operations Strategy 3rd Edition Nigel Slack ,Michael Lewis - Solutions

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2. Compare the return over the last 3 years.
1. Look up the current share price for three major travel organizations or tourism companies.
Using the Company A Ltd Balance Sheet, prepare a ratio analysis report that assesses the operational performance of the company
2. Try at least three different graph or chart types before deciding which one illustrates the information best. State why this is the case. Those who work with numbers a great deal acknowledge that pages of figures and calculations do not always illustrate the points well and therefore these
1. Develop a chart or graph that illustrates the pattern of profit, costs or expenses behaviour in Company A Ltd and Company B plc. Those who work with numbers a great deal acknowledge that pages of figures and calculations do not always illustrate the points well and therefore these comparisons
3. Consider your answer to Question 2 on overall profitability, i.e. the bottom line.
2. Work out how much cash difference a 0.70% GM figure will make on a turnover of£600 million. To do this, you will need to calculate sales (£600 million) × 0.70%.
3. How might your decision change in 5 or 6 years’ time?
2. Evaluate the differences between limited companies and being a sole trader or partnership. If you were setting up in business as a taxi company with a like-minded friend and had the capital to buy two regular four-door cars and one mini bus that could take up to eight passengers, which
1. Using the Companies House website at www.companieshouse.gov.uk, investigate the steps a business would have to take to ensure compliance with the rules of limited companies.
4. Using one of the sets of dimensions of quality that has been described, explain how quality is managed in an organization of your choice.
3. Identify opportunities to improve queue management within airports and at ferry terminals.
2. Using a transport hub of your choice, critique its servicescape and make appropriate recommendations for redeveloping the facility.
1. Design a customer service manual for a travel agent or tour operator.
2. Analyse the opportunities for airlines to use service rather than price to differentiate themselves in the marketplace – which operators already do this? Ryanair, the low-cost airline, has the worst customer service out of Britain’s 100 biggest brands, according to the readers of Which?
1. Discuss the importance for budget brands of delivering high levels of services, making reference to service quality paradigms. Ryanair, the low-cost airline, has the worst customer service out of Britain’s 100 biggest brands, according to the readers of Which? magazine.Ryanair’s objective
What else could train companies do to encourage passengers to spend extra money while on board? Longer distance train services offer two distinct levels of service: first class and standard class.Standard class passengers purchase a ticket that offers seating in a row of four with an aisle down the
What, where and when are the moments of truth in your department or organization?
3. Analyse the similarities and differences between designing a servicescape for a railway station and for an airport. These three major London terminals are among the UK’s busiest stations and are located less than a mile from each other on the northern edges of the city.London Euston receives
2. Compare and contrast Euston and St Pancras – what are the key issues for the future redevelopment of Euston Station? These three major London terminals are among the UK’s busiest stations and are located less than a mile from each other on the northern edges of the city.London Euston
1. Discuss the role of the railway station at St Pancras as a gateway for travellers from Europe. These three major London terminals are among the UK’s busiest stations and are located less than a mile from each other on the northern edges of the city.London Euston receives passenger services
6. Why are consultation and negotiation with workers and worker representatives essential to effective people management?
5. Why is it important to have formal procedures for handling discipline and grievance at the workplace?
4. What are the main perspectives on the employment relationship?
3. What modern methods have been introduced into the function of recruitment and selection?
2. What personal skills do HR practitioners need to carry out their role effectively?
1. What are the main functions of HR within an organization?
4. Use the case study examples to help you to answer these questions by illustrating the issues in more detail. You may wish to organize yourselves into two groups: pluralists vs unitarists, and have a group discussion and debate around the relevant issues.
3. What are the disadvantages and advantages of each of these perspectives when considering the operations function of a travel organization? For example, a unitarist organization may argue that ascertaining employee views is time-consuming. How would you argue against this position from a
2. Which kind would you prefer to work for and why? For example, you may prefer a pluralist organization because it uses a participatory approach to managing people. You may find that having a say in your organization gives you a greater sense of ownership over your work.
1. Which kind of organization do you work for? Is it a pluralist or a unitarist one?
3. Propose a training plan that could have been implemented beforehand. Jeremy Unexpectedly, I was asked to train a new member of staff. I agreed, thinking I would be given time to do this, but this wasn’t the case and I was expected to perform my usual duties as well. The company doesn’t have
2. How could this situation have been avoided? In your answer, also consider aspects of motivation and human resource planning. Jeremy Unexpectedly, I was asked to train a new member of staff. I agreed, thinking I would be given time to do this, but this wasn’t the case and I was expected to
1. What impact does a poor induction process have on a new employee? Jeremy Unexpectedly, I was asked to train a new member of staff. I agreed, thinking I would be given time to do this, but this wasn’t the case and I was expected to perform my usual duties as well. The company doesn’t have a
List as many training needs within an organization as you can, and state what type of training is needed.
2. Do you think that managing and developing talent is a fair process?
1. Why is recognizing talent important for an organization’s future success?
3) What issues regarding potential discrimination may occur with the ideas expressed? Anne: Aesthetic labour – that is exactly what the tourism/hospitality industry is all about and I agree with the points that were made. If an organization has a particular corporate image then the employees on
2) How important do you consider the aspects of emotional and aesthetic labour for a tour representative, tour guide, travel agency staff, air hostess, manager, taxi/bus driver, administrator or training provider?Anne: Aesthetic labour – that is exactly what the tourism/hospitality industry is
1) Reading the above passage, who do you agree with most and why – Anne, Mary or Amanda? Anne: Aesthetic labour – that is exactly what the tourism/hospitality industry is all about and I agree with the points that were made. If an organization has a particular corporate image then the employees
3. What skills are being tested with each of these methods?
1. Have you ever attended an interview that was badly carried out? What went wrong?How could it have been made better?
2. What type of desk manager is the hotel trying to recruit? Hotel L: Desk Receptionist Manager Ref: XXX1264 Location: Liverpool Competitive salary, Full-Time The Hotel L is a new five-star hotel located in the centre of the lively City of Liverpool.You will come into contact with people from all
1. Highlight the skills and characteristics of this vacancy according to the model by Rodger or Fraser (Table 5.1.). Hotel L: Desk Receptionist Manager Ref: XXX1264 Location: Liverpool Competitive salary, Full-Time The Hotel L is a new five-star hotel located in the centre of the lively City of
2. What are the consequences for the company if HRP is not done?
1. Why is HRP an essential and integral role in the achievement of the overall business strategy?
What is capacity strategy?
how much capacity should an operation have?
how many separate sites should an operation have?
What issues are important when changing capacity levels?
Where should capacity be located?
how does total quality management fit into operations strategy?
how do lean operations fit into operations strategy?
how does business process reengineering fit into operations strategy?
how does Six Sigma fit into operations strategy?
what place do these new approaches have in operations strategy?
What is purchasing and supply strategy?
What should we ‘do’ and what should we ‘buy’?
how do we buy; what is the role of contracts and/or relationships?
how do we manage supply dynamics?
how do we manage suppliers over time?
how do we manage supply chain risks?
What are the differences between managing large ‘breakthrough’ improvement and managing continuous improvement?
how do the needs of the market direct the ongoing development of operations processes?
how can the ongoing management and control of operations be harnessed to develop their capabilities?
What can operations do to deploy their capabilities into the market?
Why is operations excellence fundamental to strategic success?
What is operations strategy?
how should operations strategy reflect overall strategy?
how can operations strategy learn from operational experience?
how do the requirements of the market influence operations strategy?
how can the intrinsic capabilities of an operation’s resources influence operations strategy?
What is the ‘content’ of operations strategy?
What is the ‘process’ of operations strategy?
how can operations performance ‘make or break’ the organisation?
What are operations performance objectives?
Do the role and key performance objectives of operations stay constant or vary over time?
are trade-offs between operations performance objectives inevitable, or can they be overcome?
What are the advantages and disadvantages of focused operations?
What is ‘process’ technology strategy?
What are suitable dimensions for characterising process technology?
how do market volume and variety influence process technology?
What are some of the challenges of information technology?
how can process technology be evaluated strategically?
Why is the way in which companies develop their products and services so important?
What process do companies use to develop products and services?
how should the effectiveness of the product and service development process be judged in terms of fulfilling market requirements?
What operations resource-based decisions define a company’s product and service development strategy?
What is the ‘formulation’ of operations strategy?
What is the role of ‘alignment’ in formulation?
What is meant by strategic sustainability?
What analysis is needed for formulation?
how do we know that formulation is complete?
Who is responsible for implementation?
how can participation affect implementation?
What are the differences between operational and strategic monitoring and control?
how is progress towards strategic objectives tracked?
What are the dynamics of monitoring and control?
how can the monitoring and control process attempt to control risks?
how does learning contribute to strategic control?

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Operations Strategy 3rd Edition Nigel Slack ,Michael Lewis - Solutions

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