MBA case study代寫參考：VHRL Operation Management Case Study
MBA case study代寫參考-VHRL運營管理案例研究。本文是一篇留學生MBA的case study代寫范例，主要內容是講述“運營管理是管理用于生產和提供產品和服務的資源的活動”。商品是實物，服務是正在生產并交付市場銷售的產品的輸出。
本篇case study提出重要的人力資源公司[VHRL]的關鍵運營是負責公司日常活動的運營經理。運營經理是公司的核心職能，包括規劃和控制業務運營，并監督員工為實現公司目標而進行的活動。VHRL有四個主要職能，如營銷、財務、運營和人力資源經理。然而，并不是每個公司都會在一個組織中使用相同的關鍵運營職能，因為生產線可能彼此不同。下面就一起來看一下這篇MBA case study代寫參考的具體內容。
"Operation Management is the activity of managing the resources which are devoted to the production and delivery of products and services". The goods are physical material and the service is the output of the product being produced and delivered to market for sale. [Slack et al 2000, p.4]
The key operation of vital human resources limited [VHRL] is the operations manager who is responsible for day to day activities of the company. The operations manager is the core function of the company including planning and controlling the operation of the business and monitor the employee's activity in achieving company objective. There are four major function in VHRL such as marketing, finance, operation and human resource manager. However, not every company will use the same key function of operation in an organisation because line of production maybe different to each other.
The finance manager is responsible for managing the financial aspect of the VHRL which include processing of timesheet and purchase order, cashflow and capital investment, the budget planner for all section and ensure overhead cost is reduced to bare minimum. The VHRL company account must be carried out to show if the company make loss or profit.
財務經理負責管理VHRL的財務方面，包括時間表和采購訂單的處理、現金流和資本投資、所有部門的預算規劃師，并確保將間接成本降至最低。VHRL公司賬戶必須顯示公司是否盈利或虧損。
The marketing manager in VHRL is responsible for the sales product of the company understand customer needs and gives rational sales for the business and understand customers demand. The marketing manager oversees the budget for the marketing department and monitor the progress of effective marketing communication including marketing campaign, activities within marketing department, the launch of new product to client and work in line with the company objectives.
VHRL的營銷經理負責公司的銷售產品，了解客戶需求，為企業進行合理的銷售，了解客戶的需求。營銷經理負責監督營銷部門的預算，并監督有效營銷溝通的進展，包括營銷活動、營銷部門內的活動、向客戶推出新產品以及根據公司目標開展工作。
The operation manager VHRL is responsible for controlling, planning, organising and leading the operation of the company and the resources that produce the goods and services. Operation manager is the backbone of every organisation because its involves managing people, information, monitor the company activities and other resources. Also, other functions of the section are there to support operation manager and ensure the transformation of input to output.
運營經理VHRL負責控制、規劃、組織和領導公司的運營以及生產商品和服務的資源。運營經理是每個組織的支柱，因為它涉及管理人員、信息、監控公司活動和其他資源。此外，該部分的其他功能用于支持運營經理并確保輸入到輸出的轉換。
Human resources manager VHRL is responsible for the process of recruiting good staff, training and development of staff, performance appraisal, deals with employee complaint and feedback and identifying the needs of staff, welfare and working condition of staff are well taking care off.
人力資源經理VHRL負責招聘優秀員工、員工培訓和發展、績效評估、處理員工投訴和反饋、確定員工需求、員工福利和工作條件。
There are different operational approaches to operational management and their value namely classical approach, human relations approach, system approach and contingency approach.
運營管理有不同的運營方法及其價值，即經典方法、人際關系方法、系統方法和應急方法。
The classical approach believed in autocratic management style and the approach lay emphasis on purpose and planning of work in an organisation, formal structure and assumption of rational and logical behaviour and hierarchy of management. This type of approach gave an insight to division of work and tend to neglect the interrelationship between an individual and focus more on work. The drawback for classical approach lack free communication, ignore the human behaviour relation and lack of flexibility. It is common to all managers using autocratic style of managing organisation by delegating work to the employee, gives instruction, create solution to problem without consulting anyone and make decision on their own. This managerial style decreases motivation to the employee and hinders the communication between managers and their subordinates. For example, whenever there is a possession of a track everything needed are made available such as road rail vehicle, tools, resources and all necessary paperwork. Then allocate manpower for the job and monitor the progress of the job which is very important and if there is going to be any movement on site the engineering supervisor ensure everyone is contacted to stop whatever they are doing and let them know there is going to be a movement of trains and contact them when movement is completed so that they can return to their various post.
古典管理方法信奉專制管理風格，強調組織中工作的目的和計劃、形式結構以及理性和邏輯行為的假設和管理層次。這種類型的方法使人們對工作分工有了深刻的認識，并傾向于忽視個人之間的相互關系，而更多地關注工作。傳統方法的缺點是缺乏自由的溝通，忽視了人的行為關系，缺乏靈活性。所有管理者都會使用專制的組織管理風格，將工作委托給員工，給出指導，在不咨詢任何人的情況下制定問題解決方案，并自行做出決定。這種管理風格降低了員工的積極性，阻礙了經理和下屬之間的溝通。例如，只要擁有一條軌道，就可以提供所需的一切，如公路、鐵路車輛、工具、資源和所有必要的文書工作。然后為這項工作分配人力，并監督這項工作的進展，這是非常重要的。如果現場有任何移動，工程主管確保聯系每個人，停止他們正在做的任何事情，讓他們知道火車將要移動，并在移動完成后聯系他們，以便他們能夠返回各自的崗位。
As research suggest that human relation approach which focuses on studying the social factor at work and behaviour of employee within an organisation. It also studies the motivation, supervision and intergroup behaviour. The approach is used in managing people to get things done. "Elton mayo carried out a research on Hawthorne studies on the western electrical company in the US between [1924-1932] to investigate if different lighting affect worker's productivity. The study shows that workers productivity increased when lighting was decreased".
研究表明，人際關系方法側重于研究工作中的社會因素和組織內員工的行為。它還研究了動機、監督和群體間行為。該方法用于管理人員以完成任務?！癊lton mayo在1924期間對美國西部電氣公司的Hawthorne研究進行了一項研究，以調查不同的照明是否會影響工人的生產力。該研究表明，當照明減少時，工人的生產力會增加”。
"Also, Abraham Maslow the hierarchy of needs which contributed to human relation approach in term of hierarchy of needs".
此外，亞伯拉罕·馬斯洛提出了需求層次，從需求層次的角度對人際關系方法做出了貢獻”。
System approach deals with the interrelation and interdependent parts coming together to achieve a goal and environmental as whole.
系統方法處理相互關聯和相互依存的部分，將其結合在一起，以實現一個目標和整個環境。
Every company as a system in which they follow and system approach reconcile the first two approaches by focusing on the companies work and interrelationship between structure and behaviour within an organisation. However, system approach let manager view organisation as a transformation process through input- transformation process- output and covers the environmental factorThe operation of the organisation.
每個公司作為一個他們所遵循的系統和系統方法，通過關注公司的工作以及組織內結構和行為之間的相互關系，調和了前兩種方法。然而，系統方法允許管理者通過輸入-轉換過程-輸出將組織視為一個轉換過程，并涵蓋了組織的運營這一環境因素。
VHRL TRANSFORMATION PROCESS VHRL變換過程
One of the strengths of system approach is to ensure the manager do not analyse problem in isolation and its facilitates the relationship between organisation and environment. The drawback is that the system does not recognise difference in system and cannot be applied to practical problem.
系統方法的優勢之一是確保經理不會孤立地分析問題，并促進組織和環境之間的關系。缺點是該系統不能識別系統中的差異，不能應用于實際問題。
Contingency approach lay emphasis on analysing managers approach to the specific organisation with the external environment and a good structure in place to fit into the requirement of the current situation. However, the emphasis on contingency approach is the need to adopt organisation demand in changing technology, innovation and decision making. "The theories suggest that there is no best way to tackle any managerial problem and no best organisational structure to fit any organisation situation".
應急方法強調分析管理者在外部環境和良好結構下對特定組織的方法，以適應當前形勢的要求。然而，對應急方法的強調是需要在不斷變化的技術、創新和決策中采用組織需求?！斑@些理論表明，沒有解決任何管理問題的最佳方法，也沒有適合任何組織情況的最佳組織結構”。
Research suggest that classical approach which adopts the managerial style of management from top level management through to lower level management. The employee task is overseen by supervisor and the supervisor report to manager. The company does not consider the personality factor, form of organisational structure which limited the relationship between employee and company. The drawback of the classical approach never considered the employee relation and tend to focus more on the organisational structure. However, the human relation approach which focuses on the individual in a workplace than the rule and regulations of the organisation. This approach enable free communication between manager and employee to talk to each other exposing them to decision making. The approach embedded the Maslow hierarchy of needs into management which lay emphasis on phycological and social factor and concerned about an employee without organisation. The strength of the approach is that it gives employee a chance to interact with the manager which in other word increase the productivity of the company and employee feel more valued and treat them fairly. The weakness of the approach is that it ignores the responsibility of employee towards the organisation in term of social factor. In contrast the system approach focus on organisational structure and human relation working together to achieve one common goal and interact with its environment and the approach uses the transformation process example of this system is VHRL. The strength of the approach is that it uses both organisation and human relation approach to achieve better goal and increase in productivity and not isolating its environment. However, the contingency approach insists that there is no one best way to structure or manage organisation rather provide in full detail the situational factor that influences management decision making.
本篇case study研究表明，經典的管理方法是從高層管理到下層管理，采用管理風格。員工任務由主管監督，主管向經理報告。公司沒有考慮人格因素，即限制員工與公司關系的組織結構形式。傳統方法的缺點是從不考慮員工關系，而是傾向于更多地關注組織結構。然而，人際關系方法關注的是工作場所的個人，而不是組織的規則和條例。這種方法使經理和員工之間能夠自由溝通，相互交談，從而使他們能夠做出決策。這種方法將馬斯洛需求層次嵌入到管理中，強調心理和社會因素，關心沒有組織的員工。這種方法的優勢在于，它讓員工有機會與經理互動，換句話說，這會提高公司的生產力，讓員工感到更有價值，并公平對待他們。這種方法的弱點在于，它忽視了員工在社會因素方面對組織的責任。相比之下，系統方法側重于組織結構和人際關系，共同實現一個共同目標并與其環境互動，該方法使用了該系統的轉型過程示例為VHRL。這種方法的優勢在于，它同時使用組織和人際關系方法來實現更好的目標，提高生產力，而不是孤立環境。然而，應急方法堅持認為，沒有一種最好的方法來構建或管理組織，而是提供影響管理決策的情境因素的全部細節。
The impact of external business environment factors that affect the decision making by leaders and managers are ethics, values, corporate social responsibility, culture and sustainability.
影響領導者和管理者決策的外部商業環境因素的影響包括道德、價值觀、企業社會責任、文化和可持續性。
The leaders and managers are responsible for upholding the ethical code in VHRL. The managers hold positions of authority to ensure they are accountable for the ethical code ensuring the employees report to them on all activities and make employees aware of the company ethical code and monitor the behaviour of the employee towards company's expectation. The manager has a duty of authority to decide if any of the ethical code is violated either internally or externally so that the impact will be minimised. In addition, leaders and managers are obliged to follow the company ethical code in a separate way by interacting with external stakeholders and sometime a manager can be called to give an insight into the decision-making process in term of ethical considerations.
領導和管理人員有責任維護VHRL中的道德規范。管理人員擁有權威職位，以確保他們對道德準則負責，確保員工向他們報告所有活動，讓員工了解公司道德準則，并監督員工對公司期望的行為。經理有權決定是否在內部或外部違反任何道德準則，以將影響降至最低。此外，領導者和管理者有義務通過與外部利益相關者互動，以單獨的方式遵守公司道德準則，有時可以要求管理者從道德考慮的角度深入了解決策過程。
However, leaders and manager also responsible to the core values of VHRL. The core value of VHRL is profit, safety, integrity, delivery, innovation, knowledge and charitable. VHRL works on railway industry and the company priority is safety of all workforce to go home safely without injuries. The company operate in an open manner with integrity and professional way to fulfil company commitment and promise deliveries and build long time relationship with client and uphold the commitment to the valued customers. In addition, managers can decide to turn idea into reality which means if any opportunities or challenges arises. VHRL support people in need in the communities and last but not the list is the profit making is the crucial part of the company objectives.
然而，領導者和管理者也對VHRL的核心價值觀負責。VHRL的核心價值是利潤、安全、誠信、交付、創新、知識和慈善。VHRL在鐵路行業工作，公司的首要任務是確保所有員工的安全，讓他們安全回家，不會受傷。公司以開放、誠信和專業的方式運作，履行公司承諾，承諾交付，與客戶建立長期關系，并堅持對重要客戶的承諾。此外，管理者可以決定將想法變為現實，這意味著如果出現任何機會或挑戰。VHRL支持社區中有需要的人，最后但不是清單，盈利是公司目標的關鍵部分。
As a manager in VHRL has a responsibility to make decision on corporate social responsibility by committing to employee, customer, contractor and communities its operate within to act professional to deliver quality of service and support to invest in the future of the business. The manager needs to make the right decision if apprenticeship will be needed to increase workforce of the company and local government support would be needed. Meanwhile, training of employee on different level management to become an expertise in the field.
作為VHRL的經理，有責任通過向員工、客戶、承包商和其經營范圍內的社區承諾，專業地提供優質服務和支持，以投資于業務的未來，從而決定企業的社會責任。如果需要學徒制來增加公司的勞動力，并且需要地方政府的支持，經理需要做出正確的決定。同時，對員工進行不同級別的管理培訓，使其成為該領域的專業人才。
Every company has a culture such as VHRL which lay down rule and regulations, set of principle, procedure and how the company is organised. The manager can make decision if any of its rule, procedure or principle are not followed by the employee or maybe necessary procedure need followed. The company policy must be followed by the employee and work behaviour. Culture can have impact in an organisation by showing the strength if an employee follows the company beliefs, procedure and the weaknesses is that if the employee disagree with the companies' culture.
每家公司都有一種文化，比如VHRL，它制定了規則和條例、一套原則、程序以及公司的組織方式。如果員工不遵守任何規則、程序或原則，或者可能需要遵守必要的程序，經理可以做出決定。員工和工作行為必須遵守公司政策。如果員工遵循公司的信念、程序，文化可以通過顯示優勢在組織中產生影響，而弱點是如果員工不同意公司的文化。
VHRL has different section such as finance, marketing. human resource and operation. Every section make report to the general manager who decide for the organisation because he is in a position of authority to make a correction to any of the section that is not performing very well to minimise the impact on the business.
VHRL有不同的部分，如金融、市場營銷。人力資源和運營。每個部門都要向總經理報告，總經理為組織做出決定，因為他有權對任何表現不佳的部門進行糾正，以最大限度地減少對業務的影響。
According to system approach which focus on the management structure and human relation working together to achieve company objectives and interact with the environment. VHRL consider the use of system approach because its focus on both organisational structure and human relation approach of management. The operational efficiency is a strategy or techniques used to achieve a goal delivering quality goods to customer, distribution, inventory and resources maximisation. However, system approach uses the transformation process to carried out the organisation activities from input to transformation process through to output.
Bibliography 參考文獻
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Gleick, James. Chaos: Making a New Science. New York: Penguin Books, 1987.
本篇case study根據注重管理結構和人際關系的系統方法，共同實現公司目標并與環境互動。VHRL考慮使用系統方法，因為它關注組織結構和管理的人際關系方法。運營效率是一種策略或技術，用于實現向客戶交付優質商品、分銷、庫存和資源最大化的目標。然而，系統方法使用轉換過程來執行從輸入到轉換過程再到輸出的組織活動。本站提供各國各專業case study范文，case study代寫以及case study寫作輔導，如有需要可咨詢本平臺。
