MBA case study代写参考：VHRL Operation Management Case Study
MBA case study代写参考-VHRL运营管理案例研究。本文是一篇留学生MBA的case study代写范例，主要内容是讲述“运营管理是管理用于生产和提供产品和服务的资源的活动”。商品是实物，服务是正在生产并交付市场销售的产品的输出。
本篇case study提出重要的人力资源公司[VHRL]的关键运营是负责公司日常活动的运营经理。运营经理是公司的核心职能，包括规划和控制业务运营，并监督员工为实现公司目标而进行的活动。VHRL有四个主要职能，如营销、财务、运营和人力资源经理。然而，并不是每个公司都会在一个组织中使用相同的关键运营职能，因为生产线可能彼此不同。下面就一起来看一下这篇MBA case study代写参考的具体内容。
"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.
财务经理负责管理VHRL的财务方面，包括时间表和采购订单的处理、现金流和资本投资、所有部门的预算规划师，并确保将间接成本降至最低。VHRL公司账户必须显示公司是否盈利或亏损。
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的营销经理负责公司的销售产品，了解客户需求，为企业进行合理的销售，了解客户的需求。营销经理负责监督营销部门的预算，并监督有效营销沟通的进展，包括营销活动、营销部门内的活动、向客户推出新产品以及根据公司目标开展工作。
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.
运营经理VHRL负责控制、规划、组织和领导公司的运营以及生产商品和服务的资源。运营经理是每个组织的支柱，因为它涉及管理人员、信息、监控公司活动和其他资源。此外，该部分的其他功能用于支持运营经理并确保输入到输出的转换。
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.
人力资源经理VHRL负责招聘优秀员工、员工培训和发展、绩效评估、处理员工投诉和反馈、确定员工需求、员工福利和工作条件。
There are different operational approaches to operational management and their value namely classical approach, human relations approach, system approach and contingency approach.
运营管理有不同的运营方法及其价值，即经典方法、人际关系方法、系统方法和应急方法。
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.
古典管理方法信奉专制管理风格，强调组织中工作的目的和计划、形式结构以及理性和逻辑行为的假设和管理层次。这种类型的方法使人们对工作分工有了深刻的认识，并倾向于忽视个人之间的相互关系，而更多地关注工作。传统方法的缺点是缺乏自由的沟通，忽视了人的行为关系，缺乏灵活性。所有管理者都会使用专制的组织管理风格，将工作委托给员工，给出指导，在不咨询任何人的情况下制定问题解决方案，并自行做出决定。这种管理风格降低了员工的积极性，阻碍了经理和下属之间的沟通。例如，只要拥有一条轨道，就可以提供所需的一切，如公路、铁路车辆、工具、资源和所有必要的文书工作。然后为这项工作分配人力，并监督这项工作的进展，这是非常重要的。如果现场有任何移动，工程主管确保联系每个人，停止他们正在做的任何事情，让他们知道火车将要移动，并在移动完成后联系他们，以便他们能够返回各自的岗位。
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，人际关系方法侧重于研究工作中的社会因素和组织内员工的行为。它还研究了动机、监督和群体间行为。该方法用于管理人员以完成任务。“Elton mayo在1924期间对美国西部电气公司的Hawthorne研究进行了一项研究，以调查不同的照明是否会影响工人的生产力。该研究表明，当照明减少时，工人的生产力会增加”。
"Also, Abraham Maslow the hierarchy of needs which contributed to human relation approach in term of hierarchy of needs".
此外，亚伯拉罕·马斯洛提出了需求层次，从需求层次的角度对人际关系方法做出了贡献”。
System approach deals with the interrelation and interdependent parts coming together to achieve a goal and environmental as whole.
系统方法处理相互关联和相互依存的部分，将其结合在一起，以实现一个目标和整个环境。
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.
每个公司作为一个他们所遵循的系统和系统方法，通过关注公司的工作以及组织内结构和行为之间的相互关系，调和了前两种方法。然而，系统方法允许管理者通过输入-转换过程-输出将组织视为一个转换过程，并涵盖了组织的运营这一环境因素。
VHRL TRANSFORMATION PROCESS VHRL变换过程
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.
系统方法的优势之一是确保经理不会孤立地分析问题，并促进组织和环境之间的关系。缺点是该系统不能识别系统中的差异，不能应用于实际问题。
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".
应急方法强调分析管理者在外部环境和良好结构下对特定组织的方法，以适应当前形势的要求。然而，对应急方法的强调是需要在不断变化的技术、创新和决策中采用组织需求。“这些理论表明，没有解决任何管理问题的最佳方法，也没有适合任何组织情况的最佳组织结构”。
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，经典的管理方法是从高层管理到下层管理，采用管理风格。员工任务由主管监督，主管向经理报告。公司没有考虑人格因素，即限制员工与公司关系的组织结构形式。传统方法的缺点是从不考虑员工关系，而是倾向于更多地关注组织结构。然而，人际关系方法关注的是工作场所的个人，而不是组织的规则和条例。这种方法使经理和员工之间能够自由沟通，相互交谈，从而使他们能够做出决策。这种方法将马斯洛需求层次嵌入到管理中，强调心理和社会因素，关心没有组织的员工。这种方法的优势在于，它让员工有机会与经理互动，换句话说，这会提高公司的生产力，让员工感到更有价值，并公平对待他们。这种方法的弱点在于，它忽视了员工在社会因素方面对组织的责任。相比之下，系统方法侧重于组织结构和人际关系，共同实现一个共同目标并与其环境互动，该方法使用了该系统的转型过程示例为VHRL。这种方法的优势在于，它同时使用组织和人际关系方法来实现更好的目标，提高生产力，而不是孤立环境。然而，应急方法坚持认为，没有一种最好的方法来构建或管理组织，而是提供影响管理决策的情境因素的全部细节。
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.
影响领导者和管理者决策的外部商业环境因素的影响包括道德、价值观、企业社会责任、文化和可持续性。
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.
领导和管理人员有责任维护VHRL中的道德规范。管理人员拥有权威职位，以确保他们对道德准则负责，确保员工向他们报告所有活动，让员工了解公司道德准则，并监督员工对公司期望的行为。经理有权决定是否在内部或外部违反任何道德准则，以将影响降至最低。此外，领导者和管理者有义务通过与外部利益相关者互动，以单独的方式遵守公司道德准则，有时可以要求管理者从道德考虑的角度深入了解决策过程。
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，领导者和管理者也对VHRL的核心价值观负责。VHRL的核心价值是利润、安全、诚信、交付、创新、知识和慈善。VHRL在铁路行业工作，公司的首要任务是确保所有员工的安全，让他们安全回家，不会受伤。公司以开放、诚信和专业的方式运作，履行公司承诺，承诺交付，与客户建立长期关系，并坚持对重要客户的承诺。此外，管理者可以决定将想法变为现实，这意味着如果出现任何机会或挑战。VHRL支持社区中有需要的人，最后但不是清单，盈利是公司目标的关键部分。
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.
作为VHRL的经理，有责任通过向员工、客户、承包商和其经营范围内的社区承诺，专业地提供优质服务和支持，以投资于业务的未来，从而决定企业的社会责任。如果需要学徒制来增加公司的劳动力，并且需要地方政府的支持，经理需要做出正确的决定。同时，对员工进行不同级别的管理培训，使其成为该领域的专业人才。
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.
每家公司都有一种文化，比如VHRL，它制定了规则和条例、一套原则、程序以及公司的组织方式。如果员工不遵守任何规则、程序或原则，或者可能需要遵守必要的程序，经理可以做出决定。员工和工作行为必须遵守公司政策。如果员工遵循公司的信念、程序，文化可以通过显示优势在组织中产生影响，而弱点是如果员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、市场营销。人力资源和运营。每个部门都要向总经理报告，总经理为组织做出决定，因为他有权对任何表现不佳的部门进行纠正，以最大限度地减少对业务的影响。
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 参考文献
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Gleick, James. Chaos: Making a New Science. New York: Penguin Books, 1987.
本篇case study根据注重管理结构和人际关系的系统方法，共同实现公司目标并与环境互动。VHRL考虑使用系统方法，因为它关注组织结构和管理的人际关系方法。运营效率是一种策略或技术，用于实现向客户交付优质商品、分销、库存和资源最大化的目标。然而，系统方法使用转换过程来执行从输入到转换过程再到输出的组织活动。本站提供各国各专业case study范文，case study代写以及case study写作辅导，如有需要可咨询本平台。
