BUS 110 Introduction to Business. CHAPTER 8 -: Now that you have learned some of
ID: 1168455 • Letter: B
Question
BUS 110 Introduction to Business.
CHAPTER 8 -: Now that you have learned some of the basic principles of organization, pause and think of where you have already applied such concepts yourself or when you have been involved with an organization that did.
1. Did you find that a division of labor was necessary and helpful?
2. Were you assigned specific tasks or were you left on your own to decide what to do?
TOPIC 2 - CHAPTER 9: What is the difference between MRP and ERP
TOPIC 3 - CHAPTER 10: Look over Maslow's Hierarchy of Needs and try to determine where you are right now on the hierarchy. What needs of yours are not being met? How could a company go about meeting those needs and thus motivate you to work better and harder?
Explanation / Answer
Division of labor is necessary as it classifies the labor according to their roles, skills and efficiency, hierarchy of the organization and departments.
Everybody in the organization was assigned specific tasks and sometimes ad hoc tasks as and when required by the organization.
MRP emerged decades ago as Material Requirements Planning. This early example of enterprise software took on such essential manufacturing tasks as production planning, inventory control and procurement. MRP gained a following among manufacturers during the 1970s. The software resided on mainframes or minicomputers.
MRP, however, was eventually found wanting, as customers sought additional capabilities. The result was Manufacturing Resource Planning or MRP II. This technology provided a more integrated software suite. MRP II systems surfaced in the 1980s and included areas such as shop floor and distribution management, project management, finance, human resource and engineering.
ERP differs from MRP and MRP II in that it incorporates more features than its predecessors. Some ERP packages include supply chain management, customer relationship management, and additional human resources functions such as payroll. ERP systems are also architected differently, since many were developed during the client/server era. Today, some ERP systems are designed for the cloud deployment. Vendors provide those products on a Software-as-a-Service basis and customers pay a subscription fee instead of a buying a software license.
ERP systems have evolved to fulfill most, if not all, of a business’ back office functions. That particular direction has created a problem for manufacturing industry customers: some ERP products have become broadly based general-purpose IT systems at the expense of manufacturing-specific capabilities.
I’m at the belongingness level of the hierarchy. The feeling of being part of the organization is missing. The organization can motivate by recognizing and rewarding the contribution made by me towards the betterment of the organization.
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