Managerial perception and organizational strategy

Article Abstract:

Organizational strategies are planned by the senior management, especially by the board of directors. The success of these organizational strategies lies in effecting a perfect match between management's perception of environmental and resource capabilities. However, management perception have intrinsic biases that lead to incongruence with the objective reality in the organization. The cognitive model shows that these biases or schemas are brought about by managers' personal experiences, reliance on limited heuristic principles, and the tendency of the managers to 'groupthink.' This refers to narrowed thinking of a group to retain their cohesiveness and maintain the status quo. Management perception and objective reality can be matched through unlearning of past behaviors by listening to dissenting opinions, eliciting the perceptions of non-executive directors and conducting group decision audits.

Methods, Usage, Business planning, Organizational change, Management audit, Management audits

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Design issues in the development of computer integrated manufacturing (CIM)

Article Abstract:

Computer integrated manufacturing (CIM) is an answer to the needs of manufacturers who must develop flexible manufacturing modes such as batch production techniques in order to remain competitive. There is wide use of automation in manufacturing, but typically production consists of islands of automation due to the lack of a communication standard. CIM uses computers to integrate manufacturing in order to create a flexible manufacturing system. CIM facilitates communication between the islands of automation by using a local area network to allow different machines to communicate with one another. CIM requires a set of standards or a protocol over all production processes. One such protocol is the Manufacturing Automation Protocol developed by General Motors in the 1970s.

Manufacturing industry, Manufacturing industries, Local area networks

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Introducing computer integrated manufacturing

Article Abstract:

The implementation of computer-integrated manufacturing (CIM) systems can create changes in the organizational structure as well as in the production environment. However, these changes cannot come about without action from management. CIM encourages a move away from a functionally-oriented organizational structure and toward a more team-oriented production process.

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