Answer:
Intrapreneurs
Explanation:
An intrapreneur is an employee who is responsible for creating new products in an organization. An intrapreneur is an individual who converts an idea into a finished product. An intrapreneur must possess the ability to create something unique, they must be self motivated individuals who are willing to take calculated risks inorder to achieve their goals.
An intrapreneur possess entrepreneurship skills, they must be able to inspire other employees to create something new because an organization will loose it's relevance if new products are not developed.
Answer:
C. Michael
Explanation:
The least preferred coworker scale is a method used to determine the leadership style of individuals. It was developed by Fred Fiedler and American scholar.
When a person gives positive feedback on coworkers they are more relationship oriented and get a high LPC score.
For those that give negative feedback on coworkers, they are task oriented and will get low LPC scores.
Relationship oriented style is used when employees are experienced and know what to do, while task oriented leadership is needed when the team is less experienced or results need to be delivered in a short time.
The organization is constantly confronted with a variety of changes in the market or a wide range of situations. So this requires a mix of both relationship and task oriented leadership to adapt to changing organisational needs.
Michael is the best option with middle LPC score.
Answer:
The answer is: 4) More frequently than not, the three objectives are compatible.
Explanation:
Toyota is famous for its Just in Time (JIT) management. They are the absolute kings of efficient supply chain management and they were able to do it by making the three objectives compatible. That doesn't mean that they all have to be dealt with at the same time and with the same intensity.
Toyota's first goal was to reduce costs and in order to reduce costs they had to increase their inventory turnover. Then they discovered that in order to keep increasing inventory turnover, they had to compress their cycle time. When they were able to compress their cycle time, their turnover increased even more and their costs were lowered. The system produces continuous feedback and their efficiency keeps increasing.
I once visited one of their factories that produces almost 500 pickup trucks per day and every single work station had available inventory for only 4 trucks; only 4 engines, 16 doors, etc. It is amazing how they do it considering that every 3 minutes one truck is fully produced.
The three objectives are not only compatible, but they are absolutely necessary for the SCM to be effective.
Answer:
follow my insta ricardo.viteri_
Explanation:
