The neoclassical mainstream won infamy for remaining oblivious of the impending Global Financial Collapse, whereas Keen, Roubini, Baker and Hudson won fame for analytically foreseeing it and giving ample warning. Wynne GodleyL. Below are relevant passages from each of the five. These two huge examples illustrate how economics could serve, rather than dis-serve, society if the profession were to become in the main science-based rather than faith-based.
Price Structure Analysis Excursion: This requires a methodical allocation of people, material resources and task contents.
The collaboration of people as task-performersmaterial resources and the contents of tasks can only function smoothly, if the associated activities within the business are co-orientated and regulated together, that is, if they are organised.
Only those matters which occur in the same or in similar form should be subjected to regulation, otherwise there is a risk of over-organisation. Integration of subordinate tasks into the overall task of the business should therefore be undertaken by means of organisation.
Damit ist die Integration der Teilaufgaben in die Gesamtaufgabe des Unternehmens mittels Organisation vorzunehmen. C Organisation als Struktur Man unterscheidet 3 verschiedene Beziehungsformen: Structural Organisation The goal of structural organisation is to establish a clear allocation or demarcation of tasks, to avoid losses due to friction caused during the accomplishment of tasks.
Aufbauorganisation Ziel der Aufbauorganisation ist es, eine klare Aufgabenzuordnung bzw. Unterstellungsebene 32 33 Organisation IV Functional Organisation The regulation business plan muster handwerkskammer functions within the framework of the working process. Interdependences of space and time are considered within the framework of the operational achievement of tasks.
Factors relating to time: Factors relating to space: In planning and setting up structural and functional organisation, the profitability of a particular form of organisation should always be taken into account. Any overorganisation must be paid for in terms of flexibility and this can cause increased costs.
Consulting, informing, supporting, function for decision making preparation often directly subordinated to management. Line functions Subjected to directions from superordinated levels.
Stabstellen unterscheiden sich von sog.
The function Purchasing does not embrace the procurement of capital, personnel, information and legal rights patents, licences, etc. Purchasing is therefore a partial-task within the wider task of procurement.
The objectives of procurement are raw-materials, RHB parts, trade goods, energy, investments, services, capital, personnel, information and legal rights. Der Einkauf ist demnach eine Teilaufgabe innerhalb der umfassenderen Beschaffungsaufgabe.
Superordinate term for the functions of: Includes all planning, controlling and operational activities for the allocation of materials determined by demand and according to quantity, space and time for the attainment of the purposes of the business.
Materials management places in the foreground the most cost-effective supply of commodities required, whereas logistics places greater emphasis on those aspects of the supply process concerned with the bridging of space and time.
The comprehensive planning, control and implementation of material and good flows incorporating purchasing, presents advantages for industrial business management. An integrated materials management unites the marketorientated task of purchasing with the process-orientated tasks of procurement logistics, production logistics and sales logistics.
Die Integrierte Materialwirtschaft vereinigt die marktgerichtete Aufgabe Einkauf mit den betriebsablauforientierten Aufgaben der Beschaffungs- Produktions- und Absatzlogistik.
Consequences Reporting as directly as possible to board of director or managing director level No one-sided orientation of interests determined by departmental egoism, such as can arise when incorporated into other areas of the company Example: Strong emphasis on the purchasing function Neglect of the comprehensive control of materials and goods flows Danger of sub-optimisation, e.
Uncontrolled build up of stock levels Low supply capability with high stock levels Unsatisfactory control of shared costs of MM 2. Undefined control of material and goods flows through to the first production level.Khamis Mushayt, Saudi Arabia. Nzerekore, Guinea.
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