The Biological Basis of Language Development Essay

The Biological Basis of Language Development The principles and rules of grammar are the means by which the forms of language are made to correspond with the universal froms of thought....The structures of every sentence is a lesson in logic. BIOLOGICAL BASIS OF LANGUAGE [H]uman knowledge is organized de facto by linguistic competence through language performance, and our exploration of reality is always mediated by language (Danchin 29). Most higher vertebrates possess ‘intuitive knowledge’ which occurs as the result of slow evolution of species. However, the ability to create knowledge through language is unique to humans. According to Benjamin Whorf, language†¦. is not merely a reproducing instrument from voicing†¦show more content†¦The scholars considering spoken language acquisition have divided over internal and external causation dichotomy. Two prototypical models of language acquisition are selectivist and constructivist models, respectively. The selectivist model, which depends on internal causation argument, can be associated with Noam Chomsky. The selectivist model assumes that language template is pre-organized in the neuronal structure of the brain, so that the fact of being an integral part of a given en vironment selects the borders of each individual neuronal structure, without affecting its fine organization, which pre-exists (Danchin 30). The constructivist model, which assumes external causation of language acquisition, follows lines drawn by behaviorists such as Piaget and Skinner. This model assumes that language is built up constantly from a continuous interaction with a well-structured environment (Danchin 30). NOAM CHOMSKYS VIEW ON LANGUAGE Noam Chomsky basic argument is that there exists an innate language acquisition device, a neural program that prepares them to learn language (Kandel 638). Chomsky assumes the existence of a genetically determined system of rules, which he refers to as universal grammar, underlying all tongues. According to Chomsky, a language template is set up by the special language organ of the brain. Chomsky doesShow MoreRelatedLanguage And Development Of Language, Experience, Maturation And Readiness With The Aid Of A Child1143 Words   |  5 PagesLanguage plays a significant role in the process of transmitting knowledge and culture among mankind. Everyone learns a language at the early stages of life. From birth to seven years, a tremendous development of language skills is seen in a child. The essay states the various developmental phases of phonetics, morphology, semantics and syntax in a child. The behaviourist and cognitive theories states that nature and nurture plays a vital role in this process. 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We need experience from people around us to use language but we do not need to be trained to speak. Behaviourist approach- B.F. Skinner believes that language is developed throughRead MoreThe Developmental Stages Of Psychological Development1466 Words   |  6 Pageshumans go through a long path of development. Physical growth occurs along this path, but along with it, the most important and fundamental component of every human being also happens, this is known as psychological development. In reality, there are different evolutionary stages of psychological development by which all individuals must go through and complete in order to become self-sufficient, each with its special characteristics. The cognitive development of children has a lot involved withRead MoreThe Developmental Stages Of Psychological Development1494 Words   |  6 Pageshumans go through a long path of development. 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The majority of our understanding of personality from a biological perspective focuses on the three main behavioural systems; the reward system, theRead MoreThe Usefulness Of Animal Models1052 Words   |  5 Pages‘Nevertheless, experimentation with animals has been critical to medical research..’ (Kalat, 2014:22) and ‘in many areas of medicine and biological psychology, research would progress slowly or not at all without animals’ (Kalat, 2014:22). In this essay I wil l discuss the usefulness of animal models in research in relation to brain and behaviour for human psychobiology. ‘Biological psychologists study the animal roots of behaviours, relating actions and experiences to genetics and physiology’ (Kalat, 2014:1)Read MoreAndy Clarks Natural-Born Cyborgs Essay1185 Words   |  5 Pagesordinary biological human life is not to be feared, either psychologically or morally. Clark offers several key concepts towards his line of reasoning. Clark argues that a human being thinks and reasons based on the biological brain and body dynamically linked with the culture and technological tools transparently accessible to the human. This form of thinking and reasoning develops new quot;thinking systemsquot; that which over time become second nature thoughts and reasons and are the basis of evenRead MoreThe Theory Of Sexuality By Sigmund Freud1654 Words   |  7 Pagesobtaining satisfaction from one’s own body. This feature, which Freud terms â€Å"auto-erotism†, is a key feature of infantile sexuality as it helps to develop erotogenic zones (47). For example, the infant finds pleasure in breastfeeding, which is a biological function for survival, and in the absence of a breast the infant seeks to reproduce this sensation in other ways such as thumb-sucking (45). In this case, the lips become an erotogenic zone, but as the child develops the sexual drive becomes fixatedRead MoreThe Theory Of Human Nature And Behavior1178 Words   |  5 Pagesnumber of characteristics, mannerisms, and unique traits that are not found in many other organisms across the globe. Two such characteristics, namely language and communication, are so distinct that they can be regarded as the main components for the development and creation of human nature itself, acting as the basis for human consciousness and development. However, although these social constructs appear to vary in their differences they are almost equally matched in number by their similarities. Both

The Importance of Architectural Engineering Essay

Architectural engineers can be team leaders because they know how to balance the aesthetics features, and the functionality of buildings. Most engineers are trained only in the technical field, but architectural engineers are trained both in the architectural, and in the technical field. Therefore, they can apply engineering principles, but still appreciate the aesthetic concept of buildings. By applying knowledge of both fields in their projects, they create a balance. According to Jeff Codega, president/ CEO of Jeff Codega Planning/Design, â€Å"it is important in our man-made environments to keep a balance between aesthetics and functionality.† The ability to master both the architectural and engineering field, and keep them in balance is†¦show more content†¦Working in the building industry is a big responsibility that requires a lot of accuracy and detail. Since architectural engineering is a multidiscipline professional, architectural engineers have the authorit y to be the leader of the project’s team. Architectural engineering, as Johnson points out in the article â€Å"Are Software Architects like Building Architects?† is a combination of structural engineering and architecture. Therefore, when designing a building’s engineering system â€Å"[architectural engineers] are expected to be familiar with not only that system, but also with the multiple architectural considerations which may affect its design, installation, and operation† (â€Å"Architectural Engineering†). Because of this broad knowledge, architectural engineers are able to lead the team on the right path, and help avoid unnecessary mistakes that might affect the building’s construction in serious ways. They are able to advise on complex problems within projects, and offer suggestions for resolving them to avoid stagnations. For example, they can advise on areas that need improvement, and manage to develop constructions in the most c ost-effective way. In the construction industry, â€Å"an [architectural engineering] professional, both an architect and engineer, is obliged to act as the leader of a project team due to the greatest possessed knowledge necessary to perceive and produce architectural and engineering designs† (Paranosis andShow MoreRelatedEssay about The Importance of Architectural Engineering1202 Words   |  5 PagesWith the help of architectural engineers, our world has become very civilized and advanced over the past decades. Like all other engineers, architectural engineers use logic and creativity to solve problems. They come up with effective designs to assist people in their everyday tasks. In our daily lives we are surrounded by buildings. Places that were once a dessert are turned into cities that now hold amazing buildings. 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Challenges of International Business-Free-Samples for Students

Question: Discuss about the Challenges of international business. Answer: Introduction With increasing connectivity and rise of globalization across the world it is increasingly becoming important for firms working at the international level to cope up with management of resources and catering to customer servicing standards all over the world. It is basically the framework and system in place that is responsible for handling smooth functioning of all the branches of the company situated in different parts of the world (Twarowska and K?kol 2013). The presence of adequate operational framework and structure is important for catering to the diversified and changing demands of customers and worldwide operations. However, most companies have been forced to shut down or incur huge losses because of the widespread complexity and contradiction involved in the demands of international clients (Cattaneo et al. 2013.). The IKEA group is one of the oldest Dutch based multinational firms that manufacture products in the field of household accessories. Its products primarily includ e furniture, kitchen and other home appliances. Since 2008, it has been recorded to be one of the highest retailers of furniture over the world. The innovation in its designs and the depth of knowledge that they possess has made it easier for them to function smoothly and efficiently internationally (Beule, Elia and Piscitello 2014). The firm tries to invest for the long run scenario by investing its own resources from the revenue it generates. The principles it uses to cater to the demands of its international customers are worth exploring and implementing. In this project, the challenges involved with the international functioning of a firm are explored and analyzed. IKEAs journey and structure involved in the management of overseas functioning is also studied specifically. Project Objective: This project aims at taking a look into the various challenges that firms are increasingly facing while managing operations at a worldwide level. The major objectives of the firm are enlisted as follows: The challenges that IKEA has faced in the past few years or is still facing in the context of overseas operations management Identifying the strategies used to deal with the limitations found and overcome the problem Recommending necessary changes in the structure in place and the management structure to avoid such problems or to deal with new challenges based out of this context Project Scope: The scope of the project lies in the ability to assess the challenges and the circumstances the multinational firms face while operating overseas and implying the same on the functioning of IKEA and tracing the opportunities lying under the challenges faced by this firm. As IKEA is a leading world manufacturer, it is very important to know the challenges it faces and the measures i9t takes to address the same problems ((Moran, Abramson and Moran 2014). With growing globalization, diversifying and reaching out to a larger cohort of customers is increasingly becoming important for firms to exist in the middle of the competition posed by new entrants and ever changing demand patterns. Researches claim that the low cost models of business and the minimization of risk patterns followed by this firm have been immensely copied and used by rivals to generate higher revenues and incomes, however most of these firms have remained within local and domestic markets, where as this firm has broken all geographical boundaries and combated overseas functional problems to cater to the disruptive demands of its customers. There are various aspects that govern the smooth functioning of transnational operations apart from the appropriate management operations. One such aspect is the role of human resources department in analyzing roles and positions of employees specific to different countries and hiring employees with enough efficiency and capability for the job. Numerous organizations find it extremely difficult to take up the risk of expanding operations abroad and failing because of the lack of appropriate talent. Technology and cultures of different countries also govern the functioning of those firms abroad. Apart from these factors climatic factors, political factors as well as energy security issues also play a meticulous role in forming challenges to overseas operations of different firms. Thus, the scope of this project is to assess the challenges of IKEA based on these tangents and also recommend possible solutions to the managing and overcoming of the same array of problems highlighted. The major challenges faced by IKEA in expanding to Asian countries involved reaching out to people through branding, implementation of different marketing strategies and techniques to reach out to people, changing the pricing structure of its products to include the demands of the changed cohort of people and positioning of the firm. India happens to be the most challenging market for this firm. The sizing of the products formed the biggest challenge for the company in China. It became very difficult for the firm to carry put extensive market research and cater to the specialized demands of the population residing in China. The challenges faced in Russia however were very different from these and lied in the context of corruption. The stringent laws in place have also played a very important role in posing challenges to the firm. The firm has undertaken strenuous and rigorous methods to pertain to the customer demands and changing scenario of the trends and patterns in different coun tries across the globe. From undergoing makeovers in the design of furniture to sitting with customers and knowing their preferences, this firm has done it all. Literature Review: The methods and policies involving the working of international operations and addressing challenges based on those operations have changed over time. Earlier only one direction and one method was implied for catering to the changing needs and demands of people which included efficiency and responsiveness (Binder 2016). However, now disruptive learning has become very important in the context of both staying in the industry and managing overseas operations for multinational firms. This is so because most of these firms are continuously exposed to a state of transition. To adapt to these changes, most organizations are adopting efficiency and operations related integration and coordination. It is very important for them to introduce technological platforms which are flexible and differentiated in the problem solving capacities and approaches. Initially efficiency based and nationally implied strategies are used to experiment with challenges within the nation which if proven successful are implied internationally (Cuervo?Cazurra 2012). The capability and strength of a firm in extending and transferring knowledge and experience from one department to the other or from one country to the other in turn serve as basis for long term functioning without having to battle many limitations and loopholes in overseas functioning. However, because of the increase in the complexity of international environmental demands, the firms are still exposed to the scenario of undergoing losses or even being shut down completely as mentioned earlier. According to Deresky (2017), many firms are always exposed to the dichotomy of the situation of division of authority of power. In other words, most firms face the dilemma of deciding whether to centralize the power to one branch or to allow the different branches to perform independently under their own authority according to the challenges and situations faced in that country or location. Firms also face the dilemma of producing customized products at the international level while catering to the specific needs of customers depending upon the location or the demographics of the country that they reside in. Studies also suggest that a worldwide linkage between the various managers of various operational units is not only necessary but also very important (Binder 2016). This helps in exposure to a wider cohort of problems and prevents other units from facing challenges that one or more units have already faced. However, for firms that have worked and functioned on the basis of one si ngle administrative unit and structure, it is difficult to introduce administrative collaboration and cooperation among its members as it requires a whole new approach and structure to incorporate the change. It is also important for firms to maintain a strong linkage between the production and manufacturing units and logistics and export departments. Whether a product is to be produced at one centralized unit or at different regional units is also for the managers of the firm to decide with experience and knowledge. The financial working of different firms is also different in different in different countries and this also leads to a significant operations and management gap in the working of firms internationally. Some studies suggest that the handling of international relations and operations is specific to the country where the headquarters of the firm is situated and also on the location of the other firms and the proximity of those firms to the headquarters (Yang 2012). Culture of the countries where a firm operates is also integral in the forming of policies and initiating changes in the management structure (Moran, Abramson and Moran 2014). For example, often in Japan the management of a firm by a non Japanese employee is perceived to be a skeptical idea. This resistance is hard to be overcome for most firms across the world. Other studies claim that the workings and the structure in place of the already acquired firms in different countries also determines how the challenges faced are addressed in that particular country. In fact, acquisitions and mergers make it easier for the host firm to handle overseas demand and solve international challenges as the firms acquired are already expos ed to handling customer demands specific to those countries and overcoming such challenges. Acquiring firms has been proven to be a strategy that also helps in increasing the total market share of firms have expanded internationally. This is so because there are minimized risks due to the already existing set of solutions, infrastructure and faster knowledge gaining. Past researches also assert that the roles of women as managers in handling overseas operations have been positive and reassuring. Increased number of women have been promoted to managerial positions that are held abroad or across a number of unites operating abroad (Barrientos 2013). The number of firms performing this activity is increasing every year and the numbers are even expected to rise further. It has been reported that women find it easier to deal with transnational cultures and varying forms of organizational structures which are followed in different countries. The most important benefit in terms of this context is most countries value women from foreign countries while limiting the scope and functional capacities of local women. It has been reported in these studies that it is easier to use the potentiality women to full extent as compared to men as women are reported to perform tasks and achieve goals set in a differentiated manner for men and women. Researches have also mentioned the importance of the role of entrepreneurial education and knowledge for the founders of the firm that operates internationally or at the overseas level. Extensive knowledge is a crucial factor that governs the workings and the very foundation of the firm (Fletcher and Harris 2012). Knowledge acquisition for the internationalization of the smaller firm: Content and sources. Without the expertise and knowledge most firms are unable to make proper business decisions and build business models that are of a changing nature that caters to the changing demands of customers and trends in the technology used by multinational firms all over the world. There are a number of methodological and theoretical streams that govern the establishment and working of a firm of which the most appropriate ones are to be chosen by the founders and the entrepreneurs. A comparison of national cultures through rigorous research is also important before the penetration of a compa ny into other sectors or countries (Ruggie 2017). This is so because such a study helps to understand the challenges a prior and helps in specializing and customizing products based on the preferences of the clients residing in the foreign country. Many researches claim that the faster an innovative and creative firm extends its functional limits and penetrates into other countries, the lesser are the number of barriers faced and the higher are the chances of thriving in the international arena. The learning advantages of the newer firms and entrepreneurs are also much larger as compared to firms that have been functioning for ages and are now too reluctant to introduce any new changes. Another tangent of complexity involved in the international functioning of most firms is the difference in the educational and employment levels o0f the working force (especially the youth) in different countries of the world. There is a widespread difference in the skills acquired and employment levels of youth in the developed and developing countries (Vaiman, Scullion and Collings 2012). Market efficiencies and strategic asset diversification becomes difficult because of these differences. Human resource analytics are being increasingly employed to address the concern of employing the perfect fit of population for a particular job role. The differences in the educational and skill acquirement pattern causes ambiguity in decision making for the hirers of multinational firms. Such decisions also require incorporating strategies like cross border engagement of employees, providing extensive training and international workshops to the hired employees. Promoting extensive knowledge and training programs for executives and managers that are moving to a foreign country is also to be developed and taken care of by the human resources department of a firm. This method has been proven to be the best method for filling the intercultural and skill gaps of the workers across different nations. In this context, the maintaining of corporate social responsibility also becomes important for overcoming the road blocks that are created by social and societal differences (Vance and Paik 2014). It has been asserted by previous studies there are certain values like command control mechanisms that be changed according to the local or regional patterns and then there are other factors like human rights policies and integrity and in built cultural values that cannot be modified or changed according to the values of the firm. Just like the difference in talent and skills of different demographical populations across the world, there also exists an immense gap in the technology and innovation used by firms to cater to the needs of varied customer bases across different parts of the world (Ruggie 2017). The better the technological expertise of the host firm, the easier it is for it to expand to regions with lower levels of technological infrastructure. This is so because implementation of those techniques in a new place only improves the market ranking of the firma and increases its value to the customers (Davis, Kingsbury and Merry 2012). However, when a firm operating in a developing country with lower levels of technology tries to expand to a country where the technological expertise is too advanced, it finds it very difficult to cope up to the existing technological trends in that country. The increased convergence of cultures through expansion of business only means that more robots are being put to u se and this is leading to simplification of jobs and automation leading to lowering of the number of jobs and job creation. Some other studies posit that international movements of firms and functioning across transnational challenges cause the firms to increase their tenacity of handling disruptive situations and handling complex problems (Cavusgil and Knight 2015). With expansion of international functioning limitations firms increase their capability upgrading criteria which is essential for evolution and creation of new bundles or cohorts of resources. To undergo sustained and stable success the evolution and accumulation of new assets is very crucial. Transnational expansion also helps firms to gain competitive and comparative advantage that helps firms to exploit opportunities with the help of implicit strategies. Another important aspect of expanding to other countries is the aspect of capacity deployment that helps firms to formulate structures for combating the various disadvantages of operating in a new environment. All these factors together help in bringing about globalization and integration of business values. Conclusion: To conclude it can be summed up that in todays world of fast moving technology and reducing gaps of culture and fast advancements in technology, the world is getting integrated in the sector of business as well as other ideas and innovations. As firms try to capture the global market and bring about changes in the customer servicing and profit making techniques, it faces a new array of challenges regularly which are addressed by the managerial level of employees. IKEA is a firm that is leading the global market through its extensive use of disruptive business models and cost minimization techniques. This project aims to bring to light the challenges it faces at the international level and the processes it applies to solve the same problems. References: Barrientos, S.W., 2013. Labour chains: Analysing the role of labour contractors in global production networks.The Journal of Development Studies,49(8), pp.1058-1071. Binder, J., 2016.Global project management: communication, collaboration and management across borders. Routledge. Cattaneo, O., Gereffi, G., Miroudot, S. and Taglioni, D., 2013. Joining, upgrading and being competitive in global value chains: a strategic framework. Cavusgil, S.T. and Knight, G., 2015. The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization.Journal of International Business Studies,46(1), pp.3-16. Cuervo?Cazurra, A., 2012. Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate.Global Strategy Journal,2(3), pp.153-167. Davis, K.E., Kingsbury, B. and Merry, S.E., 2012. Indicators as a technology of global governance.Law Society Review,46(1), pp.71-104. De Beule, F., Elia, S. and Piscitello, L., 2014. Entry and access to competencies abroad: Emerging market firms versus advanced market firms.Journal of International Management,20(2), pp.137-152. Deresky, H., 2017.International management: Managing across borders and cultures. Pearson Education India. Fletcher, M. and Harris, S., 2012. Knowledge acquisition for the internationalization of the smaller firm: Content and sources.International Business Review,21(4), pp.631-647. Moran, R.T., Abramson, N.R. and Moran, S.V., 2014.Managing cultural differences. Routledge. Ruggie, J.G., 2017. The theory and practice of learning networks: Corporate social responsibility and the Global Compact. InLearning To Talk(pp. 32-42). Routledge. Twarowska, K. and K?kol, M., 2013. International Business Strategy-reasons and forms of expansion into foreign markets. InManagement, knowledge and learning International conference(pp. p1005-1011). Vaiman, V., Scullion, H. and Collings, D., 2012. Talent management decision making.Management Decision,50(5), pp.925-941. Vance, C.M. and Paik, Y., 2014.Managing a global workforce: Challenges and opportunities in international human resource management. Routledge. Yang, N., 2012. Small businesses and international entrepreneurship in the economic hard time: A global strategic perspective.International Journal of Entrepreneurship,16, p.113.

Operation Managenent free essay sample

After completing this chapter, you should be able to: 1. Define the term operations management. 2. Identify the three major functional areas of organizations and describe how they interrelate. 3. Identify similarities and differences between production and service operations. 4. Describe the operations function and the nature of the operations managers job. 5. Summarize the two major aspects of process management. 6. Explain the key aspects of operations management decision making. 7. Briefly describe the historical evolution of operations management. . Characterize current trends in business that impact operations management. Chapter 2 Competitiveness, Strategy, and Productivity After completing this chapter, you should be able to: 1. 2. 3. 4. List the three primary ways that business organizations compete. Explain five reasons for the poor competitiveness of some companies. Define the term strategy and explain why strategy is important. Discuss and compare organization strategy and operations strategy, and explain why it is important to link the two. 5. Describe and give examples of time-based strategies. 6. Define the term productivity and explain why it is important to organizations and to countries. 7. Provide some of the reasons for poor productivity and some ways of improving it. Chapter 3 Forecasting: 1. List the elements of a good forecast. 2. Outline the steps in the forecasting process. 3. Evaluate at least three qualitative forecasting techniques and the advantages and disadvantages of each. 4. Compare and contrast qualitative and quantitative approaches to forecasting. 5. Describe averaging techniques, trend and seasonal techniques, and regression analysis, and solve typical problems. . Explain three measures of forecast accuracy. 7. Compare two ways of evaluating and controlling forecasts. 8. Assess the major factors and trade-offs to consider when choosing a forecasting technique. Chapter 4 – Product and Service Design: 1. Explain the strategic importance of product and service design. 2. Identify some key reasons for design or redesign. 3. Recognize the key questions of product and service design. 4. List some of the main sources of design ideas. 5. Discuss the importance of legal, ethical, and sustainability considerations in product and service design. 6. Explain the purpose and goal of life cycle assessment. 7. Explain the phrase the 3 Rs. 8. Briefly describe the phases in product design and development. 9. Name several key issues in manufacturing design. 10. Recognize several key issues in service design. 11. Name the phases in service design. 12. List the characteristics of well-designed service systems. 13. Assess some of the challenges of service design. Chapter 5 Strategic Capacity Planning for Products and Services: 1. 2. 3. 4. 5. Summarize the importance of capacity planning. Discuss ways of defining and measuring capacity. Describe the determinants of effective capacity. Discuss the major considerations related to developing capacity alternatives. Briefly describe approaches that are useful for evaluating capacity alternatives. Chapter 6 Process Selection and Facility Layout: 1. 2. 3. 4. 5. 6. Explain the strategic importance of process selection. Describe the influence that process selection has on an organization. Compare the basic processing types. Explain the need for management of technology. List some reasons for redesign of layouts. Describe the basic layout types, and the main advantages and disadvantages of each. Chapter 7- Work Design and Measurement: 1. 2. 3. 4. 5. Explain the importance of work design. Compare and contrast the two basic approaches to job design. Discuss the advantages and disadvantages of specialization. Explain the term knowledge-based pay. Explain the purpose of methods analysis and describe how methods studies are performed. 6. Compare four commonly used techniques for motion study. 7. Discuss the impact of working conditions on job design. 8. Define a standard time. 9. Describe and compare time study methods and perform calculations. 10. Describe work sampling and perform calculations. 11. Compare stopwatch time study and work sampling. 12. Contrast time and output pay systems. Chapter 8 Location Planning and Analysis: 1. 2. 3. 4. 5. Identify some of the main reasons organizations need to make location decisions. Explain why location decisions are important. Discuss the options that are available for location decisions. Give examples of the major factors that affect location decisions. Outline the decision process for making these kinds of decisions. Chapter 9 – Management of Quality: 1. 2. 3. 4. 5. 6. 7. 8. 9. Define the term quality as it relates to products and as it relates to services. Explain why quality is important and the consequences of poor quality. Identify the determinants of quality. Distinguish the costs associated with quality. Compare the quality awards. Discuss the philosophies of quality gurus. Describe TQM. Give an overview of process improvement. Describe and use various quality tools. Chapter 10 – Quality Control: 1. List and briefly explain the elements of the control process. 2. Explain how control charts are used to monitor a process, and the concepts that underlie their use. Chapter 11 Aggregate Planning and Master Scheduling: 1. Explain what aggregate planning is and how it is useful. 2. Identify the variables decision makers have to work with in aggregate planning and some of the possible strategies they can use. 3. Describe some of the graphical and quantitative techniques planners use. 4. Describe the master scheduling process and explain its importance. Chapter 12 – MRP and ERP: 1. Describe the conditions under which MRP is most appropriate. 2. Describe the inputs, outputs, and nature of MRP processing. 3. Explain how requirements in a master production schedule are translated into material requirements for lower-level items. . Discuss the benefits and requirements of MRP. 5. Explain how an MRP system is useful in capacity requirements planning. 6. Outline the potential benefits and some of the difficulties users have encountered with MRP. 7. Describe MRP II and its benefits. 8. Describe ERP, what it provides, and its hidden costs. Chapter 13 – Inventory Management: 1. Define the term inven tory, list the major reasons for holding inventories, and list the main requirements for effective inventory management. 2. Discuss the nature and importance of service inventories. 3. Explain periodic and perpetual review systems. 4. Explain the objectives of inventory management. 5. Describe the A-B-C approach and explain how it is useful. 6. Describe the basic EOQ model and its assumptions. 7. Describe reorder point models. 8. Describe situations in which the singleperiod model would be appropriate. Chapter 14 – JIT and Lean Operations: 1. 2. 3. 4. 5. Explain what is meant by the term lean operations system. List each of the goals of a lean system and explain its importance. List and briefly describe the building blocks of lean. Identify the benefits of a lean system. Outline the considerations important in converting a traditional mode of operations to a lean system. 6. Point out some of the obstacles that might be encountered when converting to a lean system. 7. Describe value stream mapping. Chapter 15 – Supply Chain Management 1. 2. 3. 4. 5. 6. 7. 8. 9. Discuss the key issues of supply chain management. Name the recent trends in supply chain management. Summarize the motivations and risks of outsourcing as a strategy. State some of the complexities that are involved with global supply chains. List some of the strategic, tactical, and operational responsibilities of supply chain management. Give examples of some advantages of e-business. Explain the importance of supplier partnerships. List the requirements of an effective supply chain. Name some of the challenges in creating an effective supply chain. Chapter 16 Scheduling 1. 2. 3. 4. 5. 6. Explain what scheduling involves and the importance of good scheduling. Describe scheduling needs in high-volume and intermediate-volume systems. Describe scheduling needs in job shops. Use and interpret Gantt charts, and use the assignment method for loading. Give examples of commonly used priority rules. Summarize some of the unique problems encountered in service systems, and describe some of the approaches used for scheduling service systems. Chapter 17 – Project Management: 1. Discuss the behavioral aspects of projects in terms of project personnel and the project manager. 2. Explain the nature and importance of a work breakdown structure in project management. 3. Give a general description of PERT/CPM techniques. 4. Construct simple network diagrams. 5. List the kinds of information that a PERT or CPM analysis can provide. 6. Describe activity crashing and solve typical problems. Chapter 18 – Management of Waiting Lines After ompleting this chapter, you should be familiar with waiting line terminology, be able to solve typical problems using the models presented in this chapter, and answer these questions: 1. Describe what imbalance does the existence of a waiting line reveal? 2. Explain what causes waiting lines to form, and why is it impossible to eliminate them completely? 3. Describe what metrics are used to help managers analyze waiting lines? 4. Explain what are some psychological approaches to managing waiting lines, and why might a manager want to use them? 5. Explain what very important lesson does the constant service time model provide for managers?