Search results
Results from the WOW.Com Content Network
A value shop is an organization designed to solve customer or client problems, rather than creating value by producing output from an input of raw materials. The principles of value shops were first conceptualized by Thompson in 1967, and properly defined by Charles B. Stabell and Øystein D. Fjeldstad of the Norwegian School of Management in 1998, who also created the name.
A retail manager (or store manager) is the person ultimately responsible for the day-to-day operations (or management) of a retail store. All employees working in the store report to the retail/store manager. A store manager reports to a district/area or general manager.
Middle management is the midway management of a categorized organization, being secondary to the senior management but above the deepest levels of operational members. An operational manager may be well-thought-out by middle management or may be categorized as a non-management operator, liable to the policy of the specific organization.
A shop foreman or plant foreman is a front-line supervisor in a skilled trades, manufacturing or production operation: a person who plans, organizes and controls the operations of the shop or plant; supervises, trains and develops staff; provides advice to management and staff; and performs other duties.
Generally, shop employees are not shopkeepers, but are often incorrectly referred to as such. At larger companies, a shopkeeper is usually referred to as a manager , since the owner is not able to manage the business being a single shopkeeper, so this term could apply to larger firms (in particular, multiple shops) generally and be a separate duty.
Carroll, Glenn R., and Magnus Thor Torfason. "Restaurant Organizational Forms and Community in the US in 2005." City & Community 10#1 (2011): 1–24. Ingram, Paul, and Hayagreeva Rao. "Store Wars: The Enactment and Repeal of Anti-Chain-Store Legislation in America." American Journal of Sociology 110#2 (2004): 446–487.
Business process management (BPM) is a holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. BPM attempts to improve processes continuously. It can, therefore, be described as a "process optimization process".
Change management – Management discipline studying human transformational processes within organizations is a field of management focused on organizational changes. It aims to ensure that methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, to minimize the number and impact of any ...