INSTRUCTING OPERATIONS DESIGN: AN EXPERIENTIAL APPROACH

Teaching an operations design course has major pedagogical challenges. (1) The design topics—output, process, facility, and work design—are necessarily taught sequentially, yet the decisions are integrative. (2) Instruction must be generic to service or product producers. (3) Discussing output design is difficult since students typically have had no exposure to the “product language” of engineering graphics. (4) No text is available which examines in sufficient depth all the operations design decisions. (5) Cases necessarily depict historical situations—process technologies and economic data—while operations managers must plan future directions for their productive systems. (6) While the commercial world contains fresh information and data, students are inexperienced in obtaining knowledge from the real world. (7) While the course presents an operations management perspective, students must recognize the information, data, and cooperation necessary from the other functional areas to successfully complete the operations design. To help overcome these seven pedagogical challenges, the students in the undergraduate and graduate operation design courses complete a comprehensive feasibility study for a new product or service and the entire productive system.     

TEACHING EFFECTIVENESS IN THE DECISION SCIENCES: THE USE OF STUDENT EVALUATIONS

This article presents the results of an AIDS-sponsored investigation of teaching effectiveness in the decision sciences. Two national samples were employed in the study: a sample of 247 business school deans and a sample of 3,292 students from 32 different business schools. Included among the findings are that 87 percent of the deans responding indicate they require some sort of faculty teaching effectiveness evaluation, and that great care must be exercised when interpreting student ratings of an individual instructor's teaching effectiveness.     

AUTOCORRELATED CASH FLOWS AND THE SELECTION OF A PORTFOLIO OF CAPITAL ASSETS *

Capital budgeting models for analyzing real assets typically are based on a set of restrictive assumptions that influence financial managers' decisions and may prevent optimization of the firm's objectives. This research examines the common restrictive assumption that cash flows are intertemporally independent by first developing an economic state and simulation model based on a Markov process for including autocorrelated cash flows in the capital budgeting decision process and then demonstrating why managers should include autocorrelated cash flows in capital budgeting models by empirically testing the impact of assuming intertemporally independent cash flows on capital budgeting decisions. The results indicate that ignoring autocorrelated cash flows seriously limits the ability of capital budgeting models to provide optimal investment decisions. The model also is very attractive for practical application because it can be implemented with a minimum number of estimates and provides the set of input data required by a number of capital budgeting models. A discussion of the implementation of the model is included.     

Solving the Labour Problem Among Professional Workers in the UK Public Sector: Organisation Change and Performance Management

This paper draws together evidence from across the UK public services to present an analysis of public sector organisational change that has been observed and experienced since the 1980s. The argument is that the pattern of persistent change, packaged as a myriad of reform measures, has been centrally concerned with solving the labour problem—low worker productivity and managers not being able to manage—in what are labour intensive services. The now familiar managerial discourse of empowerment and high commitment working practices is highlighted and express linkages are drawn between such themes and the day-to-day practices of performance and human resource management, seen here to be key levers in solving the same labour problem through a reduction in the quality of working lives of many public service workers.