Optimum common cycle for scheduling a single-machine multiproduct system with a budgetary constraint

This paper deals with the single machine multi-product lot size scheduling problem, and has two objectives. The first objective is to minimize the maximum aggregate inventory for the common cycle (CC) scheduling policy. A simple and easy-to-apply rule has been developed which determines the optimal production sequence that achieves this objective. The second objective is to find an optimal common cycle for minimizing the average production and inventory costs per unit time, subject to a given budgetary constraint. A method has been presented that achieves this objective     

Multi-item EOQ inventory model with varying holding cost under two restrictions: A geometric programming approach

In this paper we provide a simple method to determine the inventory policy of multiple items having varying holding cost using a geometric programming approach. The varying holding cost is considered to be a continuous function of the order quantity. The EOQ inventory model with constant holding cost and the classical EOQ inventory model without constraints are derived.     

Strategy,core competencies and human resource development

HRD's traditional approach to competency focuses on superior individual performance. The concept of a core competency in the strategic literature, as reviewed here, considers it as an organizational capability that provides sustained competitive advantage. That model is examined and implications for HRD practice noted.     

The strategic role of Human Resource Development in managing core competencies

The Resource-Based View (R-BV) of strategy emphasizes the importance of core competencies as the critical basis for sustainable competitive advantage. Yet, discussions of strategy typically ignore the role of the Human Resource Development (HRD) function in core competency development and management. The literature on strategic HRD is reviewed to locate the R-BV as a basis for redefining HRD's role in organizational strategy. Three strategic roles for the HRD function in core competency management are proposed and discussed: participating in strategic planning, developing core competencies, and protecting them. Specific tasks for each role are proposed. The final section identifies needs for further research as well as the practical implications from this discussion.     

Capacity Investment and Product Line Decisions of a Multiproduct Leader and a Focus Strategy Entrant

In this article, I investigate the capacity investment cost conditions where a multiproduct market leader may respond to a focus strategy entrant by using different strategies such as changing the product mix, production volumes, quality levels, and/or by investing in more capacity. The products offered in the market are quality differentiated and customers are heterogeneous in their willingness to pay for quality. The capacity investment costs of the two firms (i.e., the leader and the entrant) may also be different. The classical Stackelberg model predicts that an incumbent does not change its position in response to entry. However, when heterogeneous customer base, product differentiation, and capacity costs are taken into consideration, I find that the leader with a low capacity cost may choose to expand its product line and increase its production. The leader with low capacity cost may introduce a product that it was holding back when the entrant has to bear the high‐capacity cost and cannibalization threat is relatively small. Nevertheless, the extent of production volume strategies reduces as the capacity cost increases for the leader. I also find that when the leader has the power to set the industry standards by deciding the quality levels, as a response to a high‐quality focused entrant, the leader increases both levels of quality and production of the low‐quality product. Moreover, when the capacity investment cost is high for both the entrant and the leader, I find that market prices may increase with entry.     

Leadership in the digital era: A review of who,what, when,where, and why

Leadership as a social influence process has always involved a complex set of phenomena that demands an interdisciplinary lens. Leadership scholarship has now entered into a digital era. In a digital era, the overall phenomenon is changing, as are the tools through which we study it, demanding a new “lens” through which we view leadership. Yet, this raises the question, to what extent is leadership different in a digital era? In acknowledgement of this trend, a special issue was commissioned at The Leadership Quarterly that sought to stimulate the imagination of leadership scholars and practitioners. In the current work, we begin with a brief review of who, what, when, where and why of digital leadership. We cover leadership in informal contexts (e.g., social media), generalization from face-to-face to virtual contexts, computational modeling, the leveraging of technology (e.g., machine learning; Big Data), as well methodological how-to guides. We then plot a path forward for leadership scholars in the dawn of the digital era.     

（CAD／CAM》课程的教学改革实践与探索

随着计算机技术的迅猛发展及其与设计、制造技术的相互结合与渗透．计算机辅助设计与制造作为先进制造手段之一在企业中得到普遍应用,很多工科大专院校已将该门课程列入专业基础课群中。通过对该课程进行的一系列教学改革措施,包括教学目标的修正、教学内容的整合、上机实验的调整以及教学方法的改进,可以在很大程度上调动学生积极性,并提升教学质量。     

砀山水果产业发展SWOT分析及战略选择

本文运用SW OT法对砀山水果产业发展的优势、劣势、机会和威胁进行分析,并对今后发展砀山水果产业提出对策与建议,希望能为皖北特色农业经济的发展提供一些理论借鉴和指导。     

基于ASP的网上练习系统

利用ASP+Access+Excel技术开发了基于B/S模式的网上练习系统,可以实现随机生成练习题目、试题维护、在线练习、自动评分、在线互动、在线学习和信息导出等功能.学生登陆后可以随时进行练习和获得练习题的答案,检测自己的学习效果;同时能减轻教师的教学负担,提高教学效果.     

试论中国公立高校多元利益主体的生成

计划体制下,中国公立高校内部的利益是高度一致的。随着经济体制、政治体制、教育体制改革的深化,中国公立高校发生了深刻的变化,形成了多元利益主体并存的局面。首先,高校摆脱了“政府附属物”的局面,成为“自主办学的法人实体”,政府转变为多元利益主体的一方（当然是最重要和主要的一方）;共次,以教师为代表的教职工群体改变了“单位所有”的身份,与高校形成了合同聘约关系,也成为有自身利益诉求的利益主体;再者,学生缴费上学,自主择业,不再是统包统分的“准国家干部”,他们与学校的关系越来越带有“消费者”的色彩;还有,高校管理者的身份复杂起来,他们除了代表政府的利益,还代表着教职工和学生的利益;最后．由于投资主体多元化,使得“获取回报”的合作者介入大学的投入与发展,他们的利益又有其独特性。分析利益格局的变化,会为现代大学制度建设找到一个新的视角和基石。