Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/412147
Title: A Study of New Age Operational Strategy Adopted By Automobile and Engineering Industries in Maharashtra State
Researcher: Rajendra Shashikant Wamanrao
Guide(s): Nihalani Prakash Nibhandas
Keywords: Business
Economics and Business
Social Sciences
University: Swami Ramanand Teerth Marathwada University
Completed Date: 2022
Abstract: It argues for paradigm shifts in management pedagogy to make it holistic to produce globally competitive professional managers to meet the needs of industry in the emerging Indian economy. The deep study of Business Cycles reveals that Recessions are not only recurrent but their frequency has increased in post 1980s. newlineThe modern age manager therefore has a much more difficult challenge to cope up with the crisis of slowdowns and recessions by grasping the advanced techniques of cost cutting and, productivity rising. This is coupled with sustainability and learning organization attitude and retaining the market share, by enhancement of quality and efficiency by the application of Six Sigma and similar world class manufacturing techniques. newlineToday s business landscape is bounded by factors like, global interdependence, flatter and leaner organizations, accelerating and ever changing technology, mergers and acquisitions, spin-offs, closures, frequent disruptions in the marketplace and constant need for Innovation and changing strategies. This scenario demands specialized competencies with new edge operation managers to make them successful while working at pluralistic workplaces. newlineEvery organization needs to be nimble, agile, adaptable, learning to embrace and implement changes and align their resources to critical business strategies if they want to overcome the VUCA world of volatility, uncertainty, complexity and ambiguity. newlineThe current management approaches and planned business operations strategies in a conventional way has to move on to context-mindful framework of involving all stakeholders in the value chain, thereby agility and readiness to move out from known certainty and to catch on the unknowable chaos and disruptions. Process innovation and newlineiv newlinecreativity to the value chain are key elements to successful operations strategies. newlineIn today s Volatile, Uncertain, Complex and Ambiguous (VUCA) world, Operations personnel face multitude of challenges that, too dynamic and completely different from the past. The
Pagination: 332p
URI: http://hdl.handle.net/10603/412147
Appears in Departments:Department of Management Science

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01_title.pdfAttached File54.33 kBAdobe PDFView/Open
02_certificate.pdf244.64 kBAdobe PDFView/Open
03_abstract.pdf107.26 kBAdobe PDFView/Open
04_decleration.pdf149.65 kBAdobe PDFView/Open
05_acknowledgement.pdf7.48 kBAdobe PDFView/Open
06_contents.pdf110.82 kBAdobe PDFView/Open
07_list_of_tables.pdf138.14 kBAdobe PDFView/Open
08_list_of_graphs.pdf143.6 kBAdobe PDFView/Open
09_abbreviations.pdf211.12 kBAdobe PDFView/Open
10_chapter 1.pdf349.61 kBAdobe PDFView/Open
11_chapter 2.pdf518.66 kBAdobe PDFView/Open
12_chapter 3.pdf1.78 MBAdobe PDFView/Open
13_chapter 4.pdf2.97 MBAdobe PDFView/Open
14_conclusion.pdf2.04 MBAdobe PDFView/Open
15_bibliography.pdf147.52 kBAdobe PDFView/Open
80_recommendation.pdf349.65 kBAdobe PDFView/Open
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