Complete List of Transition Words

Once you have completed the first draft of your paper, you will need to rewrite some of the introductory sentences at the beginning and  the transition statements at the end of every paragraph. Transitions, which connect one idea to the next, may seem challenging at first, but they get easier once you consider the many possible methods for linking paragraphs together—even if they seem to be unrelated. Transition words and phrases  can help your paper move along, smoothly gliding from one topic to the next.  If you have trouble thinking of a way to connect your paragraphs, consider a few  of these 100 top transitions as inspiration. The type of transition words or phrases you use depends on the category of transition you need, as explained below. Additive Transitions Probably the most common type, additive transitions are those  you use when you want to show that the current point is an addition to the previous  one, notes  Edusson, a website that provides students with essay-writing tips and advice. Put another way, additive transitions signal to the reader that you are adding to an idea and/or your ideas are similar, says  Quizlet, an online teacher and student learning community. Some examples of additive transition words and phrases were compiled by Michigan State University  writing lab. Follow each transition word or phrase with a comma: IndeedIn the first placeAndOrTooNorFurtherMoreoverFurthermoreIn factLet aloneAlternativelyAs well (as this)What is moreIn addition (to this)ActuallyMuch lessOn the other handEither (neither)As a matter of factBesides (this)To say nothing ofAdditionallyNot to mention (this)Not only (this) but also (that) as wellIn all honestyTo tell the truth An example of  additive transitions used in a sentence would be: In the first place, no burning in the sense of combustion, as in the burning of wood, occurs in a volcano;  moreover, volcanoes are not necessarily mountains;  furthermore, the activity takes place not always at the summit but more commonly on the sides or flanks....– Fred Bullard,  Volcanoes in History, in Theory, in Eruption In this and the examples of transitions  in subsequent sections, the transition words or phrases are printed in italics to make them easier to find as you peruse the passages. Adversative Transitions Adversative transitions are used to signal conflict, contradiction, concession, and dismissal says Michigan State University. Examples include: ButHoweverOn the other handIn contrastWhileWhereasConverselyEven moreAbove allBut even soNeverthelessNonethelessAlthoughThoughHowever(And) still(And) yetEither wayIn either case(Or) at leastWhichever happensWhatever happensIn ether event An example of an adversative transition phrase used in a sentence would be: On the other hand, professor Smith completely disagreed with the authors argument. Causal Transitions Causal transitions—also called cause-and-effect transitions—show how certain circumstances or events were caused by other factors, says Academic Help. The website that offers assistance with academic writing adds: They (causal transitions) make it easier for the reader to follow the logic of the arguments and clauses represented in paper. Examples include: AccordinglyAnd soAs a resultConsequentlyFor this reasonHenceSoThenThereforeThusGranting (that)On the condition (that)In the event thatAs a result (of this)Because (of this)As a consequenceConsequentlyIn consequenceSo  much (so) thatFor the purpose ofWith this intentionWith this in mindUnder those circumstancesThat being the caseThen An example of a causal transition used in a sentence would be: The study of human chromosomes is in its infancy,  and so  it has only recently become possible to study the effect of environmental factors upon them.–Rachel Carson, Silent Spring Sequential Transitions Sequential transitions express a numerical sequence, continuation, conclusion, digression, resumption, or summation, says Michigan State, which gives these examples: In the (first, second, third, etc.) placeTo begin withTo start withInitiallySecondlyNextSubsequentlyBeforeAfterwardAfter thisTo conclude withAs a final pointLast but not leastTo change the topicIncidentallyBy the wayTo get back to the pointTo resumeAnyhowAs was previously statedSoIn shortThusIn sumFinally An example of a sequential transition would be: We should teach that words are not the things to which they refer. We should teach that words are best understood as convenient tools for handling reality....Finally, we should teach widely that new words can and should be invented if the need arises.–Karol Janicki, Language Misconceived In sum, use transition words and phrases judiciously to keep your paper moving, hold your readers attention, and retain your audience until the final word.

Formalist Protagonist and Character Vs Essay - 1215 Words

A Formalist Interpretation of Windows by Bernice Morgan Conflict: * Character vs. Character (Leah vs. Ruth) – she feels unwanted by Ruth; unwelcome in her home. She has little respect for Ruth’s lifestyle which is filled with second-hand drama, meaningless shopping – little overall purpose. * Character vs. Self (Leah = old and tired, misses Estonia, misses husband) Protagonist - Leah * Changes throughout story * At the story’s start, she feels at peace, even grateful for the notion of death * When the window breaks at climax, she becomes motivated, has a renewed sense of hope and vigor for life * She is a definitely dynamic character Antagonist – Ruth * Makes little effort to interact with Leah *†¦show more content†¦Rising action – The boy tries to answer the whispers of the house for more money – and begins riding his horse/predicting the names of winning horses/betting on races/bringing in funds. Climax – The boy goe s on his feverish last ride and becomes seriously ill afterwards. Falling action – The boy continues to become more and more sickly as his predictions on the horse race come into fruition. Resolution – the boy dies, and his Uncle Oscar points out the fact that his mother now has the money, but has lost her son. Symbols The house – could symbolize a physical manifestation of greed, the rocking horse could symbolize death, his desire to help his family (there are many possibilities, which could be argued. Point of View The story is told in the 3rd person omniscient – the narrator is all-knowing. A Formalist Summary of A Devoted Son by Anita Desai Conflict Character vs. Character – between Rakesh (the devoted son) and his father Varma. We see what is initially a loving relationship turn sour in Varma’s eyes as he views that his son’s actions are no longer done out of love. He begins to feel that Rakesh is fighting against nature to keep him alive, and all the while denying him the pleasures of life (like sweet and fried foods). Setting India – This is significant as it explains the culture described throughout the novel – the ceremony, the etiquette, and the various foods, which are typical of an Asian culture, not WesternShow MoreRelatedClassical Hollywood Cinema1786 Words   |  8 Pagessynchronised sound in cinema. The feature film was a huge success at the box office and it ushered in the era David Bordwell describes as ‘Classical Hollywood Cinema’; Bordwell and two other film theorists (Janet Staiger and Kristin Thompson) conducted a formalist analysis of 100 randomly selected Hollywood films from the years 1917 to 1960 in order to fully define this movement. Their results yielded that most Hollywood made films during that era were centred on, or followed, specific blueprints that formedRead MoreMedia3066 Words   |  13 PagesChristopher P. Jacobs Movies are entertainment. Movies are documents of their time and place. Movies are artistic forms of self-expression. Movies we see at theatres, on television, or home video are typically narrative films. They tell stories about characters going through experiences. But what are they really about? What is the content of a film? DIGGING DEEPER: FOUR LEVELS OF MEANING Recounting the plot of a movie, telling what happens, is the simplest way to explain it to someone else. But thisRead MoreEssay on Like water for chocolate6961 Words   |  28 Pagesof the real and addresses the reader in such a manner as to incite a â€Å"Yes. That’s it, that’s how it really is† response. Realists are often impelled by social reform, often focus on people in social situations that require compromise, develop characters that are unheroic— flawed and unable to be â€Å"true to themselves†--, and often emphasize external, material reality, yet recognize the complexity of human psychology. In the mid 20th century magical realism reared its head as an influential, ifRead More Destiny, Fate, Free Will and Free Choice in Oedipus the King3894 Words   |  16 PagesRex  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚  Ã‚   To the first-time reader of Sophocles’ tragedy, Oedipus Rex, it seems that the gods are in complete domination of mankind. This essay will seek to show that this is not the case because the presence of a tragic flaw within the protagonist is shown to be the cause of his downfall.    In the opening scene of the tragedy the priest of Zeus itemizes for the king what the gods have done to the inhabitants of Thebes:    A blight is on our harvest in the ear, A blight

The Importance of Management Research-Free-Samples for Students

Question: Disucss about the role of Phenomenological Research Methodology in Management Research. Answer: The importance of management research in todays world cannot be overemphasized. While there are many companies which intend to expand itself in new, foreign markets, there are some companies that wish to measure employee satisfaction level in order to increase employee engagement and reduce the problem of staff turnover. In order to carry out management research, different companies adopt different research methods, depending on the needs or the circumstances and the research paradigm or philosophy also differs according to the research methods. One of the most widely used and popular qualitative research methods is the Phenomenological research philosophy, that is often used in sharp contrast with the more scientific method of research- the Positivist research philosophy. The Phenomenological research method believes in evaluating and gaining an insight into the subjective experience of the respondents, in order to develop an understanding of the research problem at hand (Thines 201 5). It would be interesting to note how the Phenomenological research method helps in effective management research. Before discovering and analysing the effectiveness of the Phenomenological research in management research, it is important to define it. Phenomenological research method is a research method which intends to explore and analyse the lived experience of a phenomenon. The focus is not just on the information revealed through a survey, but rather on unfolding the meaning of the experience, as lived by the respondent. Thus, the chief advantage of the Phenomenological research is that it intends to gain an insight into the perspective, thoughts and ideas belonging to the respondent, and the in-depth study of the respondents perspectives helps in understanding his perspectives. This can be illustrated with an example. An organization may be willing to explore the impact of recent change in leadership style on employee motivation. A simple survey, asking the employees to rate their satisfaction in a scale of 1 to 5, or merely quantifying their experience will not help in understanding which aspect of the present leadership style do the employee exactly wish to resist. Herein lays the importance of the Phenomenological research method, that employs the use of in-depth interviews with the employees, and initiate insightful discussion on the topic. This will help in comprehending the perspectives of the concerned employees, as to why they are unable to espouse the present leadership style. The chief benefit of the Phenomenological research is that it helps in framing qualitative questions that are more descriptive and ask for explanatory answers from the respondents (Cronin and Armour 2017). By gaining insight into the personal experiences and individual feelings of the respondents, it becomes easier to understand the organizational problem in a better way, and to seek recommendations accordingly. The absoluteness of conscious existence is being studied and thoroughly examined in case of Phenomenological research method, and hence there is better scope of understanding t he stakeholder perspectives than making random assumptions based on unclear, pithy survey responses (Macgregor and Waterfield 2017). In case of Phenomenological research method, the researcher can easily arrange an interview for gathering the participants' descriptions of their experience, and even the participants' written or oral self-report, and observe their behaviour, attitude and aesthetic expressions, to study their perspectives (Marshall and Rossman 2014). The stream of consciousness of the respondent can be explored with the help of this form of research. For example, an organization may be willing to explore how far a pay rise will help in enhancing employee engagement at workplace (Creswell and Poth 2017). For that reason, if the organization chooses to conduct a survey, the respondents here would be only able to answer this question with a mere yes or no, and their responses will remain limited to the scope of the question. However, on the other hand, it should be noted that by employing the use of Phenomenological research method, it is possible for an organization to ask its participants ( the employ ees) to describe their lived experiences as well. Thus, it would be possible for the company to understand why some employees consider pay rise to be a great source of motivation, while why others refuse to attach importance to it, and how is the pay rise expected to affect their performance rate at organization (Moustakas 1994). The Phenomenological research method helps the researcher to encourage its participants to give a full description of their experiences, to more fully describe the experiences in which the experience occurred, to explain the context and he reason behind their feelings and opinions and to offer suggestions, if any, as well. Thus, it becomes clearly evident that the prospects of Phenomenological research are infinite for organizational research. One of the most important benefits of the Phenomenological research is that it helps in making a qualitative inquiry into the situation, and make assumptions based on perspectives that can be generalized to a consider able extent (Robinson et al. 2014). Usually, the management research projects intend to discover the experiences of the stakeholders, to comprehend their perspectives, and not their opinions. Considering this situation, surveys which offer only brief ideas about their experiences and needs, can never be effective for conducting organizational research. For example, if an organization wishes to understand why it has been experiencing a high staff turnover rate lately, it should try to gain insight into the experience of the workers, rather than asking them to fill up a questionnaire which will only comprise of brief responses, in the form of yes and no, followed by a short explanation. On the other hand, the use of case study would be equally futile as it would never be able to provide data that can be said to be representative of the perspectives and view points of the target audience(Aburge 2017). While conducting any research, veracity of the data collected is highly important, and yet in case of various management research projects, the managers or even the employees fail to offer objective responses while being asked to respond to the survey questions, and this ends u p distorting the research findings. For example, the manager of any organization may never be willing to disclose that the organization does not have very effective work-life balance policies, and may keep on rating the survey questions as per his convenience (Tuohy et al. 2013). However, on the other hand, in case of Phenomenological research, the respondents are invariably required to explain each response and back them up with strong logic as to why do they feel so. Here, a simple yes or no response does not work and hence the managers will be forced to explain every word they say, and the descriptive quality of the responses helps in increasing the veracity of the facts disclosed, making the finding a far more reliable one (Mancuso and Tonelli 2014). At the same time, as already previously stated, this also helps in gaining insight into a matter, thereby offering the most feasible solution to the management problem. To conclude, it can be stated that the above discussion clearly establishes the fact that Phenomenological research study helps in making a study far more authentic, reliable and explanatory than normally any other research would do. An organization may wish to conduct research on multiple management research problems- gauging employee motivation, understanding reasons behind the loss of customer loyalty, finding out the reasons behind loss of employee turnover rates as well as loss of employee retention. In each of the above situations, the organization will require to understand the essence of the phenomenon underlying the customers choice of buying or not buying products from a company, or the willingness of the employees to work in a company. The very reason why the Phenomenological research technique is the best one is that it involves trying to understand the essence of a phenomenon by simply examining the views and perspectives of the people who have experienced that phenomeno n. Reference List: Abugre, J.B., 2017. A phenomenological study of time concept and management and productivity in a subSaharan African context.International Journal of Cross Cultural Management, p.1470595817704005. Creswell, J.W. and Poth, C.N., 2017.Qualitative inquiry and research design: Choosing among five approaches. Sage publications. Cronin, C. and Armour, K.M., 2017. Beingin the coaching world: new insights on youth performance coaching from an interpretative phenomenological approach.Sport, Education and Society,22(8), pp.919-931. Macgregor, C. and Waterfield, J., 2017. Service evaluation of an acceptance-based pain management programme using a phenomenological approach.Pain and Rehabilitation-the Journal of Physiotherapy Pain Association,2017(42), pp.7-14. Mancuso, M.S. and Tonelli, M., 2014. The phenomenological approach: a framework to design markets. Sage publications Marshall, C. and Rossman, G.B., 2014.Designing qualitative research. Sage publications. Moustakas, C., 1994.Phenomenological research methods. Sage. Robinson, R.N., Solnet, D.J. and Breakey, N., 2014. A phenomenological approach to hospitality management research: Chefs occupational commitment.International Journal of Hospitality Management,43, pp.65-75. Smith, J.A. ed., 2015.Qualitative psychology: A practical guide to research methods. Sage. Thines, G., 2015. Phenomenology and the science of behaviour: An historical and epistemological approach. Tuohy, D., Cooney, A., Dowling, M., Murphy, K. and Sixsmith, J., 2013. An overview of interpretive phenomenology as a research methodology.Nurse Researcher,20(6), pp.17-20.

What Qualities Should an Effective Leader Possess free essay sample

What qualities should an effective leader possess? l suppose leadership at one time meant muscles; but today it means getting along with people. The pre-eminent spiritual leader of India, Mohandas K. Gandhi, tells us what leadership really is being a people person. Leaders are not those who achieve success by underhand methods, but they are the ones that understand his followers before undertaking the difficult Job of leadership. Certain qualities are necessary to help effective leaders understand their followers, such as impartiality, effective ommunication and teamwork. One characteristic that a truly effective leader should possess is impartiality. As a leader, acting in an impartial and equitable way basically means being fair and equal in the treatment for all in terms of rewards. Well, what is so important about being fair? Impartiality is the key to trust, and trust is the cement which holds an organisation or country together. Imagine a CEO of a company promoting only the pretty ones, not because they put in effort, but for their looks, leaving out those who may look more unique but worked hard. We will write a custom essay sample on What Qualities Should an Effective Leader Possess? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page How would those who put in much effort but not getting promoted feel? Betrayed, discriminated and marginalised. Many would eventually quit and Join a different company. On the other hand, being impartial can stir up more positive feelings among followers. Many would feel the peace and ease putting all their trust into their leaders hands. However, being impartial is tougher than it seems on the surface. What we think of as acting in a fair manner may not be perceived by others as fair. This is why many cannot become an effective leader. The second quality all effective leaders should possess is effective communication. There is a fine line between communication and commanding. Communication is a two-way thing, whereas commanding is a do-it-or- leave-it thing. Many individuals dislike getting commanded for one simple reason: they do not have a choice, whether they like it or not. Communication is the bulldozer that breaks the barrier between a leader and his followers. By understanding and listening, a leader can build relationships between a leader and his followers and aybe boost their confidence. With good working relationships, a leader can work towards his goals with his followers much more easily. The final and most important skill effective leaders should learn is to think teamwork. A leader cannot achieve total success all by himself. I believe that the well-known pyramid model of an organisation, with its leader at the very top, is false. Everyone in that organisation is supposedly equal; they are Just doing different Jobs at different levels of difficulty, but still working towards the same goals. Effective leaders should understand that teamwork is essential and start getting involved and in touch with his followers. They must understand that l cannot survive without them and vice versa. They should think in terms of We and not l. Trust, relationships and teamwork are all essential for everything to work well. All effective leaders should know the basic and important skills to be able to lead the organisation or country. Without learning these skills, leaders can rarely be deemed effective. Thus, never stop learning, and with these

Developing ISO Standard by Hydra Trading LLC

Developing ISO Standard by Hydra Trading LLC Introduction This is an internship development report on Hydra Trading LLC (Hydra), which provides logistic services to the army, but does not have a quality standard for its products, services, procedures, and processes. The report shows all stages involved in developing the company to achieve the International Organization for Standardization (ISO) standard.Advertising We will write a custom research paper sample on Developing ISO Standard by Hydra Trading LLC specifically for you for only $16.05 $11/page Learn More It identifies weaknesses of the company, methods used to locate weaknesses, and methods of upgrading these weaknesses in order to improve quality standards within the company. The need for a quality management system is a strategic decision for Hydra, which can facilitate processes and procedures of logistic services and products. The firm must meet various needs, specific objectives, products, and services in its quality management systems (AN SI/ASQ, 2000). This report covers 15 weeks and provides recommendations on how to achieve ISO standard for the company. Hydra Trading is a logistic solution provider to â€Å"the United Arab Emirates (UAE) military, civil defence, government organisations, public, and private Sectors†. Internship Log File Weekly Report Week 1 Date Activity Who Discussion of the results, conclusions, and recommendations The week of 01/09/2012 Introduction and Identification of logistics challenges in the company Logistics Analyst: Roles include: Evaluate all activities of logistic process Make necessary recommendations for improvement Logistics Manager: Roles are: Providing efficient customer support service Manage people and communicate with team Monitor stock Processing and packaging orders Supply Chain Manager: Roles are: Control all aspects of the supply chain, from start to the end Provide customers with delivery deals and other services Coordinate some elements of purch asing and warehouse Provide administrative duties Identification of key processes (quality management processes for safe delivery of products and services) Resources management Procurement and purchasing design Production Customer relationship management Internal audit systems Management processes Identification of the company challenges Flexibility: since recession, the company suffered financial setbacks, but it has responded with few innovative ideas for growth Sustainability: the green movement present serious challenges to the firm. The company will have to invest in green technology and production to manage its operation for eco-friendly environment Innovation: the company has not adopted mobile technology and other smart gadgets to facilitate transfer of information and reduce costs of running the business Quality: the company strives to save costs but does little to improve quality Capacity shortages: lack of reliable drivers and transporters, which have led to inc rease in costs and delay Product damage: the company transport sensitive and dangerous cargo to the army. In some cases, accidents cause damages to such cargo. Packing should address effects of bumps, shock, and exposure Security: bandits may target the cargo during transportation than any other time. There is a need for adequate security for the army cargo Conclusion: The week’s activities have provided valuable lessons for understanding roles, key processes, and challenges of the company Week 2Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Date Activity Who Discussion of the results, conclusions, and recommendations 10/09/2012 Understanding the organisation and the need for introducing the ISO standard in the company Logistic analyst Logistic manager Supply chain manager Aim The army requires the company to supply its cargo persistently and continually in their original conditions Ensure that the firm meets its obligations Objectives for achieving effective delivery and customer satisfaction Continual service improvement Ensuring conformity with the customer’s demands Meeting regulatory and security challenges The company lacks any quality standard guideline, hence, the need to introduce ISO standard Benefits of ISO Increased efficiency: a company that has ISO standards has high-levels of efficiency The processes are simple to follow once introduced. Therefore, training and planning for transition are simple steps Increased revenue: a firm with ISO standard has efficient standards, improved productivity and financial management High morale among employees: the ISO defines roles and responsibilities for all staff members, training, and accountability systems ISO standard provides international recognition to the company ISO standard has ability to gather sufficient data for factual decision-making Impro ved relationship with customer because of ensuring customer’s standards during transportation Documentation of all processes enhances identification of errors and discrepancies within the chain Improve accountability and audit processes for effective decision-making Conclusion The company needs ISO standard in order to enhance operation, performance, and profitability. Week 3 Date Activity Who Discussion of the results, conclusions, and recommendations 17/09/2012 Gap analysis Management responsibilities Logistic analyst Logistic manager Supply chain manager The need to understand quality management principles The company lacks any ISO standard, thus, will cannot make any comparison Gap analysis helps in identification of challenges and areas for improvement Quality management depends on the management team The top executives must: Define quality policy for the company Define measurable objectives to ensure that quality management strategies are possible Ensure that employees achieve objectives by ensuring that the objectives align with the quality requirements Provide communication channels for the process Conduct quality management reviews in order to determine the impact of quality initiatives in the company Management team must support the process with all required resources for effective implementation Executives must ensure continuous review of the process based on the market pressure and emerging challenges Gap analysis is necessary for understanding challenges and the roles of the management team in promoting quality improvement initiatives in the firm Week 4 Date Activity Who Discussion of the results, conclusions, and recommendations 24/09/2012 Developing the project plan Logistic analyst Logistic manager Supply chain manager Quality improvement initiatives require a plan for effective implementation Reviewing challenges from the first week and outcomes of gap analysis and roles of management team Comm unicating with the team head of departments and managers Define the time frame for the project (12 weeks) The firm must select the type of registrar for its ISO standard Informing the employees of the quality management process Decision on key stakeholders, participants and period for the project after evaluation of the gap analysis findings Arranging for the ISO standard meeting Identification of roles and responsibilities of all participants Ensure that the project has adequate tools and support from all stakeholders Identification of external factors that may have impacts on the project, such as assistance, resources, and other project assistants Defining the project deadline To reduce burden on resources To provide for critical path that guides the project phases Provide realistic estimates of amount of resources and time required to complete the project Conduct meeting for feedback purposes Conclusion The company shall rely on its personal assigned in these departments to facilitate the implementation of the process The firm must implement its quality improvement project based on a written project plan The process of developing a project plan is necessary in order to determine the work flow and resources needed for the project Week 5 Date Activity Who Discussion of the results, conclusions, and recommendations 01/10/2012 Working with the team to develop objectives and implementation plan Logistic analyst Logistic manager Supply chain manager Logistic analyst assistant Logistic manager assistant Supply chain manager assistant Developing objectives for implanting the quality improvement plan is mandatory for the success of the project The objectives must focus on eight core areas of quality management Leadership Focus on customer’s needs Engaging employees Creating a process of quality improvement Continual improvement Decision-making processes based on facts Beneficial relationship with suppliers and other external partners Sys tematic management approach NOTE: the objectives and quality plan must stress: Roles and responsibilities in key areas in the plan Develop objectives based on the prevailing market conditions and customer needs Highlight the need to meet customer’s needs Developing methods of communicating to employees and other assistants, if any Highlighting relationship among all key phases of the project Conclusion: the team and the objectives that focus on eight key areas of quality improvement shall ensure that the project addresses key concerns in the company Week 6 Date Activity Who Discussion of the results, conclusions, and recommendations 08/10/2012 Implementation of the plan: The use of the team approach The team approach has two groups (steering team and task team) The company adopts the new procedure for ISO standard Logistic analyst Logistic manager Supply chain manager Logistic analyst assistant Logistic manager assistant Supply chain manager assistant Th is is a team of six people The team shall lead the quality improvement plan The team’s core roles include meeting to discuss project progress, resolve emerging challenges, review and allocate available resources, and coordinate the design of the new quality management system The team has key people in the company with management and administrative roles in supply chain , logistic, and analysis The choice of the team is strategic for the authority the project requires for decision-making Steering team has the responsibility of leading the project The task team formulates all processes and document requirements for the plan The steering team reviews, monitor, and make changes to proposals of the task team The task team must determine the requirements and procedures for developing quality management systems The task team must evaluate the requirements for improving quality and the current organisational practices The steering team must develop the project period and assign speci fic tasks to the team Task team designs the new approach to allow the company meet ISO standard benchmarks The ISO standard steering team must review the process for approval or modification. After approval, the team introduces the new procedures to employees The company adopts the new system in order to improve quality Conclusion: The team approach is effective because it accounts for effective decision-making, allocation of resources, leadership involvement, collaborative approach, and thorough review of the approved procedures. Hence, it ensures that the project focuses on key objectives of the quality improvement plan Week 7 Date Activity Who Discussion of the results, conclusions, and recommendations 15/10/2013 Implementation (a step-by-step approach) Assign specific dates to all objectives (the project uses Gantt Chart) ISO Steering team: Logistic analyst Logistic manager Supply chain manager Identify members of the team, including senior executives Identify employees who will take specific tasks Determining workload and availability of resources Implementation agenda Inform the team Assignment of tasks to specific employees or as a team Reviewing responsibilities assigned to individuals in order to ensure balance Identification of a task team leader to facilitate the process and promote communication Team leader takes the responsibility for the task Identify adequate resources for the project Identify the need for training or assistance among team members Use Gantt Chart to assign project specific dates The plan relies on information from the planned objectives and Allocate dates based on availability of resources Identify tasks preferred tasks Identify management responsibilities Note the amount of time required for successful completion of the task Conclusion The Gantt chart is necessary for indicating the projects and their milestone. It will allow the team to know projects, which are not on schedule Task Assignments table Task Group Team members Team leader Quality Manual Document Control Control of Quality Records Management Responsibility Competence, Awareness and Training Resources management Procurement Purchasing design Production Customer relationship management Internal audit systems Design, Development, and Management processes Innovation Flexibility Sustainability approaches Project logistics Supply chain management Warehousing and distribution (availability of storage facilities and warehouses) Dangerous chemicals Non-conforming products Corrective actions Preventive actions Data collection and analysis Week 8Advertising We will write a custom research paper sample on Developing ISO Standard by Hydra Trading LLC specifically for you for only $16.05 $11/page Learn More Date Activity Who Discussion of the results, conclusions, and recommendations 22/10/2012 Train ing ISO standard requires that all employees undergo training in order to understand their functions in relations to quality improvement initiatives All employees in the company Training project managers and team leaders in order to ensure effective implementation of the project Training employees to understand ISO standard and its importance to the company, how it will affect their roles, improve quality, and opportunities the ISO standard provides The team must understand all details of the project in order to perform their duties well Internal auditors need training on ISO standards Training is also necessary in introducing employees in technical areas of the project in order to reduce cases of errors In case of any challenge, the team should perform root cause analysis in order to identify the source of the error Conclusion Training is mandatory for successful implementation of the project because project implementation faces a number of challenges, which may lead to its col lapse All employees in the organisation must understand the importance of ISO standard to the company and support its implementation Week 9 Date Activity Who Discussion of the results, conclusions, and recommendations 29/10/2012 Documentation Logistic analyst Logistic manager Supply chain manager Logistic analyst assistant Logistic manager assistant Supply chain manager assistant Most documentation requirements are general, but the team must identify processes that can support the project Identification of documentation processes Outline an overall view e.g., an entire department Identify specific areas like, supply chain, purchasing, warehousing, distribution, customer service, tracking systems, quality control, receiving, product control, and other services Identify how these process affect one another, a flow diagram may be appropriate for explanation Management in the department should provide details of their operation management. This must contain all pr ocesses that affect logistic services to the military Documentation Requirements It is important to identify documents, which are relevant to the company quality management system Identify processes that require documentation Use guidelines for future identification of documents Management team must take part in this process After the project implementation, documentation and their identification processes must form the new part of quality control in the company Quality manual processes There are ISO standard firms that offer quality manual procedures. They save costs and time Controlling documents and records The company must implement and strict method of controlling all documents and records The steering committee must assign documents to specific team or individual Types of documents to control Define the document e.g., guides, diagrams, illustrations, presentation materials, manuals, and work processes among others The document may include any shared materials, co mmunicated information, correspondences, sharing knowledge, and any document that serves the purpose of quality improvement for the company Document approvals Only approved document are suitable for use. This is to prevent the use of wrong information or limit abuse of information. More than one department or individual may approve a document. Document update Should ensure that only updated version of the document is available for references Create a way of identifying old versions Define what to do with old versions of documents Highlight the date of update, reasons for the update, the person responsible for the update, and function that is relevant to the update Deploy automated system to replace manual management of documents Identification of documents The company must identify its documents The ISO standard requires that a firm should have a way of identifying its documents, which may include numbering, location, and naming of the document among others Employees shoul d know where to find documents or information Removal of documents Any employee who removes a document must state its purpose and the party responsible There must be a document backup Conclusion The ISO standard requires the firm to protect its documents by all methods possible as a way of protecting quality management system Week 10 Date Activity Who Discussion of the results, conclusions, and recommendations 05/10/2012 Use and Continual Improvement Design and development All employees in the company Putting the quality management system into action comes after completing design and documentation All employees must participate in the process by following documented procedures The team must understand what changes have taken place after the implementation of the quality improvement procedures All employees must collect data in their departments about changes in procedures The firm must base its decision on data collected and analysed The process must address: C ustomer’s satisfaction Reduce cases of damaged cargo Reduce customer’s complaints The firm must initiate improvement plan for improvement plants, which failed to achieve the intended objectives Senior managers must initiate the improvement plan The decision should address: Adoption of flexible processes Enhance innovation or upgrade the system Respond to green movements Address customer’s concerns Security challenges This is also task management, which must offer the right tools for improving the system, responsible employees, period, and resources required The roles of senior executives are paramount for the success of this project Every team must get results for a task or sub-task assigned The ISO standard is keen on design and development process because this is where the firm may fail The firm shall adopt a simple method based on identification, implementation, and following the outcomes The method shall eliminate risks and ensure that the project me ets required standards Conclusion Some processes may be new to the firm or have undergone change. Therefore, the firm will find it necessary to improve them Internal audits are necessary during these stages Week 11 Date Activity Who Discussion of the results, conclusions, and recommendations 12/11/2012 Resource management Customer satisfaction and or service All employees The ISO standard recommends that a firm should management all its resources, infrastructure, and workplace, which facilitate achievement of quality improvement standards The company must account for all its resources Both infrastructure and a suitable working environment provide optimal conditions for the realisation of the project objectives The firm must account for all resources and services that support realisation of the project objectives, which include transportation services, communication channels, warehouse and distribution among others Communication with customers Communication with cus tomers is crucial for the company The ISO standard has conditions for communicating with customers The firm must define what information to relay to the customer: Information about services Information regarding enquiries, transportation status, delivery status Information about customer’s complaints about qualities of the delivered products, storage, and security of the cargo during transportation Method of relaying information to the customer The organisation deals with security cargo and confidential information about the army. Therefore, its channels of communication must be secure The firm should provide specific contact person to handle army’s enquiries The firm should determine the appropriate method of handling complaints by providing effective corrective action Conclusion The firm must maintain its resources and provide effective and secure communication channels with army Week 12 Date Activity Who Discussion of the results, conclusions, and recomm endations 19/11/2013 Control purchasing Logistic analyst Logistic manager Supply chain manager Procurement department The firm must evaluate and control the purchase system The firm must work with suppliers who can meet its standards and have ability to supply The parameter for a suitable supplier should include the following: Schedule of delivery Meeting customer’s demands Innovation and use of technology to facilitate logistic services Credibility of the firm is necessary because of the nature of cargo under delivery, and the firm should deliver the cargo without challenges The suppliers’ financial strength The firm should be available to transport the cargo where the army needs them e.g., in training camps and warehouses The ISO standards requires the firm to document all purchasing activities The firm must define the purchasing process The process must note all the product characteristics The firm must establish a cargo control quality before making the delivery to the army The management team must have sufficient knowledge or receive training in purchasing control systems There should only approved dealers, transporters, and suppliers for the firm Conclusion The purchasing control system aims to establish and define external relations, legal requirements, standards, and customers’ needs Week 13 Date Activity Who Discussion of the results, conclusions, and recommendations 26/11/2012 Control of Nonconforming Product, Services, and Operation All employees All employees must engage in identification of nonconforming products and services Non-conforming products include Services and products that fail to meet the specified requirements Organisational processes that do not meet the industry practices and regulation requirements The firm must review transportation systems, transportation facilities, security issues, environmental compliance, communication channels, and legal requirements of delivering army cargo The ISO standard requires a firm to identify all non-conforming products and services The aim is to control their usages, transportation to customers, and or mixing with other services and products The processes of identifying all non-conforming services and products require documentation The process must include methods and people responsible for identification of non-conforming products and services The method must provide a clear process of handling any detected non-conforming products and services The firm cannot ignore the procedure because it is a mandatory process in establishing an ISO standard The firm must identify people who must be responsible for the identification of non-conforming products and services The responsible team must review all stages of identifying non-conforming products or services The process is a part quality management procedures, which a firm must document in its list of controlled procedures The firm must identify the necessary action for non -conforming services and products such as: Elimination of such products and services Notifying the customers about changes Notify all relevant bodies both internal and external parties Implement corrective measures Conclusion The firm must eliminate all non-conforming services and product because such services and products reduce quality standards All services and products must meet regulatory requirements, customer’s specifications, and intended outcomes Week 14 Date Activity Who Discussion of the results, conclusions, and recommendations 03/12/2013 Internal audit Logistic analyst Logistic manager Supply chain manager The firm must assess effectiveness, conformity and locate opportunities for improving its quality improvement project It will help the firm to prepare for the subsequent external audit The firm must compare all processes against requirements of the ISO standard The firm must establish an internal audit team to conduct the audit requirement s An internal audit must establish the effectiveness of the new system Internal audit is necessary as a way of preparing for Registration Audit The firm must conduct an internal audit two months prior to the Registration Audit An internal audit must be within the time frame in order to conform to ISO standards and meet the company’s quality improvement standards Qualities of the internal audit team Honesty, credibility, and integrity as part of the ethics requirement Diplomatic Decisive Independent Open-minded Versatile The audit program must account for the following Quality standards for services and products of the firm Account for ISO standard benchmarks Evaluate processes and procedures of the company logistic services and products The audit must review whether the firm has achieved its quality needs Audit findings Show departments audited Employees who participated in the audit Reference to previous audit results, if any Presentation of audit findings based on the evidences Audit recommendations All non-conforming processes, procedures, products, and services The audit is necessary to improve the quality management system Week 15Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Date Activity Who Discussion of the results, conclusions, and recommendations 10/12/2012 Ready for ISO registration All employees The firm must identify a registrar This is a long-term relationship (three years) The aim is to review the firm’s quality management system against the ISO standards The company must prepare all employees for the registration audit Employees must the date of the audit and its purpose The process aims at preparing employees for the audit processes The auditor looks for signs of compliance among employees Employees should be familiar with the quality management processes and procedures Preparing facilities for audit All facilities must be neat and void of any non-conformity Every facility must have its supporting document All documents, materials, and any other facilities must be in the right place Preparing for the registration auditor The firm must provide a copy of the quality management system to the auditor The team must ha ve an area in which it will evaluate the findings Conclusion The firm is ready for the audit registration Reference ANSI/ASQ. (2000). ANSI/ISO/ASQ Q9000-2000 Quality Management Systems: Fundamentals and Vocabulary. Milwaukee: American Society for Quality.

How to Conjugate the Verb Dovere in Italian

How to Conjugate the Verb 'Dovere' in Italian Since people often talk about being obligated to do something, the Italian verb dovere comes in handy. The verb means to have to, to be obligated to, supposed to, and to owe.  Dovere is  a second-conjugation irregular verb, so it doesn’t follow the typical -ere verb ending pattern.   Dovere Basics Dovere is  a transitive verb, so it takes a  direct object. When it’s used as a modal verb, it usually takes the auxiliary verb required by the verb with which it is paired. Additionally: The infinito (infinitive) is dovere.The participio passato is dovuto.The gerund form is dovendo. The past gerund form is avendo dovuto. Conjugating Dovere The tables and explanations below show how to handle the verb in  all of its conjugations. Where available, links provide access to further information on the tenses and moods. Example Italian sentences and their translations follow each table. Indicativo (Indicative) Il presente io devo noi dobbiamo tu devi voi dovete lui, lei, Lei deve Essi, Loro devono Esempi   Examples: Devo veramente fare questi compiti? Must I really do this homework?Lei deve imparare l’Italiano, perchà © si trasferisce in Italia. She must learn Italian because she’s moving to Italy. Il passato prossimo io ho dovuto noi abbiamo dovuto tu hai dovuto voi avete dovuto lui, lei, Lei, ha dovuto loro, Loro hanno dovuto Esempi Examples: Leri ho dovuto comprare una macchina nuova perchà © la mia si à ¨ rotta. Yesterday I had to buy a new car because mine broke.In quel periodo, l’Internet non esisteva, quindi ha dovuto imparare l’Italiano da sola. During that time, the Internet didn’t exist so she had to learn Italian on her own. L’imperfetto io dovevo noi dovevamo tu dovevi voi dovevate lui, lei, Lei doveva loro, Loro dovevano Esempi: Dovevo incontrare il mio ragazzo proprio adesso, ma deve essere in ritardo! I think I was supposed to meet my boyfriend right now, but he must be late!E poi dovevamo trasferirci negli Stati Uniti per cominciare una nuova vita. And then we had to move to the United States to start a new life. Il trapassato prossimo io avevo dovuto noi avevamo dovuto tu avevi dovuto voi avevate dovuto lui, lei, Lei aveva dovuto loro, Loro avevano dovuto Esempi: Le ho raccontato tutto quello che avevamo dovuto fare per mantenerla all’Universit. I told her everything we had to do in order to support her during her university years.Mi dissero che avevano dovuto scendere dal treno perchà ¨ non avevano il biglietto. They told me they had to get off the train because they didn’t have a ticket. Il passato remoto io dovei/dovetti noi dovemmo tu dovesti voi doveste lui, lei, Lei dovette/(dov) loro, essi doverono/dovettero Esempi: Quando mia nonna ebbe quindici anni, dovette sposarsi. When my grandma was fifteen years old, she had to get married.Nel 1935 doverono lavorare tutto il giorno per guadagnare abbastanza soldi per sopravvivere.   In 1935, they had to work all day to earn enough money to survive. Il trapassato remoto io ebbi dovuto noi avemmo dovuto tu avesti dovuto voi aveste dovuto lui, lei, Lei ebbe dovuto loro, essi ebbero dovuto This tense is rarely used, so don’t worry too much about mastering it. You’ll find it in very sophisticated writing. Il futuro semplice io dovr noi dovremo tu dovrai voi dovrete lui, lei, Lei dovr loro, Loro dovranno Esempi: Dovremo andare in Toscana invece che in Lazio, perchà © non avremo abbastanza tempo per vedere tutto. We will have to go to Tuscany instead of Lazio, because we will not have enough time to see everything.Al termine della cena dovrà ² solo avviare la lavastoviglie e tutto sar pulito. At the end of the dinner, I will only have to start the dishwasher and everything will be clean. Il futuro anteriore io avr dovuto noi avremo dovuto tu avrai dovuto voi avrete dovuto lui, lei, Lei avr dovuto loro, Loro avranno dovuto Esempi: Per superare tutti gli esami, avr dovuto studiare per sette giorni su sette. In order to pass all of the exams, she will have had to study every day.Avrai dovuto avere tanta pazienza con i tuoi figli! You will have to had a lot of patience with your children!! CONGIUNTIVO (SUBJUNCTIVE) Il presente che io deva/ debba che noi dobbiamo che tu deva/debba che voi dobbiate che lui, lei, Lei deva/debba che loro, Loro devano/debbano Esempi: Peccato che debbano partire questa settimana! It’s a shame that they must leave this week!Mi dispiace che dobbiate andare a letto cosà ¬ presto! I’m sorry you have to go to bed so early! Il passato io abbia dovuto noi abbiamo dovuto tu abbia dovuto voi abbiate dovuto lui, lei, Lei abbia dovuto loro, Loro abbiano dovuto Esempi: Sono felice che abbiano dovuto aspettare il treno, altrimenti non avrebbero avuto vedere Marco. I was happy that they had to wait for the train, otherwise they wouldn’t have seen Marco.Mi dispiace che lei abbia dovuto lasciare l’Italia, non sapevo che la amassi cosà ¬ tanto. I’m sorry that she had to leave Italy, I didn’t know you loved her so much. L’imperfetto io dovessi noi dovessimo tu dovessi voi doveste lui, lei, Lei dovesse loro, Loro dovessero Esempi: Non pensavo che lui dovesse imparare il sardo, à ¨ cosà ¬ difficile! I didn’t think he had to learn the Sardinian language, it’s so difficult!Non sapevamo che dovessimo fare il checkout alle dieci! We didn’t know that we had to check out at ten! Il trapassato prossimo io avessi dovuto noi avessimo dovuto tu avessi dovuto voi aveste dovuto lui, lei, Lei avesse dovuto loro, Loro avessero dovuto Esempi: Se io avessi dovuto trasferirmi in un altro paese domani, avrei scelto la Nuova Zelanda. If I had to move to another country tomorrow, I would have choose New Zealand.Se avesse dovuto cercare un nuovo lavoro, avrebbe voluto fare l’insegnante.   If she had to look for a new job, she would have liked to be a teacher. CONDIZIONALE (CONDITIONAL) Il presente io dovrei noi dovremmo tu dovresti voi dovreste lui, lei, Lei dovrebbe loro, Loro dovrebbero Esempi: Dovrei studiare oggi, ma non voglio. I should study today, but I don’t want to.Dovremmo andare al mare, che ne pensi? We should we go to the sea, what do you think? Il passato io avrei dovuto noi avremmo dovuto tu avresti dovuto voi avreste dovuto lui, lei, Lei avrebbe dovuto loro, Loro avrebbero dovuto Avresti dovuto dirmelo! You should have told me!Avrebbero dovuto studiare di pià ¹. They should have studied more.

Ethical Issues in Healthcare Assignment Example | Topics and Well Written Essays - 250 words

Ethical Issues in Healthcare - Assignment Example In terms of impact, it is estimated that widespread use of EHRs will save about $77.8 billion in healthcare cost annually, which is about 5% of the total health care expenditure in the U.S. (Baron, Fabens, Schiffman & Wolf 225). Implementing HITECH will involve careful planning and training of health care professionals. Regular quality checks and audits must also be conducted to ensure accuracy and data integrity. 3. The main components of communication are context, sender, message, medium, recipient and feedback. The primary purpose of communication is to disseminate information and express one’s thoughts or emotions. 4. Factors essential for shared decision making are: appreciation of the patient’s rights and responsibilities in the decision making process, adequate knowledge about patient condition and awareness about various options and implications of the choices made (Clark, Nelson, Valerio, Gong, Taylor-Fishwick & Fletcher, 2009). Shared decision making is critical in nursing as it ensures commitment, ownership, accountability, and responsibility for the process and outcomes in patient care (Hannon, 2009). 5. In my interaction with an ICU patient, the patient was unable to speak and provide feedback verbally. Therefore we relied on gestures, head nods, and mouthing words to communicate with each other. To confirm her responses, I replicated her gesture to affirm the meaning. This patient interaction made me realize that feedback is very

What role has the human rights act 1998 had on shaping police decision Essay - 2

What role has the human rights act 1998 had on shaping police decision making - Essay Example The rights normally includes right to liberty, right to fair trial and the exclusion against the prevailing suffering and slavery have been incorporated into the law. The Human Rights Acts classifies these underlying rights by placing them into a reachable framework. Human rights law developed some concepts and principles, which are diverse from corresponding customary lawful principles. The police service has more varied work force, in an increasing variety of new roles (Hafner-Burton, 2013, pp231-9). Police service has established strong culture of concentrating on results and a range of methods and controls. Police service made significant progress in providing real developments in equality and diversity. It remains dedicated to provide services that respond to the requirements of different communities and protecting them from harm and threat. The police service recognized that equality, diversity and human rights are central to giving admirable public services. Human Rights Act a ided daily work of officers in enforcing the law. Proportionality in regard to Principles of human rights ought to be unbiased in order to attain a balance between the wants of a society and the rights of a person. Qualified rights can restricted in a proportional way (Wilford, 2001, pp112-167). Action is equivalent in case it is suitable but not extreme in the conditions. For example, if a maintenance home decides to connect CCTV in the bedchambers of all residents normally interfere with residents’ right to an individual existence beneath the prevailing Article 8 ECHR. Qualified rights mean can be interfered with under definite situations and explicit reason and encompasses right to freedom beneath article 5. An individual can be detained by the government due to numerous legal reasons. For example, sentence in prison due to persuasion or corresponding

Mercury Athletic Footwear Essay Example for Free

Mercury Athletic Footwear Essay John Liedtke head of Active Gear, Inc. (AGI) is contemplating whether to invest in Mercury Athletic a subsidiary of West Coast Fashions (WCF). Mercury was purchased by WCF in hopes to increase business revenue however this was not the case. Business did not do as expected, WCF was then eager to abandon its apparel. John Liedtke saw this as an opportunity to take over Mercury and as result increase its business revenue. In order to determine whether this is an essential business opportunity John needs to complete preliminary financial valuations to make a solid decision. Active Gear’s current income statements and balance sheets have made it evident that the firm has a lot of potential for growth when acquiring an additional company. After maintaining simple production and supply chains AGI avoided the worst of industry write-downs and missed profit opportunities (Luehrman, Helprin (2009). In comparison to other larger industry’s AGI has a strong operating margin. Even though AGI is a profitable firm it has a downfall that it is much smaller than many of its competitors and is slowly becoming a disadvantage. In order to foresee future growth AGI should take the necessary measures to incorporate Mercury Athletic Footwear. Similar to AGI, Mercury has potential room for growth despite its former acquisition with West Coast Fashions. In order to determine Mercury’s future financial growth John should use financial forecasting. This is essential for budgeting as well as planning purposes. The most obvious involves using cash flow forecasts (Formula shown on Exhibit 1). Cash flow forecasts are used to predict account balances several years into the future and indicates what is expected to exist during a forecast period (Gabehart Valuation Services. (2003). In conducting a 5 year projection from 2006 to 2011 in both the income statement and balance sheets John can identify Mercury’s net worth and highlight what its financial revenue maybe (Formula shown on Exhibit 1). These forecasts results are based on historic facts and can be adjusted. In doing this John can clearly see whether processes are in control or out of control for example how inventory changes affect finance costs and whether the investment is worth making. This also makes it clear what financing options are more suitable in the long term and which ones would cause problems, as a result avoid any surprises (Olley (2006). The discount rate of acquiring Mercury is also essential to know. Since discount cash flow is a valuation method used to estimate investment opportunities. Its purpose is to estimate money received from an investment and adjust for time value money (Harman (2011). In this case a 12% forecast was estimated and reflected a positive factor toward PV and NPV. There are however, some circumstances where discount cash flow can be a challenge for example, the most prevailing is when cash flow projections increase for each year in the forecast. It is then assumed that a company will mature in such a way that their maintainable growth rates will lean toward long-term rate of economic growth in the long run (Harman (2011). This intern becomes a challenge for the company against unexpected risks. In consideration to Mercury’s financial history and projections it would be in the best interest for AGI to move forward and invest in Mercury. This would increase revenue for AGI and bring in a new customer market. Prior to doing so John will need to perform a financial forecast as previously discussed. The review of general factors and considerations related to the preparation of forecasts needs to be in order as well. To begin John will need to compare each given year’s net worth on the balance sheet to the next. Assuming the cash flow is increasing and positive figures are shown it can be determine that revenue is coming in. However, most importantly if the Net Present Value (NPV) reflects a negative number or is smaller than zero then the investment should be rejected. In this case NPV is positive therefore John should accept the investment. Using this determination John will be able to make a confidant decision. The use of predicting income figures is important as it recognizes a company’s future benefits and is highly stressed in a company especially when determining an investment opportunity.

The Complex Character of Amanda in The Glass Menagerie Essay example --

The Complex Character of Amanda in The Glass Menagerie    Amanda Wingfield in The Glass Menagerie furnishes an excellent example of a carefully crafted, complex character whose speech and action arise from the "psychological" being created by the playwright. In his character description, Tennessee Williams starts his reader on the road to discovering Amanda's complexity. AMANDA WINGFIELD the mother. A little woman of great but confused vitality clinging frantically to another time and place. Her characterization must be carefully created, not copied from type. She is not paranoiac, but her life is paranoia. There is much to admire in Amanda, and as much to love and pity as there is to laugh at. Certainly she has endurance and a kind of heroism, and though her foolishness makes her unwittingly cruel at times, there is tenderness in her slight person. (Williams 781) â€Å"Before the first lines are spoken Amanda's complexity is established†(Falk 126) by the nuances and contrasts given here. This basic description must be laid over all dialogue and action throughout the play so as to preserve the fullness of Amanda's character at times when only portions of her nature are being exhibited.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The complexity of Amanda's character directly affects her action and dialogue with her children. In her role as mother she exhibits an overwhelming desire to see her children succeed in life. In trying to... ...ding Plays. Boston: Allyn, 1990. 307-314. Bigsby, C.W.E. A Critical Introduction to Twentieth-Century American Drama. Vol. 2. Cambridge: Cambridge UP, 1984. Falk, Signi. "The Southern Gentlewoman." Modern Critical Interpretations Tennessee Williams The Glass Menagerie. ed. Harold Bloom. NY: Chelsea House Publishers, 1988. Jackson, Esther Merle. The Broken World of Tennessee Williams. Madison: & of Wisconsin P, 1965. Parker, R.B., ed. Twentieth Century Interpretations of The Glass Menagerie. Englewood Cliffs: Prentice, 1983. Williams, Tennessee. The Glass Menagerie. Masterpieces of the Drama. Ed. Alexander W. Allison, Arthus J. Carr, Arthur M. Eastman. 5th ed. NY: Macmillan, 1986. 779- 814.

Environmental issues Essay

Nowadays, environmental issues are rapidly raising concerns and awareness to the society. It is good to know that problems involving environmental neglect and degradation are a problem of environmentalists no more, but also of politicians and ordinary citizens as well. Say, we should analyze a hypothetical problem regarding the issuance of business license in a local western coast, where two pre-dominant businesses already exist, a bait fish fishery of pilchards and an oyster lease. There are two promising businesses vying for the license, a Tuna Cage Farm and a Dolphin Swim Tourism Project. Both of the new establishments would create added benefits and disadvantages to the area and the pre-existing businesses, so the choice should be carefully examined. Primarily, the bait fishery in the western coast consists of pilchards. Pilchards are any of various small marine fishes especially the commercially important edible species. These pilchards are caught throughout the year, mostly during the night, using purse seine nets. The nets are pursed and drawn to an area adjacent to the vessel, and fish are removed from the net with pumps and placed in the hold of the boat. In layman’s term, pilchards have a wild capture. Unlike the wild pilchard capture, the tuna harvest is spawned in floating cages. Since it is a controlled environment, the unutilized feed components in the cages usually accumulate in the ambient water columns and substantially alter the benthic environment for the fishes. The toxic wastes from tuna cages caused massive pilchard mortalities, as shown in 1995 and 1998 incidents. Furthermore, the toxic wastes spread far at a rapid pace, about 500 km in 20 days, as shown in graph. The Dolphin Swim project, on the other hand, would introduce more boats that might disrupt the spawning season of the pilchards. There is also a probability that dolphins would consider the pilchards as prey. But aside from that, the dolphins can co-exist peacefully with the pilchards. The benthic area is preserved and the probable food cycle is just a natural process. Moreover, the industry in the coast will be promoted. Comparatively, it is evidently more harmful to facilitate a tuna cage farm with a co-existing pilchard industry; thus, the Dolphin Swim project should be favored. The decision was based on two significant aspects; which business is economically efficient while remaining ecologically sustainable. The Dolphin Swim Industry fulfilled these criteria.

A Note on the Growth of Research in Service Operations Management

PRODUCTION AND OPERATIONS MANAGEMENT Vol. 16, No. 6, November-December 2007, pp. 780 –790 issn 1059-1478 07 1606 780$1. 25 POMS doi 10. 3401/poms.  © 2007 Production and Operations Management Society A Note on the Growth of Research in Service Operations Management Jeffery S. Smith †¢ Kirk R. Karwan †¢ Robert E. MarklandDepartment of Marketing, Florida State University, Rovetta Business Building, Tallahassee, Florida 32306, USA Department of Business and Accounting, Furman University, 3300 Poinsett Highway, Greenville, South Carolina 29613, USA Management Science Department, Moore School of Business, University of South Carolina, 1705 College Street, Columbia, South Carolina 29208, USA [email  protected] fsu. edu †¢kirk. [email  protected] edu †¢[email  protected] sc. edu e present an empirical assessment of the productivity of individuals and institutions in terms of service operations management (SOM) research.We reviewed ? ve mainstream operation s management journals over a 17-year time period to generate a sample of 463 articles related to service operations. The results indicate that SOM research has been growing and key contributions are being made by an array of researchers and institutions. Key words: research productivity; research review; service operations Submissions and Acceptance: Original submission: Received November 2005; revisions received July 2006 and October 2007; accepted October 2007 by Aleda Roth. W 1. IntroductionThe transformation of industrialized economies from a manufacturing base to a service orientation is a continuing phenomenon. The trend is readily apparent in the United States where, by virtually all accounts, over 80% of private sector employment is engaged in some sort of service work (Karmarkar, 2004). Despite this, observers of research in operations management (OM) have long been critical of the ? eld for not transitioning in a similar manner. One study by Pannirselvam et al. (1999) revi ewed 1,754 articles between 1992 and 1997 in seven key OM journals and reported only 53 (2. 7%) addressed service-related problems.Roth and Menor (2003) also voiced concern about a paucity of research in presenting a Service Operations Management (SOM) research agenda for the future. Regardless of the exact ? gures, there is clearly enormous potential and need for research in the service operations arena. Recent developments within the discipline are encouraging. For example, Production and Operations Management (POM) and the Production and Operations Management Society (POMS) have taken several steps to facilitate research in service operations. First, the journal recently published three focused issues on 780 service operations.Second, POMS created a society subdivision, the College of Service Operations, that has hosted several national and international meetings. Finally, the journal now has an autonomous editorial department dedicated to service operations. Other initiatives to promote the service operations management ? eld include the establishment of IBM’s Service Science, Management, and Engineering initiative (Spohrer et al. , 2007) and the Institute for Operations Research and Management Science Section on Service Science. To a large extent, the service operations ? eld has long been considered to occupy a niche within operations management.If service operations management researchers are to establish themselves ? rmly within the OM community, it is our contention that their theoretical contributions to leading academic journals must be more widely recognized and their relevance to practice acknowledged. As a part of the effort to encourage this progress, the purpose of this note is twofold: (1) to demonstrate that published work in the key operations journals is indeed showing an upward trend and (2) to facilitate research of individual scholars by identifying the individuals and institutions that have contributed most to the ? ld of service operations. Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society 781 2. Methodology and Results Although much more complex mechanisms exist to measure â€Å"contribution,† we relied on a straightforward approach to assess contributions by individuals and institutions. We considered four issues: (1) the time frame for the review, (2) the journals to be included, (3) the metric for productivity, and (4) the means to identify the articles to be included.First, we selected a 17-year time frame beginning with 1990 and running through 2006 because we believed that this interval would provide a comprehensive picture of the service operations ? eld as it has developed, as well as an opportunity to detect any overall trends. Next, we limited our assessment to the outlets identi? ed by the University of Texas at Dallas as the premier journ als in operations management (see http://citm. utdallas. edu/ utdrankings/).These include 3 journals dedicated to OM, the Journal of Operations Management (JOM), Manufacturing and Service Operations Management (MSOM), and POM, and two multidisciplinary journals, Management Science (MS) and Operations Research (OR). Third, we assessed scholarly productivity by counting the number of research articles attributable to both individuals and their academic institutions, assigning a weight of 1/n to an author and his or her institution if an article had multiple (â€Å"n†) authors. The ? al issue to determine was what constituted a SOM article. We ? rst eliminated any article or research note that centered on agriculture, mining, or manufacturing. Then, two authors served as independent judges to determine whether an article employed an operations focus while addressing a service-speci? c problem or situation. In cases where there was disTable 1 Year 1990 1991 1992 1993 1994 1995 19 96 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Totals Service % agreement between the two raters, the third author made the ? al decision. Consequently, an article was excluded if it developed a generic operations model or involved an operations topic that was discussed in a general way and was applicable in either a manufacturing or a service environment. When an article made speci? c reference to service contexts and elaborated on them, it was included. To clarify this point, consider the case of an article investigating an inventory-positioning policy between a manufacturer and a series of retailers.The article would be included as pertaining to service operations if it took the perspective of the retail operation but would be excluded if it took the manufacturing viewpoint. Using this methodology, we identi? ed 463 distinct service operations articles (see the Appendix for a complete list) and recorded information on the author(s) and author af? liation(s) at the time of p ublication. The numerical summary of articles is shown in Table 1, with each journal’s share of service operations articles.Over the 17-year period JOM, MSOM, and POM all exceeded 15% of service articles with respect to the total number of articles published, with OR and MS publishing somewhat smaller percentages. Additionally, there is an upward trend in the total number of service articles appearing in all ? ve journals, with a marked increase in the past 3 years (see Figure 1). With regard to JOM and POM, part of this move is attributable to the publication of special issues, which is a positive development because it demonstrates a heightened emphasis originating at the editorial level.The total number of individuals appearing in the sample pool was 799. In Table 2, we list 27 individuals Distribution of Service Operations Publications by Selected Journal and Year JOM 4 1 n/a 2 1 4 3 1 3 3 6 5 8 3 7 11 13 75 15. 4 MS 3 9 5 4 5 12 4 8 11 15 5 7 3 4 11 16 13 135 6. 5 MSOM n /a n/a n/a n/a n/a n/a n/a n/a n/a 0 3 5 3 1 5 5 6 28 16. 8 OR 10 5 10 12 6 8 6 7 10 5 9 5 8 6 11 16 16 150 10. 1 POM n/a n/a 3 1 2 3 3 2 3 11 2 4 4 14 11 3 9 75 17. 9 Total 17 15 18 19 14 27 16 18 27 34 25 26 26 28 45 51 57 463 Service % 7. 0 6. 7 6. 6 7. 8 5. 9 8. 9 6. 3 7. 0 9. 2 12. 5 9. 0 9. 2 8. 8 10. 7 15. 17. 2 17. 2 10. 0 Note. n/a (not applicable) indicates that no issue was published in the speci? c journal in the target year; totals indicate the sum of all service operations articles in the noted year/journal; service % indicates the representation of service articles in comparison to the total number of articles published. 782 Figure 1 Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society Distribution of Service Articles over the Investigation Period 70Number of Service Articles 60 50 40 30 20 10 2001 2004 1990 1993 1995 1998 2000 2002 2003 1994 1999 1991 1992 1996 1997 Year who contributed the most articles on SOM in the ? ve journals. We conducted the same analysis by institution, and it resulted in 343 organizations appearing in the sample. Columbia University contributed the most articles, with a score of 16. 17. Massachusetts Institute of Technology, the University of Minnesota, and the University of Pennsylvania followed with productivity scores greater than 12. Table 3 lists the remainder of the 26 most productive institutions.Although clearly dependent upon the journals within the sample, an important conclusion that might Table 2 Name Ward Whitt Gary Thompson Stefanos Zenios Scott Sampson Richard Chase Arnold Barnett Kenneth Boyer Arthur Hill Aleda Roth Robert Shumsky Dimitris Bertsimas Susan Meyer Goldstein Julie Hays Ananth Iyer Andreas Soteriou Cynthia Barnhart Vishal Gaur Deborah Kellogg Larry Jacobs Marshall Fisher Francois Soumis William L Cooper Jean Harvey Serguei Netessine Gerard Cacho n Kingshuk Sinha Avishai Mandelbaum Individual Author Contributions Productivity score 8. 0 5. 50 3. 33 3. 33 3. 17 2. 90 2. 67 2. 67 2. 67 2. 53 2. 50 2. 50 2. 50 2. 50 2. 50 2. 42 2. 33 2. 25 2. 20 2. 17 2. 03 2. 00 2. 00 2. 00 1. 83 1. 83 1. 83 be drawn from Tables 2 and 3 is that the key contributions in SOM research are diverse and originate from a broad array of authors and institutions. Many of these authors and institutions are known to approach the ? eld from normative or prescriptive perspectives and others from more empirical or descriptive perspectives.In fact, Gupta, Verma, and Victorino (2006) recently noted that much of the growth in service research has come from studies that completely or partially employed empirical research methodologies. This increased emphasis on empirical studies bodes well for the â€Å"new† and growing ? eld. Table 3 Institution Institutional Contributions Productivity score 16. 17 16. 05 13. 41 12. 17 8. 75 8. 15 6. 75 6. 67 6. 67 6. 17 5. 77 5. 67 5. 67 5. 58 5. 50 5. 42 4. 95 4. 87 4. 75 4. 70 4. 50 4. 50 4. 42 4. 33 4. 33 4. 08Columbia University Massachusetts Institute of Technology University of Minnesota University of Pennsylvania University of Southern California Michigan State University University of Texas at Austin Stanford University Purdue University Cornell University Carnegie Mellon University University of North Carolina at Chapel Hill Georgia Institute of Technology University of Utah New York University Harvard University Northern Illinois University University of Rochester Southern Methodist University Naval Postgraduate School AT&T University of Cyprus University of California at Los Angeles University of Maryland Vanderbilt University University of Michigan 2006 2005Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society 783 3. Concluding Comments â € ¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ A variety of forces appear to be stimulating a longexpected increase in research emphasis on service operations management. Because service organizations and issues increasingly dominate the global economy, a greater emphasis on SOM research seems important and inevitable. With operations management journals and related professional societies simultaneously providing visibility for researchers and their efforts, it is likely that we will move forward toward a clearer and more robust SOM research paradigm.Acknowledgments We thank the anonymous reviewers and the editorial team for their insightful comments on earlier drafts of this paper. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Appendix Journal of Operations Management †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Davis, 1990, An analysis of customer satisfaction with waiting times in a two-stage service process. Mabert, 1990, Measuring the impact of part-time workers in service organizations. Mersha, 1990, Enhancing the customer contact model. Thompson, 1990, Shift scheduling in services when employees have limited availability. Haynes, 1991, Management of technology in service ? rms. Banker, 1993, Integrated system design and operational decisions for service sector outlets.Thompson, 1993, Accounting for the multi-period impact of service when determining employee requirements for labor scheduling. Rajagopalan, 1994, Retail stocking decisions with order and stock sales. Heineke, 1995, Strategic operations management decisions and professional performance in U. S. HMOs. Karmarkar, 1995, Service markets and competition. Kellogg, 1995, A framework for strategic service management. Thompson, 1995, Labor scheduling using NPV estimates of the marginal bene? t of additional labor capacity. Archer, 1996, Consumer response to service and product quality. Butler, 1996, The operations management role in hospital strategic planning. Klassen, 1996, Scheduling outpatient appointments in a dynamic environment.Youngdahl, 1997, The relationship between service customers’ quality assurance behaviors, satisfaction, and effort. Harvey, 1998, Service quality. Narasimhan, 1998, Reengineering service operations. Soteriou, 1998, Linking the customer contact model to service quality. Simons, 1999, Process design in a down-sizing service operation. Smith, 1999, The relationship of strategy, ? t, productivity, and business performance in a services setting. Stank, 1999, Effect of service supplier performance on †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ satisfaction and loyalty of store managers in the fast food industry. Ketzenberg, 2000, Inventory policy for dense retail outlets. Metters, 2000, A typology of de-coupli ng strategies in mixed services.Miller, 2000, Service recovery. Sarkis, 2000, An analysis of the operational ef? ciency of major airports in the United States. Seung-Chul, 2000, Flexible bed allocation and performance in the intensive care unit. Verma, 2000, Con? gurations of low-contact services. Boone, 2001, The effect of information technology on learning in professional service organizations. Hays, 2001, A preliminary investigation of the relationships between employee motivation/vision, service learning, and perceived service quality. McFadden, 2001, Operations safety. Meyer-Goldstein, 2001, An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria.Pullman, 2001, Service design and operations strategy formulation in multicultural markets. Boyer, 2002, E-services. Cook, 2002, Human issues in service design. Hill, 2002, Research opportunities in service process design. Li, 2002, The impact of strategic operations management decisions on community ho spital performance. Menor, 2002, New service development. Meyer-Goldstein, 2002, The effect of location, strategy, and operations technology on hospital performance. Meyer-Goldstein, 2002, The service concept. Simons, 2002, A case study of batching in a mass service operation. Detert, 2003, The measurement of quality management culture in schools. Sa? zadeh, 2003, An empirical analysis of ? ancial services processes with a front-of? ce or back-of? ce orientation. Youngdahl, 2003, Revisiting customer participation in service encounters. Frohle, 2004, New measurement scales for evaluating perceptions of the technology-mediated customer service experience. Pagell, 2004, Assessing the impact of alternative manufacturing layouts in a service setting. Rabinovich, 2004, Physical distribution service quality in internet retailing: Service pricing, transaction attributes, and ? rm attributes. Stuart, 2004, Toward an integrative approach to designing service experiences. Sun, 2004, Assessing joint maintenance shops in the Taiwanese Army using data envelop analysis.Tucker, 2004, The impact of operational failures on hospital nurses and their patients. Zhao, 2004, Quality management and organizational context in selected service industries of China. Boyer, 2005, Extending the supply chain. Chesteen, 2005, Comparing quality of care in non-pro? t and for-pro? t nursing homes. Jambulingam, 2005, Entrepreneurial orientation as a basis for classi? cation within a service industry. 784 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢Kimes, 2005, An evaluation of heuristic methods for determining the best table mix in full-se rvice restaurants. Meyer-Goldstein, 2005, Linking publicness to operations management practices. Narasimhan, 2005, Ef? cient service location design in government services. Olson, 2005, Operational, economic and mission elements in not-for-pro? t organizations. Thirumalai, 2005, Customer satisfaction with order ful? llment in retail supply chains. Thompson, 2005, Using information on unconstrained student demand to improve university course schedules. Voss, 2005, Managerial choice and performance in service management. Wisner, 2005, The service volunteer–loyalty chain.Apte, 2006, Analysis and improvement of delivery operations at the San Francisco public library. Boyer, 2006, Customer behavioral intentions for online purchases. de Treville, 2006, Applying operations management logic and tools to save lives. Dilts, 2006, Impact of role in the decision to fail. Gowen, 2006, Exploring the ef? cacy of healthcare quality practices, employee commitment, and employee control. Hays, 2006, Service guarantee strength. Hume, 2006, Understanding the service experience in nonpro? t performing arts. Karwan, 2006, Integrating service design principles and information technology to improve delivery and productivity in public sector operations. Li, 2006, Hospital technology and nurse staf? ng management decisions.Sampson, 2006, Optimization of volunteer labor assignments. Simpson, 2006, Modeling of residential structure ? re response. Sulek, 2006, Measuring performance in multi-stage service operations. Verma, 2006, Using a market-utility-based approach to designing public services. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Management Science †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Batta, 1990, Covering-location models for emergency situation that require mult iple response units. Bechtold, 1990, Implicit modeling of ? exible break assignments in optimal shift scheduling. Psaraftis, 1990, Routing and scheduling on a shoreline with release times. Abramson, 1991, Constructing school timetables using simulated annealing.Bard, 1991, Designing telecommunications networks for the reseller market. Domich, 1991, Locating tax facilities. Easton, 1991, Suf? cient working subsets for the tour scheduling problem. Jagannathan, 1991, Storing crossmatched blood. Lovell, 1991, The allocation of consumer incentives to meet simultaneous sales quotas. Mandell, 1991, Modeling effectiveness– equity trade-offs in public service delivery systems. Ray, 1991, Resource-use ef? ciency in public schools. Simms, 1991, An information processing model of a police organization. Gleeson, 1992, Renovation of public housing. Ho, 1992, Minimizing total cost in scheduling outpatient appointments.Rabinowitz, 1992, A nonlinear heuristic short-term model for hydroelectri c energy production. Sherali, 1992, An integrated simulation and dynamic programming approach for determining optimal runway exit locations. Whitt, 1992, Understanding the ef? ciency of multi-server service systems. Grabowski, 1993, An expert system for maritime pilots. Graves, 1993, Flight crew scheduling. Hoffman, 1993, Solving airline crew scheduling problems by branch-and-cut. Moskowitz, 1993, A multistage screening model for evaluation and control of misclassi? cation error in the detection of hypertension. Brimberg, 1994, Economic development of groundwater in arid zones with applications to the Negev Desert, Israel.Jarrah, 1994, Equipment selection and machine scheduling in general mail facilities. Jarrah, 1994, Solving large-scale tour scheduling problems. Krass, 1994, A network model to maximize Navy personnel readiness and its solution. Lynch, 1994, Regulatory measurement and evaluation of telephone service quality. Apte, 1995, Global disaggregation of information-intensiv e services. Darr, 1995, The acquisition, transfer, and depreciation of knowledge in service organizations. Fladmoe-Lindquist, 1995, Control modes in international service operations. Kellogg, 1995, Constructing an empirically derived measure for customer contact. McLaughlin, 1995, Professional service organizations and focus.O’Kelley, 1995, Lower bounds for the hub location problem. Peterson, 1995, Models and algorithms for transient queuing congestions at airports. Roth, 1995, Strategic determinants of service quality and performance. Sampson, 1995, Increasing service levels in conference and educational scheduling. Sulek, 1995, The impact of a customer service intervention and facility design on ? rm performance. Swersey, 1995, An integer programming model for locating vehicle emissions testing stations. Thompson, 1995, Improved implicit optimal modeling of the labor shift scheduling problem. Ahn, 1996, Involving patients in the cadaveric kidney transplant allocation proces s. Dittus, 996, Medical resident work schedules. Gerchak, 1996, Reservation planning for elective surgery under uncertain demand for emergency surgery. Jacobs, 1996, Overlapping start-time bands in implicit tour scheduling. Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ 785 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Archibald, 1997, An optimal policy for a two depot inventory problem with stock transfer. Desaulniers, 1997, Daily aircraft routing and scheduling. Eisenstein, 1997, Garbage collection in Chicago.Gavish, 1997, LEOS—Optimal satellite launch policies. Mukhopadhyay, 1997, Information technology impact on process ou tput and quality. Sherali, 1997, Static and dynamic time-space strategic models and algorithms for multilevel rail-car ? eet management. Sueyoshi, 1997, Measuring ef? ciencies and returns to scale of Nippon Telegraph & Telephone in production and cost analyses. Wilhelm, 1997, Prescribing tactical response for oil spill cleanup operations. Athanassopoulos, 1998, Decision support for target-based resource allocation of public services in multiunit and multilevel systems. Berk, 1998, The impact of discharge decisions on health care quality.Brusco, 1998, Personnel tour scheduling when startingtime restrictions are present. Gilbert, 1998, Incentive effects favor nonconsolidating queues in a service system. Laguna, 1998, Applying robust optimization to capacity expansion of one location in telecommunications with demand uncertainty. Lewis, 1998, Staf? ng and allocation of workers in an administrative of? ce. Lipscomb, 1998, Combining expert judgment by hierarchical modeling. Lobel, 1998, Vehicle scheduling in public transit and Lagrangean pricing. Mandelbaum, 1998, On pooling in queuing networks. Reddy, 1998, SPOT: Scheduling programs optimally for television. Shumsky, 1998, Optimal updating of forecasts for the timing of future events.Barnett, 1999, A â€Å"parallel approach† path to estimating collision risk during simultaneous landings. Campbell, 1999, Cross-utilization of workers whose capabilities differ. Frei, 1999, Process variation as a determinant of bank performance. Gardner, 1999, Planning electric power systems under demand uncertainty with different technology lead times. Gawande, 1999, Measures of effectiveness for governmental organizations. Grifell-Tatje, 1999, Pro? ts and productivity. Grosskophf, 1999, Anticipating the consequences of school reform. Krishnan, 1999, Customer satisfaction for ? nancial services. Myung, 1999, Design of communication networks with survivability constraints. Soteriou, 1999, Operations, quality, and pro? ability i n the provision of banking services. van Ryzin, 1999, On the relationship between inventory costs and variety bene? ts in retail assortments. Whitt, 1999, Improving service by informing customers about anticipated delays. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Whitt, 1999, Partitioning customers into service groups. Whitt, 1999, Predicting queuing delays. Ziarati, 1999, A branch-? rst, cut-second approach for locomotive assignment. Brusco, 2000, Optimal models for meal-break and starttime ? exibility in continuous tour scheduling. Johnson, 2000, Decision support for a housing mobility program using a multiobjective optimization model.Park, 2000, Telecommunication node clustering with node compatibility and network survivability requirements. Van Ryzin, 2000, Revenue management without forecasting or optimization. Zenios, 2000, Managing the delivery of dialysis therapy. Aksin, 2001, Modeling a phone center. Bonser, 2001, Procurement planning to maintain both short-term adaptiveness and long-term perspective. Fischetti, 2001, A polyhedral approach to simpli? ed crew scheduling and vehicle scheduling problems. Kara, 2001, The latest arrival hub location problem. Oliva, 2001, Cutting corners and working overtime. Pisano, 2001, Organizational differences in rates of learning. Stojkovic, 2001, An optimization model for the simultaneous operational ? ight and pilot scheduling problem.Lovejoy, 2002, Hospital operating room capacity expansion. Zenios, 2002, Optimal control of a paired-kidney exchange program. Zohar, 2002, Adaptive behavior of impatient customers in tele-queues. Boyd, 2003, Revenue management and e-commerce. Chao, 2003, Resource allocation in multisite service systems with intersite customer ? ows. Deshpande, 2003, A threshold inventory rationing policy for service-differentiated demand classes. Iyer, 2003, A postponement model for demand management. Alagoz, 2004, The optimal timing of living-donor liver transplantation. Avramidis, 2004, Modeling daily arrivals to a telephone call center. Berger, 2004, Long-distance access network design.Felici, 2004, A polyhedral approach for the staff rostering problem. Green, 2004, Improving emergency responsiveness with management science. Ho, 2004, Setting customer expectation in service delivery. Kim, 2004, Managing capacity through reward programs. Lira, 2004, Metaheuristics with local search techniques for retail shelf-space optimization. Sohoni, 2004, Long-range reserve crew manpower planning. Vickery, 2004, The performance implications of media richness in a business-to-business service environment. Whitt, 2004, Ef? ciency-driven heavy-traf? c approximations for many-server queues with abandonments. Aviv, 2005, A partially observed Markov decision pro cess for dynamic pricing.Banker, 2005, Productivity change, technical progress, and relative ef? ciency change in the public accounting industry. 786 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Bapna, 2005, Pricing and allocation for quality-differentiated online services. Campbell, 2005, Hub arc location problems. Cook, 2005, Optimal allocation of proposals to reviewers to facilitate effective ranking. Craft, 2005, Analyzing bioterror response logistics. e Jong, 2005, Antecedents and conseq uences of group potency. Gaur, 2005, An econometric analysis of inventory turnover performance in retail services. Kwasnica, 2005, A new and improved design for multiobject iterative auctions. Naveh, 2005, Treatment errors in healthcare. Netessine, 2005, Revenue management games. Reagans, 2005, Individual experience and experience working together. Terwiesch, 2005, Online haggling at a name-your-ownprice retailer. Wee, 2005, Optimal policies for transshipping inventory in a retail network. Whitt, 2005, Engineering solution of a basic call-center model. Zhao, 2005, Inventory sharing and rationing in decentralized dealer networks.Anderson, 2006, Measuring and mitigating the costs of stockouts. Ata, 2006, Dynamic control of an M/M/1 service system with adjustable arrival and service rates. Bernstein, 2006, Coordinating supply chains with simple pricing schemes. Bolton, 2006, The effect of service experiences over time on a supplier’s retention of business customers. Czerwinski, 2006, Airlines as baseball players. Faraj, 2006, Coordination in fast-response organizations. Gaur, 2006, Assortment planning and inventory decisions under a locational choice model. Huckman, 2006, The ? rm speci? city of individual performance. Lapre, 2006, Organizational learning curves for customer dissatisfaction.Netessine, 2006, Supply chain choice on the internet. Sosic, 2006, Transshipment of inventories among retailers. Su, 2006, Recipient choice can address the ef? ciency-equity trade-off in kidney transplantation. Taylor, 2006, An empirical examination of the decision to invest in ful? llment capabilities. †¢ †¢ †¢ †¢ †¢ Swami, 2001, Play it again, Sam? Optimal replacement policies for a motion picture exhibitor. Garnett, 2002, Designing a call center with impatient customers. Huchzermeier, 2002, The supply chain impact of smart customers in a promotional environment. Johnson, 2002, Performance analysis of split-case sorting systems. Gans, 2003, Te lephone call centers.Barnhart, 2004, Airline schedule planning. Gallego, 2004, Revenue management of ? exible products. Gunes, 2004, Value creation in service delivery. Lariviere, 2004, Strategically seeking service. Su, 2004, Patient choice in kidney allocation. Cachon, 2005, Retail assortment planning in the presence of consumer search. Chen, 2005, Quantifying the value of lead time information in a single-location inventory system. Gaur, 2005, Hedging inventory risk through market investments. Harrison, 2005, A method for staf? ng large call centers based on stochastic ? uid models. Wallace, 2005, A staf? ng algorithm for call centers with skill-based routing.Caggiano, 2006, Integrated real-time capacity and inventory allocation for repairable service parts in a two-echelon supply system. Cooper, 2006, Stochastic comparisons in airline revenue management systems. Elhedhli, 2006, Service system design with immobile servers, stochastic demand, and congestion. Ferguson, 2006, Supply chain coordination for false failure returns. Schwarz, 2006, On the interactions between routing and inventory-management polices in a one-warehouse n-retailer distribution system. Whitt, 2006, The impact of increased employee retention on performance in a customer contact center. Operations Research †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Manufacturing & Service Operations Management †¢ †¢ †¢ †¢ †¢ †¢ †¢ Pinker, 2000, The ef? ciency– quality trade-off of crosstrained workers.So, 2000, Price and time competition for service delivery. Soteriou, 2000, A robust optimization approach for improving service quality. Cachon, 2001, Managing a retailer’s shelf space, inventory, and transportation. Fisher, 2001, Optimizing inventory replenishment of retail fashion products. Heim, 2001, Operational drivers of customer loyalty in electronic retailing. Menor, 2001, Agility in retail banking. †¢ †¢ Barthol di, 1990, Scheduling interviews for a job fair. Berg, 1990, Customer delay in M/G/(in? nity) repair systems with spares. Brown, 1990, Annual scheduling of Atlantic ? eet naval combatants. Daduna, 1990, Exchangeable items in repair systems.Ferland, 1990, Decision support system for the school districting problem. Ford, 1990, Estimating the impact of ef? ciency standards on the uncertainty of the northwest electric system. Gopalan, 1990, Modeling equity of risk in transportation of hazardous materials. Hamblin, 1990, Optimizing simulation for policy analysis in a residential energy end-of-use model. Sherali, 1990, A two-phase decomposition approach for electric utility capacity expansion planning including nondispatchable technologies. Yamani, 1990, Single aircraft mid-air refueling using spherical distances. Altinkemer, 1991, Parallel savings based heuristics for the delivery problem.Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Opera tions Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ 787 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Hof, 1991, A multilevel analysis of production capabilities of the national forest system. Kent, 1991, Natural resource land management planning using large-scale linear programs. Kraay, 1991, Optimal pacing of trains in freight railroads. Kwun, 1991, Joint optimal planning of industrial congeneration and conventional electricity systems. Agnihothri, 1992, Performance evaluation of service territories.Avery, 1992, Optimization of purchase, storage, and transmission contracts for natural gas utilities. Hartley, 1992, Military operations research. Jack, 1992, Design and implementation of an interactive optimization system f or telephone network planning. Klimberg, 1992, Improving the effectiveness of FDA drug inspection. Ng, 1992, A multicriteria optimization approach to aircraft loading. Oren, 1992, Design and management of curtailable electricity service to reduce annual peaks. Stroup, 1992, A fuel management model for the airline industry. Weatherford, 1992, A taxonomy and research overview of perishable-asset revenue management. Wollmer, 1992, An airline seat anagement model for a single leg routine when lower fare classes book ? rst. Ball, 1993, A reliability model applied to emergency service vehicle location. Berge, 1993, Demand driven dispatch. Bradley, 1993, Measuring performance in a multiproduct ? rm. Brumelle, 1993, Airline seat allocation with multiple nested fare classes. Caulkins, 1993, Local drug markets’ response to focused police enforcement. Caulkins, 1993, The on-time machines. Fleurent, 1993, Allocating games for the NHL using integer programming. Franz, 1993, Scheduling med ical residents to rotations. Martin, 1993, Design and implementation of an expert system for controlling health care costs.Rautman, 1993, Scheduling the disposal of nuclear waster material in a geologic repository using the transportation model. Soumis, 1993, A stochastic, multiclass airline network equilibrium model. Terrab, 1993, Strategic ? ow management for air traf? c control. Blanco, 1994, A sea story. Reisman, 1994, Operations research in libraries. Ringel, 1994, A stochastic analysis of state transitions in an air-space management system. Russell, 1994, Devising a cost effective schedule for a baseball league. Vranas, 1994, The multi-airport ground-holding problem in air traf? c control. Weintraub, 1994, A heuristic system to solve mixed integer forest planning models.Barnhart, 1995, Deadhead selection for the long-haul crew pairing problem. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Bitran, 1995, An application of yield management to the hotel industry considering multiple day stays. Brusco, 1995, Improving personnel scheduling at airline stations. Kaplan, 1995, Probability models of needle exchange. Keeney, 1995, Evaluating improvements in electric utility reliability at British Columbia hydro. Peterson, 1995, Decomposition algorithms for analyzing transient phenomena in multiclass queuing networks in air transportation. Richetta, 1995, Optimal algorithms and a remarkably ef? cient heuristic for the ground-holding problem in air traf? c control.Robinson, 1995, Optimal and approximate control policies for airline booking with sequential nonmonotonic fare classes. Barnhart, 1996, Air network design for express shipment service. Bitran, 1996, Managing hotel reservations with uncertain arrivals. Eisenstein, 1996, Separating logistics ? ows in th e Chicago public school system. Maclellan, 1996, Basing airtankers for forest ? re control in Ontario. Rosenthal, 1996, Optimizing ? ight operations for an aircraft carrier in transit. Thompson, 1996, DEA/assurance region SBDC ef? ciency and unique projections. Ahmadi, 1997, Managing capacity and ? ow at theme parks. Bevers, 1997, Spatial optimization of prairie dog colonies for black-footed ferret recovery.Bukiet, 1997, A Markov chain approach to baseball. Day, 1997, Flight attendant rostering for short-haul airline operations. Eppen, 1997, Improved fashion buying with Bayesian updates. Griggs, 1997, An air mission planning algorithm using decision analysis and mixed integer programming. Vance, 1997, Airline crew scheduling. Andreatta, 1998, Multiairport ground holding problem. Bertsimas, 1998, The air traf? c ? ow management problem with enroute capacities. Bixby, 1998, Solving a truck dispatching scheduling problem using branch-and-cut. Caprara, 1998, Modeling and solving the cre w rostering problem. Chatwin, 1998, Multiperiod airline overbooking with a single fare class.Gopalan, 1998, The aircraft maintenance routing problem. Lederer, 1998, Airline network design. Mason, 1998, Integrated simulation, heuristic and optimisation approaches to staff scheduling. Nemhauser, 1998, Scheduling a major college basketball conference. Savelsbergh, 1998, Drive: Dynamic routing of independent vehicles. Gamachea, 1999, A column generation approach for largescale aircrew rostering problems. Hobbs, 1999, Stochastic programming-based bounding of 788 Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ expected production costs for multiarea electric power systems. Keeney, 1999, Identifying and structuring values to guide integrated resource planning at BC Gas. Mingozzi, 1999, A set partitioning approach to the crew scheduling problem. Murty, 1999, The U. S. Army National Guard’s mobile training simulators location and routing problem. Barnett, 2000, Free-? ight and en route air safety. Barnhart, 2000, Railroad blocking. Bashyam, 2000, Service design and price competition in business information services. Feng, 2000, Optimal policies of yield management with multiple predetermined prices.Haight, 2000, An integer optimization approach to a probabilistic reserve site selection problem. Hoffman, 2000, A comparison of formulations for the single-airport ground-holding problem with banking constraints. Smith, 2000, Management of multi-item retail inventory systems with demand substitu tion. Van Slyke, 2000, Finite horizon stochastic knapsacks with applications to yield management. Zenios, 2000, Dynamic allocation of kidneys to candidates on the transplant waiting list. Barnett, 2001, Safe at home? Cai, 2001, Solving large nonconvex water resources management models using generalized benders decomposition. Cordeau, 2001, Simultaneous assignment of locomotives and cars to passenger trains.Feng, 2001, A dynamic airline seat inventory control model and its optimal policy. Henz, 2001, Scheduling a major college basketball conference—Revisited. Baker, 2002, Optimizing military aircraft. Camm, 2002, Nature reserve site selection to maximize expected species covered. Caprara, 2002, Modeling and solving the train timetabling problem. Cooper, 2002, Asymptotic behavior of an allocation policy for revenue management. Cooper, 2002, An illustrative application of IDEA (imprecise data envelopment analysis) to a Korean telecommunication company. Gans, 2002, Managing learn ing and turnover in employee staf? ng. Netessine, 2002, Flexible service capacity. Powell, 2002, Implementing real-time optimization models.Bertsimas, 2003, Restaurant revenue management. Brumelle, 2003, Dynamic airline revenue management with multiple semi-Markov demand. Cohn, 2003, Improving crew scheduling by incorporating key maintenance routing decisions. Deshpande, 2003, An empirical study of service differentiation from weapon system service parts. Erhun, 2003, Enterprise-wide optimization of total landed cost at a grocery retailer. Rajaram, 2003, Flow management to optimize retail pro? ts at theme parks. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Armony, 2004, Contact centers with a call-back option and real-time delay information. Armony, 2004, On customer contact centers with a callback option.Bollapragada, 2004, Scheduling commercials on broadcast t elevision. Bollapragada, 2004, Scheduling commercial videotapes in broadcast television. Borst, 2004, Dimensioning large call centers. Cappanera, 2004, A multicommodity ? ow approach to the crew rostering problem. Gaur, 2004, A periodic inventory routing problem at a supermarket chain. Hamacher, 2004, Design of zone tariff systems in public transportation. Karaesmen, 2004, Overbooking with substitutable inventory classes. Qi, 2004, Class scheduling for pilot training. Zhu, 2004, Imprecise DEA via standard linear DEA models with a revisit to Korean mobile telecommunication company. Armstrong, 2005, A stochastic salvo model for naval surface combat.Ata, 2005, Dynamic power control in a wireless static channel subject to a quality-of-service constraint. Bertsimas, 2005, Simulation based booking limits for airline revenue management. Brown, 2005, A two-sided optimization for theater ballistic missile defense. Chardaire, 2005, Solving a time-space network formulation for the convoy movem ent problem. Dasci, 2005, A continuous model for multistore competitive location. De Vericourt, 2005, Managing response time in a callrouting problem with service failure. Holder, 2005, Navy personnel planning and the optimal partition. Jahn, 2005, System-optimal routing of traf? c ? ows with user constraints in networks with congestion. Maglaras, 2005, Pricing and design of differentiated services.Savin, 2005, Capacity management in rental businesses with two customer bases. Shu, 2005, Stochastic transportation-inventory network design problem. Su, 2005, Patient choice in kidney allocation. Wu, 2005, Optimization of in? uenza vaccine selection. Yang, 2005, A multiperiod dynamic model of taxi services with endogenous service intensity. Zhang, 2005, Revenue management for parallel ? ights with customer-choice behavior. Agur, 2006, Optimizing chemotherapy scheduling using local search heuristics. Bassamboo, 2006, Design and control of a large call center. Cook, 2006, Incorporating mul tiprocess performance standards into the DEA framework. Cordeau, 2006, A branch-and-cut algorithm for the diala-ride problem.Dawande, 2006, Effective heuristics for multiproduct partial shipment models. Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ 789 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Deshpande, 2006, Ef? cient supply chain management at the U. S. Coast Guard using part-age dependent supply replenishment policies. Fry, 2006, Fire? ghter staf? ng including temporary absences and wastage. Ghiani, 2006, The black and white traveling salesman problem. Green, 2006, Managing patient service in a diagnostic medical facility. Mannino, 2006, The network packing problem in terrestrial broadcasting.Marcus, 2006, Online low price guarantees. Marklund, 2006, Controlling inventories in dive rgent supply chains with advance-order information. Netessine, 2006, Revenue management through dynamic cross selling in e-commerce retailing. Perakis, 2006, An analytical model for traf? c delays and the dynamic user equilibrium problem. Romeijn, 2006, A new linear programming approach to radiation therapy treatment planning problems. Washburn, 2006, Piled-slab searches. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Production and Operations Management †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Easton, 1992, Analysis of alternative scheduling policies for hospital nurses.Ernst, 1992, Coordination alternatives in a manufacturing/dealer inventory system under stochastic demand. Schneeweiss, 1992, Planning and scheduling the repair shops of the Deutsche Lufthansa AG. Rajago palan, 1993, Allocating and scheduling mobile diagnostic imaging equipment among hospitals. Malhotra, 1994, Scheduling ? exibility in the service sector. Sainfort, 1994, A pavement management decision support system. Cox, 1995, A new learning approach to process improvement in a telecommunications company. Roth, 1995, Hospital resource planning. Schneider, 1995, Power approximations for a two-echelon inventory system using service levels. Chase, 1996, The mall is my factory.Crandall, 1996, Demand management. Joglekar, 1996, A pro? t maximization model for a retailer’s stocking decisions on products subject to sudden obsolescence. Cachon, 1996, Campbell soup’s continuous replenishment program. Clark, 1997, Reengineering channel reordering processes to improve total supply-chain performance. Harvey, 1998, Building the service operations course around a ? eld project. Kolesar, 1998, Insights on service system design from a normal approximation to Erlang’s delay for mula. Lee, 1998, Effects of integrating order/backorder quantity and pricing decisions. Boronico, 1999, Reliability-constrained pricing, capacity, and quality.Cheng, 1999, Optimality of state dependent (s,S) policies in inventory models with Markov demand and lost sales. Cook, 1999, Service typologies. Dasu, 1999, A dynamic process model of dissatisfaction for unfavorable non-routine service encounters. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Dube, 1999, Adapting the QFD approach to extended service transactions. Hays, 1999, The market share impact of service failures. Kapalka, 1999, Retail inventory control with lost sales, service constraints, and factional lead times. Metters, 1999, Measurement of multiple sites in service ? rms with data envelopment analysis. Nie, 1999, How professors of operations management view service operations.Soteriou, 1999, Resource allocation to impro ve service quality perceptions in multistage service systems. Stewart, 1999, The impact of human error on delivering service quality. Anderson, 2000, A simulation game for teaching servicesoriented supply chain management. Petersen, 2000, An evaluation of order picking policies for mail order companies. Chaouch, 2001, Stock levels and delivery rates in vendormanaged inventory programs. Devaraj, 2001, Product and service quality. Hays, 2001, A longitudinal study of the effect of a service guarantee on service quality. Van Woensel, 2001, Managing the environmental externalities of traf? c logistics. Agrawal, 2002, Multi-vendor sourcing in a retail supply chain.Boyer, 2002, Drivers of Internet purchasing success. Heim, 2002, Service process con? gurations in electronic retailing. Tagaras, 2002, Effectiveness of stock transshipment under various demand distributions and nonnegligible transshipment times. Akkermans, 2003, Ampli? cation in service supply chains. Alfaro, 2003, The value of sku rationalization in practice. Athanassopoulos, 2003, Modeling customer satisfaction in telecommunications. Baker, 2003, The bene? ts of optimizing prices to manage demand in hotel revenue management systems. Cayirli, 2003, Outpatient scheduling in health care. Giloni, 2003, Service system design for the property and casualty insurance industry.Goodale, 2003, A market utility-based model for capacity scheduling in mass services. Green, 2003, An improved heuristic for staf? ng telephone call centers with limited operating hours. Kassinis, 2003, Greening the service pro? t chain. Keizers, 2003, Diagnosing order planning performance at a Navy maintenance and repair organization using logistic regression. Meyer-Goldstein, 2003, Employee development. Mondschein, 2003, Appointment policies in service operations. Roth, 2003, Insights into service operations management. Stewart, 2003, Piecing together service quality. Boyaci, 2004, Supply chain coordination in a market with customer serv ice competition.Craighead, 2004, The effects of severity of failure and customer loyalty on service recovery strategies. Field, 2004, Managing quality in the e-service system. Gavish, 2004, Dynamic policies for optimal LEO satellite launches. 790 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Smith, Karwan, and Markland: Growth of Research in Service Operations Management Production and Operations Management 16(6), pp. 780 –790,  © 2007 Production and Operations Management Society †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Hur, 2004, Real-time work schedule adjustment decisions. Jack, 2004, Volume ? exible strategies in health services. Lapre, 2004, Performance improvement paths in the U. S. airline industry. Napoleon, 2004, The creation of output and quality in services.Sampson, 2004, Practical implications of preference-based conference scheduling. Tsay, 2004, Channel con? ict and coordination in the ecommerce age. Tsikriktsis, 2004, Adoption of e-processes by service ? rms. Chakravarthy, 2005, Optimal workforce mix in service systems with two types of customers. Gaur, 2005, In-store experiments to determine the impact of price on sales. Miller, 2005, A learning real options framework with application to process design and capacity planning. Anderson, 2006, Stochastic optimal control for staf? ng and backlog policies in a two-stage customized service supply chain. Berling, 2006, Heuristic coordination of decentralized inventory systems using induced backorder costs.Boyer, 2006, Analysis of effects of operational execution on repeat purchasing heterogeneous customer segments. Chambers, 2006, Modeling and managing the percentage of satis? ed customers in hidden and revealed waiting line systems. Ferguson, 2006, Information sharing to improve retail product freshness of perishables. Hays, 2006, An extended longitudinal study of the effects of a service guarantee. Rajamani, 2006, A framework to analyze cash supply chains. Sampson, 2006, Foundations and implications of a proposed uni? ed services theory. Whitt, 2006, Staf? ng a call center with uncertain arrival rate and absenteeism. References Gupta, S. , R. Verma, L. Victorino. 2006.Empirical research published in Production and Operations Management (1992–2005): Trends and Future Research Directions. Production and Operations Management 15(3) 432– 448. Karmarkar, U. 2004. 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