recognize that OR has some very high intcraction and some possible ove terjemahan - recognize that OR has some very high intcraction and some possible ove Bahasa Indonesia Bagaimana mengatakan

recognize that OR has some very hig

recognize that OR has some very high intcraction and some possible overlap with the planning functions, with Market and Economic Research, and with Financial or Operations Analysis. Working relationships with all these functions are maturing, and the orientation of the OR function has been to transfer capability into these groups as they are ready and willing to handle it. I think these functions need to be closely coordinated throughout the corporation with both the OR and the systems effort.
Another comment that has been made about our OR function is that it has exceeded• the traditio►al "critical mass" for OR func¬tions. I think it is z, valid question to ask whether or not our OR iunction is too large. I doubt it, for the type of thing we are trying to do. Typically, small traditional OR groups tend either to become, the pet project team of whoever is managing them or to become technically oriented, and there tends to be proliferation of these groups throughout a corporation. In addition they tend to be in conflict with the systems function. In our OR organization e have attempted to maintain some of the advantages of small units by breaking the department into sections where each section has an appliciticns orientation such as, Wood Products, Pulp Based Prod¬ucts, Coroorate Projects, and Engineering and Research. Because these linits have been together, we have been able to use common staff for programming, technical research, training, and recruiting.
In addition, we have managed the scientific systems develop¬ment and programming for the rest of the company within the OR Department. How long this should continue is a valid question.
I think we are getting good results out of our OR Department, and we have a good corporate visibility and control of its direction. I think we should carefully examine what we think would be achieved by changing the makeup of the organization, or its home.
The impetus for relocating the operations research function had stemmed front several considerations. Progress in OR had slacked off in 1969 after some solid successes in 1968. High-powered technical people had been hired during the peak success years, and they had trouble in relating to actual company problems. Some top managers seemed to feel that the OR Department was spinning its wheels and "talking to itself" rather than working on relevant issues.
Also, it was evident that OR endeavors had become more oriented toward planning than operating and data systems development (the func¬tion of I3Jsiness Systems). Therefore, a closer relationship among OR, IED, and M&ER seemed to be appropriate.
The change was made; OR was shifted to Corporate Growth, re¬porting o the Vice President for Finance and Planning. At that time the manager of OR assumed the task of significantly reducing the Depart¬ment's size and budget. One change involved shifting Scientific Comput¬Ing Servic.es Research, Development, and Engineering.
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recognize that OR has some very high intcraction and some possible overlap with the planning functions, with Market and Economic Research, and with Financial or Operations Analysis. Working relationships with all these functions are maturing, and the orientation of the OR function has been to transfer capability into these groups as they are ready and willing to handle it. I think these functions need to be closely coordinated throughout the corporation with both the OR and the systems effort.Another comment that has been made about our OR function is that it has exceeded• the traditio►al "critical mass" for OR func¬tions. I think it is z, valid question to ask whether or not our OR iunction is too large. I doubt it, for the type of thing we are trying to do. Typically, small traditional OR groups tend either to become, the pet project team of whoever is managing them or to become technically oriented, and there tends to be proliferation of these groups throughout a corporation. In addition they tend to be in conflict with the systems function. In our OR organization e have attempted to maintain some of the advantages of small units by breaking the department into sections where each section has an appliciticns orientation such as, Wood Products, Pulp Based Prod¬ucts, Coroorate Projects, and Engineering and Research. Because these linits have been together, we have been able to use common staff for programming, technical research, training, and recruiting.In addition, we have managed the scientific systems develop¬ment and programming for the rest of the company within the OR Department. How long this should continue is a valid question.I think we are getting good results out of our OR Department, and we have a good corporate visibility and control of its direction. I think we should carefully examine what we think would be achieved by changing the makeup of the organization, or its home.The impetus for relocating the operations research function had stemmed front several considerations. Progress in OR had slacked off in 1969 after some solid successes in 1968. High-powered technical people had been hired during the peak success years, and they had trouble in relating to actual company problems. Some top managers seemed to feel that the OR Department was spinning its wheels and "talking to itself" rather than working on relevant issues.Also, it was evident that OR endeavors had become more oriented toward planning than operating and data systems development (the func¬tion of I3Jsiness Systems). Therefore, a closer relationship among OR, IED, and M&ER seemed to be appropriate.The change was made; OR was shifted to Corporate Growth, re¬porting o the Vice President for Finance and Planning. At that time the manager of OR assumed the task of significantly reducing the Depart¬ment's size and budget. One change involved shifting Scientific Comput¬Ing Servic.es Research, Development, and Engineering.
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mengakui bahwa OR memiliki beberapa intcraction sangat tinggi dan beberapa mungkin tumpang tindih dengan fungsi perencanaan, dengan Pasar dan Riset Ekonomi, dan dengan Analisis Keuangan atau Operasi. Hubungan kerja dengan semua fungsi-fungsi ini akan jatuh tempo, dan orientasi fungsi OR telah untuk mentransfer kemampuan ke dalam kelompok ini karena mereka siap dan bersedia untuk menanganinya. Saya pikir fungsi ini perlu dikoordinasikan di seluruh perusahaan dengan baik OR dan upaya sistem.
Komentar lain yang telah dibuat tentang kami ATAU fungsi adalah bahwa hal itu telah melampaui • traditio►al "massa kritis" untuk OR func¬tions . Saya pikir itu adalah z, pertanyaan yang valid untuk bertanya apakah atau tidak kita ATAU iunction terlalu besar. Aku ragu, untuk jenis hal yang kita coba lakukan. Biasanya, kelompok-kelompok tradisional ATAU kecil cenderung baik menjadi, tim proyek hewan peliharaan dari siapa pun yang mengelola mereka atau menjadi berorientasi teknis, dan cenderung terjadi proliferasi kelompok-kelompok ini seluruh perusahaan. Selain itu mereka cenderung bertentangan dengan fungsi sistem. Dalam organisasi kami ATAU e telah berusaha untuk mempertahankan beberapa keuntungan dari unit-unit kecil dengan memecah departemen menjadi beberapa bagian di mana setiap bagian memiliki orientasi appliciticns seperti, Produk Kayu, Pulp Berbasis Prod¬ucts, Proyek Coroorate, dan Teknik dan Penelitian. Karena linits ini telah bersama-sama, kami telah mampu untuk menggunakan staf umum untuk pemrograman, penelitian teknis, pelatihan, dan merekrut.
Selain itu, kami telah berhasil ilmiah sistem develop¬ment dan pemrograman untuk sisa perusahaan dalam Departemen OR . Berapa lama ini harus terus adalah pertanyaan yang valid.
Saya pikir kita mendapatkan hasil yang baik dari Departemen OR kami, dan kami memiliki visibilitas perusahaan yang baik dan kontrol dari arahnya. Saya pikir kita harus hati-hati memeriksa apa yang kita pikirkan akan dicapai dengan mengubah susunan organisasi, atau rumahnya.
Dorongan untuk relokasi fungsi riset operasi telah berasal depan beberapa pertimbangan. Kemajuan dalam OR telah slacked off pada tahun 1969 setelah beberapa keberhasilan yang solid pada tahun 1968. orang-orang teknis tinggi bertenaga telah disewa selama kesuksesan tahun-tahun puncak, dan mereka mengalami kesulitan dalam berhubungan dengan masalah perusahaan yang sebenarnya. Beberapa manajer puncak tampaknya merasa bahwa Departemen OR berputar roda dan "berbicara sendiri" daripada bekerja pada isu-isu yang relevan.
Juga, itu jelas bahwa OR upaya telah menjadi lebih berorientasi pada perencanaan dari operasi dan pengembangan sistem data (func yang ¬tion dari I3Jsiness Systems). Oleh karena itu, hubungan yang lebih dekat antara OR, IED, dan M & ER tampaknya tepat.
Perubahan itu dilakukan; OR dialihkan ke Pertumbuhan Perusahaan, re¬porting o Wakil Presiden Keuangan dan Perencanaan. Pada saat itu manajer OR diasumsikan tugas secara signifikan mengurangi ukuran Depart¬ment dan anggaran. Salah satu perubahan yang terlibat pergeseran Ilmiah Comput¬Ing Servic.es Penelitian, Pengembangan, dan Teknik.
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