Ãîäèøåí àëìàíàõ "Íàó÷íè èçñëåäâàíèÿ íà äîêòîðàíòè"

Îùå ñòàòèè îò òîçè áðîé

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  BUTCHERS SCHEDULING MODEL EXAMINATION BY TIME STUDY OBSERVATIONS

  The study examines the workforce management and the scheduling model in the meat department of the grocery retail company to evaluate an opportunity to increase efficiency. The work structure of the butchers has been observed and according to the time study guideline based on work structures, twelve-time studies conducted in different stores to ... The study examines the workforce management and the scheduling model in the meat department of the grocery retail company to evaluate an opportunity to increase efficiency. The work structure of the butchers has been observed and according to the time study guideline based on work structures, twelve-time studies conducted in different stores to evaluate the current working methodologies. New scheduling approach created according to sales correlation, seniority of the employee and empirical data obtained from the time studies. Before and after analysis have been conducted based on the scheduling approaches. Thus, new approach leveraged the company sales by 7 % increase.

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  ÍÀÑÎÊÈ ÇÀ ÓÑÚÂÚÐØÅÍÑÒÂÀÍÅ ÍÀ ÎÐÃÀÍÈÇÀÖÈÎÍÍÀÒA ÊÓËÒÓÐÀ

   íàñòîÿùàòà ðàçðàáîòêà ñå ðàçãëåæäà èäåÿòà çà ïðîìÿíà íà îðãàíèçàöèîííaòà êóëòóðà, êîÿòî íå çàâèñè îò ðàçìåðà íà ôèðìàòà. Íåîáõîäèìî ïðåäóñëîâèå çà óñïåõà íà òîçè ïðîöåñ ñà âúçïðèÿòèÿòà íà ìåíèäæúðèòå è ñïîñîáíîñòòà èì äà ñúçäàâàò óñëîâèÿ çà ïðîìÿíà, êàêòî è äà ìîòèâèðàò ÷ëåíîâåòå íà îðãàíèçàöèÿòà çà ïîñòèãàíåòî é. Öåëòà íà ñòóäèÿòà å äà ñå ...  íàñòîÿùàòà ðàçðàáîòêà ñå ðàçãëåæäà èäåÿòà çà ïðîìÿíà íà îðãàíèçàöèîííaòà êóëòóðà, êîÿòî íå çàâèñè îò ðàçìåðà íà ôèðìàòà. Íåîáõîäèìî ïðåäóñëîâèå çà óñïåõà íà òîçè ïðîöåñ ñà âúçïðèÿòèÿòà íà ìåíèäæúðèòå è ñïîñîáíîñòòà èì äà ñúçäàâàò óñëîâèÿ çà ïðîìÿíà, êàêòî è äà ìîòèâèðàò ÷ëåíîâåòå íà îðãàíèçàöèÿòà çà ïîñòèãàíåòî é. Öåëòà íà ñòóäèÿòà å äà ñå ðàçðàáîòè ïðîåêò íà ìîäåë çà óñúâúðøåíñòâà-íå íà îðãàíèçàöèîííàòà êóëòóðà, îáåêò íà âíèìàíèå ñà ìåòîäèòå è ìîäåëèòå çà èçñëåäâàíå íà îðãàíèçàöèîííàòà êóëòóðà.  ïúðâàòà ÷àñò å ðàçãëåäàíà íåîáõîäèìîñòòà îò àíàëèç è îöåíêà íà îðãàíèçàöèîííaòà êóëòóðà. Âúâ âòîðàòà ÷àñò ñà ïðåäëîæåíè ìåòîäè è ìîäåëè çà èçñëåäâàíå íà îðãàíèçàöèîííàòà êóëòóðà, â îïèò äà ñå óñòàíîâÿò ïðèëèêèòå è ðàçëèêèòå ìåæäó òÿõ, à â ïîñëåäíàòà ÷àñò å ïðåäñòàâåí ïðîåêò íà ìîäåë çà ïîäîáðÿâàíå íà îðãàíèçàöèîííàòà êóëòóðà.

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  BRAND TRUST AS A SOURCE OF BRAND EQUITY

  The theoretical and empirical lack of support for including brand trust in the model of brand equity and the brand-customer relationship paradigm require further investigation of the links between the two terms. For the purposes of the current research, six proposals for operationalisation of brand trust are discussed. A novel classification of ... The theoretical and empirical lack of support for including brand trust in the model of brand equity and the brand-customer relationship paradigm require further investigation of the links between the two terms. For the purposes of the current research, six proposals for operationalisation of brand trust are discussed. A novel classification of its dimensions, namely: consistency, honesty, and concern, and a hypothetical model of brand equity including brand are proposed.