Manufacturing Operations Vice President Job Questions & Answers

Cheap Far-East particularly Chinese products impact on other countries industries. So there is a considerable lost market share for internal industries in affected countries through the imported products. The manufacturers' strategies and planes have changed to compete with such product and compensate their lost market share.

4 answers - Asked By: Ballot - 2/21/2008

Chief executive officer (CEO), President, vice-president, chairman, chief operating officer (COO) - what are their roles, what do they do? And I know that there's also executive and non-executive chairman, what's the difference between executive and non-executive? And please answer in simple english (I checked wikipedia, but I still don't understand it)

1 answer - Asked By: :P - 7/19/2010

I have done Eng. in information technology .from Rajasthan tech university.

3 answers - Asked By: - 10/20/2009

1 answer - Asked By: Laura Lea - 6/7/2008

1 answer - Asked By: Bill - 10/11/2011

Next year i need to choose subjects and i need to know what subject i need to take, i also don't know much about it and i also want to know how much do they earn. next year i would be in grade 10

2 answers - Asked By: Sayurika - 10/9/2009

This used to be a company that manufactured beverage equipment,heating units, pre-mix equipment for the Coca Cola,Dr. Pepper, Royal Crown,and other bottling companies,during the 1960's,President was Grover Evans, vice president was Tommy (T.J. Evans),and Grover's son, Fred Evans.I would like to know if this company is still doing business in Little Rock.

1 answer - Asked By: Tarazana - 3/5/2006

CASE. 6 WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE Chemtech was a chemical firm employing nearly 1,500 people. Since the company was operating in a sheltered economic environment, the organizational focus for many years was on technology and manufacturing. There was little accent on marketing. But a liberal import regime heralded by the Government of India galvanized the management into sprucing up its sales and marketing team. A number of people were being hired from outside the company in a long overdue exercise of giving a customer – oriented focus to the company’s operations. a few employees were also being promoted from within. In a professional career spanning over two decades in personnel function in different companies, Aparojit Das, Vice-president (HRD), was closely involved with the hiring interviews. And he had always chosen well even while most of his contemporaries had been expressing disillusionment with the interview as a medium of getting the right candidate for the right job. The secret of his success lay in a technique he had worked to perfection. As a candidate walked in for an interview, Das would quickly size him up for a first impression. Subsequently, the whole tenor of his questioning over the period of the interview would be aimed at destroying that impression. If the first impression was favourable and if it persisted till the end of an interview or if an unfavourable impression turned otherwise by the end, Das had an intuitive feeling that he had a good candidate on his hands. Of course, the assessment already made by the concerned divisional head regarding specific job requirements would be a major benchmark in the final selection of a candidate. Das knew, however, that if he had chosen people well, it was not because of any particular skill but because he was simply lucky. That morning, as he looked at the folder lying in his desk, Das wondered whether he was finally running out of luck. The folder contained dossiers of two candidates who have been interviewed at various levels over the previous month. As a part of the final assessment, Das himself had met them individually an hour ago. Both were internal candidates, presently working as sales executives and seeking promotion to the post of the sales manager to be based at the head office of the company. Both were highly recommended by the company’s vice – president (sales) for the post. The first dossier was of Prem Sagar who had been with Chemtech for five years. Sagar had worked his way up and understood the company’s product and their markets. He was very keen to take on new responsibilities. The second was of Arvind Vardhan who had joined the company only the previous year. He seemed confident, sensitive to others points of view, a self starter, and a good team player. Das’s maiden impression was that Vardhan was a natural salesperson and it persisted, however hard he tried to disprove himself. He was clearly in favour of Vardhan. It was when he was about to terminate the interview that Vardhan said “Mr. Das, there is something that I think I must mention in all fairness. But before I do so, I need to have your word that what I tell you will remain between the two of us.” You have my word,” said Das. “ I have been declared HIV positive,” said Vardhan, “the tests came last week. If Das panicked, he did not show it. “ I don’t see how it can affect your chances of promotion,” he said, in a voice that, much to his own surprise, lacked conviction. “ I think we should talk about this separately,” he continued, trying hard to retain composure. “ I will get back to you. In the meantime, take care.” Later, alone in his cabin, Das found the burden of having to make a decision lying heavily upon him. The company’s standing orders stated that no physical disability or even a chronic health problem should come in the way of a promotion as long as it does not interfere with a performance directly. But there were two major issues, as Das saw them. First, although the HIV infected people were known to work productively for years, the risk of developing active AIDS at any point of time was real. Recovery from even a temporary about of illness such as pneumonia for example, would be longer, reducing the pace of work and affecting performance on the job. This was an angle which had to be borne in the mind while giving a promotion. Second, could the confidentiality of the information given by Vardhan be retained at all for long ? It was important that two other persons be informed quickly – the company’s managing director because this was the first – ever case of its kind in the history of the company, and the vice-president (sales) because he was Vardhan’s functional head. Das further thought that once it was leaked, everyone in the company would know quickly enough. Although there was no danger of contagion from casual contact, people would surely be prejudiced against Vardhan whic

2 answers - Asked By: Jsr K - 12/11/2008

Yahoo!My Yahoo!MailMore News Sport Finance MoviesMake Y! My HomepageGet Yahoo! ToolbarAccount OptionsHi, somnathProfile Contacts Applications Account Info You are signed in as: somnath.mudiSign OutHelp Searchweb search Ask Answer Discover Search for questions: Advanced Search My Profile Home > Health > Diseases & Conditions > Infectious Diseases > Resolved Question Jsr K Member since: 11 December 2008 Total points: 91 (Level 1) Add to My Contacts Block User Resolved QuestionShow me another » WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE? CASE. 6 WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE Chemtech was a chemical firm employing nearly 1,500 people. Since the company was operating in a sheltered economic environment, the organizational focus for many years was on technology and manufacturing. There was little accent on marketing. But a liberal import regime heralded by the Government of India galvanized the management into sprucing up its sales and marketing team. A number of people were being hired from outside the company in a long overdue exercise of giving a customer – oriented focus to the company’s operations. a few employees were also being promoted from within. In a professional career spanning over two decades in personnel function in different companies, Aparojit Das, Vice-president (HRD), was closely involved with the hiring interviews. And he had always chosen well even while most of his contemporaries had been expressing disillusionment with the interview as a medium of getting the right candidate for the right job. The secret of his success lay in a technique he had worked to perfection. As a candidate walked in for an interview, Das would quickly size him up for a first impression. Subsequently, the whole tenor of his questioning over the period of the interview would be aimed at destroying that impression. If the first impression was favourable and if it persisted till the end of an interview or if an unfavourable impression turned otherwise by the end, Das had an intuitive feeling that he had a good candidate on his hands. Of course, the assessment already made by the concerned divisional head regarding specific job requirements would be a major benchmark in the final selection of a candidate. Das knew, however, that if he had chosen people well, it was not because of any particular skill but because he was simply lucky. That morning, as he looked at the folder lying in his desk, Das wondered whether he was finally running out of luck. The folder contained dossiers of two candidates who have been interviewed at various levels over the previous month. As a part of the final assessment, Das himself had met them individually an hour ago. Both were internal candidates, presently working as sales executives and seeking promotion to the post of the sales manager to be based at the head office of the company. Both were highly recommended by the company’s vice – president (sales) for the post. The first dossier was of Prem Sagar who had been with Chemtech for five years. Sagar had worked his way up and understood the company’s product and their markets. He was very keen to take on new responsibilities. The second was of Arvind Vardhan who had joined the company only the previous year. He seemed confident, sensitive to others points of view, a self starter, and a good team player. Das’s maiden impression was that Vardhan was a natural salesperson and it persisted, however hard he tried to disprove himself. He was clearly in favour of Vardhan. It was when he was about to terminate the interview that Vardhan said “Mr. Das, there is something that I think I must mention in all fairness. But before I do so, I need to have your word that what I tell you will remain between the two of us.” You have my word,” said Das. “ I have been declared HIV positive,” said Vardhan, “the tests came last week. If Das panicked, he did not show it. “ I don’t see how it can affect your chances of promotion,” he said, in a voice that, much to his own surprise, lacked conviction. “ I think we should talk about this separately,” he continued, trying hard to retain composure. “ I will get back to you. In the meantime, take care.” Later, alone in his cabin, Das found the burden of having to make a decision lying heavily upon him. The company’s standing orders stated that no physical disability or even a chronic health problem should come in the way of a promotion as long as it does not interfere with a performance directly. But there were two major issues, as Das saw them. First, although the HIV infected people were known to work productively for years, the risk of developing active AIDS at any point of time was real. Recovery from even a temporary about of illness such as pneumonia for example, would be longer, reducing the pace of work and affecting performance on the job. This was an angle which had to be borne in the mind while giving a promotion. Second, could the confidentiality o

2 answers - Asked By: somnathmudi1977.souvikmudi200612 - 8/4/2009

Do they know that the solar plants that were funded by the Obama's stimulus have made it a priority to only buy American made parts? I'm asking this because they never seem to mention it, not even here in Arizona. ===================== President Obama gives the go-ahead for one of the world’s largest concentratingsolar power projects. Abengoa's 280 megawatt Solana Concentrated Solar Power Project (CSP) is now backed by the $1.45 billion loan guarantee in sunny Gila Bend, Arizona. Abengoa Solar’s Arizona Vice President Kate Maracas stated in the press release that “the building of Solana will also create between 1,600 to 1,700 new construction jobs, and operation of the plant will add another 85 permanent jobs. These construction and operating jobs will create a few thousand additional indirect jobs. Taken together,98 percent of the jobs created by Solana will be American jobs -- primarily from Arizona, and a smaller portion from neighboring states.” Abengoa Solar signed a power purchase agreement with APS, the state’s largest electric utility, to sell the energy produced by Solana for a period of 30 years. Abengoa Solar has made it a priority to utilize U.S.-made components wherever possible for the Solana plant. More than 75 percent of the equipment and supplies required to build Solana will be manufactured in the U.S. This includes steam generators, heat exchangers, power equipment, glass, steel, concrete and other construction materials.

8 answers - Asked By: Greasy Tony - 4/23/2012

Having diploma in industrial automatiom (plc,pid,scada) knowledge..fom cedti calicut REC.

2 answers - Asked By: anandbhaskar11 - 3/15/2006

Kim Gebbia (WXII) November 2, 2009 - 9:59am With fashion tastes changing and workplace dress codes becoming less formal, consumers are purchasing fewer sheer-hosiery products, a trend that began more than a decade ago. That's one reason Hanesbrands is closing its Winston-Salem, North Carolina hosiery factory. Last year, the company's sheer hosiery sales fell 14 percent, and declined another 18 percent through the first half of 2009, the company said. "We regret the economic need to stop sheer hosiery manufacturing at the Weeks plant and the expected loss of jobs next year," said Bruce Duncan, Hanesbrands vice president of knit-to-shape manufacturing. "As a result of lower consumer demand, our sheer hosiery production volume has dropped to a point that it is no longer feasible to run the plant. This is unfortunate because we have a great workforce at the plant, which has been a high-quality operation for 50 years." The company said 80 employees at the hosiery operations were being reassigned to a nearby distribution center. The other laid-off employees were being were being offered severance, the company said. Hanesbrands spokesman Matt Hall said it plans to keep 200 employees to operate a product headquarters and public store at the facility. Hall said that once the 850,000 sq. ft. facility closes next year, the company with sell the building and lease part of it back for the headquarters and store.

7 answers - Asked By: Me - 11/2/2009

I dont know how to write one

3 answers - Asked By: Luis M - 3/12/2009

Wat kind of jobs can u expect from M.B.A degree and monthly salary?

1 answer - Asked By: maxi - 1/23/2007

So im having trouble with my project. I cant find any website for good inimfotons. I have to write atleast 5 sentence about Dwight eisenhower Franklin D. Roosevelt Douglas Macarthur Harr s truman Winston Churchill The good things they did in the ww2 thanks! yah i know i need help....

3 answers - Asked By: Stacy - 3/22/2012

If any of you kindly has the time, could you listen to this and then share your thoughts and tell me if the Author is accurate on it's depiction of Europe? http://www.youtube.com/watch?v=2wwq3Q9ODVI&NR=1 It's basically about european values and how they are different from American values and what the author thinks we can learn from Europe. I agree with much of what he says. I lived in europe in the early 90's but I'm certainly no expert. I saw some of what he descrives but missed the depths of it. Some European perspective would be helpful. Doesn't have to be right now but come back to it when you can. You might find it interesting as well. Thank you so much.

6 answers - Asked By: delina_m - 4/1/2010