input

(noun)

Something fed into a process with the intention of it shaping or affecting the outputs of that process.

Related Terms

Examples of input in the following topics:

  • Equity Theory

    • Consider two employees doing the same job, and putting in the same inputs (say, time and effort).
    • Inputs typically include:
    • When the ratio of inputs to outcomes is close, then the employee should be very satisfied with their job.
    • People measure the totals of their inputs and outcomes.
    • Different employees ascribe personal values to inputs and outcomes.

  • Complaint Procedures

    • Different participation systems can be implemented to authentically get employee input and to capitalize on the benefits.
    • Many different participation systems can be implemented to authentically get employee input and to capitalize on the benefits associated with employee influence.
    • Open-book management empowers employees with the information they need to see the reality of the organizational situation and to give relevant and helpful input (Case, 1997).
    • Similar to open-book management are open-door policies, where management makes it clear that employees can informally raise issues or give input at any time.
    • Team mechanisms such as quality circles, work teams, and total-quality management teams provide employees with the ability to synthesize their individual input into a better solution to organizational problems.

  • The input/output transformation model

    • Operations management transforms inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers.
    • The 3M Company is a good example of the strategic importance of transforming inputs into outputs that provide competitive advantage in the marketplace. 3M manufactures a top-quality adhesive tape called "Magic Tape".
    • In other words, 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.
    • An opposite example of the strategic implications of the input/output transformation process is 3M's decision in the 1980s to stop manufacturing VHS tape for video players and recorders.

  • A Study of Process

    • Operations management transforms inputs (labor, capital) into outputs (goods and services) that provide added value to customers.
    • The 3M Company is a good example of the strategic importance of transforming inputs into outputs that provide competitive advantage in the marketplace.
    • In other words, 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.
    • The 3M Company is a good example of the strategic importance of transforming inputs into outputs that provide competitive advantage in the marketplace.
    • In other words, 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.

  • Impacts of Productivity on Output

    • Productivity is a ratio of production output to what is required to produce it (inputs).
    • The measure of productivity is defined as a total output per one unit of a total input.
    • A production model is a numerical expression of the production process that is based on production data (i.e., measured data in the form of prices and quantities of inputs and outputs0.
    • Surplus value indicates that the output has more value than the sacrifice made for it; in other words, the output value is higher than the value (production costs) of the used inputs.
    • Income generated per unit of input increases.

  • Providing employee voice and influence

    • This will include the benefits of employee input to the firm, the difference between voice and influence, and the many participation mechanisms management can use to harness employee influence into decision-making.
    • Voice and influence mechanisms allow employees to give input and to contribute their expertise to business success; these mechanisms allow firms to get the most benefit from the skills of their human capital.
    • Many different participation systems can be implemented to authentically get employee input and to capitalize on the benefits associated with employee influence.
    • Open book management empowers employees with the information they need to see the reality of the organizational situation and to give relevant and helpful input (Case, 1997).
    • Similar to open book management are open-door policies, where management makes it clear that employees can informally raise issues or give input at any time.

  • Laying the groundwork

    • Again, remember to obtain input from as many people as possible.

  • Reuse, remanufacturing and recycling: an overview

    • The further away from the original product the reclamation process lies, the more the investment in raw materials and other inputs is lost and the greater the costs are to the manufacturer (who has to purchase replacements).

  • Change from another angle

    • Kurt Lewin later developed his Force Field Theory further (with input from Edgar Schein) by introducing a ‘Three Stage Approach to Change Behavior'.
    • Get employees involved in the change process by asking for their advice and input (breadth and depth).

  • Entrepreneurship and the Economy

    • Creativity and entrepreneurship are needed to combine inputs in profitable ways, resulting in large scale economic growth/development.
    • They are necessary inputs in production, but they are not sufficient for economic growth.
    • Human creativity and productive entrepreneurship are needed to combine these inputs in profitable ways, and hence an institutional environment that encourages free entrepreneurship becomes the ultimate determinant of economic growth.
    • For Schumpeter, entrepreneurship resulted in new industries but also in new combinations of currently existing inputs.