input

Examples of input in the following topics:

• The Importance of Productivity

  • Productivity is the ratio of total output to one unit of total input; high productivity means larger capital gains.
  • It is a ratio of actual output (production) to what is required to produce it (inputs).
  • Productivity is measured as a total output per one unit of a total input.
  • Real process - Real process generates the production output from input.
  • Monetary and market value processes - Monetary process refers to financing a business and the inputs of production.

• Defining Productivity

  • Productivity–a ratio of production output to the input required to produce it–is one measure of production efficiency.
  • Productivity is defined as a total output per one unit of a total input.
  • Summary reports are routinely issued to various departments and department managers are held accountable for managing inputs in their respective areas.
  • From the control manager's point of view, more outputs from the inputs describe above is a step in the right direction.
  • Companies are constantly looking for ways to improve quality, reduce downtime, and increase inputs of labor, materials, energy, and purchased services.

• Assessing and Restoring Equity

  • Individuals consider themselves treated fairly when they perceive the ratio of their inputs to outcomes to be equivalent to those around them.
  • In practice, all else being equal, this means an employee would find it acceptable for a more senior colleague to receive higher compensation, since the value of the senior employee's experience (and input) is higher.
  • Equity theory proposes that rewards (outcomes) should be directly related to the quality and quantity of employees' contributions (inputs).
  • Managers are tasked with assessing equity: identifying both the quantity and quality of a given individual's inputs and comparing that to his or her overall compensation.
  • The core concept of equity theory amounts to each party's inputs and outcomes equating.

• Overview of Inputs to Strategic Planning

  • Some examples include consumer surveys on satisfaction, supplier projections for costs over a given time frame, consumer inputs on needs still unfilled, and shareholder views.
  • The inclusion of stakeholders offers a variety of tools, each of which may or may not be a useful input depending on the context of the plan.
  • Review the various tools for effective plan development, including stakeholder input, consultants, and data collection

• Internal and External

  • TOC assumes that throughput, operational expense, and inventory are the three central inputs in a given system.
  • TOC relies on the assumption that there is always room for improvement in these inputs–after all, if there was nothing preventing the system from achieving higher throughput, throughput would be infinite.
  • The first external constraint, resource scarcity, refers to the limited availability of essential inputs (including skilled labor), key raw materials, energy, specialized machinery and equipment, warehouse space, and other resources.

• Defining Job Satisfaction

  • Demands can be characterized as a communication load: "the rate and complexity of communication inputs an individual must process in a particular time frame."
  • If an individual receives too many messages simultaneously, does not receive enough input on the job, or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with work, leading to a low level of job satisfaction.

• Classical Versus Behavioral Perspectives

  • The classical perspective focuses on direct inputs to efficiency, while the behavioral perspective examines indirect inputs too.

• Measuring Organizational Performance

  • Cost-effective: When outcomes are divided by input, how efficient was the organization's performance?
  • For organizational information, the focus is on the outcomes of the agency's performance, but input, output, process, and benchmark factors are important as well in creating a comparative framework for analysis.

• Combining Internal and External Analyses

  • These inputs generally outline each of the specific analyses a company should conduct to understand its internal and external environments.
  • Using context analysis, alongside the necessary external and internal inputs, companies are able to generate strategies which actively capitalize on this knowledge in pursuit of competitive advantage.

• Equity Theory

  • Adams, a workplace and behavioral psychologist, asserted that employees seek to maintain equity between what they put into a job and what they receive from it against the perceived inputs and outcomes of others.
  • According to the theory, equity structure in the workplace is based on the ratio of inputs (employee contributions) to outcomes (salary and other rewards).