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Appreciation for Your Engaging and Energizing Teaching

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Appreciation for Your Engaging and Energizing Teaching

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Dear Professor [Aj. Tor],

I hope this message finds you well. I wanted to take a moment to express my sincere gratitude for the exceptional energy and enthusiasm you bring to our class. Your dedication to delivering the course content with passion and clarity has truly enhanced my learning experience.

Your approach to teaching the course, covering topics such as the nature of management, organizational structure, industrial systems, and various aspects of business management, has been both comprehensive and engaging. Your ability to elucidate complex concepts and make them accessible to us is truly commendable.

I appreciate the thoughtfulness you've put into the course description, providing us with a roadmap that encompasses product development, demand forecasting, plant layout, quality control, inventory and material control, marketing management, and financial management. Your emphasis on integrating science, technology, engineering, and mathematics knowledge has added a valuable dimension to our learning, highlighting the interconnectedness of these disciplines.

Moreover, the learning outcomes you've outlined—specifically, the ability to use mathematical models, perform responsibilities independently, and integrate knowledge across STEM fields—are clear and align seamlessly with the objectives of the course. These outcomes have not only enriched my understanding but also empowered me to approach problem-solving with a holistic perspective.

Your passion for teaching is palpable, and it has created a positive and dynamic learning environment in the classroom. I feel inspired and motivated to actively engage with the course material, thanks to your infectious energy.

Once again, thank you for your commitment to our education and for fostering a learning environment that encourages us to excel. I am grateful for the opportunity to be part of your class and look forward to continuing this educational journey under your guidance.

Best regards,

[Kittiwara Mekto, 63070503003]

[Section_31]

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Today's final project presentations showcased a diverse array of topics, each offering a unique blend of creativity and adherence to the content discussed in class. The five groups demonstrated a collective willingness to engage in their respective projects, making for an intriguing session.

The first group delved into the world of anti-aging cream. While their slides and presentations were visually appealing, there were instances where the content lacked the desired level of engagement. Despite this, it was evident that the group possessed a genuine eagerness to contribute, setting a positive tone for the presentations.

In the second group, which I had the privilege of being a part of, our focus was on nanoparticle wound dressings. Aligned with the professor's teachings, we meticulously crafted our project content, and the presentation met the satisfaction of our group members. Even with a few hiccups, the constructive feedback from the teacher helped us rectify mistakes, fostering a deeper understanding within the group.

The third group tackled a project centered around a coffee shop. Their content was not only interesting but also supported by various analyses, instilling confidence in their comprehension of the project. While there was an issue with an overly optimistic income forecast, the teacher's guidance shed light on the nuances of the coffee industry, emphasizing the importance of realistic financial projections.

Moving on to the fourth group, their project focused on supercapacitors, showcasing an intriguing application in storing energy for future development trends. The concept demonstrated a keen awareness of emerging technologies and their potential impact on various industries.

Lastly, the fifth group presented on masks, showcasing a commendable understanding of the product. Their financial calculations and SWOT analysis were not only accurate but also presented in a manner that made them easy to comprehend. It was evident that the group had put considerable effort into aligning their work with the class content.

In summary, the final project presentations provided a glimpse into the diverse interests and talents within the class. Each group, despite unique challenges, demonstrated a commitment to understanding and applying the principles taught in class, creating a dynamic and enriching learning experience for everyone involved.

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As I sat in the classroom, absorbing the insights from the professor on HR strategy for competitive advantage and the constraints that come with it, my mind was buzzing with new perspectives on how human resources play a pivotal role in organizational success.

The first topic, HR strategy for competitive advantage, shed light on the dynamic nature of aligning human resources with overarching business goals. It became evident that a well-crafted HR strategy isn't just a checklist of practices but a carefully tailored approach to gaining a competitive edge. The professor highlighted the need for HR professionals to understand the unique strengths and limitations of their workforce, emphasizing the importance of strategic alignment between HR practices and the overall business strategy.

Exploring the constraints on human resource strategy added a layer of complexity to the discussion. It was eye-opening to recognize that while strategic planning is crucial, external and internal constraints can pose significant challenges. The professor's emphasis on adaptability and agility in HR strategy resonated with me, underscoring the importance of being responsive to the ever-changing business environment.

Moving on to labor planning, the second topic, I gained valuable insights into the intricacies of managing the workforce. The discussion on employment policies, stability policies, work schedules, job classifications, and work rules provided a comprehensive overview of the factors influencing effective labor planning. I appreciated the professor's emphasis on the need for flexibility in policies, considering the diverse needs and preferences of employees.

The concept of stability policies resonated with me, highlighting the delicate balance between fostering a stable work environment and adapting to change. The importance of job classifications and work rules became clear as mechanisms to ensure organizational efficiency and employee satisfaction. The intricate dance between maintaining structure and allowing for flexibility in these areas was particularly thought-provoking.

In conclusion, the classroom session on HR strategy and labor planning has broadened my understanding of the intricate dance between human resources and organizational success. I now appreciate the strategic foresight required in HR planning, the need for adaptability, and the delicate balance in crafting policies that resonate with both organizational goals and employee well-being. As I reflect on these topics, I feel better equipped to navigate the complex landscape of HR management and contribute meaningfully to future organizational success.

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Today's class on 7QC problem-solving provided a fascinating insight into the systematic approach required to address issues in various scenarios. The teacher initiated the session by presenting us with images that depicted apparent problems, such as a road line obstructed by tree branches and a video showing a person stuck on a malfunctioning escalator. These visuals triggered a class-wide discussion, prompting us to analyze and identify the core problems in each situation. Key questions were raised, exploring the nature of the problems, why they were considered problematic, how they affected the respective environments, and whether they were measurable.

One significant takeaway was the understanding that each problem should have a standard for measurement. For instance, health issues related to obesity must be quantified through BMI measurements to confirm the severity of the problem. This concept was further reinforced when we delved into problem-solving tools, using a practical exercise involving chocolate pellets in bags. By examining the total number of pellets, categorizing them by color, and assessing any variations, we discovered that while the weight remained consistent, there were discrepancies in the number and color distribution of the pellets.

The class discussion extended to problems encountered in business, specifically in the sales of chocolate pellets. Issues such as uneven color, spotted chocolates, and broken coatings were identified. This brought attention to the importance of creating a systematic approach to problem-solving. The teacher introduced the concept of a check sheet, challenging us to design one that classified issues related to chocolate pellets. This exercise resulted in the formulation of specific problem categories:

1. Unequal Number of Tablets in the Bag: Recognizing the importance of consistency in product packaging.

2. Mismatched Number of Tablets of Each Color: Highlighting the need for standardized distribution of colors.

3. Uneven Color of Chocolate Beads in the Bag: Addressing issues with the coloring process.

4. Chocolate Beads Coated with Broken Sugar of Each Color: Identifying problems with the coating process, which is crucial in the sales business.

This class not only equipped me with a deeper understanding of problem-solving methodologies but also highlighted the necessity of defining standards and implementing systematic tools to address issues effectively. The practical application of these concepts, especially in the context of the chocolate pellet exercise, provided a hands-on experience in identifying, categorizing, and addressing problems in a real-world scenario. Overall, the class underscored the importance of a structured approach to problem-solving for improved efficiency and quality outcomes.

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Exploring quality management in industrial settings and

Understanding the evolution of quality and concepts like fitness for use, conformance to requirements, and freedom from defects has helped me see how to deliver better products or services. The idea of continuous improvement, stressed by Philip Crosby, really resonates with the goal of striving for excellence in any career.

Looking at the costs tied to quality, like failure costs, appraisal costs, and prevention costs, highlights the importance of being proactive to ensure quality rather than just reacting to issues. This aligns well with the efficiency and optimization principles crucial in engineering and other fields.

The introduction of Quality Control (QC) and Quality Assurance (QA) as tools to enhance efficiency and cut costs showcases the practical side of quality management principles. These skills are not just for one career; they can be applied across various paths, especially in engineering.

The class activities, like folding rockets and playing card-throwing games, have given me practical examples of quality management planning and improvement strategies. These hands-on experiences show the real-world impact of material flow, defect rates, and operator plans. It's clear how these insights can be valuable in engineering projects, stressing the importance of continuous improvement, cost-effective solutions, and hands-on learning experiences for achieving top-notch quality.

A big shoutout to the teachers who organized these activities – they've made it much easier for me to grasp classroom concepts by putting them into practical scenarios.

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Certainly! Understanding the supply chain is like being part of a big team that collaborates to move a product from the maker (supplier) to the user (customer). Managing this teamwork, known as Supply Chain Management, involves planning where to get materials, making products, keeping track of everything, and delivering to the customer. The main goal is to make customers happy by providing what they want while keeping costs in check. Key players in this teamwork include Facilities, Inventory, Transportation, Information, Sourcing, and Pricing. However, this teamwork can be tricky, requiring advanced strategies to handle global operations and uncertainties. Decisions about how the teamwork is structured, known as Supply Chain Strategy or Design, involve choices about where things are made, stored, and how they are moved, and these decisions are big and not easily changed. Planning is like figuring out where things go, how much to keep in storage, and when to make more, considering uncertainties. Finally, in Supply Chain Operations, people decide on customer orders, manage inventory, and ensure timely delivery, all aiming to make the process work as smoothly as possible. In simpler terms, the supply chain is like a big team ensuring you get what you want, when you want it, and at the right price!

In considering the redesign of MK Restaurant's supply chain, several strategic changes could significantly enhance efficiency. Firstly, relocating central kitchens to more strategically positioned areas and consolidating certain operations could maximize economies of scale and minimize logistical challenges. Additionally, optimizing the distribution network, integrating advanced technologies for real-time tracking, and carefully planning transportation based on branch distances would contribute to better visibility and overall manageability. Collaborating closely with suppliers to ensure timely raw material deliveries further aligns with the goal of meeting the 10.30 AM commitment for all branches. By implementing these adjustments, MK Restaurant stands to achieve a more streamlined and effective supply chain, addressing transportation challenges and enhancing overall logistics and supply chain management.

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In class, I learned all about Inventory Management, which is a super important part of how businesses make and sell things. First off, they explained that operations or production is simply the process of creating goods and services by changing or transforming stuff.

They talked about two main ways companies make stuff: Push Manufacturing and Pull Manufacturing. Push is like making things based on what they think people will want, and then trying to sell it. Pull is cooler because it's when companies only make things when people actually order them. It's like making exactly what people want when they want it.

We also got into the different types of stuff a company keeps in their inventory. It's not just the final products; it's everything from raw materials to half-finished things and even the tools and supplies they use. It's like a big collection of everything they might need to keep things running smoothly.

Then, we talked about why companies bother with having all this stuff in their inventory. It's not just about having things on hand; it's like a strategy game. Inventories help make customers happy by having what they want when they want it. They also help companies save money by being smart about how they make and move things. Plus, they act like a safety net against things like price changes, uncertainties, and unexpected situations.

Thinking back, I didn't really know much about how all this inventory stuff worked before. But now, I get that it's not just about having a bunch of things stored somewhere. It's a smart way for businesses to keep customers happy, be efficient in making things, and be ready for whatever comes their way.

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Learning about business forecasting in the classroom has been quite an eye-opener for me. It's like predicting the future for a business, making statements about events that we haven't seen yet. I realized that forecasting is like making educated guesses about things that haven't happened, and it's not just guessing; it's based on data and information.

The class taught me that forecasting is crucial for a company's success. It helps them plan for the future and become financially successful. Think of it as a way for the company to get ready for what's coming next. The more accurate the forecast, the better the plans can be.

We discussed how forecasting involves answering important questions like how much profit the business might make, how much demand there will be for a product or service, how much it will cost to make that product or service, and even how much money the company might need to borrow. It's like looking into a crystal ball, but with numbers and data.

I also learned that for the forecast to be really good, the data used must be up-to-date. It makes sense; if you're trying to predict the future, you need the latest information to make the most accurate guess.

Reading about Marriott's room forecasting made me realize how challenging it is to manage hotel capacity effectively. The idea that a vacant room for one night means lost revenue forever emphasizes the perishable nature of hotel rooms.

In simple terms, I see forecasting as a tool that helps businesses plan and get ready for what's coming. It's like having a roadmap for the future, showing the company the best way to go to be successful. I never thought predicting the future for a business could be so important, but now I understand how it can make a big difference.

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In this class, we explored how to design products and services, learned about Design Thinking, and understood Design Principles. It was really interesting! We talked about everything from making products funny to understanding how long a product lasts.

We found out why companies design products – to be competitive, grow their business, and make better-quality stuff. We also learned that designing new things helps a company avoid cutting jobs and can save money. It's like a smart business strategy.

We also talked about why companies might change how their products look or work. It could be because customers aren't happy, or there are new trends in the market. And there are different strategies a company can use, like making a product special or focusing on making it cheap.

The class also covered what's cool right now in designing products and services. People care a lot about customers being happy, new things coming out quickly, and not hurting the environment. We also learned how companies think about making products that are easy for people to use and use fewer materials.

We talked about how companies try to be the best by thinking about costs, quality, flexibility, and being dependable. It's like a checklist for making sure a product is really good.

We also learned about some challenges in design, like how long a product lasts and if everything should look the same. Figuring out when to use the same design and when to change it is tricky but important. Then, there was this thing called Design Thinking. It's a cool way to solve problems by using logic, imagination, and understanding people. It's like turning what we see into cool ideas and things that make life better.

The class also talked about how people with different experiences think about and use products. It's interesting to know how experienced and inexperienced users see things differently. And, did you know, even if the letters in a word are all mixed up, our brain can still read it? It's like magic!

So, to wrap it up, this class was like a journey into the world of making stuff and making it better. We looked at smart strategies, creative problem-solving, and the human side of design. Now, I feel more ready to use these ideas in the real world!

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Embarking on the Marketing Management journey has been eye-opening. The classes focused on the core functions of a business organization, highlighting marketing, operations, and finance/accounting as a trio. What struck me the most was the idea that marketing isn't confined to a single department but is a shared responsibility across the entire organization.

The class kicked off with impactful definitions. According to the Chartered Institute of Marketing (CIM), marketing is the "management process responsible for identifying, anticipating, and satisfying consumer requirements profitably." Similarly, the American Marketing Association (AMA) described it as the "process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchange and satisfy individual and organizational needs." These definitions brought out the strategic essence of marketing, intertwining strategy, customer satisfaction, and profitability.

We then delved into a broader perspective, seeing marketing as a process where individuals and groups obtain what they need and want through creating and exchanging products and value. This shifted my view; marketing isn't just about selling stuff but understanding and meeting consumer needs through meaningful exchanges.

A standout concept was that marketing is delivering customer satisfaction at a profit. This highlighted the delicate balance between meeting customer needs and ensuring the organization's financial health.

The exploration of marketing as an organizational function was eye-opening. A diagram showcased the interconnectedness of marketing with other business operations, emphasizing that marketing isn't isolated but an integral part of the organizational ecosystem.

As the class progressed, we moved from the traditional 4Ps of marketing to the customer-centric 4Cs and experiential 4Es, giving a modern twist to our understanding. Shifting from Product, Price, Place, and Promotion to Customer, Cost, Convenience, and Communication marked a significant change in how we approach marketing strategies. The focus on creating a complete customer experience, not just selling products, highlighted the dynamic nature of marketing.

In conclusion, this class has been a journey of enlightenment, providing a holistic view of marketing's role in a business organization. Understanding the evolution from 4Ps to 4Cs and 4Es has broadened my perspective on the strategic importance of marketing in creating value, satisfying customers, and ensuring long-term organizational success. I now leave the class with a newfound appreciation for the intricacies of marketing, ready to apply these principles in real-world scenarios. It's not just about products; it's about understanding and delivering what customers really want.

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In delving into the realm of Financial Management, the recent class discussions revolving around Cashflow and Investment Decision have been nothing short of enlightening. As I sat through the lectures, I found myself navigating the intricate web of financial intricacies that underpin the decision-making processes within a business. The exploration of cashflow dynamics left an indelible mark on my understanding of how crucial it is to manage the inflow and outflow of funds. The professor's emphasis on the practical implications of effective cashflow management resonated deeply. I now comprehend that cash, being the lifeblood of any organization, necessitates meticulous attention and strategic planning. Moreover, the discourse on investment decisions opened my eyes to the multifaceted considerations that go into making sound choices for the future of a company. The interplay of risk and return, as well as the various methods for evaluating investment opportunities, provided a comprehensive view of the decision-making landscape. I now grasp the importance of aligning financial goals with investment strategies, ensuring that each decision contributes cohesively to the overarching financial health of the organization.

The real-world examples and case studies presented in class were particularly instrumental in solidifying my understanding. Connecting theoretical concepts with practical scenarios facilitated a more profound grasp of the subject matter. I found myself mentally dissecting financial statements and pondering the implications of investment choices in the context of actual businesses. Furthermore, the interactive nature of the class, with discussions and queries flowing back and forth, added a layer of depth to the learning experience. Engaging with peers on complex financial scenarios not only broadened my perspective but also exposed me to diverse approaches in tackling financial challenges. As I reflect on the Cashflow and Investment Decision module, I realize that this knowledge is not merely academic; it's a toolkit for informed decision-making in the professional landscape. The class has equipped me with the skills to navigate the financial intricacies that lie ahead in my career and has ignited a curiosity to delve deeper into the ever-evolving world of financial management.

In essence, this class has been a transformative journey, transcending the theoretical realm to empower me with practical insights that will undoubtedly shape my approach to financial decision-making in the future. I eagerly anticipate applying these newfound skills in real-world scenarios, armed with the confidence that comes from a robust understanding of financial management principles.

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My Thoughts on Today's Class

Today, we learned about some important things in class. I want to share what I understood:

1. Tall and Flat Organization:
We talked about how groups, like university, can be organized in different ways. A "tall" organization has lots of layers, like a ladder, with many bosses. A "flat" one is more like a team where there are fewer bosses. This can change how people talk and make choices in the group.

2. Planning and Decision Making:
We learned that planning means making a plan, like setting goals and figuring out how to reach them. Decision making is how we choose what to do. We need to be careful and think about the good and bad things that can happen when making choices.

3. Strategy (Long-term Plan):
We talked about long-term plans, which are like big plans for the future. Organizations need these plans to know where they want to go. It helps them make sure they're doing the right things to get there.

4. Decision Making :
We also talked more about making choices. It's not just about picking something randomly. We should use facts and think about what's right, especially when it comes to big decisions.

My improvement⚡️
Getting Better at Presentations

In this class, I've been getting better at doing presentations. I didn't have many chances to practice before, but this class is helping me improve all the time.

1. More Practice:
I've been doing more presentations in this class than ever before. It's like practicing a sport – the more you do it, the better you get. I'm starting to feel more confident when I have to talk in front of others.

2. Helpful Feedback:
The good thing is, I get feedback from my teacher and classmates. Feedback is like advice on how to do better. It tells me what I'm doing well and what I need to work on. This feedback has really helped me make my presentations better.

3. Supportive Class:
This class is a nice place to learn. It feels safe, and everyone is friendly. That makes me want to try new things in my presentations. I like that my teacher and classmates encourage me to get better.

4. Always Improving:
I've learned that getting better at presentations is something I should keep doing. Good presentation skills are important in school and at work. So, I'm going to keep trying to get even better.

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For this week I've learned about managers function as visionaries at the top of the organizational pyramid. By making critical decisions that can set a new course or combine existing directions, they create the narrative that serves as the organization's compass. When I think about this top layer, I recognize the difficult choices these leaders make and the ongoing requirement for a delicate balance between long-term goals and short-term requirements.
In conclusion, reflecting on management levels has been an illuminating journey through the intricacies of organizational architecture. It has unveiled the significance of every level and the delicate balance required for their harmonious functioning. Just as a symphony needs its diverse instruments to create music, an organization relies on its management levels to orchestrate success.

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In the 2nd week, the professor gave me a presentation about the five functions of management for the Scenario, which doing the new design-my-own greeting card company made me study more about business management after presenting all groups in the class. Arjarn had a reflection on how to present correctly, which made me learn how to present better. 1. The use of vocabulary in the presentation should be easy to understand, and not too difficult for the audience to understand. 2. Management of content according to the time available for presentation. 3. Trying to make more work. 4. PowerPoint presentation to have accurate content and easy to understand. 5. Interpretation of ambiguous problems should be based on the lesson learned about what we have already learned and then applied in the work.

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As I conclude this reflection on the duties of a manager, I am reminded that this role is both a privilege and a challenge. The duties extend beyond the confines of a job description; they encapsulate a profound impact on individuals, teams, and the organization at large. A manager's approach must be a harmonious blend of leadership, empathy, adaptability, and foresight. The journey of a manager is a continuous quest for self-improvement, embracing change, and nurturing an environment where both people and the organization can thrive.
In class, there is a set of vocabulary related to managers. Group members have opinions on managers. We talked and considered with the group members whether they were the same or different. By doing activities and studying in the room, I have gained an understanding of the working principles of a manager.

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My name is Kittiwara Mekto, or everyone can call me Noey. I’m student 4th years in faculty of Engineering, Chemical Engineering at King Mongkut's University of Technology Thonburi.

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In week 3 At the beginning of the class, we discussed political news to determine the appropriate context for the country's leaders. Later, the professor asked us to analyze and reflect on the case of Kob, the HR, and the hotel group by using the Five Functions of management in the analysis. I also learned about the Management level and Skill of Manager Required which include 1. Technical Skills, 2. Diagnostic Skills, 3. Interpersonal Skills and 4. Conceptual Skills. In the class, a PowerPoint presentation was made about the history of Quality CEOs in Thailand by my group has made a history of Jiraphon Kawswat by finding out her history before becoming the CEO of OR including her attitude and working ideals.