Business on a global level leads to
connecting and communicating between people of different cultures and customs.
It is therefore essential that managers and employees recognize and respect the
culture and traditions of other nations they do business with, because it is a
basic requirement for effective communication and business success. It is
especially important to adjust approaches, methods and techniques of managing business
processes and actions in conditions of significant cultural differences, which
is the main task of Cross Cultural Management.
Cross Cultural Management is a new
management approach or a new specialized discipline of management, which was
created under the influence of the globalization process and deals with
managing various business processes and actions in terms of large cultural differences,
aiming to spread new knowledge, experience and values in different surroundings
and enable more efficient operations.
Fast fashion can be defined as a business model that combinesfour elements:
§fashionable clothes mostly for consumers under 40;
§affordable prices in the mid-to-low range;
§quick response;
§frequent assortment changes.
Difference between fast fashion and traditional retailing is the way assortments are managed. For many years the industry has worked around the concept of collections. Assortments are updated twice a year: at the beginning of the calendar year, the Spring-Summer collection is introduced; at the end of the summer the Fall-Winter collection is released. This industry-wide pace of change has been supported by design (cool hunting), communication (catwalks and store mock-ups where media and wholesale customers are invited), sales and marketing (catalogs, advertising) that follow similar biannual patterns.
Retail
product management is not just about making sure that the best product range is
available in the
store. Equally important to the customer is how products are presented to
them.The way products
are displayed, whether it is on a shelf in a store or on a web site, the logic
of the layout, the
relationship between one product group and another and the atmosphere created
around the products,
are all-important aspects of the retail product management process.
In a small
retail organisation product management may be incorporated into the general
running of the store. In a quiet moment an owner/manager may phone through an
order to a supplier or stock up a depleted shelf display; but in large retail organisations
product management is an extensive task, involving many different layers of
management and dedicated teams of experts in massive central buying offices.
Creating abrandandsuccesscomeslargelyasa result ofinnovation. Whilecompetitiveadvantagecanariseas aconsequence ofthe size ofthe companyordisposition
ofresources, more and more dominant
positioninthe marketoccupied bycompaniesthatare abletomobilizeknowledge, technology skillsand experiencetoconstantly
createnewproducts, andprocesses andservices. The presented conceptualization of
knowledge management is based on the need for synergy between the capabilities
of advanced information technologies and human creativity and innovation to
realize goals in turbulent business environment. We can
say that the knowledge management is the mental, behavioural and cultural shift
from the old adage ‘knowledge is power’ to the new mindset ‘sharing knowledge is power’.
Standardization
of work is a sensitive area of management activity, so mistakes are very common
to occur. The risk of error is twofold: if the standards are set too low and if
they are set high. In both cases the work efficiency is being lost.
Standardization
of work and determining of standards are carried out through seven steps:
Fashion industry is a multimillion
industry. Garment industry is divided into the production of clothes and
fashion products. It is focused on achieving optimal results concerning
supplies, preparation, production and distribution of fashion products. It is
characterized by development of fashion trends, brands, development of distributive
network and stores and optimization of logistics from production to retail
stores.
Technical-technological
development in the last forty years enabled garment industry to implement new
methods and procedures and increase productivity while using new textiles and
knitting. On that way the industry keeps up with more complex wishes of consumers,
demands and fashion trends in the world. The most important tone concerning the
rate of growth, design, fashion, utilization and size of assortment is given by
centers of large consumption, i.e. the richest countries.
Dear colleagues, share your research and knowledge with us in Journal of Textile Science and Engineering -Special Issue Title: “Fashion and Development in
the Garment Industry”!
Critical success factors for textile and garment industry are:
Innovations, high value products,
eco-friendly products, eco-labels;
Fast responsiveness to market
changes, flexibility, collaborative supply chain networks, shortening lead times,
speed-to-the market deliveries, information logistics;
Industry such as quality,
flexibility, supply chain management, strategy formulation and implementation;
L abour-intensive vs.
capital-intensive textiles;
Innovative products and process
especially in technical textiles, fashion and creativity, product quality,
R&D, education, human resources, efficient use of resources, customisation,
protection of intellectual property;
Risk is defined as calculation forecast emergence of negative events (hazards)
that cause loss or calculation forecast emergence of positive events
(opportunities/chances), which bring us benefits .
Risk is a condition in which there is a possibility of negative deviations from the desired outcomes that we expect or hope will happen. In terms of business, risk is an unfulfillment of desired business objectives and it must include threats and opportunities from the environment that can potentially contribute to the growth and development of the company, but prevent development, and thus endanger the very survival of a company.
In the design of the workplace, the position of the operator must be considered. Should the operator work from a sitting position, standing position or a combined sitting and standing position?
Sitting is physiologically most favorable position at work and should be used whenever the nature of the work allows. When sitting, a human spends only about 5% more energy than when lying quietly. What the static muscle strain will be while sitting depends largely on the design of the chair and its connection to the workplace. Sitting, if the body is supported ideally, consumes 20% less energy than standing when doing the same job. The pressure on the spine in a sitting bent position is up to 50% less than in the upright standing.
Workers position in workplace
When sitting the energy consumption is reduced, and the legs are free of load. Sitting gives stability to the upper body and less strain on the cardiovascular system. According to research, people tend to sit:
At the front of the chair seat 15%.
In the middle of the chair seat 52%.
On the back of the chair seat 33%.
Leaned back in the chair 42%, and
Hands resting on the table 40%.
Problems arising when sitting are the following:
deviation of the spine,
weakening of the abdominal muscles – so-called "sitting stomach", and
bad effect on digestive organs.
For comfortable sitting not only the characteristics of the seat and backrest are important, but also the other factors such as feelings, relief, comfort and relaxation of the body, as well as fatigue, biomechanical conditions, stress and blood circulation. According to De Looze, Kujit-Evers and Van Dieën J. theoretical model of comfort and discomfort and its underlying factors at the human, seat and context level.
Worker position diagram
Where prolonged sitting at work is required, the following measures should be taken:
1. Adopt a good sitting position by learning how to adjust the workstation to fit individual needs for specific tasks. 2. Select a chair with:
controls that are easy to operate from sitting position
a seat that adjusts for both height and tilt
a seat that does not put pressure the back of thighs or knees
a backrest that is shaped to support the lower back and does not give way
a front edge curved downwards
non-slip, breathable fabric on the seat
a stable five-point base
a minimum seat width of 40 cm
arm rests where practical, that do not interfere with free movements within the workstation
3. Adjust the chair’s height to 25-35 cm below the work surface. 4. Introduce five minutes of exercise, such as walking for every 40 to 50 minutes of sitting.
Standing is one of the basic positions of the body. Standing workplace is defined as the workplace at which the task is done in a relatively static standing position at one workplace. In a standing position, the body is held upright with the help of large muscles of the lower extremities and trunk. When standing with the help of the upper extremities the burden can be carried, with the movements of lower torso and legs used to enable the force to move these loads. In order to perform work tasks certain movements of the whole body must be performed, such as bending, turning and moving the trunk, reaching up and aside, while the legs remain in a relatively stable position.
Standing, in contrast to sitting, includes the static strain of major muscle groups, so that the energy consumption is by about 10-15% higher than at rest in a lying position. But standing is a very productive position for people with regard to the fact that energy consumption and normal standing on two legs hardly require any effort. Moderately hard and difficult task should be performed while standing, because the body must use large force. In applying large forces the body uses large muscles that are found on the shoulders, back and thighs.
A person's body is affected by the arrangement of the work area and by the tasks that he or she does while standing. The layout of the workstation, the tools, and the placement of keys, controls and displays that the worker needs to operate or observe will determine, and as rule, limit the body positions that the worker can assume while standing. As a result, the worker has fewer body positions to choose from, and the positions themselves are more rigid. This gives the worker less freedom to move around and to rest working muscles.
Different body positions during working
The basic principles of good job design for standing work are:
Change working positions frequently so that working in one position is of a reasonably short duration.
Avoid extreme bending, stretching and twisting.
Pace work appropriately.
Allow workers suitable rest periods to relax; exercises may also help.
Provide instruction on proper work practices and the use of rest breaks.
Continuous standing or sitting while working is a common source of discomfort and fatigue. Frequent changes of body positions, including alternating between sitting and standing, help to avoid fatigue. It is therefore desirable to have both standing and sitting arrangement for any work task. Whenever possible, a worker should be able to work sitting or standing at will.
References
Colovic G (2010). Management of technology systems in the garment industry, Woodhead Publishing Ltd.
Colovic G (2014). Ergonomics in the garment industry, Woodhead Publishing Limited Ltd.
De Looze MP, Kujit-Evers LFM and Van Dieën J (2003), 'Sitting comfort and discomfort and the relationships with objective measures', Ergonomics, 46 (10): 985- 997.
Ergonomie an Näharbeitsplätzen (2009), Berufsgenossenschaft Energie Textil Elektro, Köln
European Agency for Health and Safety at Work (Available at www.europe.osha)
Health and Safety Executive (Available at www.hse.gov.uk/index.htm)
National Institute of Occupational Safety and Health (Available at www.cdc.gov/niosh/homepage.html)
Afterthe project to presentManagement of technology systems in the garment
industry
ina new way,
thelogicalsequenceafterconducted researchesimposed the need to createa new paradigmforStrategic
management ingarmentindustry.
The essenceofthis
bookis in the development andsurvival
ofproducts in garmentindustry.The bookrepresents
amilestoneand applied conceptfor a modernenvironment thatis characterized bypermanentchangesdue to rapiddevelopment
of technologyand information systems.This requiresamultidisciplinaryapproach tostrategic managementingarmentindustry,
as the authorpresentsthroughsix areasof
this uniquebook.
Chapteroneshowswhat influencedthe need tousestrategic management ingarmentindustry.The
influence ofenvironment, abilities and constant innovations inproduction-business system directlyaffect the existence,
survival and success ofthe company.The answers tostrategicquestionswhere we are now, where we want to beandhow
to get there aregiven inother
chaptersof the book.
Garmentindustry employsmillions ofpeople around the world, and profitsare measuredin billions ofeuros.In this way,the
industryfollows theincreasingly
complexconsumer desires, demands and fashion trendsin the world.The basictone interms
ofgrowth rates, design, fashion,
functionality and widerange of products
is given by thecentreswithhigh consumptioni.e.the richeststates.The secondchapter discussesthe necessity ofgarmentproducersto investin
theprofessionals who willbeable to explorethe market,
management strategies and methodsfornew product development andoptimization
of technological processof makingclothes.
Ingarmentindustry todaythere are major problemsin termsof market research, monitoring competition,investing inone’s own development,
making originalcreationsandscientific approach to introducingfashion productsin the market. The third chapterdescribes thesequenceanalysis ofmarketingmethodsin whichthe
first stepis theanalysisof consumers, the study of sales dataand estimating fashiontrends.It is necessary todetermine thesize andpurchasing powerof consumers,the acceptabilityof garment productsin the market, eliminatingweaknesses in thesales channels,
distribution and promotional activities. Marketing strategieswith examplesof famous fashioncompaniesgive examples ofhow to useinformation technologyin the globalization ofmarkets, andhow to applyknowledge managementwhere necessaryandwhennecessary.
The fourthchapter deals withefficientoperationswhich, inconditions of highcompetition and global
economiccrisis,makequalityclothingproducts
possible to exist.Therefore it isnecessary to know and planthe strategyof garment production, analyze and
adjust tomarketand business
changesand apply it adequately: Strategicbusiness conditions, Strategic
planning, PESTanalysis, Portfolio Analysis, Strategic
control, Benchmarking, Brand strategic...
Organization inmodern environmentis characterized bycontinuouschange.The fifthchapter
discusseshow to dobusinesswhichrequires moreflexibleorganizational structure,
process approach and work teams.Methods
andtechniques forpredictingscientificandtechnological
progress are described in details, so it is possible to use, withinstrategic management ingarmentindustry, themethods
andtechniques by whichtheeffectiveness andefficiency in
realizingplanned goals are achieved: SWOTanalysis,Scenariomethod, Gapanalysis
and FiveForcesAnalysis.
The sixth chapterdescribes amoderncompany thathas
organizationalculture as apart of
organizationalmission.Modernorganizational structureshould be asuccessfullymodelledcomplex systemwith the characteristics offlexibility, dynamics as well ascohesion. The study oforganizational
behaviourprovidesobtainingthe competencesrequired forsuccessfulworkers,
work groups,work teamleadersormanagers, together with talentedindividuals.
