Business / Operations Management
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Autor: anton 20 November 2010
Words: 669 | Pages: 3
Operations management (OM) is defined as the design, operation, and improvement of systems that create and deliver a company's primary products and services (McNamara, 1999). The effectiveness of OM is determined by the success with which the various components interact with each other and with the environment in which the organization operates. The daily activities carried out by organizations like product creation, development, production and distribution are generally associated with operations management.
Operations management managers must ethically identify potential solutions to increase the profitability or resolve an issue of operations, evaluate the solutions in terms of the broader goals and values of the organization, fairly implement the dominant solution, and motivate those involved to complete the tasks. Also it is important to assess the actual consequences and impact of the solution for the effectiveness of the organization.
Operations management confronts topics such as project, supply chain, and technology management. Management decisions can be divided into three broad areas of strategic (long-term), tactical (intermediate), and operational planning (short-term) decisions.
Many mangers do not understand operations or the importance of operations. Those who have entered operations management through other avenues of management like finance, strategy, or marketing must rely on others like plant managers, engineers, or marketing to be successful (Aquilano, Chase, & Jacobs, 2004, p. 15).
Technology and market changes force organizations and managers to respond rapidly to the competitive pressures that affect strategic decisions. Remaining competitive requires managers to understand finance, engineering, and marketing, but they must also understand the importance of operations.
Effective project management can enhance the speed and efficiency of how an organization manages internal changes, develops new products and services, and implements solutions to problems facing the organization.
Operations management also includes identifying, organizing, and assigning tasks and activities of a project. Ethical decisions are made when assigning tasks to ensure the employees are not being misled about specific project details or timelines. Trust, confidence, and time of highly skilled workers must be taken into consideration when project timelines are created. If a manager abuses this trust by having unrealistic timelines, the productivity and morale of the employees will suffer.
Supply chain system activities such as communication, inventory management, warehousing, and transportation of materials and finished goods, and facility location have been around for years. However it has been in the last few years that companies have begun focusing on supply chain management as a source of strategic advantage in today's competitive world (Aquilano, Chase, & Jacobs, 2004). Supply management is managing the products and services to customers to increase profits for the corporation with a focus on making tactical and strategic decisions with the goal of satisfying the customer.
Technology management is management that aims to improve the creation, change, acquisition, and transfer of technologies. The ability to evaluate emerging technologies, new product development and to make tactical decisions on the importance or need for implementation of the innovations is vital to the success of a company and OM.
Operations management deals directly with the production of goods and services that people buy and use every day, for that reason operations managers need to be responsive to the needs of the customers. Operations management success depends on managers ability to merge the company's vision and goals with the implementation of changes in the projects, supply chain, and technology.
McNamara, C. (1999). Product and service management. Retrieved August 15, 2005
Aquilano, N. J., Chase, R. B., & Jacobs, F. R. (2004). Operations management for
competitive advantage. (10th ed.). New York: McGraw Hill Irwin.
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