MANAGEMENT THEORY AND ENVIRONMENTAL FORCES

Management Theory and Environmental Forces

Management Theory and Environmental Forces

Introduction

The development of principles and concepts of management encouraged the formalization of schools of business during the Twentieth Century. We currently see the establishment of academic programs in emergency management from concentrations, minors, certificates, and even majors from the associate to the advanced doctoral degree programs. The school of hard knocks is quickly evolving into formal academic programs in emergency management and homeland security. One wonders if the future has academic departments or schools of emergency management and homeland security.

The key is that the development of professionals in emergency management requires a formal educational process and an intentional exposure to emergency management theory and concepts. Today over one hundred colleges and universities offer some program in emergency management. The standardization of these curriculums will evolve just as similar initiatives grew in response to a need for quality instructional programs. The contribution of organizational culture theory and the impact of environmental constraints is an important part of the growth of management theory over the past fifty years.

Discussion

Operations Strategy

According to Slack et al. (2004), operations strategy is defined as "the total pattern of decisions which shape the long term capabilities of any type of operation and their contribution to overall strategy". Slack et al. (2004) also states that operations performance objectives relate to the interests of the operation's stakeholders. Applying to Tesco, customer's satisfaction is particularly important to its business. Therefore in order to satisfy its customers and contribute to competitiveness, Tesco's operations performance objectives are mainly reflect on cost, quality, speed, dependability and flexibility five aspects.

Supply chain planning and control

Supply chain management is concerned with managing the flow of materials and information between the operations which form the strands of 'chains' of a supply network (Slack et al., 2004). Supply chain management needs consider and satisfy end customers.

The current Tesco supply chain network is well documented (IGD, 2003b). The operations performance is now much more rigorously monitored, mainly through the 'steeling wheel' approach widespread throughout Tesco. Any distribution centre steering wheel focuses on operations which include safety and efficiency, people which include appointment, development, commitment and values, finance which include stock results and operating costs, and the customer which includes accuracy and delivery on time (Fernie and Sparks, 2004). Also Tesco measure these performance at all levels, quality standards are maintained and enhanced.

Quality planning and control

Quality planning and control seeks to deliver products and services at their required specification or above it (Slack et al., 2004). The operation views quality is consistent conformance to customer's expectations. Quality is seen as being so important by most operations (Slack et al., 2004).

Tesco ask the suppliers to comply with their Nature's choice scheme to ensure their fruit, vegetables and salad are grown to high safety, quality and environmental standards. Also Tesco offer customers fresh and safety and quality seafood and organic foods. Tesco is committed to purchasing timer and timber products only from legal, sustainable sources (Tesco Plc, ...