OPERATIONAL MANAGEMENT

Operational Management



Operational Management

1. Define “Operations Management” in the context of an organization?

Although [Skinner, 1969, 2], in his seminal paper production: the missing link in corporate strategy is recognized as the creator of the concept of operational management, (Hayes and (Wheelwright, 1984, 66) did much to determine its content through their book restoring our competitive advantage. The definition of strategic solutions for categories of operational management including the distinction between structural and infrastructural elements that set the agenda for the next two decades. Nevertheless, the book is rooted in its time, its serious concern at how the U.S. industry must respond to the threat posed by foreign, mainly Japanese, competition. In 1980, the U.S. industry was perhaps the first time, the victim, not the recipient, the forces of global competition. The leitmotif of Hayes and Wheelwright was that the new strategic thinking was needed in response to powerful external forces that change the shape of U.S. industry.

•Explain the focus of operations management within an organization?

The new millennium presents many challenges for the operational management. One of the key issues however, makes Hayes and Wheelwright strategic framework postulated for operational management in 1980, still remain in force? Today, all types of industries, services, and manufacturers around the world, can be powerful forces unleashed by technological advances is supported by the Internet and the seemingly relentless wave of liberalization and free trade, creating new global information economy. Thus, today's business environment is different from 20 years ago. One consequence of the information age is the greater availability of information for consumers and businesses.

Advances in computer processing capabilities, software, access to state information infrastructure as the Internet, all this means that the information available for the use of companies has grown and continues to grow at a rapid pace. This new economy has created many new business models, particularly in commercial trade. Traditional organizations have been forced to adapt to survive, and entirely new kinds of organizations have been spawned in this new environment. Similarly, thinking about organizational management must also change in response to the new corporate landscape. As (Sampler and Short, 1998, 87] state, the new "information-driven competitive dynamics require researchers to develop new theoretical constructs and managerial perspectives to revise the firm and its extended set of relations [because] the failure to manage information and information-related resources can lead to undesirable side effects.

From (Skinner, 1969, 33) recently, scientists control operations have always emphasized the strategic importance of operations and its role in corporate success. Consideration of strategies for operations can certainly be no less important in e-business than in traditional business. Nevertheless, seems to be a distinct lack of literature focused on the strategic implications of electronic commerce for operational management. As (Spring, 2000, 141) notes in an editorial in the International Journal of operations and production management, "it is time we, as a discipline, subject to some critical analysis. However, much of modern literature is still prescriptive, often superficial way, concentrating on computer software and infrastructure ...