System and Operation Management. Critical Evaluation of Relevant Issue. Tesco Case Study
Introduction
The 21st century has brought about several improvements in business strategies and operations. Most businesses have realized that to be very effective in their given industry the internal operations of such businesses have to be to the highest level of standardized efficiency (Wang et al 2010). These busineses have also realized that the effective management of the systems and daily operations of the organisation would facilitate organisational productivity and result in maximization of profit. According to lohman et al (2004), it essential that 21st century businesses strive to get an effective competitive advantage and attain relevant marketshare to make profit. An effective systems and operations management strategy will go a long way in helping an organisation achieve maximum productivity.
Systems and operations management can be described as organisations in built mechanism of building, structuring and designing an effective system of organising organisations daily operations Letza (1996). Chase and Jacobs (2001) posit that systems and operations management is an integral process of converting an organisations internal input (in form of material, human resources / energy) into output ( in terms of Goods and services). In other words, systems and operations management involves the effective management of all of organisations resources that gear toward the production and distribution of the organisations goods and services to the end consumer.
Inputs Operations Function Output Customers
Above is a graphical representation of the systems and operations management process.
Operations management revolves around one major function; provision of the firms product or service to the end consumer. The planning and controlling of all the organizations operations and activities are to meet this end (provision of goods and services) (Epstien and Manzoni 1998). An operations management strategy that does not result in production of goods
The 21st century has brought about several improvements in business strategies and operations. Most businesses have realized that to be very effective in their given industry the internal operations of such businesses have to be to the highest level of standardized efficiency (Wang et al 2010). These busineses have also realized that the effective management of the systems and daily operations of the organisation would facilitate organisational productivity and result in maximization of profit. According to lohman et al (2004), it essential that 21st century businesses strive to get an effective competitive advantage and attain relevant marketshare to make profit. An effective systems and operations management strategy will go a long way in helping an organisation achieve maximum productivity.
Systems and operations management can be described as organisations in built mechanism of building, structuring and designing an effective system of organising organisations daily operations Letza (1996). Chase and Jacobs (2001) posit that systems and operations management is an integral process of converting an organisations internal input (in form of material, human resources / energy) into output ( in terms of Goods and services). In other words, systems and operations management involves the effective management of all of organisations resources that gear toward the production and distribution of the organisations goods and services to the end consumer.
Inputs Operations Function Output Customers
Above is a graphical representation of the systems and operations management process.
Operations management revolves around one major function; provision of the firms product or service to the end consumer. The planning and controlling of all the organizations operations and activities are to meet this end (provision of goods and services) (Epstien and Manzoni 1998). An operations management strategy that does not result in production of goods
References: Bateman, Thomas S., and Carl P. Zeithaml, 1990. Management: Function and Strategy. Richard D. Irwin. Krajewski, L.J., and L.P. Ritzman, 1993. Operations Management: Strategy and Analysis. Addison-Wesley Publishing. Richard Chase, F. Robert Jacobs, Nicholas Aquilano, et al., 2001. Operations Management for Competitive Advantage, ISBN 0072506369 Slack, N., Chambers, S., Harland, C., Harrison, A Weiss, Howard J., and Mark E. Gershon, 1989. Production and Operations Management. Allyn and Bacon Bourne, M., et al. 2000. Designing, implementing and updating performance measurement systems. International Journal of Operations and Production Management, 20(7), pp. 754 – 771. Kumar, V., 2004. User Insights Tool: a sharable database for user research. Chicago, Design Institute at IIT. Letza, S.R., 1996. The design and implementation of the balanced business scorecard: An analysis of three companies in practice, Business Process Management Journal 2 (3), pp.54 – 76 Lohman, C., et al, 2004 Ruffini, Frans A.J., Harry Boer, and Maarten J. Van Riemsdijk, July 2000. Organization Design in Operations Management. International Journal of Operations and Production Management. Skinner, W., 1969 Skinner, W., 1985