This assignment focuses on the performance objectives of operations management identified by Slack et al (1998) to investigate the external issues that may impact on the operation function within the organisations in question.
In the discussion, each objective is specified and associated with the relevant literature and examples. The chosen examples are based on the author's industrial placements and work experience, which indicates the differential manipulation of operations management in different organisations. The aim is to reflect managers' actions in achieving the objectives of operations management, as well as to emphasise the role of organisational culture for the operations manager in the implementation of operations management.
The last section summarises the linkages between the performance objectives based on the findings, and the author's opinions about the implementation of operations management.
Bicheno and Elloitt (1997, p.9) define operations management as:
" The planning, scheduling and control of the activities that transform inputs into finished goods and services".
Naylor (1996, p.9) illustrates that:
"Operations management is concerned with creating, operating and controlling a transformation system which takes inputs of a variety of resources and produces outputs of goods and services which are needed by customers".
The operation could be the central to the organisation because it produces the goods and services which are its reason for existing. Operations management is linked to all organisations as every organisation is producing either a product or a service. However, it cannot be said to be the most important function since there are other functional areas and boundaries within an organisation.
In today's fast changing world, organisations have to have a tendency towards being efficient, effective and innovative to the changing environment to succeed. The author believes that operations management could be the key to this success.
Slack et al (1998) state five performance objectives in the implementation of operations management in terms of speed, cost, flexibility, dependability, and quality.
The emphasis of these objectives embodies the framework of operation management, as the key factor to fulfil both internal and external customer's expectations. Organisational culture and structure determine what series of strategies can be applied in achieving all the objectives above. The operations managers must have knowledge and skill covering a wide range of issues.
Teare (1996) observe that many service companies are developing their own systems for monitoring and measuring aspects of the quality. These include measures for intangible and tangible aspects of service.
There is no doubt that quality in the hospitality industry is an important issue. Good quality products and services mean high customer satisfaction. Therefore, it is likely that the customer will return. In fact, customers do not see the production of goods, so they will judge the quality of the operation on the evidence of the goods themselves.
It could also be an observable fact particularly in relation to the role of quality in establishing competitive advantage, the cost of quality, the measurement of quality for assuring quality.
According to Jones (1989), poor employee performance will have a direct influence on the service standard, and operation effectiveness. The understanding of this theme is that the poor performance does not mean poor employees. First of all, recruiting the appropriative employees who can handle the job responsibly is the most important. The employees must have the skills and abilities to carry out the task to the standards required.
Secondly, the job framework and standards expected must be given clearly, and frequent communication between employees and managers is necessary. Finally, scheduling staff properly based on...
References: Armistead,C.G. & Clark, G., (1994) The "Coping" Capacity Management Strategy in Services and the Influence on Quality Performance. International Journal of Service Industry Management.Vol.5, no.2, pp. 5-22.
Bicheno, J. & Elloitt, B.B.R., (1997) Operations Management. p.9. Blackwell, Oxford.
Edwards, J. & Ingram, H., (1995) Food, Beverage and Accommodation: An Integrated Operations Approach. International Journal of Contemporary Hospitality Management. Vol.7, no.5, pp. 25-28.
Galloway, L., Azhashem, M. & Rowbotham, F., (2000) Operations management in Context. P.34 Butterworth-Heinemann, Oxford.
Harris, N.D., (1989) Service Operation Management. Cassell Educational Ltd,London.
Jones, P., (1989) The Management of Hotel Operations. Cassell Educational Ltd,
Lawler, E.E., (1986) QWL In the 1970s & HPW Today. Cited in Huczynski, A. & Buchanan, D., (2000) Organisational Behaviour: An Introductory Text. 4th Edition. Personal Education, London.
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Muhlemaun, A., Oakland, J. & Lockery, K., (1992) Production and Operations Management. Pitman Publishing, London.
Naylor, J., (1996) Definitions of Operations Management. Cited in Bicheno, J. & Elloitt, B.B.R., (1997) Operations Management. p.9. Blackwell, Oxford.
Slack, N., Chambers, S., Harland, C., Harrison, A. & Johnston, R., (1998) Operations Management. 2nd Edition. A Division of Financial Times Professional Ltd, London.
Teare, R., (1996) Hospitality Operations: Patterns in Management, Service improvement and Business Performance. International Journal of Contemporary Hospitality Management. Vol.8, no. 7, pp. 63-74.
Wild, R., (2002) Operation Management with CD-ROM. 6th Edition.Cassell Educational Ltd, London.
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