Operations management

Operations management is an area of management concerned with overseeing, designing, and controlling the process of productionand redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that businessoperations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services). The relationship of operations management to senior management in commercial contexts can be compared to the relationship of line officers to highest-level senior officers in military science. The highest-level officers shape the strategy and revise it over time, while the line officers make tactical decisions in support of carrying out the strategy. In business as in military affairs, the boundaries between levels are not always distinct; tactical information dynamically informs strategy, and individual people often move between roles over time.

Ford Motor car assembly line: the classical example of a manufacturing production system.

Post office queue. Operations management studies both manufacturing and services.

According to the United States Department of Education, operations management is the field concerned with managing and directing the physical and/or technical functions of a firm ororganization, particularly those relating to development, production, and manufacturing. Operations management programs typically include instruction in principles of general management, manufacturing and production systems, factory management, equipmentmaintenance management, production control, industrial labor relations and skilled trades supervision, strategic manufacturing policy, systems analysis, productivity analysis and cost control, and materials planning.^[2][3] Management, including operations management, is likeengineering in that it blends art with applied science. People skills, creativity, rational analysis, and knowledge of technology are all required for success.

Contents

  

• 1 History
  • 1.1 Industrial Revolution
  • 1.2 Operations management
• 2 Topics
  • 2.1 Production systems
  • 2.2 Metrics: efficiency and effectiveness
  • 2.3 Configuration and management
  • 2.4 Mathematical Modeling
  • 2.5 Safety, Risk and Maintenance
• 3 Organizations
• 4 Journals
• 5 See also
• 6 References
• 7 Further reading

History

The history of production and operation systems began around 5000 B.C. when Sumerian priests developed the ancient system of recording inventories, loans, taxes, and business transactions. The next major historical application of operation systems occurred in 4000 B.C. 

Environmental Management Systems (EMS)

An Environmental Management System (EMS) is a set of processes and practices that enable an organization to reduce its environmental impacts and increase its operating efficiency. This Web site provides information and resources related to EMS for businesses, associations, the public, and state and federal agencies.

What is an EMS?

An Environmental Management System (EMS) is a framework that helps a company achieve its environmental goals through consistent control of its operations. The assumption is that this increased control will improve the environmental performance of the company. The EMS itself does not dictate a level of environmental performance that must be achieved; each company's EMS is tailored to the company's business and goals.

• Basic EMS
• EMS under ISO 14001

An EMS helps a company address its regulatory demands in a systematic and cost-effective manner. This proactive approach can help reduce the risk of non-compliance and improve health and safety practices for employees and the public.

An EMS can also help address non-regulated issues, such as energy conservation, and can promote stronger operational control and employee stewardship.

Top 10 management practices of effective leaders

       We've all had a bad boss or manager at some point in our lives, but how many of us have worked under truly inspiring leaders who know how to motivate and get the best out of their team?

Unfortunately, being good at your job doesn't guarantee that you will be a good leader or manager. Effective management is an art – but luckily, it is one that can be learned if you follow some basic principles.

Different management styles will suit different contexts depending on company culture, the size of the team or organisation, the nature of the work or industry and the particular personalities involved.

There are some universals, however.

Leave a comment below and tell us your top management tips or tell us about the best – or worst – boss you've ever had.

1. Select the right people

It all starts with getting the right team in place – together, the whole can be greater than the sum of its parts. You need to select the right people for the right jobs, build a complementary team, and align your people with your organisational goals and culture.

As Wallace Lee, a project manager with Westpac, puts it, ‘Recruit right. Make sure the person not only has the right skills but, more importantly, fits the culture.’

Knowing how various roles will help to achieve your organisation’s goals will help define the requirements against which you will interview and assess candidates, according to Iain Crossing, an organisational consultant with Inspirational Workplaces.

What is Management Information Systems?

                 

             Management Information Systems (MIS) is the study of people, technology, organizations and the relationships among them. MIS professionals help firms realize maximum benefit from investment in personnel, equipment, and business processes. MIS is a people-oriented field with an emphasis on service through technology. If you have an interest in technology and have the desire to use technology to improve people’s lives, a degree in MIS may be for you.

Businesses use information systems at all levels of operation to collect, process and store data. Management aggregates and disseminates this data in the form of information needed to carry out the daily operations of business. Everyone who works in business, from someone who pays the bills to the person who makes employment decisions, uses information systems. A car dealership could use a computer database to keep track of which products sell best. A retail store might use a computer-based information system to sell products over the Internet. In fact, many (if not most) businesses concentrate on the alignment of MIS with business goals to achieve competitive advantage over other businesses.

Types of Innovation

 

INTRODUCTION

The notion that innovation is essentially about the commercialisation of ideas and inventions suggests that it is relatively straightforward and simple. Far from it, not only is the step from invention to commercially successful innovation often a large one that takes much effort and time, innovations can and do vary enormously. In addition the term ‘innovation’ is widely used, probably because it frequently has very

positive associations, and is often applied to things that really have little to do with

innovation, certainly in the sense of technological innovation. The purpose of this 38

 chapter is to try and produce some sort of order from the apparent chaos and confusion surrounding innovation.

6 Management Styles

According to Hay-McBer there are six key leadership or management styles.

DIRECTIVE

The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:

• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline

Effective when:

• There is a crisis
• When deviations are risky

Not effective when:

• Employees are underdeveloped – little learning happens with this style
• Employees are highly skilled – they become frustrated and resentful at the micromanaging.

AUTHORITATIVE

The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:

• The “firm but fair” manager
• Gives employees clear direction
• Motivates by persuasion and feedback on task performance

Effective when:

• Clear directions and standards needed
• The leader is credible

Ineffective when:

• Employees are underdeveloped – they need guidance on what to do
• The leader is not credible – people won’t follow your vision if they don’t believe in it

AFFILIATIVE

The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:

• The “people first, task second” manager
• Avoids conflict and emphasizes good personal relationships among employees
• Motivates by trying to keep people happy

Effective when:

• Used with other styles
• Tasks routine, performance adequate
• Counselling, helping
• Managing conflict

Least effective when:

• Performance is inadequate – affiliation does not emphases performance
• There are crisis situations needing direction

PARTICIPATIVE

The PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees:

• The “everyone has input” manager
• Encourages employee input in decision making
• Motivates by rewarding team effort

Effective when:

• Employees working together
• Staff have experience and credibility
• Steady working environment

Least effective when:

• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency – close supervision required

PACESETTING

The PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence:

• The “do it myself” manager
• Performs many tasks personally and expects employees to follow his/her example
• Motivates by setting high standards and expects self-direction from employees

Effective when:

• People are highly motivated, competent
• Little direction/coordination required
• When managing experts

Least effective when:

• When workload requires assistance from others
• When development, coaching & coordination required

COACHING

The COACHING style has the primary objective of long-term professional development of employees:

• The “developmental” manager
• Helps and encourages employees to develop their strengths and improve their performance
• Motivates by providing opportunities for professional development

Effective when:

• Skill needs to be developed
• Employees are motivated and wanting development

Ineffective when:

• The leader lacks expertise
• When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer
• In a crisis

What does management means ?

1.

The organization and coordination of the activities of a business in order to achieve defined objectives.

Management is often included as a factor of production along with‚ machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization's resources in order to achieve the objectives of that policy.

2.

The directors and managers who have the power and responsibility to make decisions and oversee an enterprise.

The size of management can range from one person in a small organization to hundreds or thousands of managers in multinational companies. In large organizations, the board of directors defines the policy which is then carried out by the chief executive officer, or CEO. Some people agree that in order to evaluate a company's current and future worth, the most important factors are the quality and experience of the managers.

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