1. introduction to op. management
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This document provides an introduction to management concepts. It includes: - An overview of management functions like planning, organizing, leading, and controlling. - A discussion of competitive advantages like cost, quality, speed, and innovation. - Descriptions of different types of managers and the interfaces between operations and other business functions. - An outline of course topics like operations management, the new era of management with globalization and technology, and class grading structures.
1. introduction to op. management
- 3. TEXT BOOKSTEXT BOOKS Bateman & Snell, Management – The New Competitive Landscape, 6th edition. McGraw-Hill. Stevenson, William J., Operations Management, 9th edition, McGraw-Hill.
- 4. Mid term Class Attendance / Class Participation 10% Quizzes 30% Assignments / Cases 10% Final Exam 50% Total 100% Final term Class Attendance / Class Participation 10% Quizzes 30% Assignments / Cases 10% Final Exam 50% Total 100% Mid-term will carry 40% and Final exam will carry 60%. GRADING SYSTEMGRADING SYSTEM
- 6. MANAGER & MANAGEMENTMANAGER & MANAGEMENT Manager is someone who coordinates and oversees the work of other people so that organizational goals and objectives can be accomplished. Management in all business areas and organizational activities are the acts of getting people together to accomplish desired goals and objectives.
- 7. CLASSIFYING MANAGERSCLASSIFYING MANAGERS First-line Managers Individuals who manage the work of non- managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
- 8. The Internet changes the way management must think and act chief Web officer will be one of the most important jobs will oversee information systems and strategies will create and manage business relationships via new communications technologies great companies will capitalize most fully on the Web’s potential distinction between Internet and non-Internet companies is fading MANAGEMENT IN NEW ERAMANAGEMENT IN NEW ERA
- 9. Globalization isolationism is a thing of the past multinational enterprises have sales offices all over the world corporations use their transnational status to operate beyond the control of national governments even small firms that do not operate on a global scale must make strategic decisions based on international considerations MANAGEMENT IN NEW ERA (CONTD.)MANAGEMENT IN NEW ERA (CONTD.)
- 10. Knowledge management set of practices aimed at discovering and harnessing an organization’s intellectual resources unlock people’s expertise, skills, wisdom, and relationships intellectual capital is the collective brainpower of the organization Collaboration across “boundaries” capitalize on the ideas of people outside the traditional company “boundaries” must effectively capitalize on customers’ brains get customers to think creatively to identify new product and service ideas MANAGEMENT IN NEW ERA (CONTD.)MANAGEMENT IN NEW ERA (CONTD.)
- 11. 1-11 Cost Competitiveness SpeedQuality Innovation MANAGING FOR COMPETITIVEMANAGING FOR COMPETITIVE ADVANTAGEADVANTAGE Competitive advantage is a position of a company in a competitive landscape that allows the company earning return on investments higher than the cost of investments
- 12. Cost competitiveness costs are kept low enough so that you can realize profits and price your products at levels that are attractive to consumers key is efficiency - accomplishing goals by using resources wisely and minimizing waste Quality excellence of a product, including its attractiveness, lack of defects, reliability, and long-term durability importance of quality has increased dramatically must identify specific elements of quality to correct problems, target needs, and deliver world-class value MANAGING FOR COMPETITIVE ADVANTAGEMANAGING FOR COMPETITIVE ADVANTAGE (CONTD.)(CONTD.)
- 13. Speed often separates winners from losers in world competition speed became a vital requirement in the 1990s requirement has increased exponentially Innovation the introduction of new goods and services important to adapt to changes in consumer demands and to new sources of competition Best managers and companies delivering all four MANAGING FOR COMPETITIVE ADVANTAGEMANAGING FOR COMPETITIVE ADVANTAGE (CONTD.)(CONTD.)
- 14. Managerial Concerns Efficiency -“Doing things right” Getting the most output for the least inputs Effectiveness -“Doing the right things” Attaining organizational goals THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT
- 15. THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT (CONTD.)(CONTD.)
- 16. Planning Leading ControllingOrganizing THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT (CONTD.)(CONTD.)
- 17. Planning specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve those goals delivering strategic value - planning function for the new era a dynamic process in which the organization uses the brains of its members and of stakeholders to identify opportunities to maintain and increase competitive advantage process intended to create more value for the customer Organizing assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals the future requires building flexible organizations THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT (CONTD.)(CONTD.)
- 18. Leading stimulating people to be high performers managers must be good at mobilizing people to contribute their ideas Controlling monitors progress and implements necessary changes makes sure that goals are met new technology makes it possible to achieve more effective controls Managers must devote attention to all four management functions THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT (CONTD.)(CONTD.)
- 19. Support Functions – R&D, HR, PR, Accounting, etc. OPERATIONS MANAGEMENTOPERATIONS MANAGEMENT o OM is the management of systems, which transform inputs into value-added products and/or services.
- 20. Characteristic Manufacturing Service Output Customer contact Uniformity of input Labor content Uniformity of output Measurement of productivity Opportunity to correct quality problems Tangible Low High Low High Easy High Intangible High Low High Low Difficult Low High MANUFACTURING VS. SERVICEMANUFACTURING VS. SERVICE
- 21. • Operations Management includes: • Forecasting • Capacity planning • Scheduling • Managing inventories • Assuring quality • Motivating employees • Deciding where to locate facilities • Supply Chain Management (SCM) • And more . . . SCOPE OF OMSCOPE OF OM
- 22. Operations FinanceMarketing BUSINESS OPERATIONS OVERLAPBUSINESS OPERATIONS OVERLAP