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Big Ideas in Organisations (Introduction to operations management…
Big Ideas in Organisations
Introduction to operations management
Operations strategy
Strategic decisions taken by operations managers
Workforce and organisation decisions.
Performance objectives
Quality
Speed
Flexibility
Dependability
Cost
Sustainability
Focused operations
Capacity and facilities decisions
Supply chain design and integration decisions
Technology adoption decisions
Marketing and operations
Mareting and operations coordination
Process design
Operations managers are responsible for a high proportion of an organisation’s
assets
.
Managing input resources
Product and service design
New Product Development (NPD)
Incremental enhancement
New generation products
Breakthrough ideas
Design process
Phase 1: Discover
Phase 2: Define
Phase 3: Develop
Phase 4: Deliver
Key aspects
functionality
aesthetics
reliability
maintainability
durability
produce-ability.
Input–process–output framework
Transformation
Transformational processes
Transformational change
Innovation
and organisations
‘The heart and soul of the company is creativity and innovation.’
(Robert A. Iger, CEO of The Walt Disney Company)
A typical organisation may consist of four main business
functions
Operations management
#
Marketing
#
Accounting and finance
#
Human resource management.
Marketing
- Setting the scene
#
Focusing an offering - segmentation,
targeting
and
positioning
Segmentation
#
Demographic
Geographic
Psychographic
Behaviouristic
Targeting
#
Positioning
Formulating an offering – The
marketing mix
,
product
and place
The marketing mix
Promotion
Pricing
Services
Non-
profit
marketing
#
Product
Place
Distribution channels
Financing the organisation
Traditional forms of finance
Cash flow
SMEs
Working capital management
Debt factoring
Bank overdrafts
Bank facilities
Leasing
Equity finance
Retained earnings
New financing channels
Crowfunding
Family
Banks
Venture capitalists
Peer-to-peer lending
Economic stability and analysing growth potential
The economic environment
External environment
Micro
The external business environment consists of all factors outside the organisation that affect its ability to function.
Macro
Internal environment
The internal business environment consists of all the resources and capabilities found within the organisation that influence the organisation's ability to act (to create outputs).
Expanding into overseas markets
Outsourcing
Offshore
Offshore
Trade/restriction of trade
WTO
Tariffs
Intellectual properties
Non-tariff barriers
Exploring public sector value
Public sector/services
Police
Healthcare
Government
Education
Housing
Fire and rescue services
There are differences in the workforce too: people working in the public sector are often motivated by different drivers to those working in the private sector
Public value, funded by taxes
Economic
Social
Ideological
Ideological
Ecological
Quality of life
Stewardship
Public and not-for-profit management
Voluntary sector
NGOs
Non-profit
Charities
Public participation and public value
Competing Values Framework
Control
Compete
Collaborate
Create
Elements
Collectivity
Security
Personal utility
Autonomy