Beruflich Dokumente
Kultur Dokumente
MANAGEMENT
Presented by:
Michelle F. Go
TYPICAL ORGANIZATION
CHART
MAMAMIAS PIZZA
Small family-oriented restaurant
Seating capacity for about 30 customers
Provides delivery within a limited local area
3 Management Concerns:
1. Acquiring the capital to start and continue to run the businessthe finance function
2. Attracting customers, selling, and distributing the products the
manufacturing function
3. Making products and delivering services the production or operation
management
"... the systematic direction and control of the processes that transform inputs into
finished goods and services. The inputs are transformed at operations into
outputs."
Purpose of OM
- Deliver ever- improving value for customers through continuous improvement
of overall company and capabilities
Historical Development of OM
Industrial revolution
Scientific management
Hawthorne Effect
Human relations movement
Management science
Computer age
Environmental Issues
JIT & TQM*
Reengineering
Global competition
Flexibility
Time-Based Competition
Supply chain Management
Electronic Commerce
Outsourcing & flattening of world
Late 1700s
Early 1900s
1930s
1930s1940s1960s1970s1980s1990198019901990199020002000-
Asset management
Cost management
OM DECISIONS
STRATEGIC PLANNING AND
DECISIONS
Very broad
Long-term (3-5 yrs. , high degree of uncertainty and
risk)
Responsibilities of top managers
Examples includes:
1. organizations mission, vision and purpose
2. Choosing product lines
3. Distribution and marketing channels
4. Designing the performance and compensation
system
narrow in scope
Medium-term ( moderate degree of uncertainty and risk)
Middle managers
Examples includes:
1. Acquiring resources needed to produce products
( resource needs)
2. Designing production facilities
3. Determining work force and production levels
4. Implementing humans resource policies
5. Improving quality
OPERATIONAL PLANNING
AND DECISIONS
Short-term (very little uncertainty and risk)
Supervisors, factory workers, front-line service workers
Example includes:
1. Adjusting daily production
2. Managing materials and work in process
3. Controlling product quality
4. Managing customers relations
Services
Intangible product
Product cannot be
inventoried
High customer contact
Short response time
Labor intensive
Manufacturing
Service
Output
Tangible
Intangible
Customer contact
Low
High
Uniformity of output
High
Low
Labor content
Low
High
Uniformity of input
High
Low
Measurement of productivity
Easy
Difficult
Easy
Difficult
EXAMPLES
Inputs
Transformation
Outputs
Cleaning
Clean vegetables
Cutting/Rolling/Welding
Cans
Energy, Vegetables
Cutting/Chopping
Cut vegetables
Cooking
Boiled vegetables
Placing
Can food
Operations in services:
Health care
Inputs
Doctors, nurses
Hospital
Medical Supplies
Equipment
Laboratories
Processes
Outputs
Examination
Surgery
Monitoring
Medication
Therapy
Healthy
patients
Highlights
Inputs
transformed resources those that are transformed in some way by the operation to
produce the goods or services that are its outputs
materials the physical inputs to the process
information that is being processed or used in the process
customers the people who are transformed in some way.
transforming resources those that are used to perform the transformation process.
staff the people involved directly in the transformation process or
supporting it
facilities land, buildings, machines and equipment.
transformation process - is any activity or group of activities that takes one or more
inputs, transforms and adds value to them, and provides outputs for customers or
clients.