Operations managers acquire, develop and deliver goods to clients based on client wants and the abilities of the company. Specific Responsibilities of Operations Management Operations management handles various strategic issues including determining the size of manufacturing plants and project management methods and implementing the structure of information technology networks.
This could be the second most important question you ever ask about your business. In the post-dot-com era, companies have continued to experiment with new business models, with some success Approaches to organisational managenent think, for example, of MinuteClinic, a Minneapolis-based division of CVS Corp.
There is no one best management model. Rather, there are deliberate choices to be made, based on many factors unique to each company. Companies are therefore on the lookout for new forms of competitive advantage, sources of distinctiveness that are enduring, hard to copy and valuable in the marketplace.
But knowing the answers to these questions is only half the story: Inspired by changes in the expectations of their employees, new technological capabilities and the offerings of emerging competitors, some companies are discovering that a distinctive management model can itself be a key driver of its competitiveness.
Consider a couple of examples. With a failed startup — a newspaper, News on Sunday — under his belt and an affinity for people, Stewart set out in the mids to develop a great company built on a distinctive set of management principles: Programmers are invited to complete the project within a set period of time.
A typical contest may have programmers participating. The developers of the best solution win a financial prize — typically tens of thousands of dollars — and the losers get nothing. Hughes understood that for many top programmers the chance of winning a prize is far more motivating than being paid a steady salary.
So by creating a tournament-based model for structuring work and rewarding effort, he was able to tap into their intrinsic desire for peer recognition.
Topcoder is growing fast and is attracting high levels of visibility in the open-source software community. Happy and Topcoder share some interesting features. Their success cannot be explained simply in terms of distinctive products or services — in fact, their products IT training and software development are the same on paper as those of hundreds of other companies.
And business-model thinking only takes you so far: Instead, we suggest that these two companies are doing well because their founders have chosen to think creatively about their management models. They have made conscious and unusual choices about how to set objectives, motivate people and coordinate work, and those choices have in turn had a dramatic impact on the quality, responsiveness and cost of the services they offer.
Why This Matters It is worth highlighting three core themes of this discussion: A management model involves choices at the most fundamental level about how the company will be run.
Those choices then shape the specific practices and behaviors in the company. Because these principles are invisible and rarely made explicit, we are often unaware of the management models we are using. By understanding the management principles operating inside companies and the alternatives that exist, it is possible to make conscious changes to our management models that can be enormously beneficial to competitiveness.
There is no one best management model, and there is no old set of principles that needs to be replaced by a new set.
Rather, there are choices to be made, and the appropriate choice depends on a host of circumstantial and competitive factors. The companies that generate competitive advantage out of their management model are those that make conscious and distinctive choices about what principles to follow.
Obviously, these are three timeless ideas, but there are good reasons why they are particularly important today. One is the changing expectations of employees, particularly the so-called Generation Y employees, who are demanding more humane, flexible and fun workplaces.
And the third is the emergence of new competitors, often from emerging economies like India, which do not necessarily start from the same traditional principles of management that Western economies have taken for granted.
Management model innovation is not a new concept, but its potential value has never been greater. Our research for the past four years has focused on making sense of the management models that currently — or potentially — exist.
It has included a year analysis of the evolution of management models, studies of recent cases of management model innovation and a theoretical investigation of the underlying principles of management. The first strand was historical in nature, and it culminated in a book, Giant Steps in Management by Michael Mol and Julian Birkinshaw, i which identified the 50 most important management innovations of the past years.The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization.
CHAPTER 2 APPROACHES TO ORGANISATION AND MANAGEMENT 43 Figure Main approaches to organisation, structure and management A framework of analysis There are, however, many ways of categorising these various approaches. SCIENTIFIC MANAGEMENT APPROACH BEHAVIORAL APPROACH TO MANAGEMENT SYSTEM APPROACH TO MANAGEMENT Scientific Management is often called Taylorism.
The rapidly transforming business landscape means that there are currently many human resource management challenges which will continue to evolve for years to come. 4 The budgeting process A budget is a forecast or quantified plan of action.
A quantified financial plan of action which itemises a projects income and expenditure allocated e.g. a list of all. Three approaches to personality and OB: 1. Dispositional Approach: Focuses on individual dispositions and personality.
However, research shows inconsistent/mixed findings that failed to support usefulness of personality as a predictor of OB and job performance.