Samenvatting - Operations management –
Hoofdstukken 1, 2, 3 en 5
1.1 What is operations management
Operations management is the activity of managing the resources that
create and deliver services and products. The operations function is the
part of the organization that is responsible for this activity. Every
organization has an operations function.
Operations managers are the people who have particular responsibility
for managing some, or all, of the resources that comprise the operations
function. The operations manager could be called by some other name.
The operations function is one of the three core functions of any
organization. These are:
The marketing (including sales) function;
The product/service development function;
The operations function.
There are support functions that enable the core functions to operate
effectively. For example, the accounting and finance function, the technical
function, the human resources function and the information systems
function.
Support functions have a different relationship with operations to the core
functions. Operations management’s responsibility to support functions is
primarily to make sure that they understand operation’s needs and help
them to satisfy these needs.
1.2 Why is operations management important in all types of
organizations?
Any business do have one important element in common; both have a
higher objective – to make a profit from creating and delivering their
products or services.
Operations management is just as important in small organizations as it is
in large ones.
All companies need to create and deliver their services and products
efficiently and effectively. In practice, managing operations in a small or
medium-size organization has its own set of problems. Large companies
may have the resources to dedicate individuals to specialized tasks, but
smaller companies often cannot, so people may have to do different jobs
as the need arises.
Such an informal structure can allow the company to respond quickly,
but decision making can also become confused as individuals’ roles
overlap.
Hoofdstukken 1, 2, 3 en 5
1.1 What is operations management
Operations management is the activity of managing the resources that
create and deliver services and products. The operations function is the
part of the organization that is responsible for this activity. Every
organization has an operations function.
Operations managers are the people who have particular responsibility
for managing some, or all, of the resources that comprise the operations
function. The operations manager could be called by some other name.
The operations function is one of the three core functions of any
organization. These are:
The marketing (including sales) function;
The product/service development function;
The operations function.
There are support functions that enable the core functions to operate
effectively. For example, the accounting and finance function, the technical
function, the human resources function and the information systems
function.
Support functions have a different relationship with operations to the core
functions. Operations management’s responsibility to support functions is
primarily to make sure that they understand operation’s needs and help
them to satisfy these needs.
1.2 Why is operations management important in all types of
organizations?
Any business do have one important element in common; both have a
higher objective – to make a profit from creating and delivering their
products or services.
Operations management is just as important in small organizations as it is
in large ones.
All companies need to create and deliver their services and products
efficiently and effectively. In practice, managing operations in a small or
medium-size organization has its own set of problems. Large companies
may have the resources to dedicate individuals to specialized tasks, but
smaller companies often cannot, so people may have to do different jobs
as the need arises.
Such an informal structure can allow the company to respond quickly,
but decision making can also become confused as individuals’ roles
overlap.
