COMPREHENSIVE PART OF FINAL

COMPREHENSIVE PART OF FINAL - Anything thats aligned right...

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Anything that’s aligned right is found from a different source other than the ppt/book/notes COMPREHENSIVE PART OF FINAL Introduction: What is OM and how does it contribute to the economic success of the firm? Operations Management is the management of systems or processes that create good and/or product services. By managing this, the firm is more cost efficient and therefore is more economically successful. Operations Management (OM) focuses on the effective management of the resources and activities that produce or deliver the goods and services of any business. OM professionals manage the people, materials, equipment and information resources that a business needs to produce and deliver its goods and services. They also design and manage the business processes and activities that actually produce those goods or services. OM professionals hold a wide range of different job titles, such as materials manager, production planner, scheduler, inventory manager, transportation/logistics manager, purchasing/procurement manager, supply chain manager, and quality manager. However, they all employ OM techniques and concepts to effectively manage the resources and processes of their business operations. Because OM professionals are familiar with the resources and operations that are critical to success, they are often well-positioned for promotion to upper levels of business management. How have our ideas about OM developed over the past century? When WWII was over and Japan and Europe were left in ruins the United States had an inevitable upper hand. However, once other nations recovered and became more competitive the United States had to change some aspect of their business’ to remain competitive. This is where the evolution and implementation of operations management came in. There are many different aspects of operations management. One important aspect is the management of the people. Originally managers managed the whole company and didn’t care much about the bottom line. In the early 1900s a man by the name of Frederick Taylor wrote the Principles of Scientific Management. This booked showed how to improve efficiency and productivity. One of the ways that a company could do that would be to recognize that the manager’s job in a company is to think and strategize where the laborer’s job is to work. Later on this line of thinking was coined as “Taylorism”. Taylorism believed in a “science of management” based on observation, measurement, analysis and improvement of work methods and economic incentives. By saying that the management was supposed to be the ‘thinking’ part of the company means that management is responsible for planning, carefully selecting and training workers, finding the best ways to perform each job, achieving cooperate between management and workers and separating management activities from work activities. Taylorism is a very mechanical way of viewing this aspect of
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This note was uploaded on 09/02/2011 for the course MGT 3305 taught by Professor Reed during the Spring '08 term at Baylor.

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COMPREHENSIVE PART OF FINAL - Anything thats aligned right...

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