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In managing manufacturing or service operations, several types of decisions are made including operations strategy, product design, process design, quality management, capacity, facilities planning, production planning and inventory control. Each of these requires an ability to analyze the current situation and find better solutions to improve ...
Operations management involves a wide range of problem–solving skills aiming to help individuals or organizations to make more rational decisions as well as improving their efficiency. [5] However, operations management often assumes that agents involved in the process or operating system, such as employees, consumers and suppliers, make ...
The second major process of strategic management is implementation, which involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives. Implementation results in how the organization's resources are structured (such as by product or service or geography ...
The extent and variety of services industries in which operations managers make decisions provides the context for decision making. The six types of decisions made by operations managers in service organizations are: process, quality management, capacity & scheduling, inventory, service supply chain and information technology. [5]
As more companies began to adopt the methods of Juran, William Edwards Deming, and others, Toyota's Operational Excellence movement grew. In contemporary manufacturing, Operational Excellence employs a strategic approach to achieve lean operations. [6] According to Juran's Model, there are five key components fundamental to operational ...
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
Influencing employees to voluntarily make decisions that enhance the organization is the most important part of strategic leadership. A strategic leader, in both instances, prepares for the future and considers both the long-term goal as well understanding the current contextual setting of the organization.
When employees participate in the decision-making process, they may improve understanding and perceptions among colleagues and superiors, and enhance personnel value in the organization. Participatory decision-making by the top management team can ensure the completeness of decision-making and may increase team member commitment to final decisions.