The paper "The Evolution of Operations Management" is an outstanding example of management coursework. Operation management is a sub-field of management through which the control, design, production supervision, and redesigning of business operations is carried out in the process of production of goods and services. Operations management ensures that the business runs as it should; that is, efficiency in terms of resource maximization, effectiveness in the sense that customer requirements are met as precisely as is possible, and that the organization represents what it claims to represent (Operations management, 1993). This business function is concerned with the management process in which inputs (resources such as energy, raw materials, and labor) are transformed into outputs (finished goods and services).
Operations management in terms of level fits into the category of upper but not exactly senior management. In this sense, the relationship between the former and the latter is one in which the latter dictates or rather informs the actions of the former. Senior management, therefore, molds the strategy and it is then they who would be responsible for its adjustment over time (Slack, Johnston & Chambers, 2007).
The under management in totality (including operations management) is tasked with the responsibility of executing this strategy. Even though the difference between management levels is not always clear cut, often overlapping with each other, the flow is generally as discussed— tactical information from above informs strategy, and the actual strategy effected by the management down below (Operations management, 1993). This paper will entail a detailed discussion on operations management along the following lines: its innovations, principles, tools, and will discuss a few techniques employed in the field.
It will also contain a conclusion section The Evolution of Operations Management Operations and production management have been attributed to the growth of a country’ s economy for over two centuries. Adam Smith acknowledged the significance of manufacturing management in which jobs are broken down into multiple constructive subtasks and give these tasks to highly skilled personnel to enhance production value. This traditional view of manufacturing management that began in the eighteenth century has been carried on throughout the years and has worked to improve efficiency.
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