Operations Management Strategies at Melbourne Zoo - Case Study Example

Operations Management Strategies at Melbourne Zoo Name Institution Course Tutor Date Table of Contents Table of Contents 2 Introduction 3 References 10 Introduction Operations management is a significant aspect in leadership and management of organizations today. In the current dynamic business environment, procedures and methods of operations management have to respond appropriate effectively to the changes that take place both in the internal and external environment of any business (Horvathova & Davidova, 2011). The manner in which operations management is performed in the organizations determines whether it will be successful or not in terms of increasing competitiveness and profitability, maximizing market value and even surviving in the future (Galloway, Rowbotham & Azhashemi 2005). Operations management includes different strategies, which are used to achieve organizational effectiveness and efficiency (Galloway, Rowbotham & Azhashemi 2005). This report provides an analysis of service operation management strategies practiced at Melbourne Zoo. The strategies under focus include Quality service management and risk management. The report will also provide recommendations that can help the Zoo improve these operations management strategies to maintain and increase its competitiveness in the industry. Overview of the Melbourne Zoo The Melbourne Zoo is the oldest public institutions not only in Australia, but across the world. The Zoo has been in existence for more than 150 years and has experienced spectacular changes in its operations, thus attracting many visitors (Catherine 2003). The Zoo highly recognizes nature and wildlife in a worldly perspective. Located in the northern part of Melbourne, the Zoo attracts many visitors who come to view historical cages and different species of animals (Melbourne Zoo 2014). In early 80s the Zoo specialized in acclimatising animals after long trip in Australia, but later more exotic animals were introduced into the Zoo and development of gardens and picnic areas commenced. Melbourne Zoo boasts over more than 300 various species of animals from all over the world (Catherine 2003). The species at the Zoo include sleek Sumatran Tigers, Asian Elephants, Orang-utans, kangaroos, koalas, gorilla among others. There are also interactive exhibits meant for kids. The Zoo has put in place an education program that encourages people to conserve animals (Melbourne Zoo 2014). Melbourne Zoo is under the administered of the Zoological Board of Victoria. As a non-profit making organization, the Zoo’s objective is to fight wildlife destruction. It achieves these goals by breeding species and securing animals through their recovery program (Melbourne Zoo 2014). Quality service management According to Gupta, McDaniel & Herath (2005) quality service management is a distinct component of virtually all organizations. Many organizations are considering improving the way they provide services to their customers. The same applies to zoo industry and in particular Melbourne Zoo. Through different operational activities, Melbourne Zoo is able to provide quality services to its customers and maintain its competitive advantage in the industry. The Zoo has maintained good recording keeping that allows easier tracing of events about the species (Australian Species Management Program 2006). There is proper documentation on movement of animals within the designated zones and information concerning the animals is readily available to visitors. This has made the work of staff very easy as they are able to give reliable information about the animals (Vaartjes, 2006). In addition, the Zoo has clearly identified animals by use of tattoo and microchip which facilitates management of the animals easy to handle. The staff working at Melbourne Zoo is well trained to deal with animals and visitors. The staff has proper understanding or work practices and this help reduce the chances of disease infections between visitors and animals. Through training programs, the staff is equipped with knowledge on how to interact with animals and visitors. In particular, staff working with animal products or working in animal enclosures have high degree of knowledge of ensuring a safe environment for animals and human beings (Zoos Victoria Annual Report 2013). The management has limited and controlled illegal access by individuals to the Zoo grounds as well as enclosures of animals. This is aimed at maintaining security for both visitors and animals. The Zoo has a secure perimeter wall that prevents entry of unauthorized persons who may interfere with the operations taking place (Commonwealth of Australia 2011). There is also good hygiene and sanitation in the Zoo and this reduces the disease infection not only in animals, but also in staff and visitors. Zoo grounds are kept at an appropriate level of cleanliness which makes it safe for use. The success of Melbourne Zoo has been contributed by leadership that is ready to establish and transmit the overarching direction of the organization to all staff. Thus, the plans and activities the organization undertakes flow from its vision. The leadership of Melbourne Zoo understands the concepts of service quality and satisfaction and this has facilitated proper management of activities in the Zoo (Sureshchandar, Rajendran & Anantharaman 2003). Leaders at the Zoo know well the characteristics and expectations of their customers and therefore ensure that their activities do not in any way impact customer service. Employees in different sections of the organization play an important role in making sure that there is continuous improvement in service delivery to customers (Gupta, McDaniel & Herath (2005). The organization uses the model of total relationship management (TRM) that allows it to concentrate on all integrated activities including external and internal relationship with customers, collaborators and employees. This approach to management has enabled the organization to create, promote and continuously improve the right and productive internal and external relationship which play a significant role in ensuring quality service management (Gupta, McDaniel & Herath (2005). Risk management Risk management is a very important component of Melbourne Zoo activities. In order to run risk management program effectively, the organization requires adequate staff that is well trained to understand how to manage potential risks (Metro 2013). The control measures for managing risk in the Zoo are tailored to particular hazards which the organization believes expose visitors to risk. The management is aware that when children walk through the Zoo grounds they are likely to disappear within the large grounds. They are also exposed to hot sun and may develop heat stress (Melbourne Zoo 2012). Therefore, to avoid children and students from this risk, the management of the Zoo has established various control measures to reduce these risks. Students are encouraged to wear closed toe shoes when walking through the Zoo grounds and they should also be given enough sun protection (Melbourne Zoo 2012). Teachers are encouraged to know the undercover areas during hot weather such as Reptile house, Community Hall, Wild Sea, Pavillions and Orangutan Sanctuary so as to guide children through the Zoo grounds (Melbourne Zoo 2012). The Melbourne Zoo has adhered to all requirements of access for students who are disabled. Therefore, the safety is guaranteed when the visit the Zoo since they are given the necessary equipments to facilitate their movement (Melbourne Zoo 2012). Supervising adults or teachers are allowed to perform effective supervision strategies while walking children and students in the Zoo grounds. To ensure that children do not get lost in the Zoo, they are encouraged to make use of Zoo staff during emergencies, use name badges to identify children, display mobile numbers on student and conduct regular roll calls. The management of the Zoo has provided First Aid Officers who are always on duty within the Zoo and are responsible for attending the emergency cases (Melbourne Zoo 2012). In addition, staff at Melbourne Zoo has been provided with emergency management systems which they use to deal with medical emergencies and trace missing students. These strategies have enabled the Zoo prevent injuries among children and students, and cases of children getting lost within the large Zoo grounds (Zoos Victoria Annual Report 2013). People who visit Melbourne Zoo are also at risk of exposure to diseases, bites and allergies due to getting in contact with collection animals and plants in the Zoo. To manage these issues, children and students who are interested in learning experiences with animals are controlled and guided by trained Zoo staff (Australian Species Management Program 2006). The Zoo has conditioned learning experiences collection animals so as to reduce the possibility of biting. In addition, the Zoo has provided hand washing facilities around the areas where animal contact sessions take place (Commonwealth of Australia 2011). The risk to disease infections at Melbourne Zoo is managed through personal hygiene, effective quarantine programs, good work practices and screening of animals. In many instances, people who visit the Melbourne Zoo are protected from disease infections by maintaining physical distance between them and animals. The zoo uses interactive programs and contact areas cautiously since they increase the risks of disease infections between visitors and animals (Melbourne Zoo 2012). These programs provide the opportunity for children and students to have a valuable educational experience and therefore can not be totally eliminated. In stead, the zoonotic risks they present to visitors are managed by use of reasonable precautions. Another risk the zoo also experiences traffic hazards which cause the risk of dealing with the car park while entering the zoo (Melbourne Zoo 2012). The organization has clearly authorized and indicated walkways to the entrance of the zoo. There are pick-up and drop-off zones for buses in front of rear entrance that help to reduce traffic hazards. Conclusion The operations management at Melbourne Zoo which includes quality service management and risk management explain the success of the organization. The zoo provides valuable learning experience to visitors, especially children and students. Quality services management at the zoo is facilitated by proper management of animal records, use of trained staff to serve visitors and ensuring security of visitors while in the zoo environment. The zoo has good leadership that brings all employees on board towards delivering quality services and achieving organizations. Also, through various risk management approaches, the Melbourne zoo prevents injury and disease infections between animals and visitors. This also encourages more people to visit the zoo so as to view various animal species. However, to maintain and even improve further on quality service management and risk management programs in future, the zoo should implement the following recommendations. Recommendations The Zoo should establish and implement an effective institution-specific biosecurity Plan to ensure absolute safety of animals, staff and visitors (Commonwealth of Australia 2011). Vehicles that are brought to the Zoo grounds should be driven and parked in permitted areas to reduce traffic hazard. The Zoo should create a documented protocol as well as risk management policy for reducing disease infection risks to employees and visitors with focus on risks that concerns direct conduct with animals, animal products and animal enclosures (Commonwealth of Australia 2011). Melbourne Zoo should demonstrate organizational citizenship behaviours with focus on achieving customer satisfaction and to maintain competitive advantage (Gupta, McDaniel & Herath (2005). References Australian Species Management Program 2006 “Regional Census and Plan,” 16th Edition ARAZPA, Sydney. Catherine C 2003 “Evolution of a zoo: A history of Melbourne zoological gardens 1857-1900,” Quiddlers Press. Commonwealth of Australia 2011 “National Zoo Biosecurity Manual March 2011,” Department of Agriculture, Fisheries and Forestry. Galloway L, Rowbotham F & Azhashemi F.M 2005 “Operations Management in Context,” Elsevier Butterworth-Heinemann. Gupta, A., McDaniel, J. C., & Herath, S. K. (2005). Quality management in service firms: sustaining structures of total quality service. Managing Service Quality, 15(4), 389-402. Horváthová, P., & Davidová, M. (2011). Operations Management as Practice of Organizations' Strategic Management in Relation to the Environment. International Proceedings of Economics Development & Research, 11. Melbourne Zoo 2012 “Learning Experiences: Risk Management/Safety and Venue Information,” Melbourne Zoo 2014 Accessed on April 17, 2014 from http://www.zoo.org.au/melbourne Metro 2013 “Risk Management Program: Improve training and use date to control costs,” A Report by the Office of the Auditor. Sureshchandar G.S, Rajendran C & Anantharaman R.N 2003 “The influence of total quality service age on quality and operational performance,” Total Quality Management & Business Excellence, Vol. 14 No.9. Vaartjes, V 2006 “Royal Melbourne Zoological Gardens: Keeper’s animal records manual,” Zoos Victoria Annual Report 2013 “Zoos Victoria Annual Report 2012-13,” Read More