Essays on Operations Management in Rothmans International Case Study

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The paper “ Operations Management in Rothmans International ” is a meaningful example of the case study on management. It has been said that the traditional approaches to stock control and quality management are no longer applicable to a modern world-class organization. Over the few last decades, many changes have been seen in the business environment mainly due to globalization and its impacts upon traditional trade activities and business management approaches. The impacts of globalization have led the business empires to compete first at international and then at the global level. The changes in the business environments have led them to bring changes in their internal environments, in their, processes, operations, management approaches, organizational designs, etc.

Because in order to exist in today’ s global trading environment it is extremely essential to be very adaptable to the upcoming and unexpected changes. In light of the given statement, the aim of this essay is to discuss the changes that have come over the last 50 years and to suggest implications for modern global organizations. This essay focuses on each and every essential part of the available literature in Operations management in order to understand the basic concepts of the operational environment, its history, and changes that have come in it over the last fifty years.

In the end, detailed suggestions have been proposed in order to effectively incorporate the operational management processes. Operational Environment --- Definitions and concepts: An operational environment consists of all those activities that are necessary to convert inputs into goods and services. Normally these activities are associated with the production process. Main elements of an operational environment are people, facilities and process technology.

People include all those employees and managers who are directly or indirectly involved in the production process. Facilities include land, buildings, equipment and all those major physical assets that directly affect an organization’ s ability to deliver goods and services. Process technology is the technology used in the transformation of inputs into goods and services.

Bibliography

1. Anupindi, Ravi, Sunil Chopra, Sudhakar D. Deshmukh, Jan A. Van Mieghem, and Eitan Zemel (2006). Managing Business Process Flows: Principles of Operations Management. Upper Saddle River, NJ: Pearson Prentice Hall.

2. Davis, Mark M. (1999). Nicholas J. Aquilano, and Richard B. Chase. Fundamentals of Operations Management. 3rd ed. Boston: Irwin McGraw-Hill

3. De Jager, B., et al. (2004). Enabling Continuous Improvement: A Case Study of Implementation. Journal of Manufacturing Technology Management, 15, no. 4: 315–324.

4. Finch, Byron (2006). Operations Now. Boston: McGraw-Hill Irwin

5. Joseph E. Stiglitz (2006). Making Globalization Work. W.W. Norton.

6. Lewis, Michael A. (2003). "Analysing Organisational Competence: Implications for the Management of Operations," International Journal of Operations and Production Management, Vol. 23, No. 7, 731–756.

7. Meller, Peter (1993). Rothmans--Leader of the Budget Pack? Marketing, pp. 22-23.

8. Nicholas, John M. (1998) Competitive Manufacturing Management. Boston: Irwin/McGraw-Hill.

9. Raturi, Amitabh, and James R. Evans (2005). Principles of Operations Management. Mason, OH: Thomson Southwestern.

10. Vonderembse M. A., and G. P. White (1996). Operations Management: Concepts, Methods, Strategies. St. Paul, MN: West Publishing.

11. Wesley Cragg (2005). Ethics Codes, Corporations and the Challenge of Globaliation. Edward Elgar Publishing.

12. Wheelwright, Steven C., and Kim B. Clark (1995). Leading Product Development. New York: Free Press.

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