Essays on Service Operation Management: Case of Melbourne Convention and Exhibition Centre Case Study

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The paper "Service Operation Management: Case of Melbourne Convention and Exhibition Centre" is a perfect example of a case study on management. The field trip was organized in order for students to have an overview of how organizations manage risk and enhance operation management through resource allocation, quality improvements, and structuring their activities. The document clearly reveals how the Melbourne exhibition center organizes its activities and promotes its services through value addition on their products. Operation management is an effective tool that enables organizations to perform better with sustainable results directed at generating profits from the number of visits.

The center is organized into various departments and sections that are headed by different leaderships. Introduction A trip to the Melbourne and Exhibition center was facilitated by the course instructors and the course department to help students get a detailed understanding of how organizations have been able to cope up with various challenges that are presented by the changing business and global economics. Many business firms have structures that help them protect their operations against risks including the legal risks, policy risks, security risks, frauds, and privacy protection (Chase, Jacobs, & Aquilano 2007, p.

24). Poor quality management affects the reputation of an organization, customer satisfaction, and shareholder value. All these aspects should be considered and closely described by the management (Hussain 2000). The center holds various activities, and events and all of them are scheduled at different times. Departments are responsible for scheduling and organizing activities from fields that are relevant to their definitions. Melbourne Convention and Exhibition center It is considered the spacious, versatile, and largest exhibition center, in the south Australian hemisphere. In South Australia, the center represents one of the largest developments in recent decades, and therefore it elevates Melbourne city above neighboring centers (MCET 2005).

At the center, several activities and exhibitions are conducted and directed to meet the rising demands of business, and social stability among different groups of businesses in the area. It is considered also that innovation results when ideas are exchanged and physical presentations of products made to different stakeholders in the business world. The exhibition center holds a series of presentations including art, entertainment, wine, culture, industry, networking, building, and construction as well as architectural designs. Location The center is located just a short walking distance from the central Melbourne business district near the shores or river bank or Yarra River.

The center is also accessible by road, train, walk, and any other means apart from direct drop by aircraft (MCET 2005). The comfort the center provides has enabled different people from all over the world to meet an exchange entrepreneurial designs. It has four parking lots for vehicles such that many people can flow in and out comfortably to assess, see, and watch the flow of events at the center.

The parking lots include the Freeway car park, Siddeley car park, South Street Car Park, and the Melbourne convention-based exhibition center car parking. Accessing the place by road is one of the less strenuous modes because the driveways have been expanded to accommodate several vehicles at once. Operations Management at the Centre From business fundamentals, operation management refers to the proper management of all activities, responsibilities, and decisions and resource allocation towards sustainable production of products or delivery of good services and products (Elearn Ltd, 2008 p.

5). Form this definition, it was clear from the outset that the center has very developed and effective operations functions that are dedicated to ensuring that they give good products and quality service to its customers. The network services they provided were cross-linked such that failure of one network does not render their customers phoneless. This enables the company to ensure that a repair of one network is done while the other one remains operational to serve its customers (Baker, Bradley & Huyton 1998).

The network analysis during the event also indicated that their services are one of the best in the world because every segment is unique and every network is upheld for proper management of traffic flows.

References

Alexander, C. (2003). Operational risk: regulation, analysis and management. London [u.a.], Financial Times Prentice Hall.

Baker, S., Bradley, P. & Huyton, J., 1998, Principles of Hotel Front Office Operations, Hospitality Press, Melbourne.

Crouhy, M., Galai, D., & Mark, R. (2000). Risk management. New York, McGraw Hill.

Chase, R.B., Jacobs, F.R., & N.J.Aquilano, 2007, Operations Management for Competitive Advantage, London: McGraw-Hill.

Deveau, L.T., Deveau, P.M., Portocarrero, N. De J. & Escoffier, M., 1996, Front Office Management and Operations, Prentice Hall, New Jersey.

Elearn Limited (Great Britain). (2008). Quality and operations management. Amsterdam, Pergamon Open Learning. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&A N=227603.

Elearn Ltd. (2005). Quality and operations management. Oxford, Elseveir.

Hopkin, P. (2010). Fundamentals of risk management understanding, evaluating, and implementing effective risk management. London, Kogan Page. http://site.ebrary.com/id/10395934.

Hussain, A. (2000). Managing operational risk in financial markets. Oxford, Butterworth- Heinemann. http://site.ebrary.com/id/10186510.

Kolli, S. (2000). The essentials of production & operations management. Piscataway, N.J., Research & Education Association.

MCET 2005, Annual Report 2005-2006.

Murphy, P. E. (1997). Quality management in urban tourism. Chichester [u.a.], Wiley.

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