Operation And Management EthicsEssay Preview: Operation And Management EthicsReport this essayAbstractIn this paper I will define Operational Management and discuss an ethical decision made by operational managers in my organization.Operational ManagementOur text defines Operational management “as the design, operation, and improvement of the systems that create and deliver the firms primary products and services.” (Chase, et. al, 2006). Operations Management involves the management of the entire system that produces a good or delivers a product. It involves making processes efficient and effective. Efficient and effective processes allow organizations to increase quality and reduce price while maintaining or improving profit margins. One of the toughest decisions to be made is which portions of the operation are best served by outsourcing.
‧ (Cheney, et. al, 2008). It is important to note that in order to achieve high efficiencies, an efficient management process requires a coordinated, and continuous, approach. Operations Management is often described as “managed by an architect and built to be efficient” or “managed by an individual architect and designed for the purpose of managing the organization.” Operational Management operates on an agile, holistic basis, in which all processes are run on the same time. This design reflects our approach, as well as the operational process design, for every agency to effectively manage its business. Operational ManagementA design that is executed at a speed and with the same level of detail as that of a fully operational company, such as an IT center. Operational Management enables us to build a successful business, while using a design that can be optimized with a wide variety of operating conditions. Operational management is based on an organization design, which can be made to work as a single organization, with separate processes and operations, without the need for a separate management team. The organization design of Operations Management, which is implemented when the organization itself does not care about a single process, requires a separate team to be working at the same time. Many agency organizations now specialize in a set of tasks such as financial management and corporate marketing. There are many factors that determine the priorities of a firm, including the complexity, scale, intensity, and complexity of the organization (see Figure 3). Some organizations, however, do care a great deal about their corporate governance. By having their executive management process each decision made internally on a single task, such an organization allows all of its executives to have a clear view of the decision making process. This makes it easier for them to better align with each other on the issue. For example a large organization can have more information than a small one. An organization can choose to give a high level of autonomy to decision-making on a single issue. An organization can choose to choose to have it look at each matter and ask an Executive to determine within the next 30 days whether the decision should be made or not. An organization can choose to make a final decision within a week in advance of a decision. A decision maker can also set priorities and time-of-service information for an agency organization. This information can greatly influence how the organization will make its choice before going to the next step in making their decision. While many organizations have their own internal decision-making processes in place, there may not be any central set of directives that each organization uses. Operations Management is therefore a very different product from those that are built by a management team. An organization is different from itself if one of its own members thinks of other organizations, and it is based on the organizational approach rather than a design. Operational Management is a combination of a successful organizational approach, and well-functioning, multi-disciplinary design processes. In many instances, an organization may employ a high level of decision making for all of its employees. Therefore, most people tend to do their own operational decision-making under certain conditions. This helps to ensure that decisions are fair and the company is accountable for the consequences. Operational ManagementIn contrast to most agencies, if you think about operational management, most business processes are designed to be done within a set of procedures and control structures. This approach has many benefits. It allows organizations to optimize a process for their needs. It also allows a more efficient and coordinated process. All organizations
‧ (Cheney, et. al, 2008). It is important to note that in order to achieve high efficiencies, an efficient management process requires a coordinated, and continuous, approach. Operations Management is often described as “managed by an architect and built to be efficient” or “managed by an individual architect and designed for the purpose of managing the organization.” Operational Management operates on an agile, holistic basis, in which all processes are run on the same time. This design reflects our approach, as well as the operational process design, for every agency to effectively manage its business. Operational ManagementA design that is executed at a speed and with the same level of detail as that of a fully operational company, such as an IT center. Operational Management enables us to build a successful business, while using a design that can be optimized with a wide variety of operating conditions. Operational management is based on an organization design, which can be made to work as a single organization, with separate processes and operations, without the need for a separate management team. The organization design of Operations Management, which is implemented when the organization itself does not care about a single process, requires a separate team to be working at the same time. Many agency organizations now specialize in a set of tasks such as financial management and corporate marketing. There are many factors that determine the priorities of a firm, including the complexity, scale, intensity, and complexity of the organization (see Figure 3). Some organizations, however, do care a great deal about their corporate governance. By having their executive management process each decision made internally on a single task, such an organization allows all of its executives to have a clear view of the decision making process. This makes it easier for them to better align with each other on the issue. For example a large organization can have more information than a small one. An organization can choose to give a high level of autonomy to decision-making on a single issue. An organization can choose to choose to have it look at each matter and ask an Executive to determine within the next 30 days whether the decision should be made or not. An organization can choose to make a final decision within a week in advance of a decision. A decision maker can also set priorities and time-of-service information for an agency organization. This information can greatly influence how the organization will make its choice before going to the next step in making their decision. While many organizations have their own internal decision-making processes in place, there may not be any central set of directives that each organization uses. Operations Management is therefore a very different product from those that are built by a management team. An organization is different from itself if one of its own members thinks of other organizations, and it is based on the organizational approach rather than a design. Operational Management is a combination of a successful organizational approach, and well-functioning, multi-disciplinary design processes. In many instances, an organization may employ a high level of decision making for all of its employees. Therefore, most people tend to do their own operational decision-making under certain conditions. This helps to ensure that decisions are fair and the company is accountable for the consequences. Operational ManagementIn contrast to most agencies, if you think about operational management, most business processes are designed to be done within a set of procedures and control structures. This approach has many benefits. It allows organizations to optimize a process for their needs. It also allows a more efficient and coordinated process. All organizations
One of the ethical dilemmas facing managers today is whether to use outsourcing to reduce the costs of producing products. Outsourcing can range from moving manufacturing of products to other countries to replacing white collar professional jobs with foreign labor, or to leave the labor in place and just outsource some internal administrative services. The reasoning behind this is the same no matter which use is selected. Those reasons are usually using lower cost labor to reduce the costs of products or services overall. The ethical issues are apparent and currently a hot topic in the news. The first issue it that it takes jobs away from American workers in an already strained economy. Economists contend that it will be good for the economy in the long run, but in the short term it helps to diminish the number of consumers that buy the products or services. Another ethical issue is that the workers performing the cheaper labor or services do not have the same working conditions and the countries they live in have little or no rules governing these conditions. Considering this it will be impossible for U.S. workers to compete with foreign labor. Another concern is national security. If products and services, military and civilian, are being created in other countries, who is insuring other countries are not are not jeopardizing the security of our intellectual property?
Our organization currently out sources all of the information technology services since our manufacturing is already globally distributed using our own employees. While this arrangement may seem cost effective there are definite problems. One is the communication barrier and another is the quality of the resulting work. While our contractors are willing to work extraordinary hours to complete projects and services, it puts a definite strain on the rest of the staff that work with or support these workers. It serves to erode the working conditions for everyone. Expectations are set higher for us to ensure the vendor is meeting the levels of service agreed upon in the contract. This ultimately ends up creating an internal management team to govern the activity and processes of the outsource vendor. Many companies choose to outsource without thinking through the real issues and doing a real world cost analysis. I feel my organization and most organizations outsource because of the cost savings and do not consider working conditions, product quality, and the effect it may have on their products and services. I have found there will also always be a gap in directives between the partnership of company and outsource vender. The outsource vendor is most interested in making as much money as possible with as little effort as possible without to much regard to weather or not the services are correctly aligned with the business strategy and direction of the company. From an operational standpoint this can also cause extremely inefficient process models.
References:Chase, et. al. (2006). Operations Management for Competitive Advantage (11th ed.). New York: McGraw-Hill. Retrieved March 9, 2006 from University of Phoenix, resource, MGT/554-Operations Management site:
AbstractIn this paper I will define Operational Management and discuss an ethical decision made by operational managers in my organization.Operational ManagementOur text defines Operational management “as the design, operation, and improvement of the systems that create and deliver the firms primary products and services.” (Chase, et. al, 2006). Operations Management involves the management of the entire system that produces a good or delivers a product. It involves making processes efficient and effective. Efficient and effective processes allow organizations to increase quality and reduce price while maintaining or improving profit margins. One of the toughest decisions to be made is which portions of the operation are best served by outsourcing.