Extended Diploma in Strategic Management and Leadership

Subject: Business
Type: Evaluation Essay
Pages: 12
Word count: 2613
Topics: Management, Finance, Innovation

Task 1

  • Effective operations management importance 

The operations management team performs a vital responsibility in helping the organization coordinate the human resources of the firm so that it can reach both the short-term and long-term objectives. The following are some of the effective operations management importance with respect to achievement of organizational objectives:

  1. The operations management team helps in designing the strategies that an organization follows so that it can achieve the objectives. It is important for the management team to meet before executing the duties of every member of staff so that each is aware of what is expected of them (Olhager, 2013). Strategies are plans that the organization follows so that it can reduce the costs of production while increasing the yield. Designing strategies require a brainstorming session from the operations management as they describe the path to follow to reach the objectives of the organization.
  2. Secondly, it helps in the constant improvements and renovations of the systems that contribute to the production of goods or services (Brue, 2005). The operations management must make changes in the firm so that it can move the organization ahead of the competitors in the industry (Beckford, 2009). The operations management staffs identify areas that need improvement and recommend making changes that will help improve the production process. 
  3. Thirdly, it helps the organization improve the production process that converts raw materials into finished products and facilitates the distribution of commodities to end users (Olhager, 2013). The operations management ensures that the production department has all the necessary materials so that they can complete the production process and reduce the possibility of delays that may result in loss of customers. In addition, the operations management ensures that the customer needs are met by the organization, which helps the firm make profits in all periods (Beckford, 2009).
  • Evaluation of existing operations management success 

The success of existing operations management processes in meeting a firm’s strategic management goals is evaluated through the ability of a firm to make a positive change at the end of a financial period (Brue, 2005). For instance, when an organization that makes more sales at the end of a year, it means that additional clients joined the firm and the team in charge of gaining more customers was able to convince the market to use the entity’s products and services (Olhager, 2013). Further, the operations management team must have adjusted the production process and helped improve the quality of products, which attracted more customers to experiment with the organization’s commodities and formed brand loyalty.

Another way to measure existing operations management process success is through the ability of the staffs to meet their targets. The operations management makes constant changes to the overall organization with the aim of improving the workplace (Beckford, 2009). The changes affect the ability of employees to reach their objectives easily since processes and systems improve. Coordination and interdependence of tasks are elaborated with ease with the aim of making the workplace a conducive environment for every employee. 

Task 2

  • Effective quality management importance 

Effective quality management is important in an organization as the production department focuses on giving products and services that add high value to end consumers. Every organization understands that meeting the needs of customers is important as it helps in retaining them while making constant incomes in every financial period (Brue, 2005). The operations management helps ensure that the organization maintains a high quality of products since it helps position the organization as one of the best in the industry. In the modern day of technology and availability of substitutes, customers are willing to spend significant amounts of money in exchange for quality and assurance that they will get value (Goetsch & Davis, 2014). Hence, the management team focuses on quality, as it understands that customers’ demands and wants are of quality as opposed to quantity. 

The second importance is the developments and discovery of ideas that come with maintaining high excellence in a firm (Goetsch & Davis, 2014). A management that focuses on maintaining high-quality levels is in a position to come up with innovative ideas on how to increase the production yield while adding to the line of products it provides to the customers. Since the market is already convinced on the quality from an organization, they are willing and able to embrace the new products and services introduced by the firm (Olhager, 2013).

  • Evaluation of existing quality management process success 

The success of existing quality management processes in meeting an organization’s strategic management goals is evident in the ability of the firm to maintain its quality despite the competition it faces, changes in the industry, and economic forces. Every organization faces stiff competition from other firms and may need to strategize on how to remain ahead and still make profits (Lima, Sousa, & Martins, 2006). A strategic team that cares about the welfare of customers identifies the underlying issues to low returns while one that engages in unfair business practices may interfere with the quality so that it can maintain the high levels of profits. However, a successful quality management processes focus on other reasons that lead to low sales, but maintain the excellence in production (Bank, 1999). On the other hand, a successful quality management process helps a firm meet the strategic objectives by adjusting to the changes in the economy and industry. Some of the changes in the economy and the industry are brought by technological changes, ease of competitors to enter an industry, cultural change, amongst others (Goetsch & Davis, 2014). A successful quality management team understands that the organization must change based on the internal and external forces, but should not compromise with the quality of products and services. The strategic team should seek ways in which to improve the quality and attract more customers.

Task 3

  • A strategic quality change plan capable of improving the performance of an organization 

One of the strategic quality changes an organization can go through to improve the performance includes creating a conducive environment in which employees will be in a position to reach their targets both in the short-term and in the long-term. The operations management understands that employees’ dedication to achieving goals and objectives depends on the environment in which they work (Galliers & Leidner, 2014). A strategic quality change process means that the management starts by identifying areas that limit the employees from reaching their fullest potential and working with the results to come up with solutions. For instance, employees might feel unsafe, as they do not have protective gear, which means they put their lives at risk when working (Bicheno, 2002). However, when the strategic management team undertakes a quality change and ensures that every employee has the right clothing when working, then employees are ready and willing to work which leads to an improvement in the organizational performance.

  • Definition of resources, systems as well as tools capable of supporting business processes 

A firm  that has tools, systems, and resources is likely to aid the various business processes with respect to a strategic quality change with ease. For instance, the presence of well-equipped facilities and a capable human resource team will make it easy for the organization to go through an internal change (Galliers & Leidner, 2014). A knowledgeable team that is willing and able to work will come together and bring their skills towards the strategic quality change the organization wants to achieve. Quality systems and circles contribute to the strategic quality change the management wants to see in place. This is because the quality systems are in a position to identify any shortcomings the change process has and helps in coming up with solutions.

  • Evaluation of planned strategic quality change implications 

Some of the wider implications  in an organization include the improved performance reflected in the increase of profits at the end of the financial period. In addition, more sales and an increase in the clientele base means that an organization has gone through a strategic quality change and it is willing to make changes that will help transform the workplace (Galliers & Leidner, 2014). Another implication is on the improved corporate image and reputation that an organization has in the industry. The management team of an organization seeks to improve the position of a firm in the mind of customers and rectify any negative perception that the public has towards the entity (Bicheno, 2002). Hence, a quality change affects both the internal and external environment and image of an organization.

Other planned strategic quality change implications include the response competitors have towards the improvements in a firm Goetsch, & Davis, 2014). It means that when an organization makes changes and starts doing better, there is a high probability that competitors will respond and start copying them. In the meantime, an organization will have made great progress and gone through the phase of super-normal profits before competitors can join and share the benefits (Olhager, 2013).

  • Systems capable of monitoring strategic quality change implementation within an organization 

Some of these systems include the layout design and flow of operations and processes, technological ideas, and objectives (Bicheno, 2002). The layout design and flow of operations act as a system since it acts as a guideline to what the staffs and management of the organization should do so that they can initiate the quality change at the workplace. A clear and well-defined design means that employees can understand it with ease and the implementation is straightforward. Technological ideas enhance the production process since they simplify the labour-intensive methods used by organizations in the manufacturing process (Galliers & Leidner, 2014). A strategic quality change embraces systems in an organization that help change the workplace into a dynamic place that produces goods and services in larger quantities, but focuses on quality so that customers can have their needs and wants satisfied. Objectives can act as strategic quality change implications system since members of a project must know what to do and what is expected of them so that they can work towards the goals (Goetsch, & Davis, 2014). Before beginning any project, every member is aware of what they should accomplish on an individual and collective level so that every person can focus their attention towards the objectives.

Task 4

  • A strategic quality change implementation 

An implementation takes the intervention of a management team to make plans on how it will initiate changes in the workplace. Hence, implementing a strategic quality change in an organization requires the management team to do it at the right time. Since the operations manager is a strategist, they must consider the timing of quality changes in the workplace to rhyme with the needs, financial resources, and labor force (Lima, Sousa, & Martins, 2006). For instance, a quality change in the organization does not take place when the firm is facing financial problem or the economy is going through a rough depression. 

Another consideration is the ability to communicate to staff to ensure that they align with the goals and objectives of the transformation process (Galliers & Leidner, 2014). It ensures that the strategic manager matches the skills of employees with the tasks so that each can give their best services and produce results. Training employees is also important in case there are needs that might arise during the quality change of capable staffs (Bank, 1999). Every employee must ensure that their skills and abilities are in line with the demands in an industry so that they can remain competitive candidates for new positions at the workplace that goes through a quality change. 

  • Embedding a quality culture for purposes of continuous development and monitoring within an organization 

One of the quality cultures that an organization can embed to ensure there is continuous monitoring as well as development includes factoring in workforce commitment. Employees must understand that they hold important positions in the workplace and must therefore fulfill their duties so that the organization can go through the quality process with ease (Goetsch & Davis, 2014). Commitment from the workforce means that they must avail themselves on time during their tenure at the workplace; they must work towards developing and improving the organization, and have a positive attitude towards their responsibilities. Workforce commitment means that the management will have an easy time doing their continuous monitoring and development duties and identify any place that has shortcomings and limitations quickly (Bank, 1999).

  • Monitoring strategic quality change implementation 

The strategic management, which is in charge of the strategic quality change in an organization, monitors the implementation of the transformation in the firm (Lima, Sousa, & Martins, 2006). Some of the ways in which monitoring of the implementation process takes place is an evaluation of the changes taking place in an organization like the increase in clientele base, more sales, employee retaining, and improved working conditions as well as additional salaries for staffs (Bicheno, 2002). A strategic quality change in an organization is more likely to bring changes in a firm that affects different departments, resulting from the growth and expansion of business activities. 

Task 5

  • Evaluation of strategic quality change outcome 

Some of the outcomes include improved performance, positive feedback from customers and other stakeholders interested in the firm, more positions created in the entity, and a satisfied workforce. A strategic quality change brings positive results in the organization since there is an improved performance in the organization evidenced from the sales and profits at the end of the financial period. In addition, when the perception towards the organization changes from the customers and shareholders, then the firm has gone through a tremendous transformation. The change is positive for even the external parties attest to the quality modifications. It is also possible to evaluate the outcome of a strategic quality change in an organization through the new positions created after the firm goes through a period of growth and expansion (Beckford, 2009). Employees can get promoted based on their experience and skills while the resource manager can advertise for new staffs to join the workplace and fill the vacant positions.

  • Recommended areas of improvement 

Some of the areas for improvement include the inclusion of a more strategists in the workplace through outsourcing of consultants that will help provide professional advice (Beckford, 2009). An internal strategic management can run out of ideas when they work at one organization for a long period, which necessitates the need to have an external team coming in to give fresh ideas. Consultants can work with the management team and develop functional and realistic ideas that will help transform the organization and align it with the objectives. Further, staffs are most likely to respond positively when they interact with a new team. The consultants will also be in a position to advise the management team on the best strategies it can adopt depending on its size, resources, and forces in the economy.

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  1. Bank, J. (1999). The essence of total quality management. Prentice Hall.
  2. Beckford, J. (2009). Quality: A critical introduction. Routledge.
  3. Bicheno, J. (2002). The quality 75: Towards Six Sigma performance in service and manufacturing. Picsie Books.
  4. Brue, G. (2005). Six Sigma for Managers: 24 Lessons to Understand and Apply Six Sigma Principles in any Organization. McGraw-Hill Professional.
  5. Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
  6. Galliers, R. D., & Leidner, D. E. (Eds.). (2014). Strategic information management: challenges and strategies in managing information systems. Routledge.
  7. Lima, R. M., Sousa, R. M., & Martins, P. J. (2006). Distributed production planning and control agent-based system. International journal of production research, 44(18-19), 3693-3709.
  8. Olhager, J. (2013). Evolution of operations planning and control: from production to supply chains. International Journal of Production Research, 51(23-24), 6836-6843.
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