Transcription of OPERATIONS, STRATEGY AND OPERATIONS …
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OPERATIONS, STRATEGY AND OPERATIONS …
21 CHAPTER 2 OPERATIONS , STRATEGY ANDOPERATIONS STRATEGYINTRODUCTIONAn organization s OPERATIONS function is concerned with getting thingsdone; producing goods and/or services for customers. Chapter 1pointed out that OPERATIONS management is important because it isresponsible for managing most of the organization s resources. How-ever, many people think that OPERATIONS management is only con-cerned with short-term, day-to-day, tactical issues. This chapter willseek to correct that view by considering the strategic importance business organizations are concerned with how they will surviveand prosper in the future. A business STRATEGY is often thought of as aplan or set of intentions that will set the long-term direction of theactions that are needed to ensure future organizational success. How-ever, no matter how grand the plan, or how noble the intention, anorganization s STRATEGY can only become a meaningful reality, in prac-tice, if it is operationally enacted.
CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY 25 is likely to lead to suboptimal performance and result in a failure to excel in any of
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