1. Management in Organisations Roy Edwards

2. The Internal Environment (micro level) Sales Administration MarketingPersonnel FinancePurchasing

3. The Internal Environment (micro level) Sales Administration Marketing Personnel Finance Purchasing

4. The External Environment (macro level) Suppliers Unions CommunityCustomers CompetitionBanks

5. The External Environment (macro level) Suppliers Unions Community Customers Competition Banks

6. Levels of Management Strategic Tactical Operational

7. Strategic Tactical Operational Levels of Decisions in Operations Decision Strategic Tactical Operational Level of Management Timescale Risk Detail Structure Focus Top Middle Lower Long Medium Short High Medium Low Low Medium High Unstructured to Highly structured Whole Org to specific Section

8. Decision Making in Operations Operational Decisions Materials management Production scheduling Quality control Staffing plans

9. Decision Making in Operations Tactical Decisions Workforce management New technologies Layout Process design

10. Decision Making in Operations Strategic Decisions Positioning Strategy Product / Service plans Location and Capacity plans Competitive priorities Quality management

11. Operations as a Productive Cycle Transformation Process Materials Manpower Machines Money Goods Services MIS

12. Operations Model Process Output Input Transformed Resource

13. Operations Model Process Output Input For a Small Manufacturing Firm Raw materials Workers Warehouse Equipment Energy Capital Ordering materials Manufacturing Assembly Packing Supply Customer satisfaction with appearance and operation Feedback ?

14. Operations Model Process Output Input For a College Library Staff Buildings Equipment Energy Capital Organising information Arranging access Interacting with library users Customers provided with access to research and study materials Feedback ?

15. Decision Making in Organisations Examples of Different levels of Operations Decision Making: For a Manufacturer Strategic Tactical Operational In a University Strategic Tactical Operational

16. Characteristics of Goods v Services Product Inventory Customer Contact Response times Markets Facilities Capital Labour Quality Contrast the characteristic differences between Manufacturing and Services over the following factors:- Manufacturing / Service

17. Transformed Resource Manufacturing Retail Distribution Postal Mining Processing Finance News Education Telecoms Hairdressers Hotels Hospitals Leisure Dentists Materials Information Customers

18. Decisions in Operations Process Quality Work force Inventory Capacity Five major decision areas: Schroeder Section 1.6 - page 16

19. Case : Too Short The Day Analysis What is Giles trying to do ? What is Giles actually doing ? What are the problems within the organisation ? Recommendations What should Giles do ? What changes if any should the organisation make ? Identify the functions of a manager Identify the levels of management

20. Case : The Glastonbury Festival 1What is the role of an operations manager such as Michael Eavis in this situation? How does this change at different stages of the festival organisation? 2List the different types of transformation processes involved in the festival activities within the classifications: Materials/Information/Customer 3Relate the 5 decision areas as outlined in R G Schroeder Operation’s Management, to the Glastonbury case.