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Essay / Research Paper Abstract
An 11 page paper discussing operations managers' roles in achieving critical success factors. Critical success factors are the goals, conditions and results that the organization needs to experience or cause to occur if it is to achieve the goals it has laid out for itself. Operations managers fill a crucial role in taking the concept of the critical success factor into and through the reality of the organization, striving to direct matters to create conditions that support achievement. The Harvard-style bibliography lists 10 sources.
Page Count:
11 pages (~225 words per page)
File: CC6_KSstratCSF.rtf
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Unformatted sample text from the term paper:
the goals, conditions and results that the organization needs to experience or cause to occur if it is to achieve the goals it has laid out for itself. Operations
managers fill a crucial role in taking the concept of the critical success factor into and through the reality of the organization, striving to direct matters to create conditions that
support achievement. Critical Success Factors Michaels (2005) defines critical success factors (CSFs) as "those things which must go right for the organization to
achieve its mission." They are valuable for the benefit they can return to the organization when they are met, but they also are valuable for keeping people focused on
what they need to be doing if the organization will achieve its stated mission (Michaels 2005). There are at least four types of
critical success factors, defined according to where they are operational. CSFs can originate with the industry, chosen strategy, environmental conditions or temporal "CSFs resulting from internal organizational needs and
changes" (Michaels 2005). One consultancy distinguishes between long-range planning and strategic planning by explaining that long-range planning tends to be numbers-driven and therefore
more quantitative; while strategic "planning tends to be idea driven, more qualitative" (Pacios 2004, p. 259). Whereas long-range planning takes the form of, "What does our future look like
based on the information we have?" (Pacios 2004; p. 259), strategic planning focuses more on questions such as "How can we orchestrate our future?" (Pacios 2004; p. 259).
The greatest difference between the two is that one looks at what is; the other has the freedom to muse "what if." Thus some
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