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Essay / Research Paper Abstract
This 3 page paper discusses the way in which objectives set within operations management create conflict. The paper looks at competing objectives such as customer service and resource utilisation, the law of trade-offs and the law of cumulative capabilities in order to discuss whether or not conflict is inevitable. The bibliography cites four sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEopobject.rtf
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Unformatted sample text from the term paper:
the available resources and the most effective manner available to meet the organisational objectives (Stevenson, 2006). However, when looking at organisational goals it is possible to argue that any objective
or objectives set in operations management will create conflict. Kumar and Suresh (1996) argue that there are twin objectives operations management; the customer service objective and resource utilisation objective. In
any business or organisation there will need to be a balance between these two basic objectives as a business has provide for its customers at the same time as utilising
resources in a manner that will allow the business to continue (Kumar and Suresh, 1996). These objectives May be seen as providing a basic conflict in the way in organisation
is run. The customer service objective dictates that an organisation needs to provide adequate levels of customer service and satisfaction which is achieved
by providing services or goods which meet the right specifications at the right cost and at the right time (Kumar and Suresh, 1996). Issues such as server support and after
sales service also fit into this category. Without meeting these objectives the products or services created by the organisation transforming inputs and outputs would not sell and the organisation would
not survive. The resource utilisation objective sees the firm trying to achieve levels of resource utilisation which are adequate to support the required
level of productivity. This is concerned with the way that materials, labour and equipment are used in the transformation of the inputs into the outputs (Kumar and Suresh, 1996).
It is the general consensus within operations management literature that these concepts or objectives can create conflict as maximising the performance of one area
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