Managing an Effective Operation
All managers have a responsibility for the successful operation of their business. Managing an Effective Operation shows how you can effectively: * set departmental objectives within the context of an organisation * measure the competitive advantage of your business * manage the operational task * balance resources and demand * develop facilities and systems to ensure quality * achieve continual improvement * accomplish change management * manage your time
Throughout Managing an Effective Operation, practical illustrations and examples are used to show you how to achieve high operational standards, quality performance and maximum profit. Managing an Effective Operation is designed to provide underpinning knowledge and understanding required for any competency based management course. It is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at Levels 4 & 5 and is also particularly suitable for managers on Certificate and Diploma in Management programmes, including those accredited by BTEC. Paul Graves is a Managing Consultant at Sundridge Park Management Centre. Eddie Fowler is an independent consultant and an Associate of Sundridge Park.
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Get your operation in context
Matching resources to demand
Quality and how to maintain it
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achieve activities approach aspects assessment batch process become benchmarking benefits better boss budgets business plan capability cent chapter Charles Handy competitive competitor analysis competitors concerned continuous improvement cost culture decisions deliver delivery departments employees ensure equipment factors Federal Express Figure Fishbone focus function Herzberg high volume important influence internal involved issues judgement Just-In-Time key task look major management standards managers need Managing upwards manufacturing Marks & Spencer means measures monitoring motivation organization organizational OTIF output overall particular Paul Graves performance problems procedures process type products or services programme quality standards relationships requirements responsibility role senior management set-up situation sometimes specialist staff structure suppliers supply targets things tion total quality management trade unions type of operation understand usually value chain