OPERATIONS MANAGEMENT

Operations Management

Operations Management

Introduction

This report focuses on the case studies of the Bank workers and the England customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace.

DESCRIPTION AND ANALYSIS OF THE TYPE OF OPERATIONS CARRIED OUT AND THE OPERATING PROCESSES.

Operations Strategy

Today consumers, investors, governments and even employees have become more sophisticated and are aware of good corporate behavior, or lack thereof. In this new business environment, a Bank's reputation has become one of its most valuable assets, and CSR has become one of the key components of corporate reputation.

Positive CSR experiences build confidence and goodwill with stakeholders. Many organizations have developed clear CSR efforts as strategic branding and management approach in achieving a win-win outcome. BANK was one of the pioneers who had a vision to align cooperate governance and operations of a private business with societal and community needs and beliefs, a move that was endorsed by its CEO, the corporate board, and other employees within the organization.

However during uncertain times, CSR which was once believed to spearhead enlightened benevolence and utopian management was clearly standing in the way of dollars and cents, which had always proven to be the only winning formula for survival. In addition, in situations of unclear directions and the lack of initiatives to increase the fraction of independent directors, there was a deprivation of voices to oppose the reigning party.

In 1993 Bank's hired a consulting firm to analyse the problems, concluding the Bank should start from scratch and include all parties in redesign of pay structures and work processes. In hindsight, it is simple to say that Bank's should not have phased out the old system as it seemed to be working. Having said this, with the introduction of the new system, there could have been greater emphasis placed on getting it right. What could Bank's had done better?

Operations Competitive Dimensions

Ultimately, traditional Key-Performance Indicators (KPI) such as sales, market shares and brand values should be the underlying concern of any profit-oriented private entities despite the increasing importance and recognition of social and philosophical commitments. Only when a Bank is able to sustain its operations and be responsible to its internal stakeholders such as shareholders and employees, to ensure continuity of the business, it should not take any intense emphasis on CSR. Without sustaining the primary organization, no other forms of CSR could be implemented with a lack of funds and budgets for expenses and as a result of over-emphasis on CSR, the business might steer itself into sticky situations eventually, as seen in BANK that was scared with a failed utopian management experience and belief.

Globalisation is the movement of goods, services and money capital or investment across international boundaries and in this way becomes a predominately economic phenomenon sweeping the world. Throughout which, what were formerly national companies become international conglomerates. Hence, countries are no longer seen as independent and closed sovereign states, but as part of one big ...