Additional reading
Text IV. Types of teams in business
A team is a group of people with different skills and tasks, who work together on a common project, service, a goal with a mutual support.
Although there are specific types of team: project teams, operational teams, self-managed teams and communities of practice, it was acknowledged that, in practice, real teams tend to cross the boundaries between these types of team.
· A project team consists of a group of people who come together as a distinct organizational unit in order to work on projects. The team is often led by a project manager, although project teams may also be self-managed. A contract team is typically brought in from outside an organization in order to perform the project work.
· An operational team is formed to undertake some ongoing activities that are required for the provision of goods or services.
· A self-managed team is a team in which the members take collective responsibility for ensuring that the team operates meets its targets. The benefits of a self-managed team include cost savings, innovation, effective decision making, increased productivity, improved customer satisfaction, commitment, motivation and increased compatibility between employers and employees.
· A community of practice is a group of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. To be a community of practice, the group must consist of practitioners in a domain who engage in joint activities and discussions to help each other and share information.
Defining the terms_____________________________________________________
| 1. payroll | a) group of people working together |
| 2.internship | b) ways how business can encourage staff |
| 3. team | c) a list of employees to be paid |
| 4.simulation | d) a written description of education and previous jobs |
| 5.assignment | e) a particular task or duty |
| 6.background | f) total of a person's experience and education |
| 7. motivation | g) imitation of the operations and management |
| 8. curriculum vitae | h) a temporary position with an emphasis on training |
Writing____________________________________________________________
1. The performance of the staff can have a significant impact on the success of a company. What can companies do to increase staff efficiency?
2. Some people think that when recruiting, companies should aim to take on people who are innovative and able to work independently while others consider they should employ people who are able to work in a team and follow instructions. Discuss both views and give your opinion.
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3. Many managers think that internal recruitment is preferable because of many advantages while others employ outside the company. To what extent do you agree with the supporters of internal and external recruitment.
Chapter III
Operations management, production and marketing. Quality of products
Unit1. Operations management. New product development.
Learning objectives
1. Define the term “operations”
2. Explain the importance of operations management for business
3. Identify the main operations managers’ responsibilities
4. Enumerate the main stages of the new product development
5. Discuss the importance of feasibility study report
Terms to learn____________________________________________ _
Operations, operations management, output, mass production, asset management, cost management, distribution, outlet, launch, capacity, marketing research, breakthrough, feasibility, feasibility study, standardization, diversity, flexibility, lead time, ambiguity, agenda, anticipation, boost
Pre-texts discussions
1. What does the term «operations » mean?
2. What are the peculiarities of mass production?
3. Why is customer satisfaction so important for any business?
4. How can a new product be developed?
5. Why is market research essential for the development of a new product?
6. Why is testing obligatory before the launch of the product?
Reading____________________________________________________ _
Text I. Operations management.
The goal or purpose of most organisations involves the production of goods and/or services. To do this, they have to procure resources, convert them into outputs and distribute them to their intended users. The term “operations” embraces all the activities required to create and deliver an organisation's goods or services to its customers or clients.
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Within large and complex organisations operation is a major functional area, with people specifically designated to take responsibility for managing all or part of the organisation's operations processes. It is an important functional area because it plays a crucial role in determining how well an organisation satisfies its customers. In the case of private-sector companies, the mission of the operations function is usually expressed in terms of profits, growth and competitiveness; in public and voluntary organisations, it is often expressed in terms of providing value for money.
Operations management is concerned with the design, management, and improvement of the systems that create the organisation's goods or services. The majority of most organisations’ financial and human resources is invested in the activities involved in making products or delivering services. Operations management is therefore critical to organisational success.
Operations managers are responsible for managing activities that are part of the production of goods and services. Their direct responsibilities include managing both the operations process, embracing design, planning, control, performance improvement, and operations strategy. Their indirect responsibilities include interacting with those managers in other functional areas within the organisation whose roles have an impact on operations. Such areas include marketing, finance, accounting, personnel and engineering.
Operations managers' responsibilities include:
· Human resource management – the people employed by an organisation either work directly to create a good or service or provide support to those who do. People and the way they are managed are a key resource of all organisations.
· Asset management – an organisation's buildings, facilities, equipment and stock are directly involved in or support the operations function.
· Cost management – most of the costs of producing goods or services are directly related to the costs of acquiring resources, transforming them or delivering them to customers. For many organisations in the private sector, driving down costs through efficient operations management gives them a critical competitive edge. For organisations in the not-for-profit sector, the ability to manage costs is no less important.
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Decision making is a central role of all operations managers. Decision making is the process of making a choice between a number of options and committing to a future course of actions. Firstly, decision making is a process with several stages. Any decision making process should ensure that sufficient options are generated to enable a decision. In making a decision a person usually has to make a choice. The last element of decision making is perhaps the most important. A decision, even though well-made, is pointless without action.
Decisions need to be made in:
· designing the operations system
· managing the operations system
· improvement of the operations system.
The five main kinds of decision in each of these relate to:
· the processes by which goods and services are produced
· the quality of goods or services
· the quantity of goods or services (the capacity of operations)
· the stock of materials (inventory) needed to produce goods or services
· the management of human resources.
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