Focus on Operational Management 4e - Chapter 9 - Contemporary issues

A Generic Approach


Available
    Edition: 4th Edition
  • Format: eChapter
  • ISBN: 9781485129233-009
  • Language(s): English
  • Extent: 224 Pages
  • Published:
  • Category: Business Management

R54.46



Focus on Operational Management: A generic approach gives a general overview of management principles and the general management activities needed by the operational and first-time manager in the workplace today. These principles are important for the sustainability of an organisation.

The following topics are discussed:

  • The new workplace environment
  • The changing role of the operational and first-time manager
  • Operational planning, operational decision-making and problem-solving, organizing operational resources, operational control and leadership
  • Employment relations in the workplace
  • Organisational culture, diversity management, business ethics, corporate social responsibility, organisational politics and change management in the workplace.

Key Benefits:

  • Learning outcomes to introduce each chapter
  • Self-assessment exercises at the end of each chapter
  • In-text activities and the latest developments to enhance the reader’s understanding of topics covered.
  • This book has a hands-on approach, giving readers a practical understanding of the day-to-day activities in the workplace at the operational level. It is aimed at first-time managers, operational managers, supervisors and team leaders who need a holistic overview of general operational management activities.

Chapter 1: Managing within the new economy

  • Introduction
    • An introduction to management
    • A definition of management
    • The new economy
    • New technologies
    • Globalisation
    • Knowledge management
    • Comments on the new economy
    • Managing for competitive advantage
    • Levels of management
    • The role and functions/tasks of management 

Chapter 2: The changing role of the operational manager

  • Introduction
  • Skills of operational managers
  • Operational managers in the management hierarchy
  • The role of operational managers
  • The changing expectations of operational managers
  • Programmes to cut costs and increase levels of productivity
  • The changing role of operational managers
  • The differences between staff and operational managers
  • The management tasks of operational managers
  • Important points for newly appointed operational managers
  • Common mistakes made by operational managers 

Chapter 3: Operational planning

  • Introduction
  • The benefits of planning
  • The operational planning process
  • Gathering information on strategic goals and strategies
  • Gathering information on tactical objectives and strategies
  • Developing operational objectives aligned to tactical objectives
  • Developing operational strategies to achieve operational objectives
  • Implementing and monitoring an operational plan
  • Instruments that assist in operational planning 

Chapter 4: Organising operational resources

  • Introduction
  • The organising process
  • Principles of organanising
  • Co-ordination
  • Empowerment versus centralisation
  • Operational structures
  • Other contemporary structures 

Chapter 5: Operational control

  • Introduction
  • Defining operational control
  • How does an operational manager exercise control?
  • Steps in the control process
  • Resistance to control 

Chapter 6: Operational decision making and problem solving

  • Introduction
  • Operational decision making
  • Steps in the rational decision-making process
  • Assisting operational managers to make enlightened decisions
  • Decision-making styles
  • Problem solving
  • Approaches to problem solving
  • Problem-solving techniques 

Chapter 7: An introduction to leading

  • Introduction
  • The nature of leading
  • Leadership
  • Different leadership styles and what do leaders do?
  • Suggestions for effective leading
  • Leading: the additional management tasks
  • Motivation
  • Communication
  • Conflict 

Chapter 8: Employment relations in the workplace

  • Introduction
  • What is meant by the concept ‘employment relations’?
  • The role players in the employment relations system
  • The grievance procedure
  • Discipline in the workplace
  • Dismissal
  • The commission for Conciliation, Mediation, Arbitration
  • The Labour Court
  • The Labour Appeal Court
  • Other relevant labour legislation 

Chapter 9: Contemporary issues

  • Introduction
  • Corporate social responsibility and business ethics
  • Business ethics
  • The two schools of thought regarding social responsibility
  • Corporate governance
  • Business culture
  • Management of cultural diversity
  • Management of change
  • Organisational politics

This book has a hands-on approach, giving readers a practical understanding of the day-to-day activities in the workplace at the operational level. It is aimed at first-time managers, operational managers, supervisors and team leaders who need a holistic overview of general operational management activities.

This product does not have any reviews yet - be the first to write one.

Focus on Operational Management: A generic approach gives a general overview of management principles and the general management activities needed by the operational and first-time manager in the workplace today. These principles are important for the sustainability of an organisation.

The following topics are discussed:

  • The new workplace environment
  • The changing role of the operational and first-time manager
  • Operational planning, operational decision-making and problem-solving, organizing operational resources, operational control and leadership
  • Employment relations in the workplace
  • Organisational culture, diversity management, business ethics, corporate social responsibility, organisational politics and change management in the workplace.

Key Benefits:

  • Learning outcomes to introduce each chapter
  • Self-assessment exercises at the end of each chapter
  • In-text activities and the latest developments to enhance the reader’s understanding of topics covered.
  • This book has a hands-on approach, giving readers a practical understanding of the day-to-day activities in the workplace at the operational level. It is aimed at first-time managers, operational managers, supervisors and team leaders who need a holistic overview of general operational management activities.

Chapter 1: Managing within the new economy

  • Introduction
    • An introduction to management
    • A definition of management
    • The new economy
    • New technologies
    • Globalisation
    • Knowledge management
    • Comments on the new economy
    • Managing for competitive advantage
    • Levels of management
    • The role and functions/tasks of management 

Chapter 2: The changing role of the operational manager

  • Introduction
  • Skills of operational managers
  • Operational managers in the management hierarchy
  • The role of operational managers
  • The changing expectations of operational managers
  • Programmes to cut costs and increase levels of productivity
  • The changing role of operational managers
  • The differences between staff and operational managers
  • The management tasks of operational managers
  • Important points for newly appointed operational managers
  • Common mistakes made by operational managers 

Chapter 3: Operational planning

  • Introduction
  • The benefits of planning
  • The operational planning process
  • Gathering information on strategic goals and strategies
  • Gathering information on tactical objectives and strategies
  • Developing operational objectives aligned to tactical objectives
  • Developing operational strategies to achieve operational objectives
  • Implementing and monitoring an operational plan
  • Instruments that assist in operational planning 

Chapter 4: Organising operational resources

  • Introduction
  • The organising process
  • Principles of organanising
  • Co-ordination
  • Empowerment versus centralisation
  • Operational structures
  • Other contemporary structures 

Chapter 5: Operational control

  • Introduction
  • Defining operational control
  • How does an operational manager exercise control?
  • Steps in the control process
  • Resistance to control 

Chapter 6: Operational decision making and problem solving

  • Introduction
  • Operational decision making
  • Steps in the rational decision-making process
  • Assisting operational managers to make enlightened decisions
  • Decision-making styles
  • Problem solving
  • Approaches to problem solving
  • Problem-solving techniques 

Chapter 7: An introduction to leading

  • Introduction
  • The nature of leading
  • Leadership
  • Different leadership styles and what do leaders do?
  • Suggestions for effective leading
  • Leading: the additional management tasks
  • Motivation
  • Communication
  • Conflict 

Chapter 8: Employment relations in the workplace

  • Introduction
  • What is meant by the concept ‘employment relations’?
  • The role players in the employment relations system
  • The grievance procedure
  • Discipline in the workplace
  • Dismissal
  • The commission for Conciliation, Mediation, Arbitration
  • The Labour Court
  • The Labour Appeal Court
  • Other relevant labour legislation 

Chapter 9: Contemporary issues

  • Introduction
  • Corporate social responsibility and business ethics
  • Business ethics
  • The two schools of thought regarding social responsibility
  • Corporate governance
  • Business culture
  • Management of cultural diversity
  • Management of change
  • Organisational politics

This book has a hands-on approach, giving readers a practical understanding of the day-to-day activities in the workplace at the operational level. It is aimed at first-time managers, operational managers, supervisors and team leaders who need a holistic overview of general operational management activities.

This product does not have any reviews yet - be the first to write one.


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