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 managers 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.