Managing Global Operations: Cultural and Technical Success Factors

Managing Global Operations: Cultural and Technical Success Factors

Managing Global Operations: Cultural and Technical Success Factors

Managing Global Operations: Cultural and Technical Success Factors

Synopsis

Since the operations manager of today is faced with global scenarios, people and cultural skills have become more critical for success than analytical tools in a global 21st century. The main themes in production and operations management are operations strategy, productivity, and quality. These themes are manipulated to serve those involved in production and operations management including employees, customers, and owners. Experienced operations managers recognize that they accomplish their goals through people, and that the skills in dealing with people are often neglected. This operations book focuses on a new type of human-centered production management designed to broaden the operations managers' thinking in the human interactions area, and to expand problem-solving processes geographically from domestic to global. This work will be of interest of CEOs and corporate and departmental executives who deal with operations and production. Individuals in academic areas dealing with management, operations management, international business, and organizational behavior will also find this book necessary reading.

Excerpt

Many business books begin with a perfunctory statement similar to "In these turbulent, dynamic, complex, days of global management. . . ." We believe that firms doing business across the globe have communications tools that make global management infinitely easier in the 1990s than in prior decades. Fax machines, E-mail, satellite communications, cellular telephones, and computer local area networks are tools that enable managers to communicate at speeds few could have imagined a short time ago. We have never had it easier. Certainly there has been much political turmoil in the 1990s: the crumbling of the Eastern bloc, wars in the Middle East and Bosnia, racial strife in South Africa--but such turbulence is not peculiar to modern times. What we do have today is the ability to spot political trends faster. Through satellite communications, we receive vital news reports and coverage at speeds never before available.

Those who insist that the management of the global firm is more difficult in 1996 are correct in that decisions must be made faster, and operations must be quick to change directions in order to survive. Business trends shift as quickly in the 1990s as the technologies that tell us about the shifts.

This book focuses on the operations management of the global firm. The operations function includes such activities as forecasting production, scheduling of labor and production, total quality management, productivity management, facility layout and location, materials management, purchasing, and incoming and outgoing logistics. A proper definition of a "global" firm is one in which a majority of sales is . . .

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