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CHAPTER 16   Managing Business Operations  563


                 an efficient way to produce large volumes of products at low cost. This popularity
                 later extended to other industries in the United States and the rest of the world.
                    Between World War I and World War II, the human relations movement emerged,
                 emphasizing the importance of the human element in job design. Notable in this
                 movement was the work from 1927 to 1932 of Elton Mayo at the Hawthorne, Illi-
                 nois, plant of the Western Electric Company. His studies, known as the Hawthorne
                 studies, revealed that in addition to the physical and technical aspects of work,
                 worker motivation is a critical factor for improving productivity. These types of
                 results led to the creation in business organizations of personnel management and
                 human resources departments.
                    The lessons learned with the logistics and operational problems in World War II,
                 such as deploying enormous quantities of manpower, supplies, planes, ships, and
                 other resources in an extremely challenging environment, led to the development
                 and utilization of complex mathematical techniques and tools known as operations
                 research or management science. Some of these techniques have been used suc-
                 cessfully to manage operations and have brought scientific rigor to operations
                 management by replacing intuitive decision-making for large complex problems
                 with a systematic approach that identifies the best alternative through quantitative
                 and qualitative analysis.
                    In the late 1950s and 1960s, scholars began to write textbooks dealing with oper-
                 ations management, and operations became a legitimate functional area within
                 business organizations. In the 1980s research demonstrated the importance of
                 using operations as a key strategic ingredient for achieving competitive advantage. 3
                 During the 1970s and 1980s, several Japanese companies started the “quality revo-
                 lution” and time-based management, hence enlarging the competitive dimensions
                 from cost to cost, quality, and time.
                   reality      Do you think that some kind of operations management was used
                  CH ECK        during the construction of the Egyptian pyramids? Do you think that
                                operations management was used in the design of Microsoft products
                                such as Excel and Word? Give concrete examples.



                     What Do Operations Managers Do?

                     LEARNING OBJECTIVE 5
                     Discuss what operations managers do.
                 Operations managers make decisions regarding the design, planning, and control of
                 the production system. Design decisions are the decisions related to creating the  design decisions Decisions related to
                 products and the production system itself. For example,                  creating the products and the
                                                                                          production system itself
                 • What products should the company offer?
                 • How should the products be produced?
                 • What should be the capacity of the production system?
                 • Where should the production system be located?
                 • What should be the layout of the production system?
                    Planning decisions are the decisions related to preparing the production sys-  planning decisions Decisions related to
                 tem for production. For example,                                         preparing the production system for
                                                                                          production
                 • How should the production rate be determined?
                 • What are the materials required for a given production plan?
                 • How should suppliers be selected?
                 • What are appropriate inventory levels?




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