This new book provides a comprehensive and refreshing insight into the more advanced topic of operations strategy. It builds on concepts from strategic management, operations management, marketing, and human resources. A three-part organization covers the nature, content, and process of operations strategy. For practicing managers.
"synopsis" may belong to another edition of this title.
Building on the success of Slack et al., Operations Management, now in its third edition in the United Kingdom, this major new text provides a comprehensive and refreshing insight into the more advanced topic of operations strategy. This is particularly timely because of the increasing demand for courses in operations strategy at all levels. Practitioners and academics alike are waking up to the power that can be released through the effective strategic management of any organization's operations resources. In fact, operations is increasingly seen as the area where the dynamic requirements of the marketplace and the developing capabilities of the organization's resources must be reconciled. Building on concepts from strategic management, operations management, marketing, and human resources, this text takes the reader toward a rich and potent understanding of operations strategy, making it suited to the needs of advanced undergraduates, postgraduates, and practicing managers.Key Features
Names are important. They are used to set expectations as much as they are used to describe something. This particularly applies to the seemingly simple title of this book: Operations Strategy. Depending on the punctuation you use, the meaning you ascribe to either word, or even the order of the words, could refer to several areas of study. These words could refer to the larger-term impact of day-to-day operations, the medium-term direction of a narrowly defined organizational function, or the more nebulous and dynamic interaction between all operational resources and the external requirements they attempt to satisfy. It is this last interpretation that forms the focus of this book.
Just as some physical objects are so big that it can be difficult to see their whole, some concepts are so broadly based that they can be difficult to define. Operations strategy, as we see it, is like this. It is so all-embracing that it is easy to downplay the significance of the subject. Yet, operations strategy both lies at the heart of how organizations manage their strategic intent in practice, and is the context within which managers make strategic decisions. Take a look at some of the decisions with which operations strategy is concerned:
All these questions are not merely important, they are fundamental. No organization, whether large or small, for-profit, or not-for-profit, in the services or manufacturing sector, international or local, can ignore such questions. Operations strategy is central, ubiquitous, and vital to any organization's sustained success.
THE AIM OF THIS BOOK
The aim of this book is provide a treatment of operations strategy that is clear, well structured, and interesting. It seeks to apply some of the ideas of operations strategy in a variety of businesses and organizations. The text provides a logical path through the key activities and decisions of operations strategy as well as covering the broad principles that underlie the subject and the way in which operations strategies are put together in practice.
More specifically, the text aims to be:
WHO SHOULD USE THIS BOOK?
This book is intended to provide a broad introduction to operations strategy for anyone wishing to understand the strategic importance and scope of the operations function; for example:
The book employs coherent models of the subject that run through each part of the text and explain how the chapters fit into the overall subject. Key questions set the scene at the beginning of each chapter and also provide a structure for the summary at the end of each chapter.
The study of operations, even at a strategic level, is essentially a practical subject and cannot be taught in a purely theoretical manner. Because of this we have used both abstracted examples and "boxed" examples that explain some issues faced by real operations.
Operations strategy is a practical subject which is driven by theoretical ideas. Most chapters contain one or more theory boxes that explain the underlying ideas that have contributed to our understanding of the issues being discussed.
Every chapter includes a case exercise including a brief case study suitable for class discussion. The cases are usually short enough to serve as illustrations, which can be referred to in class, but have sufficient content to serve as the basis for case sessions.
Selected further reading
Every chapter ends with a list of further reading which further expands on the topic covered in the chapter, or treats some important related issues.
A Web site, www.prenhall.com/slack, is available, which helps students to develop a firm understanding of each issue covered in the book and provides lecturers with pedagogical assistance. There is also a teacher's manual available.
"About this title" may belong to another edition of this title.
Book Description Prentice Hall, 2002. Hardcover. Book Condition: New. Bookseller Inventory # P110130313866
Book Description Prentice Hall, 2002. Paperback. Book Condition: New. Bookseller Inventory # DADAX0130313866
Book Description Prentice Hall, 2002. Hardcover. Book Condition: New. book. Bookseller Inventory # 0130313866
Book Description Prentice Hall. Hardcover. Book Condition: New. 0130313866 New Condition. Bookseller Inventory # NEW6.0043320
Book Description Prentice Hall, 2002. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: I. THE NATURE OF OPERATIONS STRATEGY. 1. Operations StrategyThe Two Perspectives. 2. The Content and Process of Operations Strategy. 3. Time, Trade-offs and Targeting. II. THE CONTENT OF OPERATIONS STRATEGY. 4. Configuring Operations Capacity. 5. Capacity Dynamics. 6. Supply Network Relationships. 7. Supply Network Behavior. 8. Process TechnologyDefinition and Characteristics. 9. Process TechnologyChoice and Implementation. 10. Operations Organization and Role. 11. Operations Development and Improvement. 12. Product and Service Development and Organization. III. THE PROCESS OF OPERATIONS STRATEGY. 13. Operations Strategy and 'Fit'. 14. Operations Strategy and 'Sustainability'. 15. Operations Strategy and 'Risk'. Index. Bookseller Inventory # ABE_book_new_0130313866
Book Description Book Condition: Brand New. Book Condition: Brand New. Bookseller Inventory # 97801303138671.0