Part I
Option 2: Explain the role of human resource management in operations.
In the past, operations management and human resource management have been fields that cannot be seperated, only when it came to interrelating for managerial subjects concerning payroll and other substances (Sroufe, 2003). On the other hand, human resources management in operations plays an essential part in the expansion of strategic plans for administrations. Ever since no operations are not able to occur without the human capital essential to apply the processes, special attention would be paid to the connections among the human resource strategy and the operational strategy of the firm. As stated by (Geoffrion, 2002) “human resources are measured to be the most significant advantage of a group, but exact few governments are talented to completely bind its prospective.” Alone, innovative manufacturing practices and sophisticated technologies only offer a small improvement to the operational performance, apart from the essential human resources management practices are in position to offer a reliable socio-technical system (Sroufe, 2003).
For years, human resources management in operations has functioned to attain a position in the strategic planning of administrations, and has fight back to defend their bottom line influence to the general organizational presentation (Akdere, 2006). It is easy for subdivisions like engineering and operations to count their influence to the accomplishment of the corporation; the and outputs and inputs produced by these departments are effortlessly assessable and can be defined. Nevertheless, it is hard to count the worth extra by human resource management,
and as such it is frequently mentioned to as above (which directly puts it into a negative meaning).
In an article by Akhter, W. (2010) in the course of an interview that was done with a human resources management in operations director, the director made the point by comparing the application of human resource procedures to an orchestra, making the point that the “conductor is the one that makes no instrument and makes no sound, nevertheless without the conductor the noise is not going to sound right and you are just going to get some chaotic noise that is irritating.” In much the same way, human resources management in operations is tasked with joining a numberless of purposes (engineering, operations, payroll, and also accounting,) into a unified unit that can contribute to the achievement of the organization. If workers are not paid, then it is obvious that they will not work; if machines are not working or not running, workers will have absolutely nothing to do; if the bills are not paid, it will be hard for the business to stay afloat.
Kirk (2005) makes the argument convincingly that in the human resources management in operations they have to be able to consider the work to be done and the working. The first has something to do with the tasks that are essential in creating a service or product and can be treated accurately, objectively, and in a rational fashion. The second feature, working, narrates straight to the individuals executing the tasks and by its actual nature is extremely subjective and personal, challenging rational analysis. Real systems are not likely merely with the rational examination of the everyday jobs to be achieved i.e. the work, nonetheless most obviously please the wants of those that are working. Working is labeled in positions of the following extents:
- Human resources management in operations involves the physiological dimension, which distinguish individuals from machines
- Human resources management in operations involves the psychological dimension, because it covers the many and frequently contradictory approaches for, and needs from, work.
- Human resources management in operations also involves the social dimension, which clarifies the need for connections by means of working with others and also the community at large
- Human resources management in operations involves the financial dimension, which shields the necessity to earn a living with one’s salaries from effort
- Human resources management in operations in the power dimension, which elucidates one’s associations to others in a work group and the aptitude to choose how punishments and rewards will be distributed
Therefore, the appropriate operation of human resources necessitates working circumstances, arranging of development and jobs of plans that donate not merely to the attainment of the administration’s purposes but to the gratification of needs of those working in it.
Objectives of the Human Resources Strategy
The impartial of a human resource plan is to manage work and project jobs to operations management and human resource management:
a. Are professionally used inside the restraints of other strategic processes and management judgments;
b. Have a sensible excellence of work life in an atmosphere of joint trust and promise.
Operations management and human resource management Approach Restrictions
The role of operations management and human resource management is making sure that there are strategy constraints. A lot of decisions that are put together in regards to human resources are inhibited by other form of strategic decisions (Baldwin & Ridgway, 2010). First, the product combination could possibly determine stability of employment and seasonality. Second, equipment technology, and processes, may have inferences for job content and safety. Third, the location choice possibly will have an influence on the ambient situation in which the staffs work. Lastly, decisions that are really requiring some kind of layout could possibly dictate, in big part, job content (Beamon, & Kotleba).
The trade-offs that are among the technology that are made available united with layout decisions and location and the appropriate capital investment choices and excellence of work life are pretty problematic. Of all these various kind of strategy decisions, the human resources strategy is as a outcome of the other operations management and human resource management operative design decisions(Baldwin & Ridgway, 2010).
Human Resources Management in Operations as a Strategic Partner in Operations
Beamon & Kotleba (2006) each came up with the idea that there are there are two types of human resources management in operations which are the following: operative and strategic. They went on even further and mentioned that there are four features of human resource originalities: (1) They oriented that is long-standing; (2) They are linked with the industry methods and ; (3) They are linked with the structural demo.
Part II
ChallengesSales and Marketing1. Ninak Firework is going through uncoordinated issues that were among operations, sales departments and logistics. (Commercial procedure mapping)
2. Ninak Firework needed of the online buying services, may misplace this ban of factors and its participants in the future. This is for the reason that, by order services online, they are able to settle the received orders even with great efficiency and faster. (In the four stages model of operations contribution, the Ninak Firework would need to be able to do things such as to imply the external neutrality which is second stage, to associate itself to its contestants, so as to advance order winning factors for achieving some more trade.) (In-process-output model)
3. Ninak Firework is furthermore is deteriorating the spending on travel to encounter the customers for suggesting their produce fireworks. (Endorse to use internet make contacts, for instance Skype to interconnect with its far away customers.) (Value chain)
4. Ninak Firework is considered to still be utilizing the traditional technique to record down the order by a method of writing. This would be something very valuable for the company because it can support some kind of organization from within (Input-process-output model)
Operations Department5. Ninak Firework is making the point that it is difficult to be able to get the product combination correct among every one of the departments. (Business process mapping)
6. There are some encounters that are among operation department; warehouse department and sales department in regards to receiving mistake both e-mails on actual stock obligatory and the current level of stock. (Business process mapping)
7. Ninak Firework had a feeble talent in sales forecasts and the real stock level. (Ninak should be to apply the Executive Support System (ESS). For instance, the ESS of Sutter Home Winery Company utilizes the outside statistics of internet information and sources, so as to aid the business to make a right decision by succeeding the trend of the marketplace. The summarized and organized information which come out by ESS could possibly involve the opponent’s particulars and also the market research; therefore Sutter acquired more dependable transactions prediction and plans of investment. Or another sample is Cambridge Systematics likewise put on ESS in its Ministry of Transport’s asset tactics.) (Value Chain)
8. Ninak Firework is missing of one mutual and clear system among everyone of the department, for the reason that they cannot get same information of current stock position and customer’s orders. (Ninak need to put on the Transaction Handling System (TPS) (Input-process-output model) Warehousing and Logistics Department9. The written synopses of the stock level are shaped merely twice a month for operations team and Li Zhang. (Input-process-output model)
10. All through peak periods, the stock control clerk aids in gathering all of the orders and causes which were lacking of time to create real and meticulous stock level synopses and outcome in lack or over stock difficulties. (Ninak Firework should be able to utilize the Inventory System called the Just in Time). (Input-process-output model)
11. It can take long time for warehouse department to get the arriving order material. This causing warehouse section overlooked the limit to send the crucial high importance orders to the client. (Recommended the sales department could send the order information straight to administration department and warehouse department and at the same time, in place of the warehouse department in getting order information from the administration department.) (Input-process-output model)
Administration Department
12. For the duration of all of the certain peak seasons, the administration department miscarried to grip the amount of work that incapable to harvest invoice in time and paid recently to the supplier reason in additional interest loads. (Input-process-output model)
The input-process-output model
Part IIIoo
The value chain model
Mind mapping is a visual form of collecting together information that provides an impression of a topic and its compound information, permitting those that work at Ninak Fireworks to understand, produce novel ideas and build various kinds of connections that will help in making the company more productive. Through the utilization of images, words and colors, mind mapping inspires corporations like Ninak Fireworks to start with an idea that is competitive and fresh idea and expand external to more profounder and thorough philosophies.
Benefits of Mind Maps
- Help workers at Ninak Fireworks to be able to brainstorm and discover any idea, concept, or problem
- Facilitate at Ninak Fireworks in better understanding of relationships and networks among concepts and ideas
- Make it easy to connect thought processes and new ideas at Ninak Fireworks
- Allow Ninak Fireworks workers and staff to easily recall information that is very important for the company
- Help students take notes and plan tasks
- For Ninak Fireworks it will make it much more easier when it comes to things such as organizing various kinds designs and theories
Mind maps for Ninak Fireworks will be beneficial for the company because it will be able to give staff and workers the wisdom and understanding into their workers and staff thought process concerning customs to make sure that they are being fruitful in the organization. By workers and staff at Ninak Fireworks utilizing mind maps it will help in representing their comprehension of a concept, workers and staff are able to comprehend what a workers and staff prior knowledge was and how well the workers and staff workers and staff will understand what the assignment or whatever assignment on the job needs to be done This is a very effective way of evaluating workers and staff understanding for Ninak Fireworks.
References:
Akhter, W. (2010). Risk management in takaful. Enterprise Risk Management, 2(1), 128-144.
Baldwin, J. S., Allen, P. M., & Ridgway, K. (2010). An evolutionary complex systems decision-support tool for the management of operations. International Journal of Operations & Production Management, 30(7), 700-720.
Beamon, B. M., & Kotleba, S. A. (2006). Inventory management support systems for emergency humanitarian relief operations in south Sudan. International Journal of Logistics Management, 17(2), 187-212.
Boykin, R. F., Martz, W. B., & Mensching, J. R. (1999). The integration of enterprise information systems in the operations management curriculum. The Journal of Computer Information Systems, 39(4), 68-73.
Geoffrion, A. M. (2002). Progress in operations management. Production and Operations Management, 11(1), 92-100.
Größler, A., Thun, J., & Milling, P. M. (2008). System dynamics as a structural theory in operations management. Production and Operations Management, 17(3), 373-384.
Jayaraman, V., & Srivastava, R. (1996). Expert systems in production and operations management current applications and future prospects. International Journal of Operations & Production Management, 16(12), 27-44.
Johnson, S. B. (1997). Three approaches to big technology: Operations research, systems engineering, and project management. Technology and Culture, 38(4), 891-919.
Khairy A.H. Kobbacy, & Vadera, S. (2011). A survey of AI in operations management from 2005 to 2009. Journal of Manufacturing Technology Management, 22(6), 706-733.
Kirk, D. (2005). Hard and soft systems: A common paradigm for operations management? International Journal of Contemporary Hospitality Management, 7(5), 13-13.
Lee, A. H. I., Chen, H. H., & Kang, H. -. (2009). Operations management of new project development: Innovation, efficient, effective aspects. The Journal of the Operational Research Society, 60(6), 797-809.
Linea, K. I., & Jonsson, P. (2010). The potential benefits of advanced planning and scheduling systems in sales and operations planning. Industrial Management + Data Systems, 110(5), 659-681.
Ostebee, A. (1999). Operations research in transportation systems: Ideas and schemes of optimization methods for strategic planning and operations management. The American Mathematical Monthly, 106(3), 283-283.
Sroufe, R. (2003). Effects of environmental management systems on environmental management practices and operations*. Production and Operations Management, 12(3), 416-431.
Westbrook, R. (1994). Priority management: New theory for operations management. International Journal of Operations & Production Management, 14(6), 4-4.
