Operations management refers to the administration of business practices to create the highest level of efficiency possible within an organization. Operations management is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.
Tony Colwell - 16 September After the lull of the holiday season the Interim Management community has shown renewed interest in subject of "Catch 22" - the Cabinet Office's constraints on public sector deployment of Interim Managers.
The discussion had turned negative and a new direction, leading to some positive action, was called for. Because this is a closed Group, I thought it would be appropriate to reproduce my comment, which with minor editing was as follows.
This [Odgers Interim Management] discussion thread started on 3rd June. Alf Oldman and I had a meeting with the Cabinet Office on 1 July at which we were informed of plans to introduce new framework agreements to cover consultancy and executive interim requirements.
We were not bound by non-disclosure agreement; it is more out of regard for our professional integrity that we have not broadcast plans that the Cabinet Office has chosen not to announce formally. It might be helpful, to take the debate forward in a constructive manner, to disclose some of what we know.
The meeting dispelled a few myths surrounding "Catch 22". The Cabinet Office constraints on the use of 'consultants' applied to Central Government only. The use of consultants and interims by local authorities has been affected by budgetary constraints, not as far as I am aware by Central Government directive.
DWP Cipher - the outsourced Capita supply model; 2. I am not clear it was mandated that the Cabinet Office would have to approve such business cases. Besides, the freedom to use "any other option" gives enormous scope, especially in light of the Public Accounts Committee's findings that the Cabinet Office is incapable of assessing value.
Cabinet Office and formerly Buying Solutions' frameworks - of which there are currently 19 active - have never been mandated, and neither will they be. That the Cabinet Office should be seen to prevent Central Government departments, or local authorities, from discharging their responsibilities is clearly unwise both politically and in terms of maintaining managerial accountability.
The proposed new frameworks are to fall within two distinct categories: Executive interim will not be classified as contingent labour, but 'handle-turning' contractors' roles will be. I feel it is inappropriate to comment on the dividing line in terms of day rates but it was clear to me that many existing public sector 'interims' will fall into the contingent labour category, including those working at rates above recognised as lower-limit thresholds by the two professional bodies, API and IIM.
This is to be welcomed. If the Cabinet Office delivers what Alf and I were told is planned, then the recognition of executive interim status and the crossover with, and alternative to, big consultancy will be addressed.
My focus since the meeting has been on the interim management supply model. The success of any new frameworks is entirely dependent on the outcome of the tendering process.
The critical factors are a Cabinet Office recognition that best value does not equate to lowest Interim Service Provider's "ISP" margin, and b ISP's placing bids that demonstrate, can deliver, and can measure the added value of a higher-margin service. The Cabinet Office is fully aware of the need to evaluate different interim management supply models.
To this end Alf and I produced a second White Paper which we have not published in the public domain. Much of the content regarding measuring the effectiveness of interim management supply models has been put to the IM community for discussion, both before and after we submitted the White Paper to the Cabinet Office.
Details can be found in my earlier blog.Introduction. Organizations that adopt project management as a means to achieving change and delivering results often find it difficult to prioritise projects and to make best use of their resources. Quote HSE " Success in managing major Hazards is not measured by the Occupational Health and Safety Statistics but by measuring the performance of critical systems used to control risks to ensure they are operating as intended..
This statement is a very powerful statement and i want to stand on the premise that it should form the basis of assessing and formulating regulation regimes.
The Ideal Performance Management System - A comprehensive performance management system will be thorough, inclusive, practical, meaningful, reliable, . They then need to evaluate the success of operations management in meeting their chosen organisation’s strategic management objectives.
For AC and , learners need to explain the importance of effective quality management in achieving their chosen organisation’s objectives. MGT Principles of Management 1 Table of Contents CHAPTER ONE: MEANING, NATURE AND SCOPE OF MANAGEMENT .. 4. Media and Elections. The media are essential to democracy, and a democratic election is impossible without media.
A free and fair election is not only about the freedom to vote and the knowledge of how to cast a vote, but also about a participatory process where voters engage in public debate and have adequate information about parties, policies, candidates and the election process itself in.