The strategic repercussions of capacity decision can be vast, influencing various aspect of an organization. From the perspective of operations management, capacity decisions institute a set of condi

The strategic repercussions of capacity decision can be vast, influencing various aspect of an organization. From the perspective of operations management, capacity decisions institute a set of conditions in the confines of which all operation will be necessitated to operate. On this basis, it is extremely vital to incorporate the contributions of operations management individuals while reaching capacity decisions. The management of operations is in actuality the management of a company’s entirety of resources utilized in operations, such as information, materials, staff members, and equipment.      

In spite of the fact that many researchers have a propensity to direct their focus to complicated topics such as inventory management or supply chain management when determining new techniques of running operations in a business changes are typically implemented to the manner in which individuals handle their work (Stevenson, 2014). At the simplest level, a corporation might attempt to enhance the performance of its stored through neatening and rearranging shelves and office furniture, coupled with altering the manner in which directives are handled or the approach applied to replenish stock. The influence on individuals may be substantial, such as familiarizing themselves with the new locations or new duties.

Most of the modifications performed in operations lead to greater transformations being experienced to day to day operations. Conventional procedures may become obsolete as they are replaced by new and more efficient operations. At this point, operations managers may be required to ensure a smooth transition resulting in less resistance and minimal disruption to the daily operations of a corporation (Slack, Brandon-Jones & Johnston, 2014). In this regards, they may make attempts to enhance teamwork and to foster constructive relationships. Subsequently, all participants will collaborate and support the proposed changes.

References

Slack, N., Brandon-Jones, A., & Johnston, R. (2014). Operations management (7th ed.). ‎London: Pearson.

Stevenson, W. (2014). Operations management. McGraw-Hill Higher Education.  

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