Question

Assignment Details

Write a 4-5 page APA-formatted paper on international project management within the context of planning, controlling,and improving global operation management projects

For this project, select a well known, global manufacturer or provider of service. Examine the methods and system with which this organization plans, controls, and improves global operations management projects. Be sure to include concepts from any or all of the units in this course.

The following are some project ideas:

Section One: Planning topics that include the following

*Global business environment

*Barriers trade

*Culture

*Organizational structures

*Strategy

Section Two: Controlling topics that include the following

*Operation management

*Decision-making methods

*Capacity planning

Section Three: Improving topics that include the following:

*Quality control

*Supply chain management

*Enterprise resource management  

Answer 1

Section One: Planning topics that include the following

*Global business environment

*Barriers trade

*Culture

*Organizational structures

*Strategy

Global business environment

Companies want employees who will keep organized and target on the projects at hand. However, company managers should conjointly organize the work of their staff. structure skills within the work will embrace general organizing, planning, time management, scheduling, coordinative resources, and meeting deadlines.

General Organizing Skills
Employees within the workplace should have general structure skills, which permit them to work out the provides they have, a way to prepare their files and whom to contact for specific info. Managers who work with workers can typically organize the work of workers to stay them busy, particularly those who need lots of direction, like file clerks or contract employees.

Barriers trade

There are three types of trade barriers: Tariffs, Non-Tariffs, and Quotas. Tariffs taxes that are imposed by the government on imported goods or services

--Culture Organizational culture is the collective behavior of people in an organization, formed by the values, beliefs, visions, norms, working language, systems, and symbols and manifested in its talk, actions, and behavior. Some try to describe it simply as the way we do things here Ravasi and Schulz suggest that organizational culture is a set of shared mental assumptions that guide the interpretation and action in organizations. It defines the appropriate behavior for various situations. At the same time, although a company may have 'its own unique culture', in larger organizations, there can be different cultures that co-exist and it could be at times, conflicting ones.

A review of the organizational culture literature makes it clear that

1. Culture is essential for both successful organizational change and maximizing the value of human capital

2. Culture management should become a critical management competency, and

3.While the right culture may be a necessary condition for organizational success,

It is by no means a sufficient condition. An important challenge for managers is to determine what the most effective culture is for their organization and when necessary, how to change the organizational culture effectively. Hence, there is a need to learn about organizational culture.

Maximizing the value of employees as intellectual assets requires a culture that promotes their intellectual participation and facilities both individual and organizational learning, new knowledge creation and application, and the willingness to share the knowledge with others. Culture today must play a key role in promoting

--Knowledge management

--Creativity

--Participative management

--Leadership

Strong vs Weak culture

Although all organizations have cultures, some have strong and more deeply rooted cultures than others. Initially, a strong culture was conceptualized as a coherent set of beliefs, values, assumptions, and practices embraced by most members of the organization. The emphasis was on

--The degree of consistency of beliefs, values, assumptions, and practice across the organizational members.

--The pervasiveness or consistent beliefs, values, assumptions, and practices.

Organizational structures

As structure follows a strategy, the organizational structure consists of various departments or Teams, each having specific no of employees. For example, Teams could be production, HR, finance, marketing, etc becomes the pillars of any business in an organization.

Each of these will have a head, some people, a rule for communication, i.e. whether you have to say things only to your immediate boss or you can do that to several people involved in the action at the same time, etc. These basic pillars on which the business is built are called the structure.

Organizations are a lot of or less, as their size and structure permits. The initial step in understanding them is to check their options that describe their style characteristics. during this method, you'll perceive organizations very similar to you'd perceive and understand an individual’s temperament and physical talents.

Structural dimensions:
Centralization -The extent of which functions are spread within the organization, either in terms of integration with different functions or geographically

Formalization - Relating to the extent of policies and procedures within the organization

Hierarchy - Relating to the extent and configuration of levels within the structure

Routinization - Relating to the extent that structure processes are standardized

Specialization - Relating to the extent of that activities are refined

Training - regarding the extent of activities to equip organization members with information and skills to hold out their roles

--Strategy

Strategy means the grand plan and the term is borrowed from the military which distinguished between the grand plan and actual action by calling the former strategy and the latter tactics.

Business strategy

Every business, small or big will have a business strategy. This is the grand plan for doing business. If you were a TATA company each business of TATA I,.e TATA Iron and Steel company, Tata Hotels, etc would have their own business strategy in consonance with the corporate strategy.

Organizations that find out how to use training, motivating and developing programs to support the business strategy which will establish a competitive advantage that will increase profits. Training, motivating and developing have an effect on a Organizations business strategy by promoting particular skills which will develop and has to extend into new areas of business.

Managers Efficient and Effective training comes through a series of academic and hands-on using cooperative activities. An employee may learn as much from working with an experienced manager. Finally, the goal of organization's will be training and developing a plan which is to produce employees who are able to provide your company with a competitive edge, who may work in sales, manufacturing, logistics or management also in other areas.

Section Two: Controlling topics that include the following

*Operation management

*Decision-making methods

*Capacity planning

Operation management

A plan that is important and future-oriented and forms the hub of fulfilling the vision is, of course, very important and such plans are called strategic plans. As against this, short term plans made for the day to day functioning such as production, purchase operation, etc are called operational plans. These plans cover the production, distribution, etc that sustain the markets.

It is necessary to Know the distinction between the "operational plan" and a "strategic plan". The strategic plan is about setting a clear direction for the organization, production goals, and objectives and identifies a spread of ways to pursue so the organization would possibly attain its goals. The strategic plan may be a general guide for the management of the organization in step with the priorities and goals of stakeholders. The strategic plan doesn't provide day-to-day tasks and activities concerned in running the organization.

On the other hand, the Operational plan will gift extremely elaborate information specifically to direct people who are able to perform the day-to-day tasks needed within the running the organization. Organisation management and employees ought to observe and maintain the operational plan in polishing off their everyday work. The Operational plan provides the what, who, once and how much.

Strategic plan process is responsible by the CEO who is taking charge and manage the strategic planning process. They often to be visionary, and to alert for the options available in the future. They usually concentrate on the planning idea and observes that the plan is executing in an accurate manner or not. They will coordinate and participate with everyone whose attention and collaboration is needed. They also provide individual tasks to others but they remain as supervisors who ensure the planning proceeds as expectations.

And the second thing who is responsible in this strategic plan is Without the staff’s input, perspective, support during planning, and final implementation of the plan it would be not possible to carry out the strategic planning process to successful results. After the overall plan is explained and implemented by the board and management people, the staff should be involved in their own operational plans for implementation. The operational plans are next followed by the strategic plan. Then the objectives on the board are approved into workable actions and schedules which result in successful outputs.

Managers play an important role in the operational plan by following the below terms.

--Investigation on a regular basis that has to be achieved and yet to be achieved.

-- Accurate Action should be taken on the tasks to be performed in the aspect of time and quality.

--Resources should be made available when they are in need.

--Supervising, supporting and motivating the staff of the organization to ensure that tasks are allocated by the managers.

--Any change is required in the operation must be taken care of by the manager.

--Reporting and troubleshooting have to be informed to superiors e.g. directors, committee members, and the Board Members of the organization.

Decision-making methods

Decision-making methods are used in all aspects of project management for an instance the approval of a business, while evaluating proposed solutions, and choosing a vendor, resources to improve and work on a project, identifying risks and approval of change requests. The decisions that are made have a wide-range effect on the project and can mean the difference between success and failures.

using Decision Making Techniques for choosing team members to work on a project could be based on the following criteria:

• The skills, knowledge, and experience of a candidate
• Available at the times required by the project
• Whether the cost will fit within the project budget or not
• Attitude towards the project or the other team members

Capacity planning is the process of determining the production capacity which is needed by an organization to reach the change in demands for its products. capacity planning is planning which involves in estimating the storage, computer hardware, software, and connection infrastructure resources required over some future period of time. Also vendors management planning, suppliers, customers, employees, etc.

Section Three: Improving topics that include the following:

*Quality control

*Supply chain management

*Enterprise resource management  

Quality control

As quality control is a complex process, the use of tools and techniques helps in making the process effective. Therefore, an overall understanding of the requirements of the tool is essential for both the management and the employees. These tools and techniques help in analyzing quality and prescribing solutions on a continues basis. There are 7 major tools of quality control, namely check sheets, Pareto chart, cause, and effect diagram, scatter diagram, control charts, flowcharts, and histogram. These tools are called the seven basic tools of quality control.

Supply chain management

The aim of operations is to run expeditiously, give consistent, high-quality services, and frequently improve client expertise. Reports ought to show that we have a tendency to are succeeding or determine areas for improvement. though we've got much information to use for trending, up against services, and promoting price, several IT organizations struggle to deliver the proper mixture of metrics and provides the proper reports to the proper audience.

Each industry would have progressed over the years or decades improving their processes and products. During this development, the materials would have changed and processes would have changed. As all products or services are meant to serve the needs of the customers, They undergo continues changes both in configuration and features.

Materials and methods goon improving incessantly because of the research that is conducted.The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. Various firms in any industry would end up adopting almost similar methods of getting an output as required, but only a few among them would reach great heights because of different practices that lead to a superb performance. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilized or changed owing to the development of new types of equipment which are designed. A very commonly quoted example is the Toyota production system adopted by various companies world over in the pursuit of excellence.

A manufacturer, with an eye on growing markets, demands higher quality and reduced prices. Industry best practices and efficiency open up the field for the benchmarking by companies which need to improve their performance.

An organization has to manage the flow of all the items in its supply chain. A supply chain is the flow of materials, information, money, and services from various sources to the customers. The total supply chain process can be categorized into three types:

Upstream supply chain or inbound logistics: Upstream supply involves the activities of a manufacturing company with its suppliers.

Internal supply chain or in-house processes: Internal supply chain involves activities that are undergone with-in the manufacturing company for the transformation of the inputs from the suppliers to the outputs.

Downstream supply chain or outbound logistics: Internal supply chain involves activities in delivering the products to the final customers.

Enterprise resource management  

It is software which generally lets a user switch on to different enterprise systems and applications using the same password. This software makes it convenient for the enterprise to control and keep track of systems and resources each user has access to and will provide consistent standards for creating and changing passwords. One system administrator can usually manage user - UNIX, mainframe, etc and to the applications on these platforms that require controlled access.

Enterprise resource management also describes the software which will manage all the company's assets and resources, also such basic applications which are a general ledger, accounts payable and receivable, as well as manufacturing, inventory, and human resources, etc.