Though the theory of a company management may give a very broad perspective of the major issues faced in the course of running an organization, it is only practice that helps embrace every single detail of the process and help one perfect their management skills. In the course of analyzing the Operations Management (OM) process, I have learned that working on an individual capacity is the key to improving the capacity of an enterprise, and that the enticement model as the key towards motivating the staff for a better performance can be viewed as the most efficient and adequate performance enhancer. The key success concerned the adoption o the performance-based recompense, which at present seems the most reasonable solution to the motivation improvement issues.
It would be wrong to assume that the entire process of project implementation was smooth and flawless – a few problems were encountered in the course of the research. The goal of the project was not to avoid any possible issues from occurring, but facing these issues and developing the appropriate means to address the emerging problems. First and most obvious, the assessment of the capacity management posed quite a few problems to solve.
To be more exact, it was crucial that different aspects of the organization’s productivity, including the organizational behavior, the qualifications of the staff and the financial potential of the company, should be integrated into the evaluation. Therefore, a complex mechanism for the capacity measurement had to be developed. Another issue that needed to be resolved concerned the efficacy of the human resource management. On the one hand, the quality of the HRM strategy correlated directly to the performance rates; on the other hand, the concept of the organizational behavior and the existing avenues for the conflict management also needed assessment. Therefore, the two factors were to be included into the construction of the assessment tool.
It goes without saying that the given experience was a thing in itself for the most part; it had a purely intrinsic value as a training session, a way to see the theoretical principles implemented in order to solve real life problems. However, apart from the valuable experience, the analysis of the organization in question has also provided me with an opportunity to develop a range of skills, the analytical ones being of the greatest significance. Indeed, as it has been stressed above, this real life situation has taught me that, when carrying out the assessment of an entrepreneurship’s capacity in real life, it is impossible to consider isolated factors affecting the organization; instead, the relationships between threes factors must be taken into account when conducting the evaluation of a company’s performance.
For instance, in the given case, the lack of competitiveness of the company had to be viewed through the prism of the corporate values and the relationships between the staff members. As a result, the skills of researching the problem from different angles and defining the summation effect of the factors in question have been developed. The skills of measuring the company’s performance at the individual level, however, have not been trained fully.
In the course of the project, the following tasks have been completed:
- Production process evaluation;
- Service process assessment;
- Capacity management assessment;
- Quality management assessment;
- Equipment and other resources evaluation;
- Supply chain network evaluation;
- Inventory management assessment;
- Demand management assessment;
- Sustainability check;
- Push and pull inventory strategies evaluation;
- Overall performance assessment.
In a retrospect, it seems that the motivation issue could have been explored somewhat deeper. The sociocultural background of the staff could have also been explored in order to define the best incentive strategy possible. In addition, the project would have benefited from a comparison with another company where a different approach of motivation enhancement could have been tried.