Outline
- Introduction
- Green Building and Operations Management
- Importance and Role of Operations Management
- Conclusion
Introduction
Green building depends upon effective management process and resource allocation. Project managers tell what they do is to create such things as good home environments, provide for leisure and tourism, save buildings, the countryside and landscape, improve the natural and built environments, make sure that developments are well served by transport systems. Coordination is one of the operations management activities essential to the green building.
The nature, intricacy, and magnitude of the management task, especially in conglomerate organizations, complicates the problem. These burdens are eased by greater use of renewable resources that include people outside the green building project, the addition of personnel to green building staffs, and the establishment of coordinating responsibilities such as research and development, product planning, and market planning.
Green Building and Operations Management
Operations management help green builders adjust to changing market situations, marketing organizations are faced with the necessity of developing agreement within the total system while allowing divisional units great autonomy. Operations management functions such as budgeting, planning, resource management, layout design permit speedier decisions and adjustments, authority to act at lower levels, the development of a supply of green building managers, and recognition of both the latitude accorded specialized or independent functions and the diversity of company activities (Johnston 32).
Operations management facilitates the performance of specialized units in green building process, welds independent divisions into a total complex, sets goals for the entire project, allots each unit its role and appraises its functioning, strives for organizational balance, and fits all the departments into a system. Operations of green building projects vary, and some companies now want it close to the marketplace. This affords greater autonomy for project managers and an advisory position for central planning staffs. As greater authority passes down the line closer to markets, operations management, including location and inventory management decisions, brings a need for marketing specialists at the branch level, thereby creating problems of coordination (Naylor 76).
Importance and Role of Operations Management
Operations management is crucial for green building projects as it include sales forecasting, product planning, marketing control, physical distribution, credit, manpower development, planning and analysis, and industry research.
Breaking out occurs when functions are separated from each other so that they are performed in more efficient and logical manner. Important project issues arise in the process: when to break out functions, how fast they should be developed, and how they should be organized in multidivisional projects. The operations management places emphasis on adjustment to a dynamic external environment and the subordination of the system to overall objectives of the green building industry. Externally oriented, green building leads to greater decentralization and overlapping of staff responsibilities and authority (Naylor 31).
Conclusion
In sum, within green building industry and projects, operations management helps companies to determine basic and fundamental corporate values and reflects in the kinds of marketing strategies chosen and decisions made. Project executives can only be effective through other employees, for decisions are valueless until someone does something about them. Good project implementation requires good organization and a sensitivity to internal and external environment. Through good operations management, green building initiatives help human corporate resources reach high levels of accomplishment.
Marketing decisions, organizations, and operations posture are intertwined. Organizational effectiveness requires assessment and evaluation of objectives, goals, and policies, together with the implementation of management action.
Works Cited
Johnston R. Cases in Operations Management, 3rd Edition Pearson Education Limited, 2003.
Naylor J. Introduction to Operations Management, 2nd Edition Pearson Education, 2002.