Operations Are An Important Management Function In An Organi

Operations Are An Important Management Function In An Organization Th

Operations are an important management function in an organization. The role of operations management changes as companies react to the business environment. Using the Argosy University online library resources and valid Internet sites, search for an organizational chart of a manufacturing, service, or technology company looking specifically for one that shows a change in the operations function. Typically, such charts can be found in published annual reports of public companies. Based on your analysis of the chart, respond to the following: Identify the components of the operations function in the organizational structure of the company.

Review the annual reports over the past three years and see how the operations management function has changed. Examine the financial reports to understand the competitive and market challenges the organization is facing and then analyze the importance of operations in the organization. Explore how the organizational function has evolved to keep pace with the changing competitive and business landscape. If possible, identify an event that caused the organization to change the role of the operations function in the organizational structure and offer an explanation of how the new operational function is better suited to compete in the current business environment. By Saturday, May 9, 2015 Write your initial response in 300–500 words.

Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation. Do the following when responding to your peers: Read your peers’ answers. Provide substantive comments by contributing new, relevant information from course readings, Web sites, or other sources; building on the remarks or questions of others; or sharing practical examples of key concepts from your professional or personal experiences. Respond to feedback on your posting and provide feedback to other students on their ideas. Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation.

Paper For Above instruction

Operations management is a crucial function within organizations that directly influences efficiency, competitiveness, and customer satisfaction. As markets evolve and technological advancements occur, organizations often reconsider and restructure their operations functions to respond more effectively to external forces. This paper examines a publicly traded manufacturing company, focusing on its organizational chart, changes over three years, and the strategic implications of these changes, supported by insights from recent annual reports and industry analyses.

Organizational Structure and Components of the Operations Function

The selected company for this analysis is General Electric (GE), a multinational conglomerate with diversified operations spanning manufacturing, technology, and financial services. In its recent organizational charts, GE illustrates a central operations division that encompasses manufacturing, supply chain management, quality control, and research & development (R&D). The operations function is often segmented into several sub-units, each responsible for core processes such as product design, production planning, and logistics. The structure emphasizes a hierarchy with senior executives overseeing regional operations, ensuring alignment with corporate strategy. Over the years, GE's operations have expanded to incorporate advanced digital manufacturing and industrial internet initiatives, reflecting a shift towards integrating technological innovation into operational processes.

Evolution of the Operations Management Function Over Three Years

Reviewing GE's annual reports from 2018 to 2020 reveals notable transformations in the operations management function. In 2018, the focus was primarily on optimizing supply chain logistics and reducing manufacturing costs in core divisions like aviation and power systems. By 2019, the company began emphasizing digital transformation, incorporating data analytics and predictive maintenance into its manufacturing processes. This strategic shift was driven by competitive pressure from agile startups and increased customer demand for smarter, more reliable products. The 2020 report highlights further reorganization to incorporate Industry 4.0 principles, with operations increasingly integrated with digital platforms, IoT devices, and automation technologies.

Market Challenges and Strategic Responses

The financial reports over this period indicate that GE faced stiff competition from both traditional manufacturing firms and innovative tech-driven startups. Market challenges included price compression, technological disruption, and the need for sustainability compliance. These pressures compelled GE to reassess and evolve its operational strategies to sustain profitability. The company's increased emphasis on digital capabilities, such as predictive analytics and smart manufacturing, exemplifies a strategic response to stay competitive. Moreover, the restructuring of the operations function allowed for greater agility, faster innovation cycles, and improved customer responsiveness.

Impact of External Events and the Reconfiguration of Operations

A significant external event influencing GE's operational restructuring was the global COVID-19 pandemic. The pandemic disrupted supply chains, caused production halts, and accelerated the imperative for remote monitoring and digital integration. In response, GE accelerated its digital transformation initiatives, particularly in its aviation and power divisions. The new operational role emphasizes flexible manufacturing, remote diagnostics, and real-time data utilization to quickly adapt to supply chain disruptions and fluctuating demand. This reconfiguration demonstrates an evolution towards a more resilient, technology-driven operations management system—better aligned with the demands of a volatile global environment.

Conclusion

In conclusion, the analysis of GE’s organizational and operational changes over recent years exemplifies the dynamic nature of operations management in modern organizations. The shift towards digital integration, agile restructuring, and resilience-building reflects a strategic adaptation to external market challenges and technological advancements. Such evolutions enable organizations like GE to maintain competitiveness and foster innovation, ensuring their operations remain aligned with the modern business landscape’s complexities and uncertainties.

References

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