Nov 26, 2020 in Management

Literature Review

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Five Management Tips from the Bible

The Bible contains teaching on management in the first book of Moses. Particularly, the biblical story of Noah examines the core management tips that he used while building the ark as the operations manager. Genesis 6 demonstrates strategies of operations management (Simon, 2012). Furthermore, it depicts the role played by operations managers, who usually design, make plans, take control, and improve operations of services and manufacturing. Moreover, it provides suggestions on how they can enhance their performance. The lessons learned are valuable not only to leaders but also to those who wish to be successful entrepreneurs.

The author indicates that an operations manager should mind whom to hire, provide the team with the necessary resources, and pay workers a good package, hence retaining them (Simon, 2012). A manager should have the best and most effective ways of communicating with employees, like holding regular meetings to minimize room for error and receive workers' feedback regularly. In addition, the administrator should not get overboard with too much supervision, letting employees have freedom in the workplace. This tactic will distinguish those who are self-drive and the worst abuses of freedom, therefore allowing the manager to handle them individually. Furthermore, the administrator should motivate workers not to lose interest in their tasks. Managers should make employees understand that whatever they are undertaking is beneficial to both parties and if it fails, all will be disadvantaged. Finally, it is crucial to keep them focused on the end products and share the vision for the assignment.

Reference

Simon, D. (2012). 5 management tips from the Bible

How to Operate a Promotional Products Business

The purpose of this informative article is to gain an understanding of how various steps contribute to the success of the promotional product business. Moreover, it aims at creating awareness to manufacturers, distributors, and imprinters on how to promote a product's business (Duff, n.d.). The author claims that promotional products create a good impression for a company from which it expands its market power (Duff, n.d.). The initial market analysis takes a critical position to ensure that the business succeeds. At this stage, a manufacturer takes into account the costs and benefits of the business and the distribution network. Besides, the article describes the Promotional Products Association International as an association that enhances trust between the distributors, imprinters, and the manufacturers (Duff, n.d.).

The marketing strategy of the manufacturer also earns the trust of the distributors who visit the Promotional Products Association International, hence placing the products at the higher point of promotion. Participation in exhibitions such as the MAGIC trade show helps to showcase one's products (Duff, n.d.). The Evaluation of the distribution strategies should enable distributors to introduce a new promotional product in the market through the anticipation of what other clients need. Moreover, the relation between products makes it easier to promote them, which rests on the lowered promotion cost attached to them (Duff, n.d.). Finally, being updated with the trends of the market is of benefit to both the manufacturer and the distributor. Therefore, different forms of media should be incorporated in the promotion of the products.

Reference

Duff, V. (n.d.). How to operate a promotional products business.

The Changing Face in the Management of China

The article describes the transformation of management in China. China is among the fastest developing economies in the world and thus has a significant influence on the global market. As the economy grows, operations of multinational corporations (MNCs) in China grow too (Wharton University of Pennsylvania, 2005). Most senior executives and CEOs from different countries want to have a relation with resourceful companies in China. The most successful MNCs are those whose top managers stress the advantage of their relationship with China in business, which ensures that China locals serve more roles in senior and middle management. Soon, nurturing the overwhelming number of increased educated managers will pose a challenge to multinationals. Thus, Chinese managers should address the growth among other challenges in the competitive domestic and foreign company.

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Furthermore, China demands more managers compared to previous years where general managers were given straightforward roles, which calls for the country to take measures in dealing with the global migration. Their general managers should advance and develop their management skills to handle the increased number of customers migrating to China. The results attained from a survey conducted by BCG on 14 MNCs showed that MNCs treat China uniquely (Wharton University of Pennsylvania, 2005). In particular, they have senior sponsors, both internally and externally bold targets, and continued support of management by equipping them with management skills. Thus, China is made a regional and global center. Finally, the article demonstrates how some European MNCs are recognizing the importance of oiled relations with China market (Wharton University of Pennsylvania, 2005). MCNs partnering with China finds it cost-effective to fill their vacant ranks of management with Chinese executives and, therefore, they rely less on expatriates.

Reference

The Wharton University of Pennsylvania. (2005). The changing face of management in China.

Service Operations vs. Manufacturing Operations

This article appreciates the fact that service and manufacturing operations have both similarities and differences; its main purpose is to address these differences and similarities (Schieltz, n.d.). One of the main differences is the mission and vision statement created based on how the organization will be run. An understanding of the differences between the two operations would help the management when it comes to planning and managing an organization (Schieltz, n.d.).

Moreover, this article shows how the characteristics of the manufacturing and service operation can be used to expand an organization (Schieltz, n.d.). The tangibility of the manufacturing products means that they can be broken down into different branches. At the same time, service operations can be classified into various industries that can be used in diversification.

Furthermore, there is standardization in the manufacturer's operation, which presupposes giving identical products to its client. On the contrary, service operations have vaster opportunities for customization of the service provided (Schieltz, n.d.). The article also addresses the production environment of the two operations. While service operations rely on how service offered influences customers' experience, the manufacturing operations consider the manufacturing layout that can be product-focused, process-focused, or fixed. However, the operation of the two requires the management to ensure that there is a smooth running of the operations. The article finally acknowledges the similarities between the service and manufacturing operations, the main one being the issue of cost control. Both operations aim at lowering the cost and maximizing profit, which reaffirms the thesis of the article that service and manufacturing operations have both similarities and differences.

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