Evaluate the success of operations objectives in meeting the organizational objectives?

Implementing: Every company will have its own strategy but it is the operation which puts in to practice. You cannot , after all, touch a strategy; you cannot even see it ; all you can see is how the operation behaves in practice. The implication of this role for the operations function is very significant. Support: It must develop its resources to provide the capabilities which are needed to allow the organization to achieve its goals. Example: If a manufacturer of personal computers has decided to compete by being the first in the market with every available new product innovation , then its operations function needs to be capable of copying with the changes which constant innovation will bring. It must develop or purchase processes which are flexible, enough to manufacture novel parts and products. Driving: The third role of the operations part of the business is to drive strategy by giving it a long-term competitive edge. The both short term and long term success can come directly from the operations functions. An operations function which is providing both long and short term advantage is 'driving ' business strategy by being the ultimate custodian of competiveness. Effective operations management: Operation plays these roles within the organization can be judged by considering the organizational aims or aspirations function. The model traces the progression of the operations function from which it is largely negative role of stage 1 operations to it becoming the central element of competitive strategy in excellent stage 4 operations. Stage 1: internal neutrality : This is the poorest level of contribution by the operations function. The other functions regard it as holding them back from competing effectively. Even good organizations can be let down by their operations function and the resulting publicity can be damaging. Stage 2: External neutrality: The first of breaking out of stage 1 is for the operations function to begin comparing itself with similar companies or organizations in the out side market. By taking the best ideas and norms of performance from the rest of its industry , it is trying to be 'externally neutral'. Stage 3:Inernally supportive: These operations have probably reached the 'first division' in their market. They may not be better than their competitors on every aspect of operations performance but they are broadly up with the best . Stage 4:externally supportive: The third stage is taken to be as the limit of the operations functions contribution.