How can strategic operations managers contribute to creating businesses capable of competing on quality?

1. Quality management used to be a specialist function carried out by a specialist manager. Why has it become a mainstream task and a key part of the strategic operations manager’s job? How can strategic operations managers contribute to creating businesses capable of competing on quality?

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2. It is commonplace to hear managers and chairmen of companies say that ‘people are our biggest asset’ – but often this is nothing more than words. In what ways can people make a difference to the way a business operates – and how can this potential be realized?

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3. How and why has human resource management moved from a simple concern with recruitment and reward to a more strategic role in the business? In what ways is people management becoming a central concern for strategic operations managers – and in what ways can they enable human resources to make a strategically important contribution to the business?

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4.  ‘The beauty of it is that with every pair of hands you get a free brain!’ This quote from a manager highlights the potential of employee involvement, but the fact remains that most organizations still do not manage to engage their workforce on a systematic and sustained basis. What are the main barriers to doing so – and how would you, as a strategic operations manager, try and increase active employee involvement in continuous improvement of the business?

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5. How can strategic operations managers contribute to the design and operation of organizations?

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