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BMEC1 - Module - 1 - Operations and Quality Management For Public Service Delivery
BMEC1 - Module - 1 - Operations and Quality Management For Public Service Delivery
MODULE 1:
OPERATIONS AND QUALITY
MANAGEMENT FOR PUBLIC
SERVICE DELIVERY
BMEC 1: OPERATIONS MANAGEMENT FOR PUBLIC
ADMINISTRATION (TQM)
1st Semester | SY: 2021-2022
BSPA 2
BMEC 1: Operations Management for Public Administration (TQM) | 1ST Semester | SY: 2021-2022
TABLE OF CONTENTS
Learning Outcomes 3
Summary of Topics 3
Content
Topic 1: Operations and Quality Management for Production and
Customer Satisfaction 3
Topic 2: The Operations & Quality Management Framework 6
Topic 3: The Principles of the Operations & Quality Management 7
Topic 4: Catalysts of Operations & Quality Management Framework 7
Topic 5: Operations and Quality Management Framework 8
Supplementary Materials 9
Module Activity No. 1a 10
References 10
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 2
MODULE 1 |
OPERATIONS AND QUALITY MANAGEMENT
FOR PUBLIC SERVICE DELIVERY
Intended Learning Outcomes:
✓ Explain the role of Operations Management in government service delivery.
✓ Differentiate the operations management in the business and government sectors.
✓ Explain the connection of production to customer satisfaction.
✓ Discuss the five principles of the Operations and Quality Management.
✓ Explain how the catalysts of change solve government problems in term of providing goods
and services to the people.
✓ Explain why government agencies should operate like private companies.
Topics:
Topic 1: Operations and quality management for production and customer satisfaction
Topic 2: The Operations & Quality Management Framework
Topic 3: The Principles of the Operations & Quality Management
Topic 4: Catalysts of Operations & Quality Management Framework
Topic 5: Operations and Quality Management Framework
Introduction
It is certain that many governments don’t function the way they should deliver goods and services to
the people for various reasons:
Political Biases
Mc Lennan (2009) talks about a state-driven goods and services delivery system whereby politics
define a power relationship between the state, the citizens and the economy. This perspective
supports the idea of Rogers (1978) about the limitations of public service to deliver goods and
services because of expertise and political biases.
Topic #1: Operations and quality management for production and customer
satisfaction
OM and Quality Management in Private/Business Sectors
Nowadays, business organizations strive to remain in the market and therefore the production of
goods and/or services becomes a challenging exercise. The cost and time for the production and the
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 3
quality of goods and/or services produced are therefore critical considering competitions in the
business sector. Many strategies are therefore developed and implemented to survive the
competition. Operations and quality management are among the strategies used by the survived
business organizations.
This is true whether the company is large or small, provides a physical good or a service, is for-profit
or not-for-profit. Every company has an operations management function. Actually, all the other
organizational functions are there primarily to support the operations function. Without operations,
there would be no goods or services to sell.
Role of Operations Management
The role of operations management is to transform a company’s inputs into the finished goods or
services.
Inputs include human resources (such as workers and managers), facilities and
processes (such as buildings and equipment), as well as materials, technology, and
information.
Outputs are the goods and services a company produces.
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 4
Operations Management Decisions
Strategic Decisions
• Long-term decisions that set the direction for the entire organization are called strategic
decisions.
• They are broad in scope and set the tone for other, more specific decisions.
• They address questions such as: What are the unique features of our product? What market
do we plan to compete in? What do we believe will be the demand for our product?
Tactical Decisions
• Short-term decisions that focus on specific departments and tasks are called tactical
decisions.
• Tactical decisions focus on more specific day-to-day issues, such as the quantities and timing
of specific resources.
Strategic decisions are made first and determine the direction of tactical decisions, which are made
more frequently and routinely. Therefore, we must start with strategic decisions and then move on to
tactical decisions. Tactical decisions must be aligned with strategic decisions because they are the
key to the company’s effectiveness in the long run. Tactical decisions provide feedback to strategic
decisions, which can be modified accordingly.
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 6
transformation processes. They further argue that when the input-output system produces a
negative value added in government operations, public support is withdrawn.
2. Competitiveness
The second catalyst for change is to attain a reduction in national differences in public services and
increasing desire to enhance competitiveness of national economies as a result of globalization
(1995: 7). Improving the quality of services to meet and exceed the expectations from individuals and
business and responding to flexibly and strategic external change within the public services are then
possible through the implementation of both operations and quality management.
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 7
Topic #5: Operations and Quality Management Framework
Template of the Operations and Quality Management Framework
Values
Control,
Monitoring,
Evaluation
Public service must be more than doing a job efficiently and honestly. It must be a
complete dedication to the people and to the nation.
SUPPLEMENTARY MATERIALS|
If you want to learn more about the topics, you can click these links below:
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
Service Delivery 9
MODULE ACTIVITY NO. 1
Instructions: Answer the following essay questions below. (40 points)
1. Explain the role of operations management in government service delivery. (10 points)
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
2. Compare operations management in the private and government sectors by using a real-life
example. (10 points)
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
3. Explain the connection of operations and customer satisfaction. Use your experience in
transacting with a government office as your example. (10 points)
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
4. Explain why government agencies should operate like private companies (10 points)
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Rubrics:
9-10 points 7-8 points 5-6 points 3-4 points 1-2 points
Outstanding content, full Strong content, clear, Adequate content, Limited content, Very limited content,
of intriguing details, focused usually clear, focused somewhat unclear but unclear, topic not
clear, focused has a discernable focus defined
Purposeful organization, Predictable
Compelling and easy to follow organization, generally Weak and inconsistent Awkward, disjointed,
seamless organization, easy to follow organization, hard to very hard to follow – no
easy to follow Expressive, sincere, follow flow
engaging – often brings Expressive, sincere,
Extremely expressive, subject to life functional voice Limited expression, Impersonal, no apparent
explodes with energy, rarely brings the subject voice to bring the
hard to put down Frequent use of vivid Predominant use of to life subject to life
verbs, often precise functional words –
Consistent use of vivid needs more imagery Words are rarely vivid, Word lack clarity and
verbs, words paint a Strong grasp of clear or precise are ineffective or
picture, precise convention, very few Good grasp of overdone
errors convention, readable Frequent errors in
Outstanding grasp of with few error writing conventions, Frequent errors in
conventions – revised, affect readability writing conventions,
edited and corrected seriously affects
readability
REFERENCES|
How Operations Management (OM) Works. (n.d.). Investopedia. Retrieved September 1,
2021, from https://www.investopedia.com/terms/o/operations-management.asp
Mbecke, Z. M. P. (2014). Operations and quality management for public service delivery
improvement. Journal of Governance and Regulation, 3(2), 36–45.
https://doi.org/10.22495/jgr_v3_i4_p4
Reid, D. R., & Sanders, N. R. (2009). Operations Management (4th ed.). Wiley.
BMEC1: Operations Management for Public Administration (TQM) | Module 1: Operations and Quality Management for Public
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