Name: Honeycris H.

Lingatong Course: BSA-1

Subject: Operation Management Date: 03-03-22

Answer the following questions properly;

1.Contrast organization strategy and operations strategy.

The organization's strategy determines the organization's general direction. It has a vast scope,
including the entire company. The scope of an operations strategy is tighter, focusing on the
organization's operations.

The company's long-term intentions to attain its intended goals and overall success are discussed
in organizational strategy. Operations strategy, on the other hand, is concerned with the effective
and efficient use of a company's resources in order to produce things and deliver services. More
specifically, in operations strategy, the firm's manager must devise plans to increase the firm's
throughput (assuming it is a manufacturing firm) while lowering operational costs. Many plans
can be formed to meet these two criteria, such as identifying the system's bottlenecks and then
addressing those bottlenecks to try to enhance its capacity for faster output. Organizational
strategy, on the other hand, is concerned with the top management's overarching plans. Because
the ultimate purpose of a business is to produce money, these plans will almost always include
money as a primary variable input in their decision-making.

2. Who needs to be involved in formulating organizational strategy? Define their roles.

Identifying who needs to be involved in the planning process is the first step in developing a
strategic plan for the organization.

Who should be involved in the strategic planning process is a decision that the Management
Committee must make? In general, it should include the following:

• individuals who will be responsible for putting the plan into action (for example,
management, employees, and volunteers);
• those who will be impacted (for example, members, users, and so on);
• people who will be in charge of overseeing its implementation (for example, the
Management Committee); and
• individuals who may be able to assist in its growth (e.g., community activists, funding
bodies, etc).

3. How can technology improve and why? 1) Competitiveness 2) Productivity

Technology is an essential competitiveness contributor. Technology strategic management can

aid firms in maintaining their competitiveness. Despite this critical link, just a few Indian firms
appear to have been able to successfully deploy technology strategy. In our research, we
attempted to quantify this critical relationship between technology management and
competitiveness. For a chosen group of firms in high-tech industries, criteria were selected and
pooled to quantify technology management maturity and competitiveness. The preliminary
study findings are provided in this report. A common tool was used to audit the technology
management performance. Productivity, growth, returns, and market capitalization are all
essential factors in determining competitiveness. In some cases, the outcomes are foreseeable,
but in others, they are unexpected. More study is needed to better understand and disseminate
effective methods for long-term development. Without a doubt, technology has a huge impact
on productivity. Technology has had a positive impact on employee productivity for obvious
reasons. It's also becoming the standard for most business owners to take this route. After all,
who wouldn't want to work in a healthy and productive environment? Of course, there are
factors that impede or reduce workplace productivity in any company. However, there are a
variety of technology tools and activities that can significantly increase job efficiency.