Title: Operation Management Essay Example

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Title: Operation Management

Operation Management

The business venture that I would select is organizing events with drinks, food, music among other things, abroad for at least fifty people in a hired accommodation. There are vast opportunities in event organizing particularly for corporate bodies.

The goal is to venture into event organizing business with the aim of penetrating the foreign market. Vocations and holidays provide opportunities for companies or corporations to take their staff on team building excursions and retreats. The enterprise will target holiday seekers or corporations who take their teams on holiday to provide accommodation, drinks, foods and other entertainment activities. It will be prudent also to include experts in team building activities to enhance self-sufficiency.

The aim is to come up with a business plan targeting groups and corporations who send their teams for retreats, team building or fun. The services that will be provided will include accommodation, drinks, music and food, among others. This is an event organizing enterprise targeting the foreign market. It is a labor intensive venture that will target to provide high quality services to customers and use personal selling and intense marketing to reach target customers.

lanning & Market ResearchTitle: Operation ManagementP

Title: Operation Management 12 Months

artners & Capital SourcingTitle: Operation Management 2P

6Title: Operation Management 3Title: Operation Management 4 Months

Hiring & Training Staff

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arketing, Advertising & PromotionTitle: Operation Management 6M

Title: Operation Management 7

iring Accommodation & Deployment of staff on DemandTitle: Operation Management 8H

ales and Personal SellingTitle: Operation Management 10Title: Operation Management 9S

High Service Delivery

Wheel organizational structure

There are no distinct levels of management in a wheel organizational structure. Absence of a clear authority can result into inefficiencies since the message can be distorted around the circle or wheel. In a wheel organizational structure the owner does not have a grip on the operations. Many things are never accomplished beyond trouble shooting (Robbins & Judge, 2007). The owner of the business or organization accomplishes nothing beyond trouble shooting. He has no time off and earns less that key people in the business. The owner experience what is known as a growing ‘give away gap’ that defines the disparity between the way the business is operating and the ability of the owner to control the business operations. The wheel structure is often applied in procurement and distribution levels of a business.

Traditional divisional structure

Traditional divisional structure comprises divisions or units that are separate and semi-autonomous. In a single corporation there will be several different divisions and each of the divisions has specific goals or objectives to accomplish (Amaral & Uzzi, 2007). A manager is in charge of a division and is responsible for failure or success of the entire division. Managers focus more on results understanding that their credibility is at stake.

Business Unit Structure

A business unit structure has low departmentalization. There is centralized authority. A business unit is a distinct and fully functional unit of business that develops their own strategic direction and vision (Schermerhorn, Jr, 2009). A strategic business unit is an important component of a company and reports back to the headquarters.

Matrix structure

A matrix structure is characterized by specialists being assigned from different functional departments to work on a single project or multiple projects. In any organization there could be several projects going on concurrently. A project manager is put in charge of a project and allocates the resources required for the project (Robbins & Judge, 2007). The project manager gathers specialists drawn from different functions to work on the project. There are two managers in this structure, the functional or department manager and the project manager.

President/ C.E.O

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HRM & Finance

Sales & Marketing

Research & Development

Accommodation & Procurement

This is a functional organizational structure. The organization structure is based on a strong hierarchy. This structure is based on practical specialization where workers are departmentalized according to their roles in the organization. This makes it easier for every department to realize its goals or objectives in the organization and achieve them. The achievement of the mission of the organization is a combined effort of the various departments that form the functional units of the organization (Amaral & Uzzi, 2007). This is the best structure since the organization will only venture in one service, that is, event organizing. Directing a functional designed structure is easier as compared to other structures that seem sophisticated. A functional structure maximizes performance. Skills, experience and competence needed for a particular chore are consolidated in a sub-organization or department hence making sure there is sharing of valuable expertise by personnel. This structure further encourages career development for people who want to be technical specialist like in team building, human resources, marketing or personal selling. The structure will enable perfecting the activities that the enterprise will venture into since people would have specialized in areas where they are best gifted (Schermerhorn, Jr, 2009). There is little bureaucracy in this structure hence encouraging quick decision making. There is clear accountability in this kind of organizational structure. It is very efficient in assignment of tasks since each department has its defined function.


Amaral, L.A.N. & Uzzi, B., 2007, Complex Systems—A New Paradigm for the Integrative Study of Management, Physical, and Technological Systems, Management Science, 53, 7: 1033–1035.

Robbins, S.F., & Judge, T A., 2007, Organizational Behavior, 12th edition. Pearson Education Inc., p. 551-557

Schermerhorn, Jr, J R., 2009, Exploring Management, Edition 2, John Wiley & Sons, New York.