Many studies about operations strategy and management have tended to focus on profit maximizing organizations than on non-profit organizations. However, the importance of operations and its strategy and management is a key factor in non-profit organizations as well. Therefore, Oxfam is of particular interest because it is a non-profit organization while it can be seen that the same theories are applicable. The purpose of this paper is to apply the main theories within operations strategy and management on this charity organization. Operations, as the resources that create products and services, covers different functions in an organization, as can bee seen in figure 1. 1 Therefore, this paper gives an overview about the application of the different parts of this model. [...]
Table of Contents
- Introduction
- The charity organization Oxfam
- Background Information
- The four V's
- The five performance criteria
- Main concepts and their application
- The Role of Operations
- The Objectives of Operations
- Operations Strategy
- System design
- Planning & Control
- Quality
- Conclusion
- Bibliography
Objectives and Key Themes
The main goal of this report is to apply operations strategy and management theories to a non-profit organization, specifically Oxfam. It aims to analyze Oxfam's operations within the framework of the Operations Strategy and Management model, considering the organization's unique characteristics and objectives.
- The role of operations in non-profit organizations
- Application of operations strategy concepts to Oxfam
- The four V's (Volume, Variety, Variation, and Visibility) as applied to Oxfam
- Oxfam's five performance criteria
- The impact of operations strategy on Oxfam's competitive role and position
Chapter Summaries
The report begins with an introduction that highlights the significance of operations strategy and management in non-profit organizations, emphasizing Oxfam as a prime example. The introduction also outlines the report's structure and objectives.
The second chapter focuses on Oxfam, providing background information about its establishment, mission, and global operations. It analyzes Oxfam's operations through the lens of the four V's: Volume, Variety, Variation, and Visibility. The chapter also explores Oxfam's five performance criteria, which are crucial for defining its competitive role and position in the non-profit sector.
The third chapter delves into the application of main concepts from the Operations Strategy and Management model to Oxfam. It examines the role of operations, objectives of operations, operations strategy, system design, planning & control, and quality within the context of Oxfam's unique operations.
Keywords
This report primarily focuses on the application of operations strategy and management concepts to a non-profit organization, specifically Oxfam. Key themes include the four V's (Volume, Variety, Variation, and Visibility), Oxfam's five performance criteria, and the impact of operations strategy on its competitive role and position.
- Citar trabajo
- Nicole Brand (Autor), 2007, Operations Strategy and Management within Oxfam, Múnich, GRIN Verlag, https://www.grin.com/document/69646
