Comparing Operations Management and Marketing Term Paper by Nicky

Comparing Operations Management and Marketing
A comparison of business operations management and business marketing management.
# 148946 | 1,408 words | 6 sources | APA | 2011 | US
Published on Nov 15, 2011 in Business (Management) , Business (Marketing) , Business (Applied Operations)


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Description:

The paper looks at the evolution of business operations management and business marketing and examines modern operational management principles versus modern marketing management principles. The paper then discusses the applicability of modern principles of employee motivation to both operational management and to business marketing management. The paper does point out that the fundamental differences between these two business functions dictate certain differences in the specific uses of management techniques to maximize productivity and employee satisfaction.

Outline:
Introduction
The Evolution of Business Operations Management
Modern Operational Management Principles
The Evolution of Business Marketing
Modern Marketing Management Principles
Employee Motivation

From the Paper:

"Perhaps the most important recent changes in modern business management are equally applicable to both operational management and business marketing management. Specifically, modern principles of industrial psychology suggest that management should maintain certain fundamental assumptions about employee motivation. First, management by the exception in which only unsatisfactory performance and stellar performance draw management attention is counterproductive. Second, McGregor's Theory X of negative motivation should be replaced with McGregor's Theory Y of positive employee motivation. Third, and most recent, employee satisfaction is largely dependent on how well work allows employees to balance their vocational and family responsibilities (Robbins & Judge, 2009).
"Management by the exception is not conducive to optimal performance of most employees; rather, it produces a corporate culture of mediocrity in which many employees have little motivation to work any harder than necessary to retain their employment. Instead, modern industrial psychologists suggest that all managerial supervision should provide some tangible incentive for productivity, including opportunity for greater task-autonomy (if appropriate) and room for professional advancement (Robbins & Judge, 2009).
"Furthermore, assumptions and policies reflecting management beliefs that employees dislike their work and perform only because they have no other choice (Theory X) is likely to project that assumption and contribute to its manifestation in employees. Conversely, where management adopts the assumption that employees are capable of deriving satisfaction from quality work and achievement (Theory Y), employees tend to reflect those attitudes (Robbins & Judge, 2009)."

Sample of Sources Used:

  • Daft, R. (2005). Management 7th Edition. Mason: Thomson South Western.
  • Evans, H. (2004). They Made America. New York: Little Brown & Co.
  • George, J.M. & Jones, G.R. (2008). Understanding and Managing Organizational Behavior. Upper Saddle River, NJ: Prentice Hall.
  • Locker, K.O. (2006). Business and Administrative Communication 2nd Edition. Boston, MA: McGraw-Hill.
  • Myers, D.G. and Spencer, S.J. (2004). Social Psychology. Toronto, Canada: McGraw-Hill.

Cite this Term Paper:

APA Format

Comparing Operations Management and Marketing (2011, November 15) Retrieved October 21, 2020, from https://www.academon.com/term-paper/comparing-operations-management-and-marketing-148946/

MLA Format

"Comparing Operations Management and Marketing" 15 November 2011. Web. 21 October. 2020. <https://www.academon.com/term-paper/comparing-operations-management-and-marketing-148946/>

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