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Operations
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What is Operations?

Operations management sits at the heart of how businesses plan, execute, and control the processes that deliver goods and services. It appears across a wide range of business courses, including strategic management, supply chain management, project management, and organizational behavior. The field is academically rich because it connects abstract strategy to concrete, measurable outcomes — cost control, process efficiency, quality standards, and organizational alignment all fall within its scope. Students are drawn to operations as a subject because nearly every business decision, from resource allocation to global expansion, has an operational dimension that determines whether a strategy succeeds or fails in practice.

The papers collected here reflect a broad range of analytical approaches. Some take a case-study format, examining specific companies such as Gillette, PepsiCo, Lincoln Electric, and UPS to evaluate global strategy, supply chain management, and cost allocation decisions. Others apply organizational frameworks like Weisbord's Six-Box Model to assess how structure and process interact within a company. Business planning appears as well, alongside discussion-based analyses of incentive systems, quality management, and network support technologies. This variety shows that operations can be studied through financial, strategic, behavioral, and technological lenses depending on the course context.

A strong essay on operations grounds its thesis in a specific process, decision, or organizational challenge rather than describing operations in general terms. Evidence drawn from company performance, cost structures, supply chain outcomes, or strategic results tends to carry the most analytical weight. The most common pitfall is treating operations as a list of activities rather than an interconnected system — the strongest essays show how individual operational choices affect overall organizational performance.

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Paper Doctorate
Michael Dell's transformational leadership and business model innovations
Michael Dell's leadership of the company he founded shows an innate ability to overcome difficult industry-wide shifts in direction while at the same time being able to completely redefine their business model, reinventing themselves in the process. The intent of this analysis is to illustrate how Michael Dell has architected his company so that his and his team's transformational leadership makes a significant and profitable impact on operations globally. Dell is highly customer-centered and also relies extensively on analytics, business intelligence (BI) and key performance indicators (KPIs). The Dell culture is a complex one that combines the greatest strengths of engineering expertise, financial and cost analysis, customer-based analysis and manufacturing process expertise all integrated into a unified, globally-based strategic platform (Economist, 2001). Driving this culture away from a purely being PC and systems-focused to embracing software, Michael Dell has shown the ability to reinvent the business model if his company multiple times (MacSweeney, 2006). The latest strategies defined in 2009 to dominate cloud computing and virtualization through the unique integration of systems software, hardware and interprocess integration shows how transformational of a leader Michael Dell is (Woodward, 2009). This transformation mindset was evident in how, despite many in the industry claiming his direct sales model that included innovative build-to-order processes, would disintermediate indirect, multichannel selling channels (McCartney, 1995). In fact Michael Dell never actually believed this as he saw the PC industry then and even more today as a very diverse, complex ecosystem that requires a very broad base of suppliers, buyers, channel partners and disruptive innovations to keep it moving forward (Dell Investor Relations, 2012). Michael Dell is a transformational leader in that he can quickly mobilize his company to pursue challenging, very difficult objectives despite economic conditions making the attainment of these goals difficult (Woodward, 2009). His transformational leadership is responsible for several significant innovations in the PC, tablet, laptop and server marketing, sales, production and service processes of one of the most profitable industries globally (Dell Investor Relations, 2012). This paper analyzes his most significant contributions to the PC industry specifically and complex manufacturing in general.
Paper Undergraduate
Cheesecake Factory valuation and five-year financial projections analysis
Cheesecake Factory Profitability Analysis
Research Paper Undergraduate
Haiti's 1991 military coup and international peacekeeping response
The latest era of the UN presence in Haiti started during September 1991 at the time when President Aristide's democratically elected administration was ousted a military government under the leadership of General Raoul…
Paper Undergraduate
Why American football failed to establish in Europe
By the end of June 1997, NFL Europa announced that it would cease all operations, effectively ending the NFL's hope of selling American Football to the world as a viable commodity. This essay will explore the cause of…
Paper Undergraduate
Challenges and effectiveness of virtual teams in organizations
Because all organizations are comprised of people and people have been coming together in organizations of various types for millennia, teams have been a natural part of how humans get things done.
Essay Doctorate
Ethical business practices at Greyston Bakery
This paper examines the issues of business ethics using the example of Greyston Bakery, which is highlighted in a video on the Liberty Mutual website titled, "The Responsibility Project." Methods in which business ethics can affect organizational performance and community success are addressed in the specific contexts of this business and the modern world.
Research Paper Masters
The Gulf War and the transformation of U.S. military doctrine
¶ … Gulf War reveal about the utility and ability of the U.S. military at the end of the twentieth century?
Research Paper Doctorate
Custodial sentencing for first-time young offenders in British law
Argument both for and Against in Relation to British Law
Research Paper Doctorate
Bertelsmann AG's evolution from printing house to media conglomerate
Bertelsmann AG was founded in July 1835 by Carl Bertelsmann as a print shop. Initially the company concentrated on Christian books and songs. In 1849 Carl Bertelsmann's son Heinrich took over the publishing business,…
Essay Doctorate
Differences in governance and leadership between nonprofit and for-profit organizations
A classic work that reveals a set of differences between nonprofit organizations and profit organizations, compares the characteristics of public and private organizations to find the significant differences regarding the factors environmental, the relation environment / organization and internal structures and processes, all of which results in a set of strategic implications in the definition of the purposes, objectives, and planning, selection of human resources, management and motivation, and in control performance measurement. (Hopkins et al. 2005) As a complement to the previous study, distinguish a set of factors that differentiate the public and the private. Such factors include: the complexity and ambiguity of goals, organizational structure, the degree of formalization, and the attitudes and values relating to work. (Jehn & Bezrukova, 2004) However, studies by analyzing previously, the authors find that managers public companies considered having goals clear and unambiguous, therefore, which must play in certain periods of time, only these goals do not relate to maximize the value of heritage. (Tung, 2008)