Instructor Manual For

Instructor Manual For Fundamentals Of Management 11 th Edition By Ricky Griffin

(All Chapters 1-15, 100% Original Verified, A+ Grade)

All Chapters Arranged Reverse:

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This is The Original Instructor Manual For 11 th Edition, All other Files in The Market are Fake/Old/Wrong Edition. 1 / 4

Instructor Manual: Griffin, Fundamentals of Management, 11e, 2026, 9798214042671;

Chapter 15: Managing Operations, Supply Chains, Quality, and Productivity

Instructor Manual Griffin, Fundamentals of Management, 11e, 2026, 9798214042671;

Chapter 15: Managing Operations, Supply Chains, Quality, and Productivity

TABLE OF CONTENTS

Purpose and Perspective of the Chapter......................................................................2 Chapter Objectives........................................................................................................2 What’s New in This Chapter........................................................................................2 Chapter Outline.............................................................................................................3 a © 2026 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Instructor Manual: Griffin, Fundamentals of Management, 11e, 2026, 9798214042671;

Chapter 15: Managing Operations, Supply Chains, Quality, and Productivity

PURPOSE AND PERSPECTIVE OF THE CHAPTER

The purpose of the chapter is to provide an overview of operations management, including the key components involved in designing and implementing effective operations systems. It highlights the role of organizational technologies in operations management and emphasizes the significance of managing quality through total quality management (TQM). This chapter also focuses on productivity management, discussing trends and strategies to improve productivity. Additionally, it covers the essential elements of supply chain management and its integration with operations systems.

CHAPTER OBJECTIVES

The following objectives are addressed in this chapter:

15-1Describe the nature of operations management.15-2Explain the components involved in designing effective operations systems.15-3Describe organizational technologies and their role in operations management.15-4Identify the components involved in implementing operations systems through supply chain management.15-5Explain the meaning and importance of managing quality and total quality management.15-6Explain the meaning and importance of managing productivity, productivity trends, and ways to improve productivity.[return to top]

WHAT’S NEW IN THIS CHAPTER

The following elements are improvements in this chapter from the previous edition: Supply chain discussion expanded Data and statistics all updated Discussion of the role of AI in operations added [return to top]

CHAPTER OUTLINE

The following outline organizes activities (including any existing discussion questions in PowerPoints or other supplements) and assessments by chapter (and therefore by topic), so that you can see how all the content relates to the topics covered in the text.a © 2026 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Instructor Manual: Griffin, Fundamentals of Management, 11e, 2026, 9798214042671;

Chapter 15: Managing Operations, Supply Chains, Quality, and Productivity

I.The Nature of Operations Management (LO 15-1, PPT Slides 4–8)

i.Operations management: The total set of managerial activities used by an

organization to transform resource inputs into products, services, or both.a.The Importance of Operations i.Operations are an important functional concern for organizations because efficient and effective management of operations goes a long way toward ensuring competitiveness and overall organizational performance, as well as enhancing quality and productivity.ii.Inefficient or ineffective operations management, on the other hand, will almost inevitably lead to poorer performance and lower levels of both quality and productivity.iii.Operations management creates value and utility of one type or another, depending on the nature of the firm’s products or services.iv.Although the organizations produce different kinds of products or services, their operations processes share many important features.b.Manufacturing and Production Operations i.Manufacturing is a form of business that combines and transforms resource inputs into tangible outcomes ii.During the 1970s, manufacturing entered a long period of decline in the United States, primarily because of foreign competition.iii.U.S. firms had grown complacent, even as new foreign competitors came onto the scene with better equipment and much higher levels of efficiency.iv.Although manufacturers from other parts of the world are still formidable competitors, and U.S. firms may never again be competitive in some markets, the overall picture is much better than it was just a few years ago.c.Service Operations i.A service organization is one that transforms resources into an intangible output and creates time or place utility for its customers.ii.Managers in service organizations have come to see that many of the tools, techniques, and methods that are used in a factory are also useful to a service firm.d.The Role of Operations in Organizational Strategy i.Beyond its direct impact on such factors as competitiveness, quality, and productivity, operations management also directly influences the organization’s overall level of effectiveness.ii.A combination strategy might call for lower-grade technology and less concern about product design and materials specifications.iii.Just as strategy affects operations management, so, too, does operations management affect strategy.iv.The organization’s ability to implement the decision is dependent in part on current production capabilities and other resources.II.Designing Operations Systems (LO 15-2, PPT Slides 9–15) a.Determining Product-Service Mix i.Product–service mix refers to how many and what kinds of products or services (or both) to offer.a © 2026 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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