Principles of Operations and Management for Star Event Enterprise

This presentation covers the principles of operations and management for Star Event Enterprise, including an analysis of the business environment, SWOT analysis, impact of corporate responsibility and new technology, and more. It also discusses the impact of operations function on supply chain and the importance of monitoring and controlling in the organization.

Principles of Operations
and Management

Introduction
• Operations management is considered as
the administrator of business practises
• Star Event Enterprise is taken into
consideration
• The functional departments of Star Event
Enterprise include the human resource
management, marketing as well as
production and sales

Analysis of business
environment

Political
• The political scenario of a country is
usually unstable
• In Australia, the political scenario is
stable and it provides the required
support
• For example, the political scenario of
Australia can provide ample support for
the company to develop and engage in
organising events

Economic
• The economic condition provides stability
to a country
• Stable economic environment Australia
can provide support to emerging
organisations
• It can help Australia to host national film
festivals or sports events

Social
• Social factor denotes support provided by
the public to an organisation
• Star Event Enterprise may face is that it
might need some time to develop its
reputation
• Corporate Social Responsibility of the
company can be developed

Technology
• The technological factor can help Star
Event Enterprise to reach out to
customers
• The company can base its events by
providing 3D experience to customers
• The application of this particular concept
can help Star Event Enterprise to
continue with its development in the
country

Environmental
• The environmental factor of Australia is
sustainable
• It needs to consider identifying and
organising the events that can help in
promoting sustainability
• Star Event Enterprise can gain the
recognition by conducting sustainable
event arrangements

Legal
• Australian legal laws are strict
• Star Event Enterprise need to consider
laws that can be associated with
employment
• Star Event Enterprise needs to comply
with the Environmental Protection and
Biodiversity Conservation Act 1999

Analysis of core operational
activities

SWOT
Strength
 Ability to rope in celebrities for promotion
 Contribute in the increase of economic strength
Weakness
 Weak in terms of financial strength
 Huge employee turnover
Opportunities
 Less competition in the market
 Gain support from local authorities
Threat
 Lack of proper infrastructure
 Unstable environment for conducting the events

Explanation of impact of corporate
responsibility and new technology
• Corporate social responsibility can help in
understanding the activities that are
required in a society
• Technology plays a major role in the
development of an organisation
• Star Event Enterprise can use technology
to reach out to the customers as well as
use it to provide entertainment

Explanation of organisational strategy
and decision making
• Organisational strategy and decision
making can be supported by operations
management
• Star Event Enterprise lacks a proper
infrastructure and with it does not have a
proper organisational hierarchy
• Operations management can provide an
analysis of the activities that need to be
conducted by Star Event Enterprise

Explanation of monitoring and
controlling in the organisation
• The Total Quality Management can be
considered a process by which Star Event
Enterprise can maintain the quality
• Six sigma can allow Star Event Enterprise
to reduce the number of defects it makes
while rendering services
• It helps in improving the system by
specifying any type of incremental
improvement

Impact of operations function on
supply chain
• Transformation model can help a manager
to understand the activities of an
organisation
• Supply chain management can be guided
as per the level of quality of services
• Star Event Enterprise, the company can
use the transformation model to direct the
operations functions on supply chain

Bibliography
• Barney, J.B., 2014. Gaining and sustaining competitive advantage. Pearson
Higher Ed.
• Belás, J., Bilan, Y., Ključnikov, A., Vincúrová, Z. and Macháček, J., 2015.
Actual problems of business risk in SME segment. Case study from
Slovakia. International Journal of Entrepreneurial Knowledge, 3(1), pp.46-
56.
• Benlemlih, M., Shaukat, A., Qiu, Y. and Trojanowski, G., 2018.
Environmental and social disclosures and firm risk. Journal of Business
Ethics, 152(3), pp.613-626.
• Boasson, E.L. and Wettestad, J., 2016. EU climate policy: Industry, policy
interaction and external environment. Routledge.
• Butler, T.D., Armstrong, C., Ellinger, A. and Franke, G., 2016. Employer
trustworthiness, worker pride, and camaraderie as a source of competitive
advantage: Evidence from great places to work. Journal of Strategy and
Management, 9(3), pp.322-343.
• Christopher, M., 2016. Logistics & supply chain management. Pearson UK.