IT Operations Management Analysis: A Report on Basic Thinking Ltd

This report provides an analysis of operations management within the IT department of Basic Thinking Ltd, a brokerage company facing a shortage of experienced workers due to demographic imbalance. The report highlights the decline in young people entering the brokerage industry, leading to increased stress and early retirements among older employees. It explores the theoretical framework of operations management, emphasizing its links to other departments and the importance of quality and performance measurement. The report also examines the decision-making processes within the IT department and offers recommendations to attract and retain a younger workforce, including assigning meaningful work, focusing on communication and values, providing opportunities for change, and embracing social media and technology enhancements. The analysis aims to improve Basic Thinking Ltd's IT operations management to ensure future sustainability and competitiveness. Desklib offers similar solved assignments for students.

OPERATIONS MANAGEMENT 1
Basic Thinking LTD Operations Management IT Department
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Section I
Introduction
Basic Thinking, a brokerage company. Basic Thinking Ltd plays a key role in the sector through
the production of services such as forex exchange and insurance. It contributes significantly to the
economy as it is among the giant companies in the country. It earns the government tax as well as
improving the welfare of the workers through the salary earned.
Basic Thinking Ltd is currently facing the problem of experienced workers shortage. Almost half
of the workers are above 40 years of age threatening advancement in the brokerage sector. The current
young generation detests the work of textile as they think the work is “cottonopolis” and less promising
compared to others such engineering and businesses employments (Prajogo and Sohal, 2006 p.43). The
trend is threatening future sustainability upon the retirement of the current workforce. Due to their
advancement age, they not capable of vibrancy and marketers have no strong team supporting their effect.
Demographic imbalance poses risk to the entire operations management. Retention of the aged people in
work declines productivity due to creativity. The old group is not able to learn new skills easily such as
computer-assisted production as their critical knowledge decrease with age. The main aim of any given
firm is to produce continuously without decline and to ensure scalability through incorporation of more
workforce to meet the increasing demand in the industry. Basic Thinking Ltd is incapable of tremendous
strides in the competitive world. Industries that ensure proper mingling of the workforce allow for skills
imparting from the old and experience to the young. The young also are capable of working utilizing the
new technology accelerating the rate of output production.
Section II
Analysis
The company was unware of the current profound trends witnessed in the industry. The number
of young people working in the industry declined drastically since the onset of 2000. The number of

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people working in brokerage industry reduced to relatively 100,000 from 340,000 since millennium
reducing the amount earned (Farrer and Finn, 2008 p. 6).
The table and graph below indicates the no. people remaining after reduction with time (Farrer and Finn,
2008)
Year No. of after reduction
1997 340,000
1998 240,000
1999 140,000
2000 and above 100,000
The country received meager job request submission mostly from people who had currently worked in
other organizations. The company runs its operations smoothly due to a wealth of experience for the
initial employees and employees form other companies. There was an essential composition of skills
boosting the number of units produced. With now almost old age group, the production rate is nose
diving. The company is under crisis and the problem is exacerbated by the limited interest of young
people to engage in brokerage operations. It exposes the industry to factors such as failure to meet their
production target and competition from other countries.
The decline in the number of workers led to additional problems such as increased stress among
the few workers. It facilitated early retirements and low performance by the workers. Basic Think
Company had to incur the extra cost of establishing sewing academy and sponsoring most of the students
to increase the number of the applicant. Methods such as job assurance upon successful completion were
necessary to escalate the number of young people to work in the textile industry. The strategy was aimed
at increasing the number of potential young workers to fill the gap left in the industry. The process will
take time and it is a risky adventure. The people trained people may decline to join Basic Thinking due to
cultures of the company and establish their enterprises. Different age workgroups have different cultures
and life style that rarely relate merge. Basic Thinking requires to employ strategies to attract new
workforce and well as ensuring a balance of the age workgroups to prevent the emergence of the problem
in future.

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Theoretical Framework
Operations management in the IT department such as in the Basic Thinking Ltd entail
designing, overseeing, production process control and redesigning operations conducted in business to
offer services and goods. They are related to the main purpose of a given organization. For instance,
many manufacturing industries manual operations management comprise of insuring a sufficient number
of trained workers and effective maintenance of equipment. Others include timely delivery of raw
materials and efficient processes designing.
Operations management in IT Department is highly linked to other departments. Proper
Technological management streamlines all the departments stimulating the production of output.
Accurate prediction concerning staff needed usually emanate from the human resource managers. They
are actively involved in enhancing the skills of the workforce, proper recruitment and rendering
continuous training. The accounting department can ascertain the consequences of delayed payment and
ensure prompt payment to the bills to facilitate smooth running of the business using IT (Adam and
Swamidass, 2009 p. 186). Finance department raises funds for successful operations. With the proper
response of ICT department, the finance department unleashes high productivity, proper scheduling and
cost trimming. Marketing relies on the viability of the IT department. Their vibrancy in delivering timely
and quality products establishes a strong basis for marketing. Constraints in meeting the number of units
needed in the market lead to crumble of the marketing department can be made possible using the IT
department (Farrer and Finn, 2008 p. 6). IT department Operations management is core in achievement of
set targets in industry. Lack of adequate young workforce in Basic Thinking Company had the negative
effects.
A table and graph indicated the level of decrease of young people in in the brokerage industry (Farrer
and Finn, 2008)
Young people (years) Decrease level %
2007 530 34
2008 261 33
2009 103 33

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Quality management in IT Department defines the acceptable quality level to meet the customer
demands through the work process and deliverables. Quality management ensures that requirements and
standard are achieved through the application of quality tools, control measures and adhering to the
responsibilities. Documentation of the work to be performed is key to monitoring non-conformances and
corrects them (Adam and Swamidass, 2009 p. 186). Basic Think Company had quality management plan,
but the problem that was impending was not easy to detect under the normal routine and without prior
research concerning the workforce.
Performance measurement in the IT department has many benefits to an organization. It leads
to quality improvement, and the managers can spot the areas that need adjustment and correct them. It
provides a clear preview of whether the company is working towards the ultimate goal. It ensures
transparency for the key stakeholders such as the funding organization (Atkinson, Waterhouse and Wells,
2007 p. 25). It increases chances for a partnership of purchase of share as people can easily predict how
the company will progress within a given period. Performance measurement is key to accreditation and
increased recognition within and outside the country. Basic Thinking Ltd conducted performance
measurement irregularly. The information obtained was not reliable for decision making due to
inconsistence.
The decision-making in the IT department process is consuming action and requires
collaboration from all the members to secure success. They usually reflect the competence of a leader and
unveil underlying issues. Due to dynamism that exists in business, managers are compelled to constantly
make viable decisions to streamline the operations of a company. The process involves identification of a
problem face, limitations, alternatives to take, reliable alternative, decision implementation and system
for control and evaluation. To reveal underlying problems managers required adequate time, information
and personnel to aid in the process. The budget for workforce trend investigation was not available in the
Basic Thinking Company.

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The general managers focused on marketing and technological improvement for increased
production and neglected one of the key factors in production, the workforce. Information concerning the
current trend of the new generation is limited. The performance and quality control manager had just to
make a decision based on general observation that is not effective. The process of determining the best
alternative required brainstorming from various manager. They have to present various alternative likely
to eradicate the current problem encompassing the company (Simon, 2009 p. 519). In unison, they need to
choose the best solution and the best method for execution. The process is cumbersome and may take
long duration but yields to the expectations when carefully conducted. To reduce the time required for
decision-making process discipline had to be observed. The decision makers have to concentrate on the
problem at hand. All need to refrain for analyzing other contribution or highlighting their weaknesses
(Armistead, Pritchard and Machin, 1999 p. 102). Thou conducted decision making concerning
improvement and training of workforce at a late stage, Basic Thinking Ltd managers responded to the
problem. Decision-making allows the employees to feel satisfied, hence supporting the entire process.
Different contributions from stakeholders reduce the chances of failure of the decision made (Simon,
2009 p. 518). However, implementation of the agreed decision poses challenges to the accountability.
Members holding the opinion of groupthink conforming slowly to the decision made. Solely the manager
in charge of a company or using key workforce can make a decision. It is affected by the task nature,
group member’s abilities and the relationship between the managers and the workforce. Basic Thinking
Ltd applied group discussion to reach a concrete agreement. The new members have to interact with the
existing workforce, and both produce a conducive environment for increased production.
Recommendations to improve Basic Thinking Ltd IT Department
A table and graph showing how the young people area affected by the technology, social media and
interactions (Simon, 2009)
Motivating factors among the
young people
Number per 100 individual
investigated

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New technology 87
Interaction s 76
Social media 83
Basic Thinking Ltd has to change the mode of operations management to attract and retain the young
workforce. The company has to carefully consider the following:
Assigning meaningful work- purposeful and meaningful work usually keeps the current
generation engaged. They employ passion to the companies that provide compelling purpose. Highly
engaging work assures values and interest. The operations management in the company should work to
incorporate challenging environment for the young workers. Personal enrichment should be kept in
reaching the young workforce and Basic Thinking Company should work to meet these promises.
Focus change and communication- values and mission are key motivating factors to the young
workforce as opposed to money and profits gained. The values ought to be motivating, authentic and
altruistic to secure success. The vision of the organization needs to be clear for the young generation for
propels it continuously (Silberschatz, et al., 2008). Various modes of communication indicated that an
organization is vibrant. Basic Thinking Company needs to improve internal communication and ensure all
necessary information is convey to the clients immediately. The methods used by the manager such as
hall meetings, websites, handbooks and memos among others need to reflect the vibrancy of the
organization. Areas to focus on include marketing and the number of goods sold daily and absorption
level in the market.
Avail opportunities for change – the current generation work to bring changes in the society.
Usually, they are engaged civically and perceive an improved community and the world in general. They
uphold strong ambitions for societal change. Basic Thinking Ltd needs to alter some of the continuously
followed processes to allow for creativity and new ideas in the production system. Appreciated
contribution of the young workforce for streamlining the process will greatly attract young generation.
Participation in social media and technology enhancement- Young people strongly embrace
technology such the social medial advancement. They constantly utilize online information as technology

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integrates all aspects of life. Basic Thinking has to continuously modify the technology used in the
company incorporating the latest advances for easier and effective output delivery. The company needs to
utilize the social media extensively such as Facebook. It will secure the interest of the young generation
constantly visiting the social media to give their view concerning a particular company. Increased positive
complements will boost their reputation of the industry establish the young generation to seed the need
for pursuing textile course out of free will.
Creation of interactive, fun and collaborative working environment- Basic Thinking
Company should allow freedom the young workforce. They usually adore relationship building, feedback
reception from friends, and collaborating with the entire workforce. The like in participating in groups
that do not observe dire seriousness and that allow funny interaction and activities. Young workforce in
the current generation yarns for interaction with the managers, attention and feedback. This provides an
opportunity for mentorship and sharing. The operation system should enable a conducive ground for the
young generation to function effectively. Continuous improvement- Young workforce constantly desires
to advance in their career. Basic Thinking should Ltd should avail key opportunities for their young
employees to grow, learn and to diversify their capabilities. They highly appreciate advancement in career
compared to the older generation. The company will be able to secure loyalty and release their intrinsic
motivation for increased production in the industry. The company to take to account the dreams of the
young generation. They dream of independence, flexibility and idealism in their path of life after
working with a given company for some time. The company should maximally utilize the vigor of young
people before their personal establishment.
Conclusion
In conclusion, operations management in the IT department streamlines the functionally of
Basic Thinking LTD company. It ensures all departments such as the workforce, finance, accounting,
marketing, and production work to meet the set targets. Basic Thinking Ltd has encountered the problem
of trained workforces as the currently is aged and going to retirement. The majority of the current young

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generation is not interested in the manual task which is expensive compared to IT. However, the company
can adopt various technologiastrategies to ensure easy attraction of young workforce and its maintenance.
The methods involve the current technologies such as software printing to make the work more engaging
and fun.

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Section III
BIBLIOGRAPHY
Adam, E.E. and Swamidass, P.M., 2009. Assessing operations management from a strategic
perspective. Journal of management, 15(2), pp.181-203.
https://research.aston.ac.uk/portal/files/9242070/Manufacturing_and_marketing_managers_in_strat
egy_development.pdf
Armistead, C., Pritchard, J.P. and Machin, S., 1999. Strategic business process management for
organisational effectiveness. Long range planning,32(1), pp.96-106.
http://www.ep.liu.se/ecp/033/035/ecp0803335.pdf
Atkinson, A.A., Waterhouse, J.H. and Wells, R.B., 2007. A stakeholder approach to strategic
performance measurement. MIT Sloan Management Review, 38(3), p.25.
https://dspace.lib.cranfield.ac.uk/bitstream/1826/2789/1/Towards%20a%20definition%20of
%20business%20performance%20measurement%20system.pdf
Farrer, J. and Finn, A.L., 2008. A solution to fashion textile unsustainability.PerAda Magazine: Towards
Pervasive Adaption, (6). http://www.perada-magazine.eu/pdf/1314/1314.pdf
Prajogo, D.I. and Sohal, A.S., 2006. The relationship between organization strategy, total quality
management (TQM), and organization performance––the mediating role of TQM. European
Journal of Operational Research,168(1), pp.35-50.
http://www.ieomrs.com/ioms/2013Proceedings/paper/48.pdf
Silberschatz, A., Galvin, P.B., Gagne, G. and Silberschatz, A., 2008.Operations system concepts (Vol. 4).
Reading: Addison-Wesley.
http://www.wiley.com/legacy/Australia/PageProofs/BUS_MAN/3_4/c03TheOperationsManageme
ntFunction_WEB.pdf
Simon, H.A., 2009. Rational decision making in business organizations. The American economic review,
pp.493-513. http://orion.journals.ac.za/pub/article/viewFile/12/12

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CHARTS
35%
31%
34%
Number per 100 individual
investigated
New technology
Interaction
Social media
Figure 1: Praph showing how the young people area affected by the technology, social media and
interactions
Figure 2: Graph indicating the level of decrease of young people in in the brokerage industry as a result
of technological change.

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Figure 3: Graph indicating the no. of people remaining after reduction with time.