Operations Management – Hospitality & Tourism Class name: University code: Introduction Disney land today is a word that is recognizable to each and every person interested in entertainment. Disney land is the entertainment phenomena of this age…
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This is mainly due to the extraordinary resilience of Disney during economic difficulties. During the last world recession towards the end of the last decade, Disney reported extraordinary profits for a company during such a tough economic time (chase & Tansik, 1983). In 1992 Disney opened up a new destination in Paris. This was after much analysis and lobbying behind the scenes on the location of the continental Europe branch. Two choices to be considered for the location were Spain and France (Cox, Blackstone & Schleier, 2003). After much analysis and consultation the Disney management decided to locate their new park in Paris France. Despite having unsuitable weather for a park such as a Disney, Paris had all the qualities of a promising market (Flynn, et. Al 1990). Paris was centrally placed in the European continent. This position made it easily accessible to many European citizens eager to experience Disney magic. However as it turned out the project almost watered down to oblivion from its opening and was still performing dismally as late as 2006 (Flynn, et. Al, 1995). Despite various administrative and structural changes in the company Paris Disney park is yet to pick up (Fuchsberg, 1992). This paper is going to look at operation management issues facing Disney, and ways in which through various theoretical explanations the operational problems can be dealt with. The Walt Disney Company founded in 1923 has been credited for its creativity, quality of services and customer oriented service, culminating to high levels of satisfaction in Disney’s clientele. It is this good legacy that prompted Disney to open up a new destination in Paris given the interest it evoked among Europeans (Goldrat, 1984; Gupta et al., 2000). Due to this, the company opened its Paris destination in 1992. Reports from different analysts and the media were highly optimistic that the breakthrough by Disney into the European market would be easy and fast. Policy of the existing Disney parks was projected to aid a lot in the venture (Goldratt, 1992; Goldratt, 1994). These factors and the overall goal of Disney of maximizing exposure and growth worldwide were projected to lead Disney through this period. Disney is also a unique family entertainment park since its services are enjoyable for people (Goldratt, 1997; Goldratt & Cox 1984). In Disney parks, different areas are themed around various areas which contain different attractions and rides which are not as scary as other rides in other parks making them acceptable to people of all ages (Goldratt et al 2000; Heizer & Render 2008). The first detrimental operational issue in Disney is the conformity of its basic setup, despite the huge regional difference in all its parks locations (Hackman & Wageman, 1995; Krajewski, 2007). All its parks from Florida to Tokyo are similar in their basic setup. The setup is basically based on American methods and style which may be alien to international customers. The company had opened a Tokyo Disneyland in 1982 which was a great success. The success was reinforced by huge appetite for American themes in Japan. As it would be seen in Europe, different markets portray different appetites for American inspired themes. Europeans were resentful and critical to the introduction of American culture on their continent (Meredith et al 1989). At the opening of Disney Euro the French government played a very big role. Porter’
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(“Operations Management Essay Example | Topics and Well Written Essays - 2000 words - 3”, n.d.)
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(Operations Management Essay Example | Topics and Well Written Essays - 2000 Words - 3)
“Operations Management Essay Example | Topics and Well Written Essays - 2000 Words - 3”, n.d. https://studentshare.org/tourism/1471844-operations-management.
One such approach is known as “core-ring strategy” where the workforce is reduced to a small number of full-time employees to maintain the core business operations. Surrounding this core group is an outer ring of non-standard workers who are hired only when necessary and discharged when not needed (Levine, 2002).
Difficult circumstances in a project refer to situations that are not part of the plans and have not been part of the normal course of events. These situations need outright decisions from the operations manager and from the people in the field, or those who are in direct contact with customers.
This research is being carried out to define operations management and to investigate the following: scope of responsibilities of an operations manager; operations management reconstructed; planning and control techniques; scope of planning and control; planning and control in a manufacturing concern and in a service business.
Activities in an organization can be divided into operations and projects. Whilst operations are ongoing, repetitive and continuous activities in any organization for example finance, accounting, and production. As a consequence, all the efforts of the organization are channeled towards maintenance of operations so as to maintain quality and remain competitive in a globalised environment (Tandoc, 2010:78).
According to Nigel, Chambers and Johnston (2010, p. 1), all organization; be it small or large produce some services and product either for profit or not for profit. Consequently all these organizations require operations management which is concerned with creating products and services.
Service operation management is very different from manufacturing operations management. Service operations management entails fulfilling the end user’s needs and creating a suitable environment for the workers so that they can produce the required specifications of the use. Manufacturing operations management entails producing the required commodity required by the end user.