Table of contents. 1.0 Introduction and background of operation management.

The term operation management refers to the systematic design, direction, and control of process that transform inputs into services and products for internal as well as external customers. Broadly speaking, operation management underlies all departments in the business because departments carry out many processes. If you aspire to manage a department or particular process in your discipline or if you just want to understand how the process you are apart of fits into the overall fabric of the business, you need to understand the principles of operation management. Each function specialized by having its own knowledge and skills areas, primary responsibilities, processes, and decision domains. Regardless of how lines are drawn, departments and functions are always linked together through process. Consequently, operations managers need to build and maintain solid relationships both inside and outside the organization. too often, managers allow various barriers between functional areas and departments, jobs or tasks more sequentially from marketing to engineering to operations, often resulting in slow or poor decision making because each department bases its decision on its own limited perspective, not the organization`s overall goals. Cross-functional coordination is essential to effective...

1.0 Introduction In this assignment I am concerned about maximising the level of quality in Bank Muscat and the way of keeping the promise of meeting the standard that are reached and gave to customers and the people with whom company is dealing. It is easy to reach a specific standard but it is difficult to keep to that level especially with the different competitions that are faced from different factors such as other commercial banks in Oman and the International Standard of Organization (ISO). 1.1 An overview of BankMuscat(Sample Organisation) BankMuscat assets are worth over USD 8.5 billion, BankMuscat (SAOG) is the largest bank in Oman today with a strong presence in Corporate Banking, Consumer Banking, Investment Banking, Treasury, Private Banking, Project Finance and Asset Management. The Bank has a network

nc (BDO) is recognized as the Philippines top performing banks in terms of assets and total deposits; owned by the SM Group of Companies, one of the largest conglomerates in the Philippines. As of December 31, 2008 in terms of assets, BDO had a total of PhP808.0 billion, compared to Metrobank Philippines with PhP758.5 million, and Bank of the Philippine Islands (BPI) at PhP658.4 billion. In terms of deposits, BDO during that time had PhP643.3 billion, Metrobank had PhP585.8 billion, and BPI at PhP541.2 billion (James, 2009). As of December 31, 2010, BDO had 726 operating branches and over 1,400 automated teller machines strategically located throughout the Philippines (Corporate Information, 2011 BDOs products and services are diversified and include retail banking, corporate, commercial consumer and SME loans, treasury services, trust services, credit cards, corporate cash management and remittances services. BDO subsidiaries offer leasing, financing, investment banking, private banking, bank assurance, insurance, and stock brokerage services (Corporate Information,...

Purpose - This paper responds to emerging concerns from banking practitioners and media about service operations mismanagement in banking. It presents a general review, discussion and empirical analysis of relevant academic literature on cross-functional integration from the service operations management (SOM) and servicemanagement (SM) domains, together with a proposed framework for use in further research. Design/methodology/approach - Empirical analysis of literature themes by industry, content analysis of key papers exploring their usage of the term 'function', and critical analysis of the literature from a new 'functionalist' perspective.

Findings - The focus on strategic intentions in SOM and SM academic literature fails to address emerging concerns in the banking industry regarding problems arising at functional execution levels of management. Research into this gap in knowledge may help to explain the factors contributing to banking performance shocks and their relationship to operational inadequacies exposed during economic turbulence. Research limitations/implications - Although the implications of this conceptual paper can be translated to the financial services industry in general, the examples presented here are from banking. Originality/value - The notion of an integration imperative is introduced to address an identified gap in current knowledge that is limiting research opportunities. From which the SOM Functional Integration Framework is proposed for further research into the enterprise-wide cross-functional integration of operations management in banking. Practical implications - A functional integration framework provides banking operations managers with an improved ability to locate operational inadequacies, and thereby identify opportunities to increase operational resilience.