The types of decisions that can be made in operational management

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In terms of strategies and tactics , the roles of operational management diverge from those of strategic management, while remaining closely linked. Generally speaking, operational management will be concerned with solving fairly concrete day-to-day problems, which are in line with the direction established by strategic management. In this sense, it acts on a smaller scale. It applies the tactics necessary to achieve the strategy. For example, where the strategy will have in view the general ambitions of the company, tactics will make them concretely achievable. Operational managers therefore adapt strategic decisions and transpose them into actions on the ground. In the same way that a minister of the economy will implement on the ground the general economic strategy decided by a president.

Acting therefore on a iran phone data tighter scale , operational management must take into account issues that do not appear from strategic heights. The support of employees and effective communication between them are essential elements in achieving the strategic objectives decided upstream. Making the various stakeholders understand the decisions taken, to give them a glimpse of the direction to follow, and above all to make them want to commit to it. Without this, imbalances could harm the managerial strategy and slow down the pursuit of the company's overall objectives.


To meet the strategic requirements of the company, managers and department heads must therefore mobilize their skills to attract and unite their teams so that their decisions are approved and understood before being translated into concrete actions. They must take this human factor into account when making the various decisions they make. Operational reflexes that are certainly developed using tools and through experience, but which are acquired through specialized training in management and supply chain, such as an MBA Supply Chain, Paris and other large cities offer this type of course.

Decisions related to human and material resources
Such as the distribution of tasks and missions , the management of team schedules and calendars, but also more down-to-earth issues: recruitment, management of absences and working hours, and finally the management of possible conflicts that may arise within the teams.

As for the equipment, the operational manager will have to make decisions regarding the allocation of equipment , but also the management of stocks , machines and tools useful for the daily work of the teams involved.

Organization of activities and planning
By taking a step back, the operational manager may have to decide on the general coordination of several teams or services and adjust the details of the schedules to deal with unforeseen events, the occurrence of new objectives along the way, or simply to streamline and optimize logistics.

Performance-related decisions
To monitor the effectiveness of his management, the manager may be required to request monitoring of certain indicators, and attempt to remedy inefficiencies identified in the various processes for which he is responsible. The implementation of corrective actions or compensatory means is therefore his responsibility.

Tactical and relational decisions with customers
The relationship between a company and its customers is experienced in a very concrete way by the operational manager who will have to, if necessary , make decisions about customer complaints, improve general or even individual satisfaction, or even anticipate a future demand to inform strategic management. Here, he acts as a probe to prepare future decisions on a larger scale.