此文總結了關于運營管理當前存在的問題。它涉及到運營經理所面臨的一些挑戰，挑戰包括以下內容：協調與員工之間關系（包括不同公司之間的員工關系）；使全球供應商、生產和分銷網絡達到最佳化效果；增強商品的合作生產意識和提高產品服務質量；管理客戶接觸點；最后一個是關于提高高級管理人員的實踐意識。

根據James C.Sarros (2001)和Joseph C.Santora(2001)在期刊1中的論述，管理者必須使自己適應周邊變化的環境，且自己不能落后于他人。除此之外，期刊1中還談到了變革型和交易型領導力。它解釋兩種類型領導力的特點，以及領導人如何使用這兩種領導力讓管理者完成企業的目標。在期刊2中，Nalini Govindarajulu和Bonnie F.Daily談論了如何努力改善工作環境，提高員工工作積極性。管理承諾的四個因素：員工授權、獎勵、審查和反饋。管理者使用這四個因素來激勵他們的員工，這樣員工會改善他們的工作技能，提高工作績效。

In this summary the current issue is about the operation management. It talks about the challenges faced by the operation manager. The challenges include coordinate relationship with employee but different organization, optimizing global supplier, production and distribution networks, increased co-production of goods and services, managing customer touch points and the last is about raising senior management awareness of operation.

According to James C.Sarros (2001) and Joseph C.Santora (2001) in journal 1, manager must accommodate themselves for not left behind from the others. Other than that, journal 1 also talks about transformational and transactional leadership. It explain the characteristic of both leadership and how the leader use this leadership for the manager to achieve the company goals and objective. In journal 2, Nalini Govindarajulu and Bonnie F.Daily talk about increasing employee motivation for environmental improvement efforts. There are four factor that is the management commitment, employee empowerment, reward and review and feedback. Manager use this four factor to motivate their employee so that employee will improve their working skills.

In the recommendation part, I have recommend manager to use transformational leadership because in this leadership there are some characteristic that is useful for the manager to be success in the organization. To be a successful manager, he/she must understand the managing organization in order to cooperate with the employee and increased the sales or productivity of the company.

介紹-現狀—Introduction- Current issue

The current issue here is about the operation and supply management. This operation and supply management is a dynamic field where challenges are present by global enterprise regarding new issue for operation manager. The major challenges is coordinating the relationship between mutually supportive but separate organizations. There is a dramatic surge in the outsourcing of parts and services that had produced internally. It has been encouraged by the availability of fast, inexpensive communications and a whole of new breed of contract manufacturer is now exists. The success of traditional outsourcing has led companies to consider outsourcing other major corporate function and the ability to coordinate these activities is a significant challenge for the operations manager of the future. Second is optimizing global supplier, production and distribution networks. This implementation of global enterprise are now common in large companies and has challenged manager to use this information. This require understanding where control should be centralized and where autonomy is important among other issue. Third is increased co-production of goods and services. Nowadays internet is a new way for the customer to interact with the firm. Simple direct entry and monitoring of orders is the first step of value-added services through information sharing. Forth is managing customer touch points. If a company attempt to become superefficient, they often save on customer support personnel and training for the staff. This lead to the frustration such as getting bad advice, repeating the problem to different workers and so on. This issue is to recognize that making resource utilization decisions must capture the implicit costs of lost customer. The fifth issue is about raising senior management awareness of operations as a significant competitive weapon. Many senior executives entered the organization through finance, strategy or marketing and built their reputation on work and result often take operation for granted.#p#分頁標題#e#

期刊1：實踐中的變革型和交易型領導力模型Journal 1: The transformational-transactional leadership model in practice.

According to James C.Sarros (2001) and Joseph C.Santora (2001) leadership must accommodate themselves to changes if they do not want to leave behind. So, executives must try and work hard for long hours to meet the results not merely intended to keep up with their competitors but to eliminate them out of the water. These explore the elements of caring, visionary, role modelling and team building leadership through the transformational-transactional leadership. Leader usually strive for transformational but often frustrated in reaching their goals because of unpredictable external or internal factor problem among staff. Another perspective on leader is their role modelling of appropriate behaviors and their use of language, symbol and sheer hard work. This article examine the leadership behaviors of executives as they make sense of the transformational-transactional model. Transformational leadership raise the consciousness of followers by appealing to higher ideals and values such as liberty, justice, peace and equality. The four types of transformational leadership used by the executives in order of most to least often use are individualized consideration, inspirational motivation, intellectual stimulation and idealized influence.

Individualized consideration deals with the fundamental transformational leadership behaviors of treating individuals as important contributors to the work place. Leaders that use this style of leadership show consideration for their workers needs and are prepared to encourage and couch the development of appropriate work place behavior. The key of elements of individualized consideration include encouragement, caring for and coaching of individual and a consultative and open approach. Inspirational motivation is raising the consciousness of workers about the organization's mission and vision and encouraging others in understanding and committing to the vision is a key facet of the transformational leadership style of inspirational motivation. Preventing experimentation and stifling creativity will frustrate workers who want to contribute to the organization. Inspirational leader work actively in drawing out the best in their employees, not holding them back. Leader who used inspirational motivation set high standards, communicate their ideas and vision to their workers in unambiguous ways and encourage workers to develop beyond the norm so that they and the organization grow and develop. The key indicator of inspirational motivation are organizational vision, communication, challenging workers, encouragement, working with workers and autonomy.

Intellectual stimulation are leader who intellectually stimulate workers encourage creativity and accept challenges as part of their job. They keep their cool, working out ways of dealing with problems in a rational manner. The intellectual stimulation leadership approach reflects in large measure the coaching, morale building strengths of individualized consideration. Both leadership approaches build character as well as organizational skill through caring leadership behaviors that coach and challenge. Intellectual stimulation key elements are problem solving ability, creativity and challenging the status quo. The key indicator of intellectual stimulation are creativity, rationally, consensus decision-making, coaching, challenging, supporting and involvement. Idealized influence is a behavior that encourages followers to use their leaders as role models. The other term that describe this leadership is charisma. The influence is the creation of values which inspire, provide meaning for and instill a sense of purpose in people.#p#分頁標題#e#

Transactional leadership pursue a cost-benefit, economic exchange with followers and it consists of two factor that are contingent reward and management by exception. Contingent reward leadership achieves results and people appreciate tangible, material rewards for their efforts. This leadership recognized individual talents and build enthusiasm through appeals to emoticons, values and belief systems, transactional leadership promotes compliances by appealing to the need and wants of individuals. Executives who use contingent reward are expected to show direction to workers so the job gets done. The negatives associated with contingent reward cannot be ignored. The key indicator of contingent reward include material rewards for performance, direction setting, reciprocity and confidence in the team. Management by exception is not the abdication of leadership, characterized by laissez faire leadership. Leaders who practice management by exception have implicit trust in their workers to finish a job to a satisfactory standard and avoid rocking the boat. These leaders do not inspired workers to achieve beyond expected outcomes. Management by exception consists of trust in workers, maintenance of the status quo, poor communication and lack of confidence. Laissez faire behavior is not really leadership at all. It is referred to as non-leadership. The major indicator is the managers of leader's incapacity to get involved. Leader works intentionally on avoiding involvement or confrontation, keeping personal interactions to a minimum. Laissez faire is identified by non-commitment, laziness, complacency, avoidance and abdication of responsibility.

期刊2：改善工作環境，提高員工積極性—Journal 2: Motivating employees for environmental improvement

According to Nalini Govindarajulu and Bonnie F.Daily majority of US corporations have used the compliance approach in their environmental programs driven by laws and regulations. However, environmental forces such as consumer boycotts, dynamic preferences and new customer requirements have affected basic business strategies as well as corporate core values. This paper have an overview of the current management literature regarding increasing employee motivation for environmental improvement efforts. There are four factor that is management commitment, employee empowerment, rewards and feedback and the key elements is encouraging employees for enhanced environmental performances. Management commitment is a commitment from top management and it's like a framework for environmental improvement. The top management will decides the environmental policies to establish, the level of training and communication required. It's necessary to provide commitment to environmental improvement efforts by adopting a formal EMS and EMS provides a format that allows management the ability to better control the company's environmental impacts. Organizational culture is composed of a set of assumptions and values that guide individuals' daily works behaviors. Management commitment must include a culture that encourages innovation and risk-taking. Environmental programs, initiative and the goals of an organization should be communicated frequently so the employee know what is expected to accomplish the goals. Another elements essential is signifying management's commitments to environmental improvements is the provision of specific training. The need of cultural transformation in adoption of a formal environmental management programs necessitates training. A company can devastate its efforts to become environmentally responsible if there is little or no support to train and encourage its employees to 'do the right thing'. Employee empowerment is the introduction of a new program will yield optimal results when employee treated as major stakeholders in an organization. The traditional top-down organization inhibits employee empowerments, instead a flatter, horizontal organizational should be in place to encourage employee empowerment. Empowered employees who have autonomy and decision-making power are also likely to be more involved in the empowerment of the environment. Motivating employees for greater participation in environmental improvement efforts may also require employee of teams. Cross-functional teams may be particularly helpful in achieving environmental improvement across departments. A well-designed reward system can be helpful in promoting employees to perform sound environmental practices. Rewards can be a reinforcement to continuously motivate and increase commitment from workers to be environmentally responsible. Rewards can be implemented in several forms such as financial rewards and recognition awards. Monetary awards may be the strongest motivators for inducing employees to participate in environmental improvement efforts. Negative reinforcement may be necessary for making employees perform certain tasks include environmental improvement efforts. It is important for manager and supervisor to not only reward employees for quality and daily work efforts but also for innovating environmentally-sound processes and products. Other than that, feedback and review is needed for continued improvement. The enthusiasm and interest that is often associated with project initiation and the early stages of implementation of an environmental program may wane over time. Another feedback as the environmental audit. Environmental audit helps companies comply with environmental laws and regulations in addition to its own goals and objectives.#p#分頁標題#e#

意見—Recommendation

It is important for manager to have an understanding of managing organization because without having understanding of the organization, manager cannot cooperate with the employee in the organization. For an organization to be successful, manager should collaborate with the employees to achieve company goals. If a manager don't understand how the organization works, therefore the employee will not cooperate with the manager and this might make the manager to leave the organization because he/she cannot work together with the employees. This will lead the sales of the company to drop if the employee cannot cope with the manager.

I would like to recommend the manager to use transformational leadership. This leadership is about the leadership that creates positive changes in the followers where they take care of each other's interest and act in the interest of the group as a whole. Other than that, in this leadership the leader enhance the motivation, moral and performances of his follower group. At the times of organizational changes, people do feel insecure, worried and low in energy and organizations changes fail because leader's pays attention due to changes that they faced instead of the transition people must make to accommodate them. Transformational approach depends on persuade the confidence of people by the possible of the unconscious assumption that they changed by following the leader.

In this transformational leadership, there are four type of component. The first components is the idealized influence. This influence is also known as charismatic leadership and this characteristic describes the extent to which leaders are capable of being role models to their followers and display solid moral and ethical principles. Idealized influence is described in two type where is attribute (what traits are assigned to a leader) and behaviors (what one does). Second is the intellectual stimulation. This is where the transformational leadership instills creativity as well as the followers are encouraged to approach problem in new ways. Third components is the inspirational motivation. This characteristics reflects the extent to which a leader is also capable for being a cheerleader, so to speak, on behalf on his or her followers. These leader demonstrate enthusiasm and optimism and emphasize commitment to a shared goal. The forth components is the individual consideration. In this components, transformational leaders are invested in the development of their followers. Other than that, they serve also as mentors, coach and take into account individual needs and desires within a group. Two-way communication is particularly recognized under this dimension. Manager are recommend to use this transformational leadership because this leadership can easily cooperate with the employees. Employee won't feel uncomfortable when meet the manager where as they will feel like meeting a friend. Employee can comment to manager once they feel there is improvement for the company.#p#分頁標題#e#

總結—Conclusion

I would like to conclude that transformational leadership creates positive changes for the followers where they can take care of each other interest and treat each other as friend rather than a manager. For this transformational leadership there are four components that are, inspirational motivation, intellectual stimulation, idealized influence and individual consideration. Idealized influence also known as charismatic leadership and this describe to extents which leader are capable of being role models to their followers and display solid moral and ethical principles. Inspirational motivation is the extent which leader also capable of being a cheerleader and speak on behalf of his/her followers. Intellectual stimulation inspires creativity and followers are encourage to approach problem in a new way. Individual consideration is where the transformational leadership are invested in the development of their followers and they also serve as mentors and coach.