One possible solution to the problem is through the context of change management. Management change is currently one of major domains of organisational research, and the study of organisational change has become one of the major aspects in being able and helping to measure the organisation performance; efficiency and effectiveness. It is important to understand the extent to which formal changes in management systems and role prescriptions have resulted in change in work behaviour and job satisfaction experienced by personnel (Manser, 2004). It is thus essential, when attempting to assess the impact of formally espoused changes within an organisation, to examine the extent to which, and the way in which, managers have adapted new forms of work behaviour in accordance with the new managerial role perceptions.
According to Waters (1996) ever since people started to work together to reach a common goal, operations management has been an important ingredient, but since the industrial revolution, it has grown most rapidly. Operations management is the tool behind the technical improvements that makes production efficient.