Review of Operations Management Research

The given document is a detailed review of operations management research. It lists multiple sources and publications related to operations management, covering topics such as resource-based theory, disaster operations management, service operations management, and sustainable operations management. The document also includes references to online resources and books, making it a valuable resource for students and researchers in the field.

Management
and
Operation

Table of Contents
INTRODUCTION ..........................................................................................................................3
Task 1...............................................................................................................................................3
P1 Comparison between roles and characteristics of a leader and a manager............................3
Task 2...............................................................................................................................................5
P2 Role of a leader and function of a manager in different situational contexts........................5
P3 Different theories, including situational leadership, system leadership and contingency.....7
Task 3...............................................................................................................................................9
P4 Key approaches to operations management and the role that leaders and managers play
within Morrisons.........................................................................................................................9
P5 Importance of operations management in achieving business objectives of Morrisons......10
Task 4.............................................................................................................................................12
P6 Factors within business environment that impact operational management and decision-
making by Leaders and managers within Morrisons................................................................12
CONCLUSION .............................................................................................................................13
REFERENCES................................................................................................................................1

INTRODUCTION
Management refers to process of getting things done by others and organise people in
organised groups. Operations means highly organised activities to accomplish different tasks. In
this raw material is transformed into final product. Managers analyse different processes and
determine that resources are used effectively with current processes (Alderton and Saieva, 2013).
In this report, Morrison Supermarkets plc, is considered. It is trading as Morrisons and is
headquartered in Bradford, England, UK. In UK, Morrisons is fourth largest chain of
supermarkets. This report includes leaders and managers roles and characteristics, their role in
different situational contexts, different theories are analysed. Furthermore key approaches in
operation management are discussed and role performed by leader and manager is analysed.
Importance of operation management to achieve organisational objectives are presented. Apart
from this different factors are analysed which have impact on decision-making.
Task 1
P1 Comparison between roles and characteristics of a leader and a manager.
Morrisons is a supermarket in UK. This organisation deals in fresh food and grocery
which is sold by using their own manufacturing facilities. They comprises of skilled staff who
prepare food in their stores. This organisation is listed on London Stock Exchange and also
forms a part of FTSE 100 Index of organisations. Morrisons have around 25000 employees in its
portfolio and they emphasise on providing simple management structure and customer services.
Leader: Individual who is in charge and influences other people to follow is known as
leader. An example can be considered to understand further, like president is leader of country,
whose decisions are followed by entire population and makes difference for them. Leader is a
person who guides their subordinates to achieve organisational goals. Within Morrisons, leader
has great influence on their subordinates or employees so that growth of organisation and
individual can be enhanced.
Role of leader:
1. Leader provides vision to organisation. Within Morrisons, leader guides employees to
achieve their goals as they are more focussed and knows their roles clearly.

2. Leader of Morrisons creates an inspiration and establish shared values by giving effective
directions to employees.
3. Leader builds up team within Morrisons and facilitate cooperation which includes every
employee. Group discussions are permitted so that better decisions can be reached by
team (De Roover, 2017).
4. Leader motivates their employees by analysing their needs and accomplishing those
needs. Apart from this leader appreciates their team for successful accomplishment of
goals which boost up confidence level of employees.
Characteristics of leader:
1. Leaders of Morrisons have great sense of communication which helps them to effectively
communicate with employees, customers and listen to their requirements. Apart from
this, this characteristic helps to influence customers.
2. They are innovative by which they can generate new ideas to gain attention of customers
and they can assume challenges which helps them to gain competitive vantage.
3. Leader of Morrisons are confident by which they ensure that employees follow their
guidelines this helps management to ensure that employees trust their leader.
Manager: Individual who forms responsible part of organisation. They manage different
activities which are performed within organisation (Galindo and Batta, 2013). Within Morrisons,
manager works as a team to ensure accomplishment of goals, delegate jobs or tasks to employees
and assist them if they face any kind of issue.
Role of manager:
1. Decisional role: Manager is responsible for controlling and creating change within
organisation. Manager of Morrisons is also responsible for resolving conflicts if they
arise. Apart from this, they also take decisions related to whether resources are
effectively utilized.
2. Informational role: Manager of Morrisons monitor information of other organisation
who are dealing in same sector and make changes within their strategies accordingly.
This information is shared between team so that strategies can be effectively
implemented.

3. Interpersonal role: Employees of Morrisons looks at manager as a figurehead who acts
as a source of inspiration for them. Manager communicate with external and internal
contacts so that relevant information can be gained (Hitt, Xu and Carnes, 2016).
Characteristics of manager:
1. Manager of Morrisons have strong problem solving ability. They can identify problem
either its a personal issue, frustrated customer or vendor, they can develop innovative
solution to problem.
2. Managers have strong interpersonal skills by which they know what is required to be
done at specific moment of time and when it must be done.
3. Time management skills are possessed by manager of Morrisons. This helps to inspire
employees and accomplish organisational goals within stipulated time.
Comparison between leader and manager
Basis Leader Manager
Aim Aim of leader within Morrisons is
to grow as individual as well as
with respect to brand awareness,
profit, etc.
Aim of manager within
Morrisons is to achieve objectives
of organisation.
Focus They focus on people, they are
employees and customers.
Manager focus on process and
procedures which must be
followed within Morrisons.
Change Leaders of Morrison promotes
change as per market.
Manager strategies to react to
those changes so that profitability
can be enhanced.
Approach Leader gives direction to
implement plans formulated by
manager.
Manager of Morrisons formulates
plans (Jacobs, Chase and
Lummus, 2014).
Roles and
Responsibilities
Leader creates vision and influence
employees to achieve that.
Manager creates goals and
measure them so that they can
exceed or reach organisational

objectives.
Task 2
P2 Role of a leader and function of a manager in different situational contexts.
For attaining profitability and growth within organisation, manager and leader plays
crucial role. Leader creates a vision and manager ensures that strategies are build to attain that.
Manager and leader have their specific role which they have to perform in different situations
within Morrisons.
Conflict resolution: Disputes or conflicts can arise within organisation at any moment of
time and there can be different reasons for this like cultural differences, miscommunication,
working environment, beliefs and there can be any number of reasons for this. Manager and
leader of Morrisons perform different role depending on prevailing situation (Lewis and Brown,
2012). Targets are given by management of Morrisons to each employee on basis of their skills
and job in which they are working. Conflicts can be resolved within organisation by providing
each employee with specific role. In this context, leader must use their ability and expertise to
handle their employees or subordinates. Apart from this, leader must focus on root cause of
conflict so that entire situation can be evaluated. Leader must encourage their employees to
handle these situations maturely, listen to others and forgive when such kind of conflicts have
raised. This will promote employees to work again as a team.
Manager of Morrisons evaluates complete situation and takes view point of leader and
employees. Apart from this, to further analyse the situation manager asks different questions so
that generic review is obtained. Manager of Morrisons collaborate with employees to bring
enhanced resolution to dispute (Lindström and et. al, 2012). Opinions of employees are
considered and desired step is taken by manager, this enhance value of employees within
organisation. This is important for growth of organisation and retention of employees.
In this case autocratic leadership style can be used, if heavy dispute arises then root
causes of problem can be eliminated from organisation without listening to them.
Timely delivering services: An example can be considered in this context, suppose raw
materials are not available and work has stopped. In this context, manager and leader works in
collaboration with each other so that effective working of organisation is ensured. Manager of

Morrisons makes strategies and ensure that those strategies are followed by leader. Furthermore,
leader implements those strategies and ensure that employees are working according to those
strategies so that requirements of customers are met within stipulated time duration. Apart from
this it is also ensured by leader that high quality in products is maintained. For this employees
are motivated and appreciated by leader so that they can work effectively and provide timely
services to their customer's. In this democratic style of leadership can be used. Management can
conduct open discussions with employees so that suggestions can be taken from them to address
different aspects and situations existing within organisation.
Planning: Manager formulates plan according to objectives and goals of Morrisons. This
will help to effectively achieve goals via implementing appropriate planning. Strategies are
developed by manager so that unpredictable situations can be handled effectively. Vision of
organisation is shared with employees so that they can work accordingly (Peng and Lai, 2012).
Manager of Morrisons monitor various activities which are going within supermarkets so that
objectives can be obtained. Policies are designed by manager as per needs of their employees and
customers. Leader make sure that these policies are clear to employees so that any kind of
confusion and misunderstanding do not occur which can lead to wastage of time.
It is clear form above discussion that manager and leader have different roles in every
situation. Leader can try to solve different problems by their own but manager must be informed
in specific context. Manager pull off each activity which is happening within Morrisons so that
profitability can be enhanced.
In this case strategic style of leadership can be used. In this strategies are developed so
that condition which was mentioned above do not arise again. Apart from this strategies and
planning can be done by top management to address all activities which are carried out within
organisation.
P3 Different theories, including situational leadership, system leadership and contingency.
Situational leadership: It is developed by Paul Hersey and Ken Blanchard in late 1970's.
This theory of leadership states that manager of organisation adopts different styles of leadership
depending on situations (Pohl, 2013). A particular model of leadership is not followed instead of
that different leadership styles are followed depending upon situation.
Strengths:

1. This style of leadership is easy to understand and it can be applied within Morrisons in
different context.
2. This style provides prescriptive value by suggesting that what is to be done in specific
situation and what must not be done. An example can be considered in this perspective
like if within Morrison subordinates or employees are low in competence then directive
style of leadership can be followed by leader.
3. Emphasis is on flexibility of leader so that requirements of employees are matched. Apart
from this employees are motivated by involving them in decision-making process.
Weaknesses:
1. Emphasis is on short term goals or it can be said that it deals with current situation rather
than long term goals.
2. Confusion can be created as specific style is not followed and some situations may be
interrelated and interconnected with other factors (Rose and et. al., 2013).
System leadership: This theory states that leader can create conditions in which
employees can work effectively to their potential. It uses principles of human behaviour to
develop models of social process, system design, organisational strategies and good leadership.
Leaders of Morrisons use this theory to analyse behaviour of people's towards their organisation.
Strengths:
1. It helps leader of Morrisons to develop different approaches in different contexts. Clarity
related to complex situations is provided.
2. Leaders can effectively provide roles and responsibilities to employees this will enhance
productivity of Morrisons.
Weaknesses:
1. Implementation of this theory takes lot of time as needs continuous guidance in respect to
job or tasks they have to perform.
2. Performance of individuals can be affected due to certain barriers like recurring
problems, attitude and behaviour of employees.
Contingency theory: This theory is proposed by Fred Edward Fiedler. This theory
emphasise on personality of leader and situation in which leader is operating (Schönsleben,
2016). Action of leader is contingent on external and internal situation prevailing within
organisation. Leader of Morrisons apply their own style in specific situation.

Strengths:
1. For motivating employees, motivational approaches are devised. Leader considers all
possible factors which can enhance productivity of organisation.
2. Effectiveness of leader is dependent their on relationship with employees. Leader of
Morrisons consider opinions of their employees.
Weaknesses:
1. It is costly and lot of time is required to implement this. Apart from this there is no
definite solution to problem. It cannot be said that action of management or leader
depends on specific situation.
2. To have a definite conclusion, it is necessary that all factors must be taken into account
which is practically not possible as it requires lot of time and money.
From above discussion it is clear that, situational leadership can be sued by management
so that effective work environment can be provided provided to employees. Competence level of
employees can also be evaluated, if competence level is low then management must provide
training to employees. Different situations can be build by management of Morrisons using
system leadership. This will help them in future if any kind of such activity happens in future.
It is recommended that manager and leader must ensure that which theory must be used
at particular moment of time. Depending upon situation which is prevailing within organisation,
leadership style can be used. Democratic leadership style is used within Morrison when team
members are participative and innovative. This style aids team leader to acknowledge ideas of
team members which can help them to enhance their services. Autocratic leadership style is used
by leader of Morrison when they feel that certain conflict can arise due to any reason. For this
they use this style, in this leader makes all the decisions and hardly take any suggestion from
team members. Transformational style of leadership is used within Morrison, when leader feel
that their team members or followers are not motivated and their performance is declining. In
this style followers are motivated by which they can acquire remarkable results. Delegative style
of leadership, this is used to boost up morale of team members. In this team members are
allowed to take decisions with respect to project they are working on. These are different
leadership styles and theories which are used within Morrison.

Task 3
P4 Key approaches to operations management and the role that leaders and managers play within
Morrisons.
Operation management refers to process of transforming raw materials into services and
goods so that it can provide value to customer's (Slack and Brandon-Jones, 2018). Manager of
Morrisons focus on maximising efficiency of services and goods so that needs of customer can
be fulfilled. Key operations of Morrisons are: offer services in restaurants, provide customer
services, dry cleaning, pharmacy, tobacco and photography service. These are the sections in
which Morrisons is operating. They need to make sure that activities are performed effectively
in each section. Key approaches in operation management are mentioned below:
Lean production: It is a simple and systematic method which helps to reduce waste in
manufacturing system. This will help Morrisons to enhance quality of their products, visual
management and increase efficiency of production process. Apart from this, leader enhance
morale of employees and provide them safe working environment.
Role of leader:
1. Leaders of Morrisons help employees to understand their role within organisation related
to lean production.
2. They give effective directions to employees so that overall production can be enhanced.
Apart from this, leader within Morrisons monitor different process related to removal of
wastes (Sodhi, Son and Tang, 2012).
Role of manager:
1. Manager of Morrisons ensure that no useful materials or products are ejected.
Furthermore they also make sure that effectiveness of products is analysed.
2. Within Morrisons, manager ensures that reports related to progress and productivity is
given to higher authorities.
Total quality management: It refers to extensive and structured management approach
which focus on continuous quality improvement of services and goods. This approach consists of
continuous effort to enhance ability of employees so that customers demand of services and
products is provided. Within Morrisons focus is on enhancement of performance and quality
within each department.
Role of leader:

1. Leader of Morrisons make sure that all the resources are effectively involved and utilized
within working environment.
2. Performance measurement for different processes are established to ensure that all
processes are performing with respect to desired strategies. Apart from this, leaders
within Morrisons provide long term support from top to bottom to organisation
(Subramanian and Ramanathan, 2012).
Role of manager:
1. Manager make sure that all suppliers are treated as business partners, it helps Morrisons
to build effective relationship with suppliers and when any economic crisis will occur,
this will benefit them.
2. Manager make sure that improvements are made in production processes and also ensure
that they emphasise on internal and external customers.
Six sigma: It includes set of tools and techniques for improvement of processes. It
enhance quality of output by analysing and removing root causes of defects and minimizing
variability in business processe (Six sigma, 2019). This will lead to obtain higher satisfaction of
customers of Morrisons.
Role of leader:
1. Leader make sure that effective training is provided to employees so that they can
effectively use those resources.
2. Apart from this, leader of Morrison communicate relevance of six sigma approach within
organisation. They identify and recognise participation of employees.
Role of manager:
1. Manager gives review and support to employees and high authorities, this helps
Morrisons to enhance their quality and productivity.
2. To ensure that organisational goals and objectives are achieved within time, manager of
Morrisons monitors execution of this approach within supermarkets.
P5 Importance and Value of operations management in achieving business objectives of
Morrisons.
Operation management includes controlling, designing and overseeing process of
production and redesigning operations of business. Within Morrisons it deals with creation i.e.
availability and delivery of products. Importance of operation management are mentioned below:

1. Control and distribution system: It is important factor which deals with controlling
production process of Morrisons. Management ensures that products are made available
within supermarket before customers demand for them (Walker and et. al., 2014). They
ensures that their products are distributed effectively which in turn make sure that
objectives of organisation are fulfilled. For this management of Morrison have opted for
effective control system and logistic infrastructure. This will help to evaluate that
resources are not wasted and made available to customers within market in stipulated
time.
2. Process design: To meet requirements of customers, designing of process of operation
management plays crucial role. It helps to make profit from this which in turn accomplish
objectives of Morrisons. Efficiency of process design helps to enhance productivity as it
is made sure that least resources are used in specific process. Quality of products is not
hampered by any chance which provides benchmark of quality to Morrisons.
3. Capacity management: It deals with capacity of warehouse so that excess of goods are
not present (White, 2016). Efficiency of capacity management within Morrisons helps
organisation to produce goods as per demand for particular product. This helps in
reduction of cost and time. Management of Morrisons ensures that this factor is
monitored for not compromising with quality of products.
Operation management deals in production of services, their distribution, assistance and
other aspects of services which have direct impact on quality and cost. In this way it aids
organisation to achieve success. Operation management helps management to manage different
operations which are performed within organisation. This aids management to carry out their
functionalities in effective manner.
Operational efficiency can be increased by focussing on requirements of customers,
ensuring that strategies and planning which is done for a day is aligned with requirement of
customers and set appropriate measurement for guiding continuous improvement. They
(management) needs to review the activities which are performed within a day, by this they
acknowledge different activities and evaluate which section needs improvement, accordingly
they need to perform their operations.
Leaders and managers can improve efficiency of operational management by effective
transformation of raw materials into services, designing a feasible a process, by giving work to

subordinates on basis of their capabilities and effective management of inventory so that
employees can be provided with raw material within time. They need to motivate their
employees and give them appropriate guidelines by this employees will be able to work till their
complete potential.
Henri Fayol's five functions with respect to operation management within Morrisons are
discussed here. Managers formulates strategies and do effective planning is done by
management of Morrisons to ensure that desired objectives can be attained within stipulated
time. It the responsibility of manager of Morrisons to organise employees in aligned structure so
that goals can be achieved in effectively. Managers must be commanding by which they can
make their employees work in desired time frame. Employees must be supervised and motivated
to achieve their everyday objectives. Each activity within Morrisons is coordinated which
ensures that each unit complements other. Manager is responsible for controlling activities
which are performed in Morrisons as per their objectives and policies (Wong and et. al., 2012).
TASK 4
P6 Factors within business environment that impact operational management and decision-
making by Leaders and managers within Morrisons.
Business environment gets struck by number of internal and external factors. This
hampers operations of organisation and also decision making (Alderton and Saieva, 2013).
Therefore, it is necessary for organisation to identify these factors and adopt different policies
and strategies to reduce their impacts. Various internal and external factors which affect
Morrisons are shown below:
Corporate culture: Within Morrisons, employees have great opportunities to enhance
their skills. Team work is carried out in which each department is linked with each other and
work in coordination with each other.
Corporate value: Morrisons value include expectations of their employees and
customers. They have traditional craft trained people which adds value to them. It aids Morrisons
to grow their talent in terms of financial sense, this means that their values and traditions have
provided company support.
Corporate social responsibility: CSR refers to segregation of beneficial programs and
practices within organisational culture. It deals with corporate citizenship, corporate conscience,

sustainable business or corporate sustainability. Morrisons is bound up to reduce unneeded
packaging and have opted for recycled material whenever it is possible.. They make sure that
there packaging is to assist and preserve products which they contain.
Internal Factors: Factors which affect growth of organisation internally are referred to as
internal factors. They are under control of organisation. Some internal factors which can affect
Morrisons in terms of operations and decision-making are illustrated below:
Shareholders: They include employees. If a business need to be successful then it is
necessary that they must acquire good employees (De Roover, 2017). If employees cannot do
their task effectively and do not possess required skills for specific task then services which are
being offered by Morrisons can be hampered. Management of Morrisons ensures that their
employees complete their tasks effectively within time. For this they motivate their employees
by offering them financial and non-financial benefits. Their expectations with respect to
Morrisons are mentioned below:
1. Expectations of shareholders: Shareholders are expecting that their interest must be
achieved. Money which they have invested in specific project must be valued and they
gain significant profits.
2. Government expectations: They expect that employees are of their own country, i.e. if
Morrisons is providing their services in UK then they must have maximum employees of
UK. Apart from that, if project will be successful then they will have high tax.
3. Suppliers expectations: They expect that Morrisons take raw materials from them, for
this they need to make sure that they provide quality services to them.
4. Employees expectations: They are crucial part of Morrisons, if management is unable to
accomplish their requirements then there will be decline in their performance. They
expect that there basic psychological needs are met effectively.
5. Customer's expectations: Their expectations are high and on behalf of Morrisons also it
is there primary responsibility to consider requirements of customers. They expect that
they are being served with high quality services.
6. Competitors expectations: They will analyse the market and accordingly formulate their
own strategies. There competitors are Tesco, Walmart and others. They expect that their
rivalry do not do well.

Labour Unions: They are important factors which can strongly affect organisation.
Labour unions bargain with top managers of Morrisons in regards to timing, wages and working
conditions in different departments. For effortless working within organisation, it is necessary
that strong relations should be build between labour union and management. If they stop working
or go on strike then operations within organisation will be stopped. For this management of
Morrisons need modernisation and restructuring.
External factors: They are factors which affect business from outside. These factors impact
ability of organisation to achieve their goals. Some external factors which affect Morrisons are:
Political factors: UK government can make changes in their decisions which can affect
organisation. An example can be considered like legislations are changed or change in tax
policies is made then business might be required to pay more. Furthermore, it can be understood
by another example like if national minimum wage is increased then Morrisons have to increase
wage of salary. This will result in reduction of staff hours. In this way by political factors,
operations and decisions of Morrisons can be affected.
Economical factors: Economy includes money, services and goods which are used by
particular country. This can be understood by example that if economy is doing good, then there
will be great job opportunities for employees and demands for services offered by Morrisons will
be increased (Galindo and Batta, 2013). In this case management of Morrisons reduce prices of
products and give special offers to attract customers.
Social factors: With increase in population, Morrisons is having various business
opportunities. Consumers with pension age have more income as compared to others, so they
have high disposable income which makes them profitable for services and products provided to
them.
Technological factors: Technology is rapidly changing and organisation needs to remain
updated with latest technologies so that productivity can be increased and demands of customer
can be satisfied (Hitt, Xu and Carnes, 2016). Example can be taken in this aspect, like if new
production equipments are made available then this will lead to reduction in production cost. For
this management of Morrisons can opt for reduction in prices and reinvest increased profits.
These factors both internal and external factors have relevant impact on performance of
organisation. It is necessary for Morrisons to have a healthy culture this will assist them in CSR
activities and also in decision-making. If employees are treated equally then this signifies that

there is no discrimination which have direct impact on profitability of organisation. Leaders and
managers of Morrisons need to consider these factors so that they can attain required results
within specified time duration. There decisions must depend on situations which are prevailing
within working environment of Morrisons rather than having same styles of working.
Operational efficiencies can be enhanced by evaluating their internal resources. They
must ensure that these resources are effectively used and are allotted at right position. For further
enhancement of their resources they can be trained as per latest technologies and trends within
market. Apart from this they need to make sure that, external factors are being addressed so that
they do not fall into any illegal considerations.
Furthermore it can be concluded that Morrisons is leading supermarket who are
accomplishing needs of their customers effectively. In future they can include latest technologies
within their supermarket to attract more customer's and option must be provided to customers for
customisation in services.
CONCLUSION
From above report, it is illustrated that operation management refers to process of
managing production and distribution of services and products. This includes management of all
activities which are carried out within organisation. Leader creates vision and manager formulate
strategies for execution of different activities within organisation in disciplined and effective
manner. Leader and manager have their individual role in every context. Different approaches
and theories are used to effectively execute operations of organisation. Apart from this certain
factors impact productivity and growth of organisation, certain decisions are made by
management so that their effects can be reduced.

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Online
Six Sigma. 2019. [Online]. Available through: <https://searchcio.techtarget.com/definition/Six-
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