Operations Management: Case Studies & Analysis

This assignment delves into the diverse realm of operations management, encompassing case studies and analysis across different domains. It examines topics such as supply chain management, hydropower system operation considering environmental flow requirements, cultural heritage management in gold mining, optimal energy management of small electric systems, risk modeling and assessment, hospital information systems, collection development and management, industrial safety within disaster management, passive optical networks, functional product development, microgrids in active network management, operation care for emergency medical users, and logistics management using RFID/GPS technology. Students are expected to analyze these cases and demonstrate their understanding of key operations management principles.

MANAGEMENT AND
OPERATIONS

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1 .........................................................................................................................................1
P1. Roles and characteristics of leader and manager..................................................................1
P2. Role of leader and manager in different situations...............................................................3
P3 Different theory and model of approaches including different leadership............................4
P4 Key approaches to operations management and the role that manager and leader play........5
P5 Importance and value of operations management in achieving business objectives.............6
P6 Impact of internal factors upon operational management and decision making....................8
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Every organisation's main objective is to earn profit by providing facilities to the end
users. These facilities can by anything like products or services. Here, operational management
helps in making goods according to consumer’s requirements. In simple words, this process can
be known as input of limited resources, unprocessed materials, capital as well as other things and
output of finished commodities (What is Operations Management?, 2014). A management which
leads company to attain set targets in a set time frame. M&S (Marks and Spencer) has a big
brand name in retail sector all over the world. Most of its stores are in United Kingdom.
Assignment is based on M&S’s managerial structure in which various roles and functions have
been discussed of both; leaders and managers. Also, assessment is putting light on few theories
and approaches related to leadership and operational work. The way management helps in
achieving goals and objectives of M&S is also shown in the report.
TASK 1
P1. Roles and characteristics of leader and manager
To attain the desired targets, M&S hires workers who are talented, skilled and efficient.
These employees put a direct impact on both; productivity and profitability of company. Also,
they are the one who manage or handle all organisational activities of firm. M&S has managed
to achieve its targets for a long time because of the positive decisions that are made by both
managers and leaders. These supervisors have different duties in the firm. But, work for the same
things and those are profit maximisation, improve employee relations, healthy environment and
good brand image at marketplace (Ashby, Leat and Hudson-Smith, 2012).
Roles of a manager: Planning: This is one of the main functions which can be stated as duty of managers.
Here, to hit desired targets, employer makes plans. This gives them a blue print of what
needs to be done next. Organising: This is the second part after making a successful plan. Now, managers here
organise teams to complete the project that has been made. Here, they give tasks to
individuals according to their capability. Staffing: Recruitment process can be a part of this type of function. It is HR manager’s
responsibility to select the best candidate for right job. Also, it includes giving jobs to
staff members as per abilities.
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 Controlling: This part comes at the last but it is an important one. Manager’s duty does
not ends after making plan. Continuous monitoring to check if the work is going in a
proper way or not can be stated as controlling.
Some roles of a leader are given below: Supportive and examine talent of staff members: It is essential for leaders to find the
talents in every individual who are working in M&S. This aids in getting the knowledge
that what type of task they can do according to their capability (Babel and et. al., 2012).
Supervisors can remove stress from workplace by assigning the jobs to staff members per
their abilities. Also, he/she should support them that helps in boosting their interpersonal
skills. Motivator and Team Builder: It is essential for the organisational management to keep
on motivating its members so that they can achieve targets in an efficient manner. Also, a
leader is one who makes teams as per the project so that it can be attained in a short
period of time.
 Change agent: Technologies are changing rapidly in a really very short time of period
also governmental agencies modifies policies. Therefore, leader is one who keeps an eye
on changes that they are facing and take appropriate actions as per requirement. This
helps them in making positive decisions for company. Workers do not accept changes in
the working environment. Here, supervisors can help them in grabbing alterations and
make them familiar (Bainton and et. al., 2011).
Some differences in between leaders and managers:
Leader Manager
 Leaders motivate subordinates so that
they can attain the targets of their own
easily.
 They represent the organisation or can
be a face of company.
 They are the people who develops
vision and convey same to its team
members.
 Managers manage the work which is
related to M&S.
 Hire skilled candidates so that firm can
make profit at its maximum. This may
also improve the productivity.
 Manager in a company, makes a
structure so that plans can get attained
in an effective and efficient way.
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 Leader is said to be a mentor who
inspires and support its squad so that
they can achieve their own goals and
objectives.
 Continuous monitoring is another duty
of a manager which needs to be done in
a proper sort of manner so that better
results can be gained.
Characteristics of leaders and managers:
 Both leaders and managers work for the same thing and that is profit maximisation of
M&S.
 Desired targets should be achieved in an appropriate time frame. Here, they assign tasks
and motivate employees so that they can hit the target.
 Interpersonal skills which can easily grab the attention of staff members and ability to
assign work according to inner capabilities of them.
It has been concluded that managers and leaders have different duties but work for
betterment of M&S. They have to achieve their own goals so that organisation improve goodwill
in the marketplace (Battistelli, Baringo and Conejo, 2012).
P2. Role of leader and manager in different situations
M & S have many retail stores in all over the world. They are attaining targets easily
because of their effective and efficient supervisors. Leaders form the plans and managers manage
them so that desired aim can be attained in short period of time. They both have different roles in
various situations and unique style of working at the workplace.
Some situational conditions in M&S are discussed below: Situation of stability: This is a kind of situation where both; leaders and managers do not
need to do anything if business is going in a proper way. M&S supervisors are following
same policies from a long time and there are no conflicts taking place. Hence, they are
following the same scenario. For an example: A leader can try to make things more
productive in organisation but a manager do not and follows the same sort of structure
that they were following previously. Slow to moderate changing situation: Situations where management has to determine
new areas in which they can grow its business. Country like China, its economic growth
is very high but it takes time to build goodwill in a totally new culture. Here, M&S will
grow but slowly. Under this an example can be taken where a leader looks into various
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aspects in grabbing the most of areas where they can target people as per their
perspective and on other hand manager follows traditions.
 Fast changing situation: Government agencies made changes in the policies when
United kingdom separated from Europe. Here, Superiors of M&S had to keep on looking
changes that were made by them. For an example: Both Leaders and managers of Marks
and Spencer started looking towards investors so that they do not faces for problems
which are related to funds and with the help of this, plan of grabbing most of market can
get achieved.
Impact of organisational conditions on functions of managers:
M & S continuously enhancing its business in different countries which is creating its
stability all over the world (Ding and et. al., 2011). Hence, there is no requirement to do any kind
of planning to run the business. Every staff member of companies plays their part in growth of
economy of United Kingdom.
Apart from this, there are some style of leadership mentioned below:
Direct: One of the main function where, leaders gives proper directions to subordinates
also motivates them so that they can attain targets in a given time frame (Haux and et. al., 2013).
Support: This type of style may help all the employees in doing work without taking
stress. Here, leaders can show them different ways by which they can complete difficult tasks
easily.
Participate: In decision making process this style may help leaders. Here, supervisors
takes feedbacks and suggestions from subordinates which aid in betterment of M & S. Also,
plans can also be made under this sort of style.
Goal oriented: Leaders should keep on pushing the limits of employees by assigning
targets above from their capabilities. This enhances their skills and knowledge and makes them
efficient. M & S can attain goals and objectives easily.
Employees of M & S helped them in making decisions. They brought different innovative
ideas which aid M & S to enhance both profitability and productivity. Just because of this
organisation uses Participative style of leadership. At the time coming to any conclusion they
take suggestions from its staff members.
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P3. Different theory and model of approaches including different leadership
In today's world, taste of the people changes from time to time. It is important for M & S
to keep on analysing the requirements of them. Managers and leaders over here can do
modifications in their products and services as per needs of consumers. This may help in
improving sale of goods. Also, at the time of launching new products demand of customers may
aid employer to take decisions which enhances their both productivity and profitability (Haimes,
2015).
Some theories related to this context are mentioned below:
System leadership: This theory is based on systems that has been set by leaders which
every employee of M & S have to follow. Issues that were arising in the company was becoming
problematic and to resolve those conflicts this theory was made. Rules and regulations are the
main part under this hypotheses. These policies can be formed by both managers and leaders and
they have to be sure about that staff members are following them in a proper manner. For an
example: To improve employee relations this theory can be used.
Situational leadership: In 1970, this approach came in front and most of the
organisations adapted this and it was formed by Ken Blanchard and Paul Heresy. At the initial
years this was named as life cycle of leadership but then it was changed and got the name as
situational leadership. Here, leaders makes plans and modifies them according to the nature of
market. Different sorts of theories M & S adapted. At initial level, they chose direction based
method but then the way things got changed of how to do business and to make immense profit
they started using participative method (Johnson, 2014).
Contingency approach: This kind of approach is much similar to situational. Here,
leaders do not make any kind of modifications if it is not required. To do this, managers and
subordinates has to give proper detail of operational activities. This may help them in taking
decisions which may lead M & S to improve productivity and profitability.
Management by objectives: Aims and objectives are needs to be clear in mind of every
level of employees in M & S. This aid in achieving goals efficiently of the company. Here,
managers and leaders needs to clear the vision of staff members and distribute tasks according to
capabilities of individuals. For an example: M & S employees of manufacturing department
knows about their jobs and try to accomplish tasks in a given time frame.
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These approaches and theories, that has been discussed above may aid M & S to achieve
goals and objectives in a short period of time. It may also help company to remove extra part
from every department which are cost consuming.
P4. Key approaches to operations management and the role that manager and leader play
Management which is related to operational activities can be stated as one of the most
important part of M & S. Here, managers and leaders can modify or change actions related to
their manufacturing process. Marks and Spencer is an organisation which is specialised in
clothing sector and manufactures trendy products according to latest fashion. Away from this,
they also deals in some other sections as well like food, grocery and etc. They have ample
number of retail stores in all over world and most of its market share is in UK. This may help
them in gaining attentions of consumers because of their new products or modification in goods.
Also, some analyses of the market may aid in giving hard competition to rivals.
Some key approaches in this context are mentioned below:
Six Sigma: Main purpose of this approach is to remove defects and extra part from the
manufacturing process (Kátai-Urbán, 2014). This may lead M & S to improve profitability and
productivity. Also, it helps in enhancing quality of goods and services.
Just-in-time: An approach which reduces the cost in operational activities. Here, M & S
try to work more effectively and efficiently. Wastage of time may create losses to the company.
Suppliers should give the delivery of commodities right on time to retailers may enhances both
productivity and profitability of the organisation.
Continuous improvement: In today's world, different technologies are coming in front.
To give competition to rivals it is necessary for them to keep on improving their quality of
products and services.
Lean production: An approach which is related to remove wastage from the production
level. This hypotheses aid in enhancing quality of the products. Also, maximises the profit by
removing the extra part from the production process (Lam, 2011).
Total Quality management (TQM): Oldest hypotheses which is related to enhance
profitability by improving productivity. M & S uses this kind of approach, where they try to
make better their products so that long term relations can be made with end users.
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Queuing: It is important for M & S to find the needs of consumers so that better
decisions can be made for the organisation. This approach is related to requirements of
customers. They queue products appropriately so that sale of commodities can get increases.
Process of production can be understand as various inputs of different things like plan,
materials, capital and so on in regards to pull up a finished good. Under this, humans need and
want plays a vital role which needs to be considered while manufacturing a product so that
customers can fulfil their requirements.
Role of manager and leader in operational process:
Leaders Managers
Motivating subordinates so that they can attain
their own goals efficiently.
They are the one who manages all the activities
which are related to operations.
Leaders can create favourable policies for
employees, which builds loyalty towards M &
S.
Assign tasks to employees according to their
capabilities so that they can attain them easily.
The above key approaches, enhances both productivity and profitability of M & S. Also,
aid in improving goodwill and brand image in the marketplace.
P5. Importance and value of operations management in achieving business objectives
The process of inputting of raw materials, resources and changing them into fine goods
and services according to consumers needs can be understand as operational management. This
type of administration aid H & M to achieve desired goals in a short period of time and also
enhances both productivity and profitability of the organisation (Lindström and et. al., 2012).
Also, this process needs to get modified from time to time. Because, new trends keeps on coming
on daily basis and according to that clients tastes gets changes so it is important for managers
and leaders to analyse market and take actions which may create favourable conditions for H &
M. In context, of operations management some important points are mentioned below: Keep up the quality: Customers satisfaction is most of the essential parts which needs to
be taken care by H & M. Modifications in products may keep on improving relations with
end users. Decrease in wastage: Under this, managers sees the areas of manufacturing process and
try to reduce wastage without putting any impact on productivity of the firm.
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 Improve efficiency of workers: Employees can also improve their abilities at workplace.
New technologies comes in market on daily basis. Managers and leaders helps them in
enhancing skills and knowledge by giving them appropriate training sessions (Palizban,
Kauhaniemi and Guerrero, 2014).
 Fine usage of resources: Improvised operations management aid reducing wastage of
limited resources in manufacturing cycle.
These important points that has been comprehended above helps in enhancing goodwill
and brand image of H & M. Increasing sale: By providing, quality goods to consumers may help in making long term
relations with them. By this company can achieve desired targets. For an example: M &
H's modified products will grab attention of consumers and this will automatically
increase the sale of commodities. Maximizing profit: This type of management aid M & H to enhance the profitability.
Providing goods to consumers per there needs can easily take company to a leading
position where money can be made at its full.
 Customers satisfactory level: Quality products with the same taste as per need of end
users. Proper and skilful employee will provide facility to consumers per there
requirements. This may improve satisfactory level of the client.
For growing it is important for M & S to keep on utilising operational management
properly. Profitability and productivity will automatically increase by using these (Rinke and et.
al., 2012).
P6. Impact of internal factors upon operational management and decision making
It is essential for M & S to keep enhancing goodwill of the company this purpose aid in
running business in future as well. For doing this, they have to keep on providing quality
products and services to consumers. In this context, internal factors may put impact on decision
making process. There are some components related to internal factors mentioned below:
Corporate social responsibility: According to Viani and et. al., (2012) it is important for
an company to fulfil the whole activities of CSR; hence, it will help in the improvement of
goodwill of company. While accomplish it, firm will easily challenge their competitors in a
world of competitive. A part from all these, if company will enable to compete their
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responsibilities of social then it will be difficult for a organisation managers for doing operations
in a very effective way.
Sustainability: According to Ashby, Leat and Hudson-Smith, (2012) maintaining a
sustainability with in a organisation is important. Company keep standard services and product
then their customers will retain with their products.
Stakeholders: As stated by Bainton and et. al., (2011) stakeholders are the part of each
companies. It is important for workers to consider them first while taking a decisions. As they
give fund to organisation. They can be external either internal for a company such as employees,
banks, institutes, community partners, board members etc.
Intrapreneurship: As indicated by Haimes, (2015) intrapreneurship are component of an
organisation and plays an important role in it. Directors of M & S can be stated as one these.
Supervisors makes new policies, make environment healthy and try to improve employee
relations. For example: M & S is covering a huge retailing market thus, it is important for them
to keep on bringing new tools and techniques in company which may lead them to fulfil needs of
consumers in a set time frame.
These above discussed points, may help management of M & S to improvise their
decision making process. Managers and leaders at the time of taking actions always needs to
keep in mind of stakeholders this helps them in forming proper fund related to the objectives.
CONCLUSION
From the above report, it has been concluded that in every organisation leaders and
managers are important. They play their own roles and have different working styles but work
for the same thing and that is profit maximisation of the company. Motivation to employees,
controlling, planning, directing and etcetera are the responsibilities of both of the supervisors.
Apart from this, it is also essential for them to keep on pushing subordinates to their limits so
that they can attain targets of their own by supporting them. Also, there are some theories which
helps manager in operational activities which reduces wastage. All these things may aid firm to
accomplish targets efficiently, give competition to rivals and improve goodwill and brand image.
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REFERENCES
Books and Journals
Afshar, M. H., 2012. Large scale reservoir operation by constrained particle swarm optimization
algorithms. Journal of Hydro-environment Research. 6(1). pp.75-87.
Ashby, A., Leat, M. and Hudson-Smith, M., 2012. Making connections: a review of supply chain
management and sustainability literature. Supply Chain Management: An International
Journal. 17(5). pp.497-516.
Babel, M. S. and et. al., 2012. Operation of a hydropower system considering environmental
flow requirements: a case study in La Nga river basin, Vietnam. Journal of Hydro-
environment Research. 6(1). pp.63-73.
Bainton, N. A. and et. al., 2011. Stepping stones across the Lihir Islands: developing cultural
heritage management in the context of a gold-mining operation. International Journal
of Cultural Property. 18(1). pp.81-110.
Battistelli, C., Baringo, L. and Conejo, A. J., 2012. Optimal energy management of small electric
energy systems including V2G facilities and renewable energy sources. Electric Power
Systems Research. 92. pp.50-59.
Ding, M., and et. al., 2011. Economic operation optimization for microgrids including Na/S
battery storage. Proceedings of the CSEE. 31(4). pp.7-14.
Haimes, Y. Y., 2015. Risk modeling, assessment, and management. John Wiley & Sons.
Haux, R., Winter, A., Ammenwerth, E. and Brigl, B., 2013. Strategic information management in
hospitals: an introduction to hospital information systems. Springer Science & Business
Media.
Johnson, P., 2014. Fundamentals of collection development and management. American Library
Association.
Kátai-Urbán, L., 2014. Journal of Environmental Research and Protection Establishment and
operation of system for industrial safety within the Hungarian disaster management.
Journal of Environmental Research and Protection. 11(2). p.27.
Lam, C. F. ed., 2011. Passive optical networks: principles and practice. Academic Press.
Lindström, J. and et. al., 2012. A development process for Functional Products: hardware,
software, service support system and management of operation. International Journal of
Product Development. 16(3-4). pp.284-303.
Palizban, O., Kauhaniemi, K. and Guerrero, J. M., 2014. Microgrids in active network
management–part II: System operation, power quality and protection. Renewable and
Sustainable Energy Reviews. 36. pp.440-451.
Rinke, M. L. and et. al., 2012. Operation care: a pilot case management intervention for frequent
emergency medical system users. The American journal of emergency medicine. 30(2).
pp.352-357.
Viani, F. and et. al., 2012. Design of a UHF RFID/GPS fractal antenna for logistics management.
Journal of Electromagnetic Waves and Applications. 26(4). pp.480-492.
Online
What is Operations Management?. 2014. [Online]. Available through:
<https://www.topmba.com/mba-programs/what-operations-management>.
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