Operations Management and Sustainability

This assignment delves into the critical role of operations management in fostering sustainable business practices. It examines the growing importance of integrating environmental and social considerations into operational processes, drawing upon examples such as Marks & Spencer's commitment to sustainability. Students are tasked with analyzing key concepts, evaluating case studies, and proposing strategies for enhancing operational efficiency while minimizing environmental impact.

MANAGEMENT AND
OPERATION

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
LO1.............................................................................................................................................1
P1- Comparison of roles and characteristics of a leader and a manager.....................................1
LO2.............................................................................................................................................3
P2- Role of a leader and function of a manager apply in different situational contexts.............3
P3 Different theories and models of approach............................................................................4
TASK 2............................................................................................................................................5
LO3 ............................................................................................................................................5
P4 Approaches to operations management.................................................................................5
P5 Importance and value of operations management in achieving business objectives.............6
LO4.............................................................................................................................................8
P6 Factors within the business environment that impact upon operational management...........8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
“In the end all business operations can be reduced to three words: people, product and
profit.” Hence, a company need to have best people in it in order to achieve its goals and
objectives. Administration of a company adds up to its growth which includes manager and
leaders of company who guides, manipulate and develops people and their behaviour towards
achievement of specified goals of company. In this study role of a leader and manager of M&S
have been justified. How they lead the organisation to have best operations and their
management. These two key people of a firm are very much responsible for proper actions in
premises of company. There are several situations which occur in a business's lifetime a briefing
of such situations and how management deals with such scenario is given in this document.
Various techniques of leadership and functions of management have also been illustrated in this
report.
TASK 1
LO1
P1- Comparison of roles and characteristics of a leader and a manager
M&S(Mark and Spencer) is a British retailing company which deals in clothes, home
products and luxury food products. It is spread all over globe in various countries for providing
services to people (Alderton, 2013). It only performs retailing of products which are produced by
manufacturing companies under its brand name.
Leader is a person who motivates, guides, develops, encourage and manipulates
behaviour of people by satisfying their needs which leads them to path of achieving goals and
objectives of an organisation. Similarly, in M&S a leader plays vital role in bringing enthusiasm
in behaviour of people while operating functions of company.
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Manager is someone who manages all activities in an organisation which are in its
structure. Further, it makes plans and procedure for firm on which everything proceeds (Bethel,
2012). In M&S it monitors and controls activities of people working in it and makes sure of
effectiveness and efficient achievement of stated aims.
Leader Manager
Main focus is on individuals in terms of
aspirations and needs of them.
Here its behaviour is guided by roles,
procedures and responsibility.
Authoritative individual Official authority
Sharing of ideas related to own vision
regarding to business and strategies.
Circulation of targets and numericals which are
set.
Relationship building by maintaining trust and
confidence.
Controlling and supervising people in
organisation to have a proper code of conduct.
Promotes development of people in its team. Company's development is primary aim.
Engages people by explaining them how to
embrace target.
Do not justifies request just demand for proper
actions.
Participation of member in activities is
initiated by a leader.
Instructions and directives are prompted by a
manager without considering anything.
It listens to team and make them feel good
about working.
Member have to do what they are required to
do no matter what this might make them feel
demotivated.
Effective in communication and understands
people.
Professional and informal just focus on targets
and performance.
Theories of management supports an organisation to increase organisational production
and maintenance of service quality. There are combination of number of theories which are used
by a manager in a business like M&S to have growth and development by proper functioning of
its business (Bratton, 2011). Likewise, some of these theories are justified as under:
 Contingency Theory
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This theory states that decisions by a manager are taken according to situations. In M&S also
there are several situations which occur where manager takes decisions.
 System Theory
This relates to understanding of system and people in an organisation with relation of both of the.
As a system may affect employee as well as people may also affect structure of company.
 Chaos Theory
In this complexity of situations and changes which occurs in an organisation are constant and
they are to be dealt by a manager properly (Brokaw, 2012). A manager have to evolve out of
them by proper actualisation and appropriation which is there in this theory.
 Theory X and Y
X theory focuses on authoritative role of manager where it directs people and Y theory is a
leadership style which includes participation of employees working under manager.
Theories of Leadership are various ways which a leader uses in a business operations. In
M&S leader uses various ways to influence behaviour of people which is illustrated below:
 Autocratic
This is a authoritative style of leadership in which a leader have less time for taking decision so
no member in an organisation participates in decision making all power are in hands of superior.
 Democratic
Also known as participative style and employees and team members are involved in taking
decisions, a leader shares and gathers information from team members.
 Laissez-faire
It is free style leadership which gives member of team freedom as much as possible to take
various decisions and leader is free to focus on various other development.
LO2
P2- Role of a leader and function of a manager apply in different situational contexts
In a company there are several situation which are constantly changing and complex. Dealing
with such situations is typical sometimes but it have to be done by management of an
organisation (Campbell, 2010). They key people of a business which are manager and leader
uses their approaches and styles to overcome such barriers. Situations which might occur in
M&S and how both of these people will overcome them by applying various theories is given as
under:
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 Shortage of time
In a company sometimes a situation occurs where time is less for taking decision. In such a way,
M&S faces problems related to time shortage as the targets are to be achieved in short time
period. In that case a manager adopts directive function and leader performs authoritative style of
leadership and management. In this they do not involve people of organisation in making
decisions they directly control people by regulating orders. This way time is saved and goals are
achieved on time by team of people.
 Competition rises
Sometimes external threats are there to company which are related to new entrants and
substitutes. So in this situation company have to acquire competency strategies by researching
which are done by involving people of organisation. Manager forms strategies and leader
research and create new ideas in order to deal with such situation so that competition can be
overcome by company (Crawford, 2014). This is a way in which new ideas and proper decisions
are taken in M&S to deal with rivalry threats.
 Stock reduction
As M&S id retailing store which deals in various products so these various products sometimes
falls short in terms of number which are to be taken care. Instead of that sometimes there is no
availability of some products. In such a situation manager and leader have to buckle up
themselves as well as team to make products available so as to provide services to its customers.
 Lack in management
A company requires time to time management while its operates one member of a company have
to take care of all operations and activities performance. This is done by manager and leader by
assessing performance of employees by comparing it with standards. This is a best way to alter
risk of situations which might occur in context with a environment in which a company is
operating.
P3 Different theories and models of approach
Situational leadership was built to deal with various situations and circumstances to
meet the need of scenario. A leader adjusts its behaviour according to problems which occurs in
a company. Simultaneously in M&S leader and manager come across various situations which
are to be dealt and these have been described above (Crawford, 2014). Role of both persons is to
adjust there behaviour according to demand of scenario which occurs in company while its
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operations. This theory was initiated to find best ways to deal with problems or conflicts that
might be faced by company. Hence, a firm can overcome ant kind of threat which may cause
error in working of its business.
System leadership states the direct position leadership in a company. In other words a
firm have a structure which have various positions in it. In a system these several positions
decides that who is superior and who is not. This way leading and management takes place. A
person gets authority according to ranking of its position in system. Likewise, a leader and
manager are two positions which have roles and responsibilities which are to be performed by
people who have been given this duty (Dumitru, 2015). This helps to deal with situations as
members have to follow their instructions and by their guidance goals are achieved in an
organisation.
Contingency leadership states that are several ways of performing a task but best way
has to be chosen among available. This is a way in which a leader adapts best technique to deal
with a scenario which might affect operation of company. A leader and manager identifies ways
to solve a problems at that time they come across various methods but best among them is
chosen which is applied. Hence, decision is took by consulting and evaluating every solutions
consequences in order to choose best effective one. This method is very reliable and convenient
in order to lead and manage people as business operates in contingent environment where
ascertainment for contingency depends on the time and position.
TASK 2
LO3
P4 Approaches to operations management
In an organisation there are several operations which are jointly diverted to work for
organisational objectives. In M&S there is management department, human resource department,
store management, operations management department and so on. These are various departments
which jointly contributes to operations of company. In these departments various resources such
as- human, capital, raw material(stock) are required.
Manager and leader in these activities works to integrate and coordinate them so as to
have a common goal for all (Ergun, 2010). A manager manages various departments monitors
and controls their operation whereas a leader motivated employees and co-workers to achieve
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goals on time and maintain plans and procedures as stated in organisation. A leader also thinks
out of box in order to have creative and new ideas for making work more interesting which
involves people of organisation in tasks.
There are many key approaches to operations management out of which some are listed
below:
 Lean Production
This types of production aims at developing close relationship with suppliers and reduces space
requirements. In this employees are informed to produce those parts which are perfectly built. It
cuts down cost by removal of wastage and promotes effective utilisation of resources which
initiates sustainability. A manager manages activities which enhances this production and leader
drives peoples behaviour to do so.
 Total Quality Management
This aims at managing quality in production of good and services in a company. As we know
M&S is leading company known for its quality in products and it maintains quality in its services
in retail stores. Suppliers associated with this company have to ascertain quality in their
production (Grant, 2010). By this company targets to have quality in its operations and in its end
product. A manager is responsible to make sure quality is maintained in organisations operations.
 Just in time
It is a philosophy of zero production system which states that product should be manufactured or
acquired only when it is demanded or when it is needed. In other words only sufficient amount of
goods are to be there in company which are required at a point of time. By this cost is improved
and wastage of product is minimised. Need for production has to be seen according to which
production can be enhanced and leader will look after activities initiation.
 Continuous Improvement
Operations management faces daily change as needs and demands of customers keeps on varying
which implies that a change in production of M&S. Improvements means development which is
made to achieve a command over market and competition. A leader has to initiate this by
creative ideas and interesting way to do work which will generate improvement in Mark and
Spencer.
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P5 Importance and value of operations management in achieving business objectives
The main activities in a business comes under operations management which requires
cooperation of several departments (Heizer, 2016). Hence, it initiates integration between sales,
production, finance and all other department of company. In M&S retailing activities requires
various activities to be done which are under management of operations. A operations
management leads to management of activities in a business none other that it relates to people
and their actions management so as to attain goals which are set. Following are importance and
values which operations management adds to development of M&S:
 Acquisition of resources
Operations are initiated when they have enough resources which leads to acquisition of them.
Utilising them in a proper way is also aim of this department (Kiron, 2013). Production
management plays a very important role in effective and sustainable utilisation of resources as it
promotes less wastage.
 Understanding customer needs and wants
This function of a company aims at dealing with customers so it takes care of needs and wants of
its customers. As M&S is a retailing store which keeps on dealing with customers directly by its
operations employees which helps them to know what are their needs and wants (Importance Of
Operations Management. 2012). This is a vital activity in company to have success in market.
 Maintenance of demand and supply
Operations management takes care of production and related activities which aims at satisfying
demand by proper and equitable supply. By this management of demand and supply parallelly is
enhanced by company.
 Achievement of organisational goals
Sales is a function for which a company operates because it is the only way from which M&S
earns revenue for which it is working. An organisation's main objective is to earn profit which is
only possible when it have effective operations (Koenig, 2011). Here, this plays very important
role in enhancing development and growth of company.
 Initiates plans into actions
Actions are initiated in operations which states that a companies role starts by its operations
which states their importance. A business's existence is by its operations as they are very
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important for M&S to be a company which is present in market. By this only people will come
across this retailing giant.
Role of manager and leader are very vital in this as tasks are to be completed in time
everything has to be managed according to cost and various other outcomes have to be obtained.
This will help them to meet objectives of company.
LO4
P6 Factors within the business environment that impact upon operational management
A company functions in a environment which consist of various factors simultaneously
these factors can be classified into external and internal. External factors of a company are those
which impacts operations of a company (Ruiz, 2011). Likewise, M&S operations are affected
and a justification with some elements are listed below:
 Corporate Social Responsibility (CSR)
CSR are activities which states that there are some responsibility which a company have to take
into consideration while it is running in an environment. Social welfare and ethical practices are
some of examples which can define this. M&S have social responsibility that it must provide
customers with appropriate products and services and do not harm any person which relates to it.
Society affects business so it needs to take care and contribute to it by several additions to its
functions.
 Business Ethics
Principles, plans and procedures which a company have to follow in its activities like- best
practices in its operations, not using any kind of ill practices in business and fair practices in
trade. M&S is operating globally so it have to maintain ethics in its business like- should follow
employment rules and provides all facilities to its people in organisation (Slack, 2015). Legal
laws and regulations are also made for this which are obligatory to perform.
 Stakeholders
Stakeholders are people who are associated with business directly or indirectly. Hence, they are
people who are interested in operations of a company like- its profit, its products, its working,
growth and development. Stakeholders includes internal and external stakeholder that are –
owner, employees, customers, investors, government etc. They impact decision making in an
organisation as all the activities are done so as to satisfy these people for which company is
running its activities.
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Manager makes plans, formulates duties which are assigned to people, direct them to
work in a direction and monitor all these operations that if they are performed properly or not.
Whereas a leader encourages to have these activities in behaviour of people so that they work in
boundaries of company after considering these actions.
M&S can improve its operation by have effective CSR activity, Business ethics and make
sure that stakeholders needs are addressed from time to time in order to have development and
growth of of organisation (Slack, 2010). A company can only lead a market by overall
development in its profit, goodwill and relations so all of them should be done properly. Training
of employees can also provide it various outcomes which it wants attain so it can organise it on
these elements so that everyone knows what is it all about.
CONCLUSION
Operations management is a very necessary activity for a company as it is only things
which runs it. In the above study role of manager in achievement of so and leaders actions which
adds up to this effectiveness is concluded. A complete study for all tools and techniques for
inventory management and role of manager and leader in taking various decisions of a business
have been considered in this document. A result of this research is that it provides effective
operational activities in M&S which leads to its success in its retailing business. Tools and
techniques like theories and approaches which managers uses have also been a achievement of
this report as they can be used by them in various situational context. This will lead a company
to have best practices in its operations and all other activities which runs in its premises.
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REFERENCES
Books and Journals
Alderton, P. and Saieva, G., 2013. Port management and operations. Taylor & Francis.
Bethel, S.M., 2012. Making a difference: Twelve qualities that make you a leader. AudioInk.
Bratton, V.K., Dodd, N.G. and Brown, F.W., 2011. The impact of emotional intelligence on
accuracy of self-awareness and leadership performance. Leadership & Organization
Development Journal. 32(2). pp.127-149.
Brokaw, L., 2012. Marks and Spencer’s emerging business case for sustainability. MIT Sloan
Management Review.
Campbell, D. and Rahman, M.R.A., 2010. A longitudinal examination of intellectual capital
reporting in Marks & Spencer annual reports, 1978–2008. The British Accounting
Review. 42(1). pp.56-70.
Crawford, M., 2014. Developing as an Educational Leader and Manager. SAGE.
Dumitru, A., Motoi, A.G. and Budică, A.B., 2015. What kind of leader is a manager?. Annals of
University of Craiova for Journalism, Communication and Management. 1(2015).
pp.50-60.
Ergun, O., Karakus, G., Keskinocak, P., Swann, J. and Villarreal, M., 2010. Operations research
to improve disaster supply chain management. Wiley encyclopedia of operations
research and management science.
Grant, J.S., Moss, J., Epps, C. and Watts, P., 2010. Using video-facilitated feedback to improve
student performance following high-fidelity simulation. Clinical Simulation in Nursing.
6(5). pp.e177-e184.
Heizer, J., 2016. Operations Management, 11/e. Pearson Education India.
Kiron, D., Kruschwitz, N., Reeves, M. and Goh, E., 2013. The benefits of sustainability-driven
innovation. MIT Sloan Management Review. 54(2). p.69.
Koenig, A.M., Eagly, A.H., Mitchell, A.A. and Ristikari, T., 2011. Are leader stereotypes
masculine? A meta-analysis of three research paradigms.
Ruiz, P., Ruiz, C. and Martínez, R., 2011. Improving the “leader–follower” relationship: Top
manager or supervisor? The ethical leadership trickle-down effect on follower job
response. Journal of Business Ethics. 99(4). pp.587-608.
Slack, N., 2015. Operations strategy. John Wiley & Sons, Ltd.
Slack, N., Chambers, S. and Johnston, R., 2010. Operations management. Pearson education.
Thompson, J.L. and Martin, F., 2010. Strategic management: Awareness & change. Cengage
Learning EMEA.
Online
Importance Of Operations Management, 2012. [Online]. Available through:
<https://www.enotes.com/homework-help/explain-importance-role-operations-
management-355104>. [Accessed on 30th June 2017 ].
What are the Objectives and Functions of the Operations Scheduling, 2017. [Online]. Available
through: <http://www.mbaofficial.com/mba-courses/operations-management/what-are-
the-objectives-and-functions-of-the-operations-scheduling/>. [Accessed on 30th June
2017 ].
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