Operations Management and Sustainability

This assignment delves into the crucial intersection of operations management and sustainability. It examines quantitative models used in sustainable supply chain management, explores the challenges and contributions of this field, and analyzes the impact of sustainable operations on the triple bottom line (economic, environmental, and social). The assignment encourages critical thinking about the role of operations management in achieving a more sustainable future.

Management and
Operations

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
P1 Different roles and characteristics of leader and manager.....................................................1
P2 Role of leaders and managers in different situational context...............................................3
P3 Theories and models of many approaches which includes different leadership....................4
P4 Key approaches to operations management and the role that manager and leader................5
P5 Importance and value of operations management in achieving business objectives.............7
P6 Consequence of internal factors upon decision making and operational management.........8
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Operational management can be understood as the process from stimulation of raw
materials, resources, tools and techniques to output of finished goods and services. Managers and
leaders; both are important for an organisation(What is Operations Management?, 2017). They
have many responsibilities within company and role of both of them differs from each other. To
make things easy which are complicated here operational management helps. It aids in making
fine goods according to the requirements of end users and by this, firms generate revenue. In this
project, ZARA limited has been chosen that is one of the most famous brands in all over the
world. Here, roles and functions of managers and leaders will be explained along with different
theories and approaches of leadership. Also, these terms helps leaders and managers to achieve
desired goals and objectives that has been set by the enterprise in an efficient manner (Benjaafar
and Daskin, 2013).
TASK
P1 Different roles and characteristics of leader and manager
Leaders and managers have many duties to do within an organisation. Both of them are
important for the firms. They play different roles to attain the goals that have been set by
corporations and try to hit them in a short period of time like monitoring, leading, controlling,
staffing, motivating, etc. Leader is said to be the person who represents firm in front of outside
world. He/she can also be face of corporation. Main aim of leader is to influence, lead and
motivate the team members so that they can work effectively and efficiently.
By this, desired targets can be attained in a short period of time. Manager is the one who
manages work in company. Mainly, they focus on how subordinates are working in ZARA. They
plan, organise, control, recruit and look at other operational activities. Along with this, they also
try to make environment positive by creating healthy relationships in between employer and
employees (Bozarth, Handfield and Chandiran, 2013).
Henry Fayol proposed some functions of a management and these are mentioned below:
Planning: This can be stated as one of the most important parts in an organisation. Here,
both managers and leaders may make a plan regarding the objectives and aim. A plan gives an
overview of every aspect that they are going to face at the time of attaining targets. ZARA's
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managers make plan so that staff members can work accordingly. For an example: if ZARA
wants to increase the sale of products, here supervisors may plan to do so.
Organising: In this context, manager is the one who manages all work activities. This
part comes up after the planning. Here, supervisors organise operations and also divides it in
between subordinates according to their capabilities. It is essential for employees to understand
what they are doing in the ZARA. Here, managers help them to do so. For an example, training
and development programmes which have been organised by managers may help in improving
the skills and knowledge of individuals in company (Brandenburg and et. al., 2014).
Staffing: Under this, managers have different responsibilities like assigning work to
manpower of company, recruiting the best suitable candidates for right job, giving motivation to
employees, etc. Supervisors have to manage each and everything which help in attaining
company’s goals effectively and efficiently. For an example: ZARA is opening its store in a new
area and needs employees. Here, managers may select candidates from various ways through
online and offline.
Coordinating: It is essential for ZARA to keep on maintaining its working environment
healthy which helps both; the employer and employees. Here, employee relation activities may
help the managers to bring positivity at workplace. For an example, before making any decision,
supervisors may have word with employees so that better decisions can be made.
Mintzberg's roles for leadership:
Interpersonal role: Leaders have different duties which may provide motivation, lead
and etcetera to the employees. They show path to employees so that they can become even more
efficient at workplace. This may make them even more effective and efficient. A motivated staff
member try to give his/her best while performing tasks. Here, ZARA's leader uses different tools
and techniques by which they can communicate with subordinates. Example: meetings, seminars
and etcetera in which leaders goes.
Informational role: Both; the managers and leaders of ZARA need to have proper
information of their own purpose. Here, they can collect the data from different resources and
after having it. The supervisors may give same subject matter to subordinates as well. This helps
them both employer and employees to work according to the information that has been found
(Dekker, Bloemhof and Mallidis, 2012).
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Decisional role: Superiors of ZARA have a different kind of role where they have to
make the decisions or try to find decisions that are needed to be made for betterment of ZARA.
Different methods can be used to enhance both; the productivity and profitability. These
decisions should be unique in nature which increase sale of products and also grabs most of
consumers.
Apart from this, manager and leaders work for same thing and that is profit maximising
of ZARA but have so many differences at their job and these are mentioned below:
Leaders Management (Managers)
A leader can be anyone who have leading
skills and make others follow his/her decision.
Also, leader can be the face of corporation.
Main aim of managers is to manage things
which are related to all the operational
activities.
Leader can be a problem solver and who
motivates members of the team towards their
goals and objectives.
He organises training sessions which improves
the skills and knowledge of employees.
Mostly, leaders come in front in seminars,
meetings and where they bring the company in
front of the outside world.
Manager gives responsibilities to staff
members according to their capabilities.
These above functions and roles that has been discussed helps organisation in making
environment healthy, attainment of goals and objectives so that ZARA can make profit at its
maximum.
P2 Role of leaders and managers in different situational context
Both leaders and managers have different roles in ZARA but work for a common thing
and that is achievement of goals. This aid in enhancing productivity and profitability of the
company. Leaders makes plan and managers manage the plan to get executed easily. They follow
the rules and regulations that has been set by leaders. Also, they do not try implement new ideas
to attain targets. Some styles are mentioned beneath of leadership.
Stable situation: It is a situation where leaders do not need to do anything. For an
example: ZARA uses same strategies which they are using from a long time. They open their
stores in attractive areas where consumers can easily reach. Here, leaders do not make any
changes under this (Dobrzykowski and et. al., 2014).
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Dilatory to medium changing situations: Activities which are related to situations where
leaders find that the progress is going on but in really very long time. For an example: ZARA
made some new products. There is a possibility that in some countries people may or may not
like them. Here, business is running but slowly.
Fast-changing situation: Investors started investing more after United Kingdom got
separated from Europe. Entrepreneurs like of ZARA and other firms had some new ideas which
investors also liked. This helped them in forming the business really very fast. Here economical
growth got increased in a really very fast way.
Different organised circumstances on functions of management:
ZARA is said to be one of the famous organisation in clothing sector. It is highly
important for them to keep on planning new and innovative ideas in increasing business in other
countries as well. ZARA is already contributing in economical growth of UK by giving
employment to country people this is a part of staffing. They organise T&D programmes which
helps in improving inner abilities of staff. Also, they coordinate with every level of employee so
that no conflicts may come across.
Robert House's styles of leadership stated as below: Directive: One of the leaders quality to give directions to subordinates which helps them
in attaining own targets easily. Supportive: Another style, which helps staff members to not to get demotivated if they
are facing issues. Motivating and communicating plays an important role in this context. Participative: Under this, leaders can take help of subordinates at the time of decision
making. Which may aid in making proper determinations regarding the objective.
 Achievement oriented: Leaders and managers should set some targets and help their
employees to achieve them in an efficient way. This aid ZARA to improve its goodwill
and brand image in the society.
ZARA is using leadership style which is named as participative. This method is
continuously helping them in enhancing both productivity and profitability of the company
(Drake and Spinler, 2013).
P3 Theories and models of many approaches which includes different leadership
Every organisation wants to make profit at its maximum. For doing this, ZARA keep on
concentrating on its productions process. Here, managers and leaders always try to find the new
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taste that the consumers is asking for according to the latest fashion. This helps them in making
products according to the needs of end users.
Some theories are mentioned below:
Situational leadership: This theory is also known as life cycle of leadership. It was found
in 1970 by Ken Blanchard and Paul Heresy. A kind of leadership which changes from time to
time according to the scenarios. The founders stated that there is no theory which can finish tasks
in a proper way. This type of theory may help in achieving goals much faster then any other
theory.
System leadership: ZARA uses this type of leadership. This can be stated as systematic
in nature. Every single employee follows the rules and regulations that has been set by the
supervisors. Example: ZARA opens new stores with the same sort of styles that they used in
previous ones.
Contingency approach: This approach have the same elements of situational leadership.
Under this managers and leaders of ZARA takes decisions and makes plans depending on the
situation. After that as well it can get changed for better results. Example: to enhance sale of
commodities managers modifies covers of those commodities.
Management by objectives: Under this kind of approach, supervisors of ZARA makes
plan according to the objective that has been set by them. Then they follow and stick to the same
programme to achieve aims in short period of time (Gimenez, Sierra and Rodon, 2012).
By using these different approaches, ZARA can attain targets in a short period of time.
Depending on the situations this organisation utilizes theories. This may help organisation to
enhance its productivity and profitability in a more powerful way.
P4 Key approaches to operations management and the role that manager and leader
Operational management can be understand as change of raw materials, resources, capital
and etcetera into finished goods and services. Here, it is most important for managers and leaders
to keep on analysing what exact changes are coming in the marketplace. This may help ZARA to
give hard competition to others and make more and more revenue which leads organisation to
make positive image in the market. Some approaches are as follows: Just-in-time: This type of approach may help ZARA to reduce the waste of time and
money. They manufacture products, suppliers delivers them directly retailers or to the
end users (Griffin, 2013).
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 Total Quality management(TQM): An approach which is old in nature but much
effective than others. Here, ZARA keeps on improving quality of products and services.
This may help them in achieving more and more profitability and productivity by
providing required products to users. Continuous improvement: An approach, which leaders and managers of ZARA uses in a
continuous manner. They try to amend the services that they are giving to consumers and
also keeps on improving workplace for employees. Lean production: Kind of approach which helps in reduction of wastage of the
manufacturing process. Most of the organisations uses this approach. Here, supervisors
keeps an eye on productivity as it should not get decreases because of less usage of
resources. Six Sigma: This approach focuses on the defects that are coming in the manufacturing
process. This helps ZARA in removing imperfections from the products making process.
 Queuing: ZARA mostly uses this kind of approach which helps them in enhancing sale
of commodities. They queue their products according to the needs of end users.
Operational process plays an important part in ZARA. Here. These approaches helps
them in making more revenue by providing services to consumers (Ham, Hitomi and Yoshida,
2012).
Role of leader:
A leader is said to be one of the main individual of ZARA. He/she can be the face of
company also they represents it as well. Mainly, their aim is to show path to team members and
also motivates them, so that they can achieve targets efficiently. Basically, all they work for is to
improve brand image in front of the outside world.
Role of manager:
Managers can be known as the person who manages the work which is related to ZARA.
Their main aim is to achieve targets of the company as soon as possible. Mainly, they do
planning, staffing, coordinating and organising different tasks. They play an important part in the
company (Laudon and Laudon, 2016).
These approaches, that has been discussed above may help in improving goodwill and
brand image of ZARA at marketplace.
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P5 Importance and value of operations management in achieving business objectives
ZARA mainly focuses on rising its brand and by this they can earn profit from the outside
world. Operations activities is a part where analysts first looks at the marketplace that what
traditions rivals are following. Then they manufactures products which are unique in nature of
the same sector. This process mostly helps in changing raw materials, natural resources into
finished goods according end users needs. Some important points of operational management are
mentioned below:
Keep up quality: This can be stated as continuous process where ZARA focuses on
maintaining its quality products. This may help them in making goods according to human
needs. By this, organisation can maximises its profit.
Less wastage: It is managers and leaders responsibility to reduce the wastage in the
manufacturing process. It can be done by removing extra part from the procedures.
Efficient working style: This type of management also gives opportunities to employers
to analyse the production of every individual that they are giving.
Utilisation of resources: It is essential for ZARA to keep on saving resources for the future
coming life. Management here, reduces the utilisation of resources without putting any negative
impact on products.
Raise productivity: It needs to be considered at every point that productivity should not get
decrease by any chance of ZARA as well as of every staff member. Here, managers and leaders
duty to keep on controlling and monitoring (Moutinho, 2011).
Apart from this, to improve goodwill of ZARA this type of management plays an important role. Survival: This type of management helps organisation in modifying products according
to consumers needs. This helps ZARA to keep on running business for a long time. Sale enhancement: If ZARA is going to manufacture goods related to needs of end
users. This will automatically raise the sale of commodities. Customer satisfaction: Operational management may help in making quality products
which may fulfil needs of end users. By this they can create long term relations by
satisfying them (Paryani, 2011).
 Profit at maximum: Improvisation of goods and advertising it may grab attention of most
of the people. Here, ZARA can covert these people into consumers by providing them
services related to their requirements. This aid in raising profit.
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ZARA can easily become a leading brand in clothing sector and also can maximises its
profit by using these above approaches that have been discussed.
P6 Consequence of internal factors upon decision making and operational management
Management of ZARA always needs to take decisions which are favourable for them.
These decisions can be of anything related to profit maximisation, giving competition, increasing
sales and etcetera. In the organisation all the operational activities also needs to be taken care of.
There are some components described below:
Corporate social responsibility(CSR): According to Singhal and Singhal (2012), to
improve goodwill at the marketplace, CSR activities plays an important role. Most of the
companies, like ZARA contributes in different ways in the society. For an example: ZARA helps
people of the society in various ways which enhance its goodwill.
Sustainability: As per Tummala and Schoenherr (2011), to remain in the market for a
long time. ZARA have to change or modify its products according to human needs. This may
help in making profit for a long period.
Stakeholders: As stated by Wu and Pagell (2011), these are the one who plays an
important role in every organisation. They can be anyone bank, outsiders or employees. At the
the time of decision making ZARA should keep on mind stakeholders as they provide funds.
Intrapreneurship: Directors of the company can be known as intrapreneur. They are the
people who makes policies for betterment of organisations. Example: ZARA's directors forms
policies like compensation for employees.
Henceforth, it has been concluded that at the time of decision making it is essential for
organisations to keep on concentrating on internal factors. These may help ZARA to enhance its
goodwill and brand image at the society.
INTERVIEW QUESTIONS
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Question 1: Tell something about tasks related to your position as an operational
manager?Answer: From previous experiences, as an operational manager, a person has dealt
with number of tasks related to his business. So, I have handled inventory control and logistics
over there. I have also conducted job interviews, arranging facilities and prepare budget plans
also.
Question 2: What qualities make you best deserving candidate for securing this position?
Answer: For an operational manager, a person should have effective management and
leadership skills that makes him best in his part of work. I have impressive communication
skills, quick learning and problem solving abilities. I can build strong relationship among
employees with employers, also able to maintain good relation with clients and stakeholders of
a company.
Question 3: How would you involve yourself with improving morale of individual
employees?
Answer: Its a responsibility of an operational manager to bring up morale of employees in a
desired manner. He has to deal with small scale conflicts, discipline and office regulations.
Therefore, I have abilities to motivate my team members and other staff towards achievement
of company's goals.
Question 4: Do you have any type of knowledge related to managing budget plan of a
firm?
Answer: Being an effective manager, I know that planning the budget of a company is a
complex process. It involves many risks related to finance of a company. This process includes
how much money a company need to spend in future. Also it relates to how much money a
company has spent already. It allows management to acquire essential resources within budget
limit.
Question 5: What do you think about type of business Zara has?
Answer: Zara is one of the largest retailer company of UK. It has operated its business in
fashion industry having 2,220 stores in 88 countries of the world. It keeps customers as a heart
of unique business model.
COVER LETTER
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Name: ABC
Address: 166, Some Made Up Street, Birmingham, B1 1AA
Telephone number: 123456789
24th, January 2018
XYZ,
Operations Manager,
ZARA Ltd.,
299, Some Made Up Street,
Birmingham,
B2 2BB
23rd January 2018
Mr. XYZ,
Kindly, consider my application for a great position in operations department. I saw the
advertisement on your website. Applying for this job because I feel that, I already have all the
capabilities to take your company to a great position from where it is at this moment.
At present moment, I am working with Marks and Spencer where I am designated as a Team
Leader and have experience of 5.5 years. I am handling a squad of 25 staff members.
I am looking forward to receive a call from your side as soon as possible so that we can discuss
this in a detailed manner.
Yours sincerely,
ABC.
CONCLUSION
From the above report, it has been concluded that leaders and managers have different
sorts of responsibilities in an organisation. But, they both work for a common thing and that is
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profit maximisation. Leaders motivates subordinates so that they can work appropriately and
attain targets as soon as possible and manager is the one who manages operational activities. To
achieve goals, managers and leaders utilises different tools and techniques. Apart from this
assessment, also includes various approaches that may help in reducing wastage. By
implementation of all the above things firms can maximise both productivity and profitability.
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REFERENCES
Books and Journals
Benjaafar, S., Li, Y. and Daskin, M., 2013. Carbon footprint and the management of supply
chains: Insights from simple models. IEEE transactions on automation science and
engineering. 10(1). pp.99-116.
Bozarth, C. C., Handfield, R. B. and Chandiran, P., 2013. Introduction to operations and supply
chain management. (p. 387). Harlow: Pearson.
Brandenburg, M. and et. al., 2014. Quantitative models for sustainable supply chain
management: Developments and directions. European Journal of Operational
Research. 233(2). pp.299-312.
Dekker, R., Bloemhof, J. and Mallidis, I., 2012. Operations Research for green logistics–An
overview of aspects, issues, contributions and challenges. European Journal of
Operational Research. 219(3). pp.671-679.
Dobrzykowski, D. and et. al., 2014. A structured analysis of operations and supply chain
management research in healthcare (1982–2011). International Journal of Production
Economics. 147. pp.514-530.
Drake, D. F. and Spinler, S., 2013. OM Forum—Sustainable Operations Management: An
Enduring Stream or a Passing Fancy?. Manufacturing & Service Operations
Management. 15(4). pp.689-700.
Gimenez, C., Sierra, V. and Rodon, J., 2012. Sustainable operations: Their impact on the triple
bottom line. International Journal of Production Economics. 140(1). pp.149-159.
Griffin, R.W., 2013. Fundamentals of management. Cengage Learning.
Ham, I., Hitomi, K. and Yoshida, T., 2012. Group technology: applications to production
management. Springer Science & Business Media.
Laudon, K. C. and Laudon, J. P., 2016. Management information system. Pearson Education
India.
Moutinho, L. ed., 2011. Strategic management in tourism. Cabi.
Paryani, K., 2011. Product quality, service reliability and management of operations at
Starbucks. International Journal of Engineering, Science and Technology. 3(7). pp.1-
14.
Singhal, K. and Singhal, J., 2012. Imperatives of the science of operations and supply-chain
management. Journal of Operations Management. 30(3). pp.237-244.
Tummala, R. and Schoenherr, T., 2011. Assessing and managing risks using the supply chain
risk management process (SCRMP). Supply Chain Management: An International
Journal. 16(6). pp.474-483.
Wu, Z. and Pagell, M., 2011. Balancing priorities: Decision-making in sustainable supply chain
management. Journal of Operations Management. 29(6). pp.577-590.
Online
What is Operations Management?. 2017. [Online]. Available through:
<https://www.topmba.com/mba-programs/what-operations-management>.
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