[PDF[ Management and Operations Assignment

MANAGEMENT AND
OPERATIONS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Define and compare roles and characteristics of a leader and a manager.............................1
P2. Role of a leader and function of a manager in different situational contexts........................5
P3. Different theories and models of approach including situational, systems and contingency
leadership.....................................................................................................................................6
TASK 2............................................................................................................................................7
P4. Key approaches to operational management and role of leaders and managers...................7
P5. Importance and value of operations management in achieving business objectives.............9
P6. Factors within business environment that impact operational management and decision
making of leaders and managers................................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

LIST OF FIGURES
Figure 1: Operations management.................................................................................................10
Figure 2: Factors Affecting Business Environment.......................................................................12

INTRODUCTION
Management can be referred to as the procedure of dealing with or controlling things.
Operations and management are important business activities. Operational management can be
defined as the field in business which is mainly concerned with creating as well as controlling
the procedure of production of goods and services. It mainly includes various activities such as
planning, organizing, directing and controlling production process. Operational management is
very much important in order to prevent wastage of resources. It helps an organization in
ensuring that inputs are successfully transformed into output. Operation management supports an
enterprise in increasing productivity and also supports in improving quality of products or
services. The report on operations management will have a focus on identifying the role of leader
and function of manager in context of marks and spencer organization. It will also have emphasis
on developing the understanding about factors which has effect on operational management.
TASK 1
P1. Define and compare roles and characteristics of a leader and a manager
Leader is an individual that hold a dominant or superior position within the field who
influences group of people towards attainment of goals. A person in charge who convinces,
controls, motivates and guides other people to follow him through inspiring confidence in others
to move the in action for achieving personal or organizational goals (Patel, Guedes and Pearce II,
2017).
Manager is a person who is responsible for managing and controlling or administering
resources, employees or group of an organization. A responsible individual of an organization
who exercises managerial activities, controls departments and guides people or employees in a
company with an aim of achieving goals or profits.
Basis of differences Leadership Management
Meaning Leadership is the activity,
ability and action of leading a
group of individuals or
organization that involves
establishment of a clear
vision, sharing it with others
Management is the process of
dealing, controlling,
managing and getting things
done through others who are
formally organized into
groups. It is the controlling
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to make them follow
willingly along with
rendering information,
knowledge and methods to
realize, coordinate and
balance interests of all
members and stakeholders
(Naidoo and Gasparatos,
2018).
and organizing of a business
organization that involves
deployment and manipulation
of staff, resources, financials,
technological assets and
natural possessions.
Decision making Leadership of an organization
facilitates decision making.
Management are involved in
every decisions made by the
organization.
Organization Leadership have followers
who are controlled and
guided by them.
Management have
subordinates who have been
assigned with certain duties
and responsibilities which
they need to perform.
Risk Leadership are risk takers and
works with the goal of
attaining shared vision of
organization.
Management avoids or
controls outcomes that may
affect performance and
productivity of organization
with a risk averse attitude
(Hill and Hill, 2017).
Styles Leadership follows a
transformational, consultative
and participative leadership
styles to lead and direct their
followers.
Management uses directorial,
authoritative, transactional,
consultative and democratic
management styles to direct
and control employees of
organization.
Similarities and Differences Leader Manager
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Managing people For a leader people are the
reason and cause for whom
an effort is taken and a vision
is attained or for completing
aa project.
Manager considers people as
the significant means to
achievement or
accomplishment of tasks or
completion of a project.
Vision Leaders assist people or
employees to create a shared
vision that they believe and
communicates it back to them
to attain agreement
(Ramanathan, Subramanian
and Parrott, 2017).
Managers help people in
making vision actionable by
dividing it into incremental
goals, tasks and rendering
required resources to move
forward in direction of
attaining shared vision.
Reality Leaders intention is to help
people or employees believe
in vision of a solution to their
reality.
Managers motive is to
motivate employees or people
on a gradual way to attain
vision of organization.
Approach to tasks Leaders investigates issues or
problems and devise new
innovative solutions using
their commitment and
charisma to motivate and
focus others to solve them
and proceed further.
Managers creates strategies,
policies and methods to
develop teams and combines
ideas to smoothly operate the
activities of organization.
They empower people by
examining their views, values
and principles.
Focus Leaders emphasis on leading
people and is a people
oriented activity.
Managers give importance to
manage work and is a task
oriented process.
Traits and behaviors of a leader
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Acting strategically: An efficient leader must be forward thinking, open minded and must
be prepared to adjust strategies to capture opportunities or tackle challenges. A leader must
possess curiosity and have a flexible mind to experiment new creative ideas and approaches.
Effective communication: Powerful leaders must be able to communicate effectively,
clearly and succinctly to explain followers at all levels to make them understand organizational
goals and specific tasks (Gandhi, Shaikh and Sheorey, 2017).
Traits and behaviors of a manager
Technical capability: Managers requires technical knowledge, skills and ability to add
value to their teams by empathizing challenges faced by them and devise necessary solutions.
Effectiveness: To make people motivated, value and support them a manager must be
efficient that can make employees work in a well-organized manner which will render
productivity and profitability to organization.
Analyze and differentiate between the role of a leader and function of a manager by applying
range of theories and concepts
Planning: managers of Marks and Spencer performs this significant function to plan and
set goals of organization to increase revenues and sales thereby attain a competitive advantage.
The goals and objectives or strategies prepared include KAIZEN that contributes to continuous
improvement in production process to bring efficiency. Leaders of M&S communicates these
strategies and roles set by managers to employees and focuses on their effort in accomplishing
set targets and goals.
Organizing: Managers of M&S organizes and utilizes resources available in the
organization in an effective manner to fulfill organizational goals. Leaders efficiently allocates
resources and motivates employees to perform by utilizing resources to achieve the best result.
Directing: Managers of M&S direct tasks that are to be performed to staff and leaders creates a
team or group and directs them the work accomplishing methods (Obayi, Koh and Ebrahimi,
2017).
Staffing: It is the function of leaders and managers to recruit and get best out of the
employees in M&S. Leaders motivates employees continuously and allocates work to staff
according to abilities and communicates it with them to solve any grievances at the same time
evaluating performances.
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Coordinating: Managers of M&S coordinates the functions of organization for better results by
combining roles of several departments like; production, finance etc. to benefit the firm in high
quality manufacturing. Leaders in M&S conducts implementation of best practices to develop
coordination in activities with good communication and leadership (Jacobs, Chase and Lummus,
2014).
Controlling: Strategies formulated by managers of M&S and their implementation by
leaders are controlled by managers of organization. Leaders authenticates outcomes of employee
performances with respect to standards laid down by managers and guides staff accordingly.
Scientific management theory: These approach uses data and measurements to make
organizations effective by observing and evaluating processes in quantitative aspects which
enables managers to refine information that are beneficial for operations of business and make it
more efficient and profitable.
Human relations theory: This approach is focused on workforce and personnel of
organization where emphasis is given on capacities and abilities of individuals to act creatively
and drive management towards bringing out potential of staff employed. It aligns the needs of
employees and workers with organization’s necessities and adopts various policies that are aimed
at combined advantages.
P2. Role of a leader and function of a manager in different situational contexts
Functions of a manger and role of leaders in M&S make the organization work in a
direction to attain fulfillment of objectives. Various functions of manager and traits and styles of
leadership help in proper functioning of organization. M&S is undergoing a situation where the
prices of raw materials, resources and personnel are changing rapidly where an effective
implementation of skills of leaders and functions of managers for planning and applying
strategies is required to handle cost of manufacturing, reduce operating costs, utilize resources
efficiently to raise sales and revenue (Voss, 2010). M&S focuses on certain management theories
and combines efforts of leaders to solve the current issue faced by organization which are as
follows:
Contemporary theory of management is followed and applied by M&S to deal with
current situation of increased cost of production where the managers can plan strategies like
selecting suppliers who can render raw materials at low cost. Leaders in M&S can motivate
employees and followers to adopt advance technologies to reduce operating and manufacturing
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costs thereby creating an environment of trust and eliminate conflicts and changes in interests of
staff.
Classical management theory is also applied by M&S where the managers can make policies to
enhance productivity where KAIZEN strategy is implemented in which efforts of employees and
management are continuously improving production processes (Kuruppuarachchi and Perera,
2010). A participative leadership style is followed by leaders of M&S in order to improve
production and reduce cost of operating.
Management by objective theory is applied by M&S that is focused on combining efforts
of managers and employees for accomplishment of goals. Managers and employees work in
association and sets several standards or benchmarks of performances and leaders of firm
delegates duties to staff and motivates them to perform their best for attaining productivity and
efficiency.
Behavioral theory of management followed by M&S includes managers who follows
policies that considers skills and abilities of employees and workers. Leaders follows a
transformational style of leadership where they communicate with staff by defining policies in an
effective manner.
P3. Different theories and models of approach including situational, systems and contingency
leadership
Different theories and approaches to leadership
Situational leadership: It is the leadership style that is depended on the skills and
capabilities of employees which the leaders are required to influence for accomplishment of
tasks or objectives. Situational decisions taken by leaders of M&S are influenced by motivation
and capability of followers or employees in organization which is affected by factors within the
particular situation (Ahuja, 2017). Relationship between leaders and followers are another factor
that impact behavior and decisions of leader in M&S that may also include their stress level and
mood. Operations department of M&S may be affected due to implementation of this leadership
style as its fluctuating in different conditions. In the present scenario M&S is facing issues
regarding increased production and operation costs that might be affected negatively with
implementation of this approach or theory.
Systems leadership theory: This type of leadership theory recognizes various systems
that affects employees in M&S and how workers impact systems around them. It is the type of
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leadership where leaders of M&S controls the workings of employees and communicates
conditions of organization and motivates staff to work according to the needs of organization.
Systems leadership is made of several parts that works together in achieving goals and objectives
of M&S. M&S needs to make alterations in operations and production by implementing
strategies including KAIZEN and make employees and operational department improvise
activities and processes regarding manufacturing or production thereby making it less costly
(Baldwin, Allen and Ridgway, 2010). It is a broad perspective that allows leaders to examine
patterns and events in M&S helping them in coordinating programs to work collectively for the
overall achievement of goals and objectives.
Contingency theory: This theory emphasizes managers to make decisions on the basis of
situations rather choosing a strategic theory for all. Leader of M&S takes appropriate actions that
are based on aspects that are relating to the present situation. This is similar to situational theory
considering broader views that consists contingent factors of leader’s capability and other
attributes within the present situation. This theory relies on the fact that there is no best way of
leading and leadership style that are effective in some situations might not be suitable or
successful in others. It is the extension of trait theory where human behaviors are related to
situations where leaders exercise their leadership and is generally accepted that they express
more authority and governance when employees are responsive.
Strengths and weaknesses of different approaches to situations within work environment
Leadership and management theories and approaches applied in M&S with the motive of
gaining better improved results consists of various advantages and limitations which are as
follows:
 Systems leadership theory is useful in adopting various strategies and renders
organization and leaders of M&S a holistic approach to view the complete value chain
and impact of organization in developing a favorable environment to attain stated goals
(Chevalier and et.al., 2015). Weakness or disadvantage of this theory is that all variables
have some equality in extent of impact and control over business environment conditions.
 Contingency theory is an effective way of explaining how efficient leadership can be
achieved and it widens understanding of leaders and links to situations. Weakness or
disadvantage of this theory is that it doesn’t explain wholly why some individuals are
effective leaders and how to adapt to situations.
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 Situational leadership theory is practical, easy to understand and has perspective value of
explaining what should be done and puts emphasis on leader flexibility. Weakness of this
theory is that it has only few research studies conducted to justify assumptions and
propositions.
TASK 2
P4. Key approaches to operational management and role of leaders and managers
The various approaches to operational management are:
Just in time – It is considered to be as a strategy which is adopted by an enterprise for
managing or controlling inventory. Firm with Just in time approach, places order for raw
material only at the time when it is required during production process. This approach can be
adopted by marks and spencer company, as it will assist business entity in increasing working
efficiency (Patel, Guedes and Pearce II, 2017). Just in time approach will also support an
organization in minimizing waste as well as inventory costs. Marks and spencer company can
use this approaches to recycle and reuse the products.
Big drawback of this approach is that it can hinders the production procedure. Due to
delay in obtaining the raw material, firm might face challenges in maintaining the balance
between demand and supply of goods or services. Role of purchase manager in marks nod
spencer is to identify the req1uirement of raw material and they have responsibility to place
order (Naidoo and Gasparatos, 2018). Function of leader is to provide the list of resources
required by workers for performing operational activities.
Six sigma- It is considered to be as data driven approach. Six sigma approach assists an
enterprise in eliminating the defects in goods or services. It assists business entity in improving
the quality of products or services. Six sigma approach can be used by marks and spencer
organization, as this strategy will help business entity in reducing the cost of production.
Total quality management- This approach is effective as it enables firm to provide high
level of satisfaction to customers. Total quality management approach allows all members in an
enterprise to participate in improvement procedure. It also helps an organisation in improving
business performance (Gandhi, Shaikh and Sheorey, 2017). Role of manager is to set quality
standards for products. Function of leader in marks and spencer is to ensure that all the workers
are performing task as per standards. They have responsibility to provide training and guidance
to employees.
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Lean management- It is considered to be as an effective approach to operational
management. This is the approach which is already adopted by the marks and spencer company.
Lean management approach assist business entity in bringing positive change in procedure. It
supports firm in increasing efficiency and helps in improving quality of products. Role of
manager is to make plans for bringing change in the procedure (Ramanathan, Subramanian and
Parrott, 2017). Function of leader is to inform employees nod motivate them to participate in
change or improvement procedure.
Evaluating the way leaders and managers can improve efficiencies of operational
management to successfully meet business objectives
Leaders by providing proper training, guidance and coaching to workers can encourage
them to increase their operational efficiencies. Manager by taking decisions related to
implementing technology can assist marks and spencer organisation in improving operational
efficiency. In addition to this, manager in an enterprise can develop an effective plan for
increasing the effectiveness of their operation process. It is important for manager in marks and
spencer company to provide sufficient resources to workers, as this will help in smooth
functioning of business operations (Obayi, Koh and Ebrahimi, 2017). Manager or leader in a
firm can monitor the process at regular interval of time and they can motivate employees to
increase their working efficiency. An operations manager need to ensure that concentration
remains on the business objective, rather than the narrow focus of different department and
division goals (Hill and Hill, 2017). Leaders in an enterprise need to formulate and execute
supply chain strategies, as it will help in maximizing productivity.
P5. Importance and value of operations management in achieving business objectives
For an organization to survive in the long term it is necessary to supply customers
effectively which is the role of operations management that involves designing, producing and
delivering goods and services that satisfies market demands. Operations management is the
process of combining and transforming various resources used in operations subsystem of M&S
into value added products and services in a controlled manner (Yang, Hong and Modi, 2011). It
is important for M&S to be efficient and effective which has an impact on profitability of
organization which deals with product and service development function to sustain cost, quality,
time and flexibility of offerings. It ensures accurate supply of raw materials in timely manner and
builds a strong relationship with suppliers. Customer relationship management renders best
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quality goods and services to potential clients with an aim to satisfy their needs and demands of
market. Some of the importance of operations management are as follows:
 Minimizing time taken in conversion processes by reducing delays, waiting time in
operations of M&S.
 Reduce cost incurred in producing or manufacturing products and services of M&S with
a cost objective
 Maximizing efficient utilization of resources including machinery, manpower etc with a
capacity utilization motive.
Figure 1: Operations management
(Source: Daily Operations Management, 2018)
Application of operations management and factors that impact on wider business environment
Operations management is applied to create high level of efficiency concerned with
materials and employee conversion into products and services efficiently for improving
profitability of M&S. Tactical and operational forms of operations management can be applied to
M&S’s business which will help managers and owners to enhance productivity (Gandhi, Shaikh
and Sheorey, 2017).
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Project management: M&S’s project managers spends time to plan their product line
that includes various tools and methods to effectively create budgets or devise strategic plan. It
considers supply acquisitions, employee scheduling, costs of shipment and tariffs in detail to get
a product manufactured and reach it in hands of consumers.
Quality and inspection: It is the essential part of operations management that involves
assessment of measuring outcomes to check whether business is delivering quality products that
meets requirements and demands of market and consumers.
Product scheduling: operations management uses this to develop products and services
by scheduling them to point of sales to consumers. It is followed by M&S’s operations
management to plan long term projects and overall goals throughout the year.
There are certain factors that affects business environment and objectives of M&S which are as
follows:
 Natural factors that affects M&S which may include flood, fire, typhoons or hurricanes
that disrupts manufacturing and supply chain of organization causing loss to the firm.
This type of risks cannot be avoided but can be controlled to some extent (Jacobs, Chase
and Lummus, 2014Voss).
 Government policies regarding business policies, tax rates, health and safety issues, laws
and regulations might affect operations of M&S. They can participate in political
processes by operating in within the confined and established law.
P6. Factors within business environment that impact operational management and decision
making of leaders and managers
M&S operates in a business environment that is filled with competition and to gain
competitive advantage in market, establish superior position in economy it should adopt a
sustainable business model. Corporate social responsibility adopted by M&S’s managers and
leaders plays an important role to control the impact of external factors on organization. The
leadership styles and management functions influences the CSR activities of firm where the
managers adopt policies and prepares strategies to consider factors which can affect CSR activity
towards community (Kuruppuarachchi and Perera, 2010). Policies relating to environmental
protection, customer satisfaction, rendering high quality goods and services at relatively low
costs are some factors that affects the business and environment of M&S. Managers in
organization communicates policies to the all personnel of M&S and directs work accordingly
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whereas, leaders ensure that plans and strategies have been communicated to workers effectively,
clearly and inspires and motivates them to perform for attaining target or objectives of
organization.
Figure 2: Factors Affecting Business Environment
(Source: Environmental Factors in Strategic Planning, 2018)
CONCLUSION
Management and operations report explained the decision making process of leaders and
managers in M&S for the improvement of production process and operations of organization to
reduce costs while maintain quality. It also discussed several theories of management and
leadership styles to eliminate wastage of resources, improve performance of M&S to fulfill goals
and objectives and motivate and inspire employees to attain high performance work that can
contribute to overall success and growth of company.
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REFERENCES
Books and journals
Patel, P.C., Guedes, M.J. and Pearce II, J.A., 2017. The role of service operations management in
new retail venture survival. Journal of Retailing.93(2). pp.241-251.
Naidoo, M. and Gasparatos, A., 2018. Corporate Environmental Sustainability in the retail
sector: Drivers, strategies and performance measurement. Journal of Cleaner Production.
Hill, A. and Hill, T., 2017. Essential operations management. Macmillan International Higher
Education.
Ramanathan, U., Subramanian, N. and Parrott, G., 2017. Role of social media in retail network
operations and marketing to enhance customer satisfaction. International Journal of
Operations & Production Management. 37(1). pp.105-123.
Gandhi, A.V., Shaikh, A. and Sheorey, P.A., 2017. Impact of supply chain management practices
on firm performance: Empirical evidence from a developing country. International
Journal of Retail & Distribution Management. 45(4). pp.366-384.
Obayi, R., Koh, S.C., and Ebrahimi, S.M., 2017. Improving retail supply flexibility using buyer-
supplier relational capabilities. International Journal of Operations & Production
Management. 37(3). pp.343-362.
Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain
management. (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Voss, C., 2010. Case research in operations management. In Researching operations
management (pp. 176-209). Routledge.
Kuruppuarachchi, D. and Perera, H.S.C., 2010. Impact of TQM and technology management on
operations performance. IUP Journal of Operations Management, 9(3).
Ahuja, R.K., 2017. Network flows: theory, algorithms, and applications. Pearson Education.
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Baldwin, J.S., Allen, P.M. and Ridgway, K., 2010. An evolutionary complex systems decision-
support tool for the management of operations. International Journal of Operations &
Production Management. 30(7). pp.700-720.
Chevalier and et.al., 2015. Revenue management for operations with urgent orders. European
Journal of Operational Research. 240(2). pp.476-487.
Yang, M.G.M., Hong, P. and Modi, S.B., 2011. Impact of lean manufacturing and environmental
management on business performance: An empirical study of manufacturing
firms. International Journal of Production Economics. 129(2). pp.251-261.
Online
Daily Operations Management. 2018. [Online]. Available through:
<https://www.industryforum.co.uk/practical-solutions/organisation-development/daily-
operations-management/>
Environmental Factors in Strategic Planning. 2018. [Online]. Available through:
<http://www.leoisaac.com/planning/strat016.htm>
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