Management and Operations: A Case Study of M&S Ltd.

This report delves into the intricate relationship between management and operations, using M&S Ltd. as a case study. It explores the distinct roles of leaders and managers, analyzing various leadership and management theories and their practical applications within the organization. The report further examines key approaches to operations management, highlighting their importance in achieving business objectives. It also assesses the impact of external factors, such as corporate social responsibility (CSR), on operational decision-making and the wider community. By analyzing these aspects, the report provides valuable insights into the complexities of managing and optimizing operations within a business context.

M&S Ltd.
MANAGEMENT
AND
OPERATIONS

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INTRODUCTION
The management and operations are the major parts of every business organisation. The
management plays an important role in planning and controlling the activities and
operations of the business organisation and deals with the administration of the
organisation. It ensures the coordination and organisation of the overall business activities
for ensuring the achievement of the desired goals and objectives of the business. The major
strategic decisions, policies, procedures and goals of the business organisations are
developed and formulated by the management. The operations in the business context
refer to the performance of business practices for creating a higher level of efficiency within
the organisation for producing desired products and services by converting the labours and
materials into produces for earning maximum productivity for the business organisation
(Heizer, 2016). The operations are the highly organised activities which are managed by the
management of the business organisation. This project report will help in understanding the
concepts and several aspects of the management and operations in the context of the “M&S
Ltd.”Company.
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TASK 1
INTRODUCTION-
The success of every organisation depends on the roles and functions performed by the
managers and leaders of the organisations. In this report, as a management consultant of M
& S Ltd., I have clearly described the different roles and functions of managers and leaders
of the organisation and also discussed several approaches and models of leadership and
management that could be applied by them in different organisational situations.
P1 DEFINE AND COMPARE DIFFERENT ROLES AND CHARACTERISTICS OF
LEADER AND A MANAGER
Leader
In simple words, a leader could be defined as a person who commands or leads a particular
team, group, organisation or a nation. In other words, a leader is a person who holds a
superior or a dominant position within the particular field of the organisation for exercising
a high degree of control on, and for influencing subordinates or other persons. The leader
leads the group of people and is responsible for motivating and encouraging the team or a
group towards the achievement of the desired goals and objectives (Spears, 2010). It is
essentials for the leaders to create a positive environment to encourage every group
member to perform their roles more enthusiastically and responsible for contributing to the
common objectives of the organisation.
Manager
A manager is a person who is responsible for administering and controlling a particular
organisation or a group. The manager is responsible for planning and managing the flow of
work within an organisation by fulfilling all the requirements and assuring the optimum
availability of the resources for accomplishing the pre-determined goals and objectives of
the organisation. In simple words, managers are the individuals who are responsible for
performing major functions within an organisation such as planning, organising, directing,
coordinating and controlling of all the organisational activities and tasks (Mahmood, et al.,
2012). Every business organisation has several types of managers such as top-level
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managers, functional managers, project managers, general managers etc. for carrying the
overall activities efficiently.
COMPARISON OF ROLES AND CHARACTERISTIC OF LEADER AND A MANAGER OF M & S
LTD. COMPANY
S.no Leader Manager
1 A leader uses an innovative approach. A manager uses the administrative
approach.
2 A leader emphasises on the
development.
A manager emphasises maintenance.
3 A leader focuses on skills and quality
of people (Daniel, 2018).
A manager focuses on quality of
system and structure.
4 A leader tries to inspire people. A manager tries to control people.
5 A leader uses original and unique
solutions.
A manager uses the traditional and
imitative approach to find solutions.
THE FUNCTIONS OF LEADERS ARE:
1. Setting goals and objectives to complete the task
2. Initiate actions by taking the right decision at the right time without depending on
others for achieving the set goals.
3. Organizing and coordinating the activities and resources
4. The main function of leaders to establish a link between management and staff.
5. The leaders are always ready to face any changes or uncertainties.
THE FUNCTIONS OF MANAGERS ARE:
1. Planning the organisational or departmental vision and objectives and setting long-
term business objectives (Daniel, 2018).
2. Organizing the overall organisational structure for day to day functioning.
3. Employing and choosing most suitable staff and workers.
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4. Provides direction of work to the employees.
5. Controlling and monitoring the functional activities.
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M1 ANALYSIS AND DIFFERENTIATE BETWEEN THE ROLE OF A LEADER AND
FUNCTION OF A MANAGER BY EFFECTIVELY APPLYING A RANGE OF
THEORIES AND CONCEPTS
The role of leaders and the functions of managers can be effectively differentiated by
applying a range of theories and concepts given by several scholars and authors. The major
theories and concepts of leadership and management are being analysed below:
THEORIES OF LEADERSHIP
ACTION-ORIENTED LEADERSHIP
The action-oriented theory of leadership focuses on the concept that a good leader must
have a proper control on the three major areas i.e. team, task and individuals. The leaders
should also be able to use the several elements of the process in a proper way. This model
suggests that the leader become successful only if they build morals, achieve results and
improve quality of work with the development of team (Allio, 2012). This model can be used
when the productivity and cooperation among the team members are less.
TRANSFORMATIONAL THEORY
The transformational theory causes changes in the individuals and a system to create a
positive change among the followers of the leader with the aim of developing the current
followers into future leaders. This model can be adopted by the organisation that aims for
succession planning to ensure quality leadership within the organisation.
CONTINGENCY THEORY
It is based on the situational approach. It suggested that a particular approach such as
increasing productivity, improving employee coordination etc. can be applied according to
the problems and situations faced by the leader at a particular time (Fiedler, 2015).
TRAIT THEORY
This theory is based on the qualities, traits and skills of the leaders. This theory focuses on
the qualities that lead to the effectiveness of the leadership but it fails in providing a
common leadership trait for successful leadership (Derue, et al., 2011).
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THEORIES OF MANAGEMENT
CLASSICAL THEORY
This a scientific theory of management which only focuses on the physical and economic
needs of the employees and neglects the social needs or job satisfaction. It emphasises on
the centralized management and profit maximization (Mahmood, et al., 2012). It could be
used by the organisations which want to achieve higher productivity and does not consider
other needs of the employees.
BEHAVIOURAL THEORY
This theory focuses on the human dimension of the organisation. It emphasises on
understanding the behaviours of employees to provide higher motivation and avoid
conflicts for improving the productivity of the organisation. It involves the empowerment of
the employees.
MANAGEMENT BY OBJECTIVE
This concept helps the managers in achieving the better performance by clearly defining
several short-term and long-term objectives of the organisation. It emphasises the
involvement of staff in the decision-making process (Goetsch and Davis, 2014).
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P2 EXAMINE EXAMPLES OF HOW THE ROLES OF A LEADER AND THE
FUNCTIONS OF A MANAGER APPLY IN DIFFERENT SITUATIONAL CONTEXT
The managers and leaders use several theories and concepts to effectively handle different
organisational situations in M & S Ltd. For understanding how the roles of a leader and
functions of a manager could be applied in different situational context, the examples of
certain situation could be effectively examined:
EXAMPLE 1- For retaining the employees of the organisation
For retaining the employees the leaders of M & S Ltd. Could apply the contingency theory
and action-centred leadership to effectively perform their roles in the organisation (Imai,
2012). Through the contingency theory, a leader will be able to analyse and take actions
according to the situation and through action-centred theory, the leader will be focused on
taking relevant action for retaining employees such as motivation, onus, appreciation etc.
The manager could effectively perform their functions by applying the behavioural theory of
management. By applying behavioural theory the managers will gain a proper
understanding of the behaviours of the employees this will help in planning according to the
employee’s needs (Imai, 2012). This will help in providing higher employee satisfaction and
results in retaining the employees.
Example 2- For increasing the productivity and profitability of the organisation
For increasing the productivity of the M&S the leaders should apply the transformational
and action-oriented theory to perform their roles effectively (Lindsay and Evans, 2010). The
transformation theory will help in providing higher opportunities to the team members to
work efficiently and the action-oriented theory will focus on every aspect of the
organisation for increasing the productivity and profitability of the organisation.
The managers should use the concept of management by objective for improving the overall
performance of the organisation which will help in increasing the productivity and
profitability (Lindsay and Evans, 2010). This will help in clearly defining the functions and
responsibilities of the managers.
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P3 APPLY DIFFERENT THEORIES AND MODELS OF APPROACH, INCLUDING
SITUATIONAL LEADERSHIP, SYSTEM LEADERSHIP AND CONTINGENCY
SITUATIONAL LEADERSHIP (HERSHEY-BLACHARD’S SITUATIONAL MODEL)
The situational leadership model is developed by Paul Hershey and Ken Blanchard. This
model mainly consists of two factors such as direction (task behaviour) and support
(relationship behaviour) that a leader must provide to its subordinates according to the
situation and maturity level of the team members (Anonymous, 2018). The task behaviour
could be understood when the leader engages in customizing the responsibilities and duties
of the individual members. On the other hand, relationship behaviour is when a leader
involves in two-way communication with the team members for providing better support
and facilities to them (Meirovich and Gu, 2015). In the M & S Company, the leader should
first determine the maturity level of the employees to adopt appropriate leadership style.
FIGURE 1 SITUATIONAL LEADERSHIP MODEL
[Source: https://www.project-management-skills.com/situational-leadership-model.html]
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SYSTEM LEADERSHIP
The system leadership could be defined as the leadership beyond the boundaries of the
organisational or geopolitical area and without the managerial control. This theory will
enable leaders to not only think in their own and organisational perspective but also in a
broader way across the geopolitical borders for developing the organisation to transform
the process of system and structure of the organisation (Robertson and Timperley, 2011).
The M & S could apply this theory to have a leader with a long-term vision of organisational
development.
CONTINGENCY LEADERSHIP THEORY (FIEDLER’S CONTINGENCY THEORY)
The contingency theory of leadership given by Fred E. Fiedler focuses on the belief that
there is no particular or best way to lead. Different situation requires different leadership
styles. It suggests that a particular leadership style may work in a certain environment or
may not work in other. This theory looked at three elements to direct leaders situational
control i.e. task structure, leader/member relations and positioning power (Anonymous,
2018). By applying this theory, the M & S can benefit in several ways and can effectively
increase the productivity of the workers, encourage motivation and develop the overall
organisational culture through the application of different elements of the theory.
FIGURE 2 FIEDLER'S CONTINGENCY MODEL
[Source: https://businessjargons.com/fiedlers-contingency-model.html]
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M2 ASSESS THE STRENGTHS AND WEAKNESSES OF DIFFERENT
APPROACHES TO SITUATIONS WITHIN THE WORK ENVIRONMENT
All of the above theories and concepts of leadership and management have their own
strengths and weaknesses associated with them. Within the work environment of M &S the
strengths and weakness of some of the models are as follows:
 SITUATIONAL LEADERSHIP MODEL
STRENGTHS-
 The best leadership style adopted rather than following traditional one
 Comfortable group and work environment
 Boosting higher motivation
 Flexible and intuitive approach
WEAKNESSES-
 Lack of understanding
 Possibility of confusion
 Only emphasises short-term strategies (Yukl, 2013)
 SYSTEM LEADERSHIP
STRENGTHS-
 Provides a proper framework for ideas, interpretation and presentation
 Clarifies the complexities and dynamism
 Easy to understand for researchers from different fields
WEAKNESSES-
 Lengthy and complicated process
 Comparatively involves higher risks
 RELATIONSHIP ORIENTED APPROACH
STRENGTHS-
 Motivates and energises employees
 Increases job satisfaction
 Creates a positive working environment (Yukl, 2013)
Weaknesses-
 Lower performance as no work pressure on employees
 May increase customer dissatisfaction
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CONCLUSION-
The managers and leaders of M & S could utilize the above-discussed management and
leadership theories to improve the performance of the employees and workers of the
organisation and to increase the profitability and productivity as well.
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TASK 2
INTRODUCTION-
This report will focus on the several approaches and practices of the operations and
management that could be adopted by the leaders and managers of the M & S Ltd. The
importance and value of operations management in improving the overall organisational
efficiency will be discussed in this report with the proper assessment of the external
business environment factors.
P4 EXPLAIN THE KEY APPROACHES TO OPERATIONS MANAGEMENT AND
THE ROLE THAT LEADERS AND MANAGERS PLAY WITH REFERENCE TO
CHOSEN ORGANISATION
The operations management is mainly concerned with the transformation of raw material
and labour into the products of the company. It is related with the designing and controlling
of the production process of the organisation. It also involves the redesigning of the overall
business operations for improving the productivity and profitability of the organisation
(Slack et al., 2010). The M & S could use different approaches for ensuring effective
operations management within the organisations. The major approaches are:
TOTAL QUALITY MANAGEMENT
The total quality management is the method used to improve and enhance the quality and
productivity of the business organisation. It is the continuous effort of the management and
team of the organisation for ensuring the long-term productivity and customer loyalty. It
mainly focuses on the process of improving the quality of the system, process, output and
products with continuous internal improvement practices (Lindsay and Evans, 2010).
The role of managers in TQM is to apply strategies for continuous improvement of
operations and production processes and the role of leaders is to motivate employees and
establish performance measurement for effective involvement and work output.
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JUST IN TIME INVENTORY
This strategy can be applied to improve the efficiency and eliminate the waste by accepting
goods only and when they are required during the production process (Goetsch and Davis,
2014). This approach helps in minimizing the production cost and maximizing the
profitability.
The managers are required to be able to accurately forecast the demand to avoid
shortcomings of the raw material during the production and the leaders are required to
keep the track of employees and inventory for proper flow of operations.
SIX SIGMA
Six Sigma refers to the disciplined and a data-driven approach. It is a statistical-based
approach which acts as a methodology for removing defects from the different operational
processes of the organisation (Goetsch and Davis, 2014). The M & S could use this approach
for maximizing the customer satisfaction and minimizing the defects in the operations of the
organisation.
The role of managers is to include six sigma cost saving in formulating goals and monitor the
implementation of the six-sigma and the role of leaders are to invest in six sigma resources
and training and effectively driving the project.
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P5 EXPLAIN THE IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT
IN ACHIEVING BUSINESS OBJECTIVES WITH REFERENCE TO CHOSEN
ORGANISATION
Operations management is very essential for the survival of any business organisation. It
controls the system of operations for achieving the pre-determined business objectives. In
the M & S the importance and value of operations management for achieving the
organisational objectives are as follows:
CONTROLLING AND DISTRIBUTION: the operations management plays a very important role
in efficiently performing the controlling and distribution function of the organisation
(Trkman, 2010). It helps in controlling the overall production process and assuring
appropriate distribution of the products for increasing the profitability and fulfilling the
objectives of the company.
CONVERSION OF RAW MATERIAL INTO FINISHED GOODS: it is one of the core functions of
the company as it is directly related with the products offered for selling to the customers.
This function is based on forecasting the customer's demand for ensuring sufficient supply in
the market. The operations management helps in fulfilling this core function efficiently in
producing quality product according to the market demand.
CAPACITY MANAGEMENT: capacity management is the essential need of every business
organisation for producing the right amount of product at the right time to avoid any
wastage and to decrease the production cost increasing the profitability of the company
(Trkman, 2010). The operations management helps in specifying the capacity of the
production process according to the market demand.
DESIGNING OF THE PROCESS: the process designing is related to the structuring of the
production process of the organisation. The operations management helps in applying a
right process of operations by utilizing least possible resources for producing quality
products for the company.
LOGISTICS AND INVENTORY MANAGEMENT: the operations management also helps in
managing the logistics and inventory of the organisation. As the proper logistics support
helps in delivering the products at the right time to the right place through a systematic
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process (Trkman, 2010). The operations management also helps in inventory management
by storing and utilizing the excess products for future use.
These are the major functions that operations management performs for maintain the
operations and activities of the M & S and ensuring the achievement of its objectives of
producing best quality products for attaining higher customer satisfaction and increasing the
competitiveness of the company in the market.
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M3 EVALUATE HOW LEADERS AND MANAGERS CAN IMPROVE EFFICIENCIES
OF OPERATIONAL MANAGEMENT TO SUCCESSFULLY MEET BUSINESS
OBJECTIVES
In order to meet the business objectives of the organisation, the leaders and managers of M
& S can improve the efficiency of the operations management with the help of the following
steps:
EMPOWERING EMPLOYEES: The managers and leaders must need to empower the staff of
the organisation for producing high quality of the products of the desired amount and with
the decided resources. The managers and leaders should use different strategies and tactics
to encourage and motivate its staff and should also provide proper training and
development for them (Imai, 2012). This will reflect on the increased efficiency of the
organisation for successfully meeting its business objectives.
ESTABLISHMENT OF PROPER COMMUNICATION: the effective communication could
remove a lot of hindrances and possibilities of mistake from the operations of the business
organisation. It helps in developing the good relations among the superiors and
subordinates of the organisation. The proper communication also helps in understanding
the behaviour and motives of the customers. Thus, leaders and managers can make
effective decisions with the help of effective communication to meet the objectives of the
company.
CONTINUOUS PLANNING AND DEVELOPMENT: the manager and leaders must be involved
in the continuous planning of the business strategies, policies and tactics to handle the
different situations and problems of the organisation (Imai, 2012). The continuous planning
helps in the enhancement of the organisational operations and motivates the staff for
improving the overall operational efficiency of the organisation. This will also keep the
managers and leaders updated.
SCHEDULING: The scheduling is the process of systematically arranging, optimizing and
controlling the activities of the organisation for meeting the desired objectives within the
pre-decided time-frame.
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INVENTORY CONTROL: the inventory is the most important tool of the organisation. The
manager and leaders are required to maintain and manage the flow of the inventory
through effective inventory control operations (Slack, et al., 2010).
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P6 ASSESS THE FACTORS WITHIN THE BUSINESS ENVIRONMENT THAT
IMPACT UPON OPERATIONAL MANAGEMENT AND DECISION-MAKING BY
LEADERS AND MANAGERS WITH REFERENCE TO THE CHOSEN
ORGANISATION
In the present scenario, the business organisations are required to maintain the needs of
the wider business environment. The M & S is focusing on maintaining the ethics,
sustainability and values within the organisation for increasing its market value and
customer satisfaction. The manager and leaders are now concerned with the application of
CSR policies for establishing ethical standards and values in the organisational operations.
This has caused a wide impact on the overall management and decision-making.
CORPORATE SOCIAL RESPONSIBILITY
The corporate social responsibility is related to the responsibility and assessment of the
impact of a business organisation on the environment and society. The CSR approach
contributes towards the sustainable development of the organisation by utilizing
environmental friendly operations within the organisation. The managers and leaders are
needed to make several compromises and adjustments for applying CSR policies in the
organisation (Schwartz, 2017). The following major factors have a wide impact on the
decision-making of the managers and leaders:
VALUE: the values are the standards or principal of the behaviour of a particular person. In
operations management, the managers and leaders are required to consider the values as
an important constraint before formulating any decisions in the organisation. They must
ensure the development of proper organisational culture to avoid any non-ethical values in
the organisation.
CULTURE: the culture refers to the social behaviour and customs of the people. This factor
has a direct impact on the business environment as the products of the company are
designed according to the culture and demand of the particular market (Schwartz, 2017).
The manager and leaders of the organisation are required to make- decisions according to
the culture of the employees for avoiding any harm to anybody and enhancing the efficiency
of the organisation.
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ETHICS: the managers and leaders must practices the ethical business practices to ensure its
corporate social responsibility and to avoid any unethical and unlawful act during the
operations of the organisation. They must formulate ethical strategies and policies for
accomplishing organisational objectives.
SUSTAINABILITY: the sustainability refers to the performance of business operations
without causing any harm to the natural resources and environment. It could be defined as
the approach of meeting the demands of the present generations without making any
compromise to the needs and demands of the future generations (Tai and Chuang, 2014).
The managers and leaders have to make critical decisions to maintain the sustainability of
the organisation.
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M4 ANALYSE HOW THESE DIFFERENT FACTORS AFFECT THE BUSINESS
ENVIRONMENT AND WIDER COMMUNITY
The business environment and the wider community have a significant impact on the
different factors that are adopted by the business organisations. The M &S adopted CSR
policy and such factors to promote itself as the socially responsible organisation.
Culture- it helps in prevention of local culture and rights of the local community. The
company adopts by designing the products that are capable to comply with the culture of
the local community.
Value- this factor helps the organisation to establish an ethical and valuable culture within
the organisation. It helps in facilitating the development of societal values and positive
behavioural values among the employees of the organisation and creates a sense of
responsibility towards the wider community and the business environment (Tai and Chuang,
2014).
Ethics- the CSR policy helps in inculcating ethics and manners among the leaders, managers
and employees of the organisation. The organisations are required to follow general
business ethics that help in the development of a positive business environment in the
overall business industry. It will also facilitate the community for ensuring their rights.
Sustainability- the sustainability factor adopted by the business organisation helps the
overall sustainable growth and development of the business environment (Tai and Chuang,
2014). It supports the development of the ecosystem and community by utilizing least
possible resources and reducing the environmental pollution caused by the company.
CONCLUSION-
This report has helped in identifying the different roles and responsibilities of the managers
and leaders for ensuring successful operational management within the organisation. The
different approaches have been discussed that can help the managers and leaders in
successfully accomplishing the operational objectives to attain the ultimate vision and
objective of the organisation. The impact of external environmental factors of the
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organisation and the wider community has also been assessed in this report. The M & S
organisation must involve effective CSR policies to improve its brand image in the market.
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CONCLUSION
This assignment report has helped in understanding the several aspects of management and
operation within the business organisation. The roles and responsibilities of the managers
and leaders have been clearly compared in this assignment with the help of a brief report.
This report also contains several theories and concepts of the management and leadership
that will help the managers and leaders to make effective decisions and strategies for
performing their respective roles and responsibilities. Further, with the help of another
report, the meaning of operations management and roles and responsibilities of managers
and leaders for effective operations management has been stated. Different operations
management approaches have been discussed to facilitate the achievement of the
organisational objectives in the business environment. The importance of CSR policy for
establishing the brand image is also been assessed.
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