Management and Operations

This study material explores the concepts of leadership, management, and operations. It discusses the roles and characteristics of leaders and managers, compares their roles, and examines different leadership theories. It also covers various operations management techniques such as lean production, business process re-engineering, Six Sigma, and Just-in-Time. Additionally, it highlights the importance of operations management in achieving business objectives like product quality, customer satisfaction, competitive edge, and increased revenue.

Management and
Operations

Table of Contents
INTRODUCTION ..........................................................................................................................3
TASK 1............................................................................................................................................3
P1 ................................................................................................................................................3
M1...............................................................................................................................................4
TASK 2............................................................................................................................................5
P2. ...............................................................................................................................................5
P3. ...............................................................................................................................................6
M2 ..............................................................................................................................................8
TASK 3............................................................................................................................................9
P4. ...............................................................................................................................................9
P5...............................................................................................................................................12
M3.............................................................................................................................................13
TASK 4..........................................................................................................................................14
P6. .............................................................................................................................................14
M4.............................................................................................................................................15
CONCLUSION .............................................................................................................................16
REFERENCES..............................................................................................................................17

INTRODUCTION
TASK 1
P1
Leadership
The leadership is a process of motivating and directing the followers to achieve the
common desired goals It is a process of influencing and inspiring the members of organisation
leading to achieve the shared goal.
Leader
A Leader is someone who motivates, directs and guides the followers to direct their efforts to
achieve the predetermined goal (Wing, and et. all, 2020).
Management
The management is the part of organisation system which sets the strategy of
organisation and coordinates the efforts of employees to achieve within the available
organisational resources to accomplish the goals (Sprock and et. all, 2019).
Manager
A manager is in-charge controlling and managing the organisation activities responsible
and staff. The manager is a part of organisation hierarchy and specialises in planning, organising,
directing, controlling and coordinating various organisational activities in order to achieve the
organisation objective (Shokri, 2019).
Comparison of roles of leader and manager
Leader Manager
The leaders helps in achieving the task of
overall objective. The leaders act as agent for
accomplishing the small task and inspiring the
members of that team to accomplish that task.
The manager work strategically to achieve the
organisational objective. It is the defined role
and responsibility of the managers to handle
the large number of employees to achieve the
organisational task.
The leader tends to use the creativity and
innovation models to enhance the creativity of
The manager works within the organisation
setting and uses the available resources to

members and achieving the task with different
existing methods.
motivate the employees to accomplish the task.
They tend to create the vision of members in
alignment with the organisation mission and
values.
The leaders tends to always initiate and
appreciate the change. The leaders act as
change agent and making members who are
resisting change friendly with it. They are
courageous and risk taking by nature.
The Manager tends to go with the flow. There
purpose is to accept the change and
embedding it in culture of organisation using
the existing model and techniques to make
change effective part of organisation.
Comparison of the characteristics of leader and manager.
Leader Manager
The leaders tend to use the personal power
while influencing and rewarding the team
members.
The manger is delegated with the positional
power they work under the rule of command
authority while directing and rewarding
members.
The leader working pattern varies the motive is
to widen the employees thinking pattern and
creativeness. They help in achieving the team
members personal goals also.
The manager is one who works on the ground
of organisation's rules and policies. They align
the employee growth needs with organisational
objectives and thus satisfies their development
need.
The leaders have the certain followers who
they guide and direct to achieve the task. They
may take support of informal communication
and lines to motivate the followers.
The mangers direct and manage the
subordinates by following the formal lines of
authority so established. There every activity is
being taken under the context of organisational
structure.

M1
The manager is one who is delegated with the responsibility and roles which rises due to
the positional power so acquired in organisation hierarchy. The leader is one who is elected by
manger to act as a catalyst between management and employees. The manager and leader acts
collaboratively and helps the organisation to accomplish their objectives effectively
(Pongsakornsathien and et. all, 2020).
TASK 2
P2.
The situational context refers to occurrence of certain situation and taking appropriate
action and behaviour to make that situation friendly (Peltonen and et. all 2019). The Marks and
Spencer uses the managers function and leaders role to effectively handle the different situation
effectively.
As, with coming of digital marketing disrupted the marketing and promotional activities
of Marks & Spencer's completely. It is the occurrence of change situation, the change is
inevitable process and drives the organisation to modify and redesign its structure and strategy.
The mangers function is to understand the role of digital marketing and redesign all promotional
campaigns accordingly whereas the leaders role is to see that the members are working well and
understanding there role which thus collaboratively leads to accomplishment of organisational
objectives. The leaders will maintain the confidence level of employees by communicating them
informally and taking their views and opinions to make this strategy more effective for use of
organisation efficiency. The manger's function will be to plan effective performance criteria and
produce the standards against which performance will be compared.
The another occurring situation is maintaining the effective communication between
manager and employees. The effective communication is the key to function effectively this
enhances the open and clear exchange of ideas this results in flexible decision making. As, due to
COVID-19, pandemic the work from norm it was difficulty to communicate with the employees.
The main challenge is the diverse workforce which possess more problem to communicate
effectively. In such situation the manager's function will be to eliminate the barriers and raise the
motivation level of employees to maintain their productivity and satisfaction level. While the
leaders role will be to communicate informally and with this they will get idea of what

employees are feeling and by knowing their views the leader in their capacity will try to motivate
them (Kahraman, Rogers and Dessureault, 2020). As, employees, tend to be more close with
leaders as with mangers they feel certain barrier existing in between.
P3.
The application of different leadership theories and models are as following;
Situational Theory
Situational theory is often referred to Hershey-Blanchard Leadership theory, as it
developed by Paul Hershey and Ken Blanchard. This theory works on the premise that effective
leaders are one who adjust their leadership style according to situation, maturity level of
followers, nature and task of job and other factors which directly affect the nature of job
(Johansson, Gustavsson and Pejryd, 2020). The maturity level ranges from unwillingness to
perform task to willingness and high ability to perform the task. The leadership style are as
follows; Telling: In this the leader directs the members by giving orders and imposing decisions. Selling: In this style, the leader has final authority to take decisions but they take inputs
and communicates with the members rather than simply directing. Participating: The leader encourages the members to take the authority to initiate their
idea sharing with others and adopts the participative and democratic approach to manage
the members.
 Delegating: In this style the leader delegates all responsibility to team members and just
oversees the ongoing work.

Illustration 1: Hersey-Blanchard Situational Leadership Theory, 2021
System Approach Theory
The system approach is the theory which considers that organisation is made up of
smaller and related departments or sub system. The continuous and effective integration of sub-
systems help to accomplish the larger goals i.e overall organisational goals. It creates the
equilibrium between different goals of departments with that of environment thus, achieving the
organisational objective while complying with environmental objectives (Hwang and et. all,
2019). Based on the framework of organisation policies and individual goals the decisions are
made by leaders flexibly.

Illustration 2: Systems leadership can change the world, 2021
Contingency Theory
This theory seeks to consider the characteristics of situations and followers and based on
that the leadership style is being selected by the leader to manage. This approach is given by the
Fred Fiedler and known as “Fiedler Contingency Model of Leadership”. Under this theory the
leadership is defined as task oriented and result oriented leader. The task oriented leaders tends
to be good at organising and managing people at work. While the relationship oriented leaders
tends to be good at maintaining good relations (Garcia-Palao, Oltra-Mestre and Coughlan, 2019).
The theory depends on the effectiveness of leadership style while considering the control held
over the situation and leader member relations. In Marks and Spencer, the leader with new
employee tends to be guiding and parenting while focusing on relationship building.

The contingency theory fits to situation where the leaders are closely engaged and
supervising the group members. The situational theory is an holistic approach which takes into
consideration the situation context and maturity level of followers based on which the style is
adopted by leader.
M2
Strengths of Contingency theory:
The strengths which contingency theory bears I mentioned below:
 The theory has been considered as most reliable and authentic theory lasts many
decades which presents a crystal clear idea for leaders to become effective
(Ganesh, 2020).
 Contingency theory of leadership assists companies to draw its internal culture
and also helps managers to behave and modify plans based on different situations.
Weaknesses of Contingency Theory:
The weaknesses of theory are listed below:
 Contingency theory does not justifies the reason of leaders effectiveness in various
situations which occurs within the boundaries of organisation.
 The theory is much complex in nature of which real implication cannot be pre determined
because of absence of set methodology.
TASK 3
P4.
Operations management is an area of management concerned with planning an
organising the activities related to production and manufacturing of services or products. The

focus is ensuring efficient delivery by eliminating the waste (Dresch, Lacerda, and Cauchick-
Miguel, 2019). The Marks & Spencer uses various process to ensure smooth operations;
Lean Productions
It is systematic method to reduce and eliminate the wastage of resources while ensuring
quality of product and service. It aims to cut cost by making organisation responsive to changing
environment dynamics. This technique seeks to reduce the steps in production processes that
don't add value in the process such as, holding unwanted inventory, reducing the unwanted
movement of people etc. The managers sets the strategy of using certain technique as part of
system thus leaders are the actors who oversee the function of actual implementation with the
planned strategy (Dora and Kumar, 2020).
Business Process Re-Engineering (BPR)

This process involves the complete redesign and modification of the core business
activities to achieve the improvement in productivity and quality. The organisations compare the
existing processes with the new process so adopted with basis of delivering value to the
customer. The companies tens to reduce the unnecessary activities which does not add value to
the manufacturing process (Doiro and et. all, 2019). For this purpose, they redesign the
organisational system by considering the functional teams roles and using innovations in
technology to improve the quality of processes. The managers are the one who oversees which
activities needs to eliminated from system by clarifying the broader objectives it is leader, who
work on ground floor by ensuring coordination and cooperation of employers with employees.
Illustration 5: Business Process Reengineering, 2017
Six Sigma

This technique focuses on continuous improvements and defining processes with
intention to produce stable results. It is a approach which provides basis for defining and
evaluating each step. It reduces the inefficiencies involved in production process thus improving
quality of process (Doering, Suresh and Krumwiede, 2019). The DMAIC method is used to
define each step and processes clearly and helps in establishing clear benchmarks against which
performance will be measured. The goal is to being in operations at level of six sigma which
stands for bringing the 3.4 defects for every one million processes. It is mangers role to select
upon which area of production will require the Six sigma and to test the effectiveness of the
strategy so implemented. It is leaders who acts as liaison and gives the update with real time
implementation of plan with planned one to upper management.
Just in time(JIT)
This technique is an method where the inventory, labour, materials and goods needed in
manufacturing are anticipated and predicted according to the previous orders received an
produced. By this way it eliminate the wastage and stock holding cost and space thus, resulting

in saving cost efficiently. The managers select the effective leaders who accurately predict the
orders and works closely with suppliers which help in making the availability of raw materials
when required (de la Peña Esteban and et. all, 2019). The leaders role is to work effectively the
delegated role and uses the support of team members in this process.
P5.
The operations management aim is to ensure the effectiveness of process while focusing
on customer satisfaction. The importance of operations managements in achieving the business
objectives are as follows;
Product Quality: The operations manager role is to ensure the checklist that products
ensures the certain compliance before dispatching finial product. By this way it helps in ensuring
the product quality (Cross, 2019).
Customer Satisfaction: The manager by ensuring the quality assurance check maintains
the final power to entail the delivery of high product quality. This way it helps in ensuring the
customer satisfaction and achieving the ultimate organisational goals.
Competitive edge: By delivering and meeting out the quality standards in delivering
product or service gives then firm competitive edge in industry. As, customers want value fro
money and quality of product or service received, this way it leads to positive word of mouth
publicity and helps in setting high benchmark in industry.
Increased Revenue: In this way the firm gains the new customer base thus maintaining
loyalty of existing customers. This way it will lead in financial gain to firm thus leading growth
of organisation. The elimination of the inefficiency in the product will also help the firm in
saving cost of production (Cousins and et. all, 2019).
Compliance with standards: There are various standards pertaining to production and
dispatching of product and service. The compliance with such standards help in ensuring the
quality of product and service. This gives an organisation a fair ground to trade the goods and
services by conducting business activity under legal purview.
Collaboration: The operations management process requires the collaboration and team
work from various functional departments of organisations. Such as, the finance team provide
the finances for the allocated needs same way the human Resource department is responsible for
providing the skilled workforce which specialise in carrying out the functions so stated.

M3.
It is managers duty to understand and analyse the various methods of productions
available to select best fit in with organisational objectives. From he continuous innovations in
technology, it is managers role to understand the incorporation of which technology will lead in
efficiency and effectiveness of business operations. When selected the operational process it is
mangers and leaders role to make that part of organisation strategy and provide training to the
employees to make that use of production methods efficient for organisation use (Cheng and et.
all, 2021). The major role to make any operation process successful usage is played by the
manager. As, the manager delegates and makes the teams to perform that activity successful part
of organisation.
TASK 4
P6.
There are various internal and external objectives which affects management's operation
and thereby impacting the quality of decisions. The understanding of business environment gives
the understanding of various factors which impact the business operations (Chehade and et. all,
2019). The different micro and macro factors which affects the organisation are as follows;
Internal Factors Corporate Objectives: The objectives provide the direction to business activities and
guides the future business activity. The problems arise when the operations objectives
collide with that of the corporate overall objective. Availability of Talent: The Human resource are vital to any organisation success. In the
era, where the skills are needed to exercise the technology so existing, therefore, the
availability of talents affects greatly the performance of organisation. Operational efficiency: The processes and technology so used in the production
processes affect the organisational image. The efficiency of productions directly impacts
the financial position of company. Organisational Structure: The efficiency of the communication and the flow of power
within the defined way of organisation impacts the working of the company. This directly
impacts the productivity and performance level of employees which results in
effectiveness of accomplishment of objectives (Beck and Campbell, 2019).

 Organisational culture and resources: The culture guides the actions and behaviours of
the employees and impacts the performance of employees. The innovation should be
imbibed in culture of organisation which helps insetting the vision of employees. The use
of technology and other resources also impacts on the decision making of organisation.
External Factors PESTLE factors: The major factors which affects any organisation's performance is the
external environment factors. The totality of macro factors impacts the organisation
image. The political factors keeps on changing with changing government and their
policies also disrupts the working of organisation (Beck and Campbell, 2019). The
economy behaviour also impacts the decisions which includes factors such as tax rate,
inflation, etc. factors. Based on these factors the organisational policies are framed. The
society changing demand and patterns affects the production of products which are in
demand. The Marks & Spencer is global organisation which operates the subsidiaries in
various states there performance is impacted by changing laws of different countries. The
continuous innovations in technology affects the business processes and requires
continuous structuring of business activities.
 Competition in market: The changing pace of attractiveness of industry affects the
overall performance of organisation. As, the continuous competition on positive side
brings in new ideas and continuous improvement in technology but on negative side, if
pace with changing competition is not kept it will result in slip away of current
performance.
M4
The environment is the competitive environment of business organisation. The change in
any industry will affects the business performance from all areas. It does not mean every factor
threatens the performance of firm. It is an ability of manager to predict the outcome of internal
and external factors on organisation performance. To conduct this analysis the use of various
tools such as for internal analysis the SWOT, McKinsey 7S model, etc. various tools are
available. For testing of External factor analysis, PESTLE analysis, Porter's five force etc.
models are used in judging the impact of business environment on organisation performance.

CONCLUSION
This report concludes about both leaders and managers are important in business
organisation to make it a big success and to have smooth flow of working in business. Leaders
and Managers both play different roles and bears differentiated responsibilities but works for a
single goal that needs to be achieved within a specific time. Leaders can adopt different styles of
leadership in his work based upon his personality, work situation, etc. it can also be concluded
that there are certain internal and external factors which affects decision of operation
management and brings changes into environment. These factors can be company's objective,
availability of required resource and talent,PESTLE factors or market competition. It is very
necessary for business to have proper understanding of these environment.

REFERENCES
Books and Journals
Beck, D. A. and Campbell, A., 2019, August. Operations management in seismically active
mines. In 53rd US Rock Mechanics/Geomechanics Symposium. American Rock
Mechanics Association.
Chehade, S. and et. all, 2019. Situation representation and awareness for rescue operations.
In Proc. 16th International Conference on Information Systems for Crisis Response and
Management (ISCRAM) (pp. 1-12). ISCRAM.
Cheng, J. Y. J. and et. all, 2021. Directors’ Perceptions of Board Effectiveness and Internal
Operations. Management Science.
Cousins, J. and et. all, 2019. Food and beverage operations and management.
Cross, I. D., 2019. “Changing behaviour, changing investment, changing operations”: Using
citizen science to inform the management of an urban river. Area.
de la Peña Esteban, F. D. and et. all, 2019. Expert system for problem solving in distance
university education: The successful case of the subject “operations
management”. Expert Systems. 36(5). p.e12444.
Doering, T., Suresh, N. C. and Krumwiede, D., 2019. Measuring the effects of time: repeated
cross-sectional research in operations and supply chain management. Supply Chain
Management: An International Journal.
Doiro, M. and et. all, 2019. Machining operations for components in kitchen furniture: A
comparison between two management systems. Procedia Manufacturing. 41. pp.10-17.
Dora, M. and Kumar, M., 2020. Operational improvement programs and humanitarian
operations.
Dresch, A., Lacerda, D. P. and Cauchick-Miguel, P. A., 2019. Design science in operations
management: conceptual foundations and literature analysis. Brazilian Journal of
Operations & Production Management. 16(2). pp.333-346.
Ganesh, S., 2020. Continuous Pharmaceutical Manufacturing: Systems Integration for Process
Operations Management (Doctoral dissertation, Purdue University Graduate School).
Garcia-Palao, C., Oltra-Mestre, M.J. and Coughlan, P., 2019. Improving teamworking
competence through action learning. Experiences in operations management
education. Action Learning: Research and Practice. 16(3). pp.205-222.
Hwang, H. T. and et. all, 2019. Efficient numerical incorporation of water management
operations in integrated hydrosystem models: Application to tile drainage and reservoir
operating systems. Journal of hydrology. 575. pp.1253-1266.
Johansson, A., Gustavsson, L. and Pejryd, L., 2020. Sustainable operations management through
development of unit cost performance measurement. Procedia Manufacturing. 43.
pp.344-351.
Kahraman, M. M., Rogers, W. P. and Dessureault, S., 2020. Bottleneck identification and
ranking model for mine operations. Production Planning & Control. 31(14). pp.1178-
1194.
Peltonen, L.M. and et. all 2019. Information needs in day‐to‐day operations management in
hospital units: A cross‐sectional national survey. Journal of nursing management. 27(2).
pp.233-244.

Pongsakornsathien, N. and et. all, 2020, October. Human-machine interactions in very-low-level
uas operations and traffic management. In 2020 AIAA/IEEE 39th Digital Avionics
Systems Conference (DASC). (pp. 1-8). IEEE.
Shokri, A., 2019. Investigating the view of quality management success factors amongst future
early career operations leaders. International Journal of Quality and Service Sciences.
Sprock, T. and et. all, 2019. Integrated Operations Management for Distributed
Manufacturing. IFAC-PapersOnLine. 52(13). pp.1820-1824.
Wing, D. J., and et. all, 2020. Achieving resilient in-flight performance for advanced air mobility
through simplified vehicle operations. In AIAA AVIATION 2020 FORUM (p. 2915).
Online Source
Business Process Reengineering, 2017 [Online] Available Through <http://consultus.hr/business-
process-reingeneering/>