Operations Management: Concepts and Applications
Added on 2020-06-06
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MANAGEMENT AND OPERATIONS
ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Roles ofa leader and a manager and differences among their responsibilities.................1TASK 2............................................................................................................................................3P2 Application of actions of manager and leaderin severalscenario....................................3P3Totally differenttheories and concept to that of directorsand leader...............................5P4 Key approaches to operations management in firm..........................................................6P5 Importance of operations management in achieving business goals.................................7TASK 4............................................................................................................................................8P6 Factorstouchingoperational management and decision-making process by followed by theexecutives and leaders of M&S..............................................................................................8CONCLUSION................................................................................................................................9REFERENCES..............................................................................................................................10
INTRODUCTIONManagement operationsis that thenecessaryutilities for an business firm which contributein successfullyaccomplishment of targets and aims ofthe corporate. This particular functions ofbusiness i.e. management of functions and operations includes managing,forecasting,dominantall the action plan thatsquare measuredirectlyassociated withtheassemblyorproducingunit ofthe corporate. The Marks andSpenceris thattheUKbusinessaddressingthe ladiesnightclothes, wine, food,differentmake-ups etc. This firmisconcernedinkind ofthe merchandiseline andkind oftaskswithintheestablishment.Therefore efficiency of the actions and functionssquare measureessentialsoasto making surethe goals of firm should be accomplished effectively and timely. In order toattain this involvesthinning outthe assortedpricesustained indirectionof business processes(Talk, 2016). This report studies about thedistinctionwithin therole and duty of leaderandexecutive.They aresharing some of the matches too whichalso arementionedduringthisassignment. TASK 1P1 Roles ofa leader and a manager and differences among their responsibilities.Manager: Executivesis that theone thatperson who is positioned at key positionswithinthebusiness firm hierarchy. The bossestotally differentjobin step with definingthe goals offirm byshapingperformance values forthe staff members. This largely contribute in attainingthe objectives as per the defined time constraints in the organisation. Directoris that thepolicyand strategymakerofthe corporate.Leaders: Leaderssquare measuretheindividual person thatis having capability and skillstoinfluenceonetypeto others. The frontrunnerssquare measure are thepersuaders andinfluencer forthe workerso asto influence them in a right direction to performhigherintheirworking point. The leaderis that theone that come into the goals, targets and idea of thebusinessaheadwith that of effective functioning ofworkers.Thedirectorsand leaderssquare measuretotally differentfromoneanotherinseveralcharacteristics like for their encouragingvogue, character and dutywithintheadministration (Ergum, and et.al., 2010). Thevariationsbetween the manager and leader ofthe M&S square measureare as follows:1
MANAGERLEADERSManger devisethe targetand objectives forbusiness firm. Leaders follow up that are defined plans inactions and implement to attain theobjectivessuch thatformulated by mangers.Directorsbuild newpolicies and strategies forthe entity.Leaders affects the workerbehaviour andactions to a large.Managersoffersa directing line of action toindicate and guidework force. Leadersoffera right direction to a teammembers in order to act as per firm targets.Managers grows avariedwaysfor thegainandprofits of company.Leaderssquare measuretargetedonworkforce.Manager dutiessquare measurecoming upwith opportunities to grow firmoperations. Leaders taskssquare measuretoencourageworkers.The responsibilities of leaders and directors of M&Ssquare measureare as follows:Planning: Themanagersoperative working iscoming up with plans for the futuregrowth of business and its expansion growth plans andshapinggoals of organisation. Organizing: Themanagerduty lies within thecompany is optimise the use of availableresources and assets ofthe corporate as per the different requirements of organisationaloperations and to that of staff members carrying out various tasks in M&S (Slack, Brandon-Jones andJ. E. Johnston, 2011). Directing: Thedirectorprovides a right action plan to direct thesummaryof all the taskthatsquare measureto accomplished by thegroupsof business firm.Whereasthe leaders ishaving responsibilities for guiding staff and teamgroupsfor actual attainment of objectives bydevelopingabilitywithin theteams.Staffing: The role of boss isto rentright candidate with appropriate competence andskills to act profitably ina specificjobexpeditiously.Whereasthe leaders function istoapportionthe tasks and provide training to jobs toworkerin step withtheir abilities and helpsin operative resolving problemsrelate with that of disciplines and grievances.2
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