Review of Operations Management Research

This document provides a detailed review of operations management research, including studies on supply chain management, sustainable operations, and service management. It also covers research on disaster operations management, green logistics, and resource-based theory in operations management. The review is based on a collection of articles from academic journals and books, providing an overview of the current state of knowledge in the field.

MANAGEMENT AND
OPERATONS

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1. Comparison of different roles and characteristics of a leader and a manager...........................3
TASK 2............................................................................................................................................5
P2. Role of a leader and the function of a manager apply in different situational contexts........5
P3. Different theories and model of approach............................................................................7
TASK 3............................................................................................................................................8
P4. Analyse key approaches to operation management and role of leader and manager...........8
P5. Analyse value and importance of operation management in achieving firms objective.. . .10
TASK 4..........................................................................................................................................11
P6. Factors that impact operational management and decision making by leaders and
managers...................................................................................................................................11
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
In every organisation, leaders and managers plays an essential roles in achieving their
goals and tasks. Both of them have their own roles and duties which they have to perform within
organisation (Yang, Hong and Modi, 2011). This report is carried out in the context of Marks
and Spencer which is a multinational company deals in high quality fashion, award-winning food
and stylish home ware. The roles of leaders and functions of managers of this company in
different situational context are evaluated in this report. Along with this, importance or role of
store managers and various theories and models of approaches in operational management
including, situational leadership, contingency leadership, systems leadership are also being
discussed in this report.
TASK 1
P1. Comparison of different roles and characteristics of a leader and a manager
Managers and leaders are an important aspect in company which helps firm to
achieve goals with their efforts. Leaders are the individuals who have employees under and
follows them. On the other hand, managers are the people who works for leaders and follows
instructions and gives them information related to the organisation (Wu and Pagell, 2011). Both
of them are important for a successful business and to met company goals. In Marks and
Spencer, the company have managers and leaders with effective communication skills and
abilities which is required for company to met objectives.
Comparison between leader and manager as per roles
Leader Manager
Leaders are the people who have manager and
workers under them to perform tasks.
Managers are the people who perform
activities and tasks for manager and give
informations related to organisation.
The role of leaders is to invents and come up
with new ideas to perform tasks easily.
In this, managers role is to organise and
maintains the workflow in the
organisation. The managers of Marks and
Spencer perform activities according to the

ideas given by leader.
Leaders of Marks and Spencer influence
managers to give their best and perform
well to complete tasks.
The managers of company have to establish
control over the employees which help
them to give best at their workplace.
Leaders align managers and communicate and
helps them in their issues (Tang and Musa,
2011).
Managers make operational plans, organise,
and helps employees in resolving their
issues.
The main role of leaders is to communicate
with the manager of company regarding
the issues and working in organisation.
The main role of managers is to communicate
effectively with the employees which
helps them to know to mindsets of workers
and also assists in resolving issues so that
they can perform activities easily.
Comparison between leader and manager as per characteristics
Basis Leader Manager
 Vision Leaders have shared vision
and they communicate with
managers to do actions.
The managers provides
necessary resources to
employees to make vision
actionable.
 Providing directions In Marks and Spencer, the
leader provides ideas,
directions and motivates
managers to to perform tasks.
In this, the managers focuses
on plans/schedules, allocation
of resources and improves the
efficiency of workers.
 Outcomes Leaders creates changes in the
environment and culture of
organisation for greatest
outcomes.
The managers of Marks and
Spencer are predictable and
believes in day to day
outcomes (Subramanian and
Ramanathan, 2012).
 Personal characteristics In Marks and Spencer, the Managers focuses on the

leaders are open minded and
shares different ideas in
company. They are connected
with the environment of
company and also with their
managers which help leader to
know the mindset of managers.
policies and procedures of
organisation which are
required to accomplish tasks.
 Relationships Leaders focuses on managers,
inspires and develop them to
achieve organisational goals in
an effective manner.
On the other hand, managers
focuses on objectives and use
their power to control and
make employees to complete
their tasks in allotted time
frame.
TASK 2
P2. Role of a leader and the function of a manager apply in different situational contexts
Every organisation faces some different situations. But to overcome from these situation
managers and leaders of company plays a vital role (Peng and Lai, 2012). In context of Marks
and Spencer, the managers and leaders deals with situational context by performing their roles
and functions. In this regard, there are some roles of leaders and functions of a manager are
evaluated below which are performed by them in different situations to achieve goals and
objectives easily.
Situation of decision making: In every organisation, leaders go through with situation of
decision making in which they have to make decisions which are benefited to the organisation. In
Marks and Spencer, it is the role of leaders to make decisions which are beneficial for company
as well as its workers. They should make decisions in such a way that it brings best outcomes.
So, it is an important role for leader to deal with this situation effectively and in a systematic
manner.
Situation of implementing policies: In this, the leader has to deal with the situation of
implementing policies. It is important for them to implement those policies which suited the
organisation and employees working in it (O'Fallon and Rutherford, 2011). In context of Marks

and Spencer, different types of policies from which leaders have to implement in organisation
such as, policy of incentives, rewards and promotions. It is their role to implementing such
policy which benefited the employees from all ways. It is important to offer employees rewards
and incentives according to their works skills which helps them to stay in company for longer
period.
Functions of manager according to Henry Fayol
Managers of company also plays a dominant role in dealing with different situations in
organisation. In context of Marks and Spencer, according to Henry Fayol there are some
functions of manager which deals with situations in organisation and they are discussed as
below:
Planning: In this, the managers of Marks and Spencer have to make plans according to the
future conditions and which secure the achievements of future objectives. Planning can affect the
organisation as a whole (Lewis and Brown, 2012). So it is important for managers to make plans
which gives the best outcomes and increase the profitability. It is considered to be an important
function of manager in an organisation.
Organising: While dealing with the situation of organising the workforce, it is important for
managers of Marks and Spencer to organise and align the activities of organisation in an
effective manner. It is important for managers of Marks and Spencer to organise the plans and
activities in a systematic manner.
Commanding: It is important for the managers of company to supervise and command
subordinates and employees in their work and motivate them to achieve goals (Hitt, Xu and
Carnes, 2016). Thus, while dealing with the circumstances of commanding, it is essential for
managers to communicate regarding company goals and policies to employees.
Coordinating: In dealing with the situation of problem-solving, it is crucial for managers of
Marks and Spencer to maintain coordination between the employees. Better coordination helps
in resolving issues and achieve goals in allotted time frame.
Controlling: It is considered to be pervasive function and positive force which helps Marks and
Spencer to ensure whether activities are producing desired results or not (Haksever and Render,
2013). The manager of company have to deal with situation of controlling which helps in guiding
and integrating behaviour of employee towards organisational goals.

So, these all are the functions of managers of Marks and Spencer according to Henry Fayol in
context of situations within organisation.
P3. Different theories and model of approach
In Marks and Spencer, there are some leadership theories which are adopted by the
company to perform tasks well and to achieve organisational goals in time. These leadership
theories and models of approaches are discussed under the following statements:
 Situational Leadership theory: This model of leadership is given by Paul Hersey and
Ken Blanchard. In this, the leader's effectiveness is related to their traits, behaviours on
the basis of situational factors. Thus, Marks and Spencer also uses this theory of
leadership to accomplish goals and objectives in time frame. This theory identifies four
main leadership approaches and they are:
Telling: In this the leader make decision and tell workers what tasks or work they have to do and
how to do.
Selling: The leader of Marks and Spencer communicates and works with workers instead of
directing which helps them to share issues with the leader.
Participating: In this, the leader of Marks and Spencer participates with team members in
decision making process.
Delegating: This is the final approach in situational leadership in which the leaders of company
assigns decision making tasks to the members of team in an organisation.
Thus, these all plays an important role in achievement of goals and objectives of Marks and
Spencer in allotted time.
 System leadership theory: This theory is given by Stefan Norrvall. It is a theory or
model of approach enables leaders of Marks and Spencer to create conditions of
organisation in such a way that workers can perform their tasks with productivity and
effectively. This theory is about human behaviour to make approaches of organisational
scheme, system designs, good leadership, etc. It also helps leaders in making effective
systems of organisation so that employees can perform well. It also helps to predict
employees behaviour towards the organisation (Gimenez, Sierra and Rodon, 2012). This
theory provides a framework of building ideas. In this theory, analytical methods and
systematic methods are used to perform various activities well and in order to increase
profitability.

 Contingency leadership theory: This theory of leadership states that there is no best and
alternative way to lead a company, to organise and to make decisions. It claims that a
leader is effective on when they apply their own theories of leadership according to their
conditions (Galindo and Batta, 2013). This approach is given by Fred Fiedler in 1958
during the period when the author was researching about leader's effectiveness in group
discussion. In context of Marks of Spencer, the company make use of this theory when
the leader finds that what type of leadership style they have. Before using this theory of
contingency, it is important to know the leadership style a leader has. In order to match
the right leadership style to the situation the method of LPC is taking into consideration.
High LPC score: In this method, the leaders are considered which have goods personal skills
and abilities who develops their communication relationships with others in order to accomplish
tasks.
Low LPC score: In this, leaders of Marks and Spencer accomplish their goals and objectives by
focusing on tasks and their positional powers.
In this way, Marks and Spencer applies these leadership theories according to the situations and
levels of organisation to accomplish goals.
TASK 3
P4. Analyse key approaches to operation management and role of leader and manager
It is concerned with the responsibility to assure that all operations related with business
must be efficient and effective. Efficiency implies proper utilization of required resources.
Effectiveness denotes fulfilling the needs and demands of potential consumers (Dekker,
Bloemhof and Mallidis, 2012). Some important approaches related with operation management
of M&S are mentioned below:
 Total quality management: It is a part of management system which is based on the
principles of maintaining high working standard by working staff while carrying out
business operations. The main aspect of TQM is to improve quality and function in all
working departments to deliver standardised products to clients. Basic aspects included in
TQM of Marks and Spencer are focus on customer needs, robust leadership, employees
engagement, continuous improvement etc.

Roles played by leader: Leader ensures an effective engagement and proper utilization of
working staff. It is under the supervision of leader in M&S to maintain a healthy
management among employees to achieve long term goals.
Roles played by manger: Manager must be highly focused on internal and extrinsic
clients. It is duty of manager to assure improvements regarding production and
distribution process. Manager of M&S should treat firm's supplier as working partner.
 Just-in-time inventory: It is a strategic tool which enhances working efficiency and
reduces wastage by acquiring goods only at the time of production. Due to this inventory
cost decreases (Closs, Speier and Meacham, 2011). This can help Marks and spencer in
limiting the space for storing commodities. This strategy results in less Investments as
goods are received only at the time of production. Leader must ensures that material
received for production must be used efficiently. Leader in M&S should be aware of the
tasks designated given to employees working under them to maintain appropriate
working atmosphere. Along with it, it is the task of leader to check the machineries that
are used while producing goods. Arrival of goods at right time is under the supervision of
manager. Manager of M&S should take care of required quantity of item. This can be
calculated by analysing the factors that impact operational management and decision
making by leaders and managers in respect with market demand (Chevalier, Lamas and
Mlinar, 2015). M&S manager must maintain a good relation with material suppliers it
will ensure required amount of material delivery.
 Continuous improvement: This aspect leads to improvement in every function
related with business. It focus on eliminating wastage of resources from every
department by improving their working operations. In reference to marks and
spencer, principles related with continuous improvement are sorting, set in order,
sustaining, standardize and shine. These factor will incorporate spirit of team work in
workers of M&S. Leader in M&S needs to identify the right people to handle the
specified task. Leaders in M&S should assist employees during issues to maintain a
healthy working environment. Manager needs to educate all employees about the
project for which team is working (Burns, 2014). It is the work of M&S manager to

calculate the success rate regarding projects. Identification about task's scope is
under manager of M&S.
 Queuing theory: It is a technique which directs about waiting lines and queue
lengths. Problems in M&S regarding scientific understanding can be solved optimally
by using this approach . Recommendations regarding manpower requirement are
made under this theory. Leaders in M&S should identify possible delays and causes
of delays in queuing lines. They need to identify the involved processes during delay.
It is the duty of manager in Marks and spencer to appropriately supervise the
complete process. Manager of firm needs to guide workers so that queuing delays can
be reduced.
P5. Analyse value and importance of operation management in achieving firms objective.
Operation management is very important for business activities as it controls, design and
operate the system that produces the goods and services which are delivered to employees. In
context with M&S importance and value of operational management is mentioned below:
Importance of operation management:
 It includes similar management strategy for every business and department without
considering the nature of their operations (Barratt, Choi, and Li,2011). Elements involved
in operation management are planing, managing, checking and directing. It is essentially
needed by Marks and spencer to manage their day to day activities. It will help the firm in
efficient use of resources such as capital, raw material, work force etc.
 It highly improves productivity level of M&S as it calculates the efficiency of workers
and managers. As it focuses on the best use of available resource, goal achievement rates
increase.
 It involves business operations that manage and contribute in delivering the right
products according to customer's requirement. Because if the items are prepared for
fulfilling the needs of clients only then they will be purchased by them.
 This strategy undertake optimal use of available resources which contributes in the
increased profit margins. In this approach M&S uses manpower, capital and raw material
optimally. Issues like design and maintenance are handled by operation management
appreciably.

Value of operation management: In operational management, values are vital parameters to set
the product and working standard for a company. Employees of firm must focus on
implementing proper culture while working. Values of operational management clears
employees vision for achieving the companies targeted goals (Alderton and Saieva, 2012). Value
analysis is related with the cost increment due to unnecessary features. Its contribution is made in
last stage during product cycle. Value is not added in a product from the very beginning. It
changes in accordance with place and time. Value can only be calculated when two products are
compared.
Steps in value analysis:
 Identification of function: Different functions for a similar product needs to be
acknowledge. Also, secondary functions must be identified appropriately. M&S must
identify their functions properly.
 Evaluation of function by comparing: This step involves the basic query, whether or not
the function justify its reliability. This can be measured only by comparison. In context to
M&S, different functions when compared together will deliver value related with them.
TASK 4
P6. Factors that impact operational management and decision making by leaders and managers.
Business atmosphere is get influenced by various internal and external factors that affects
decision making and business operations within the environment. It is very important to identify
and eliminate the threats for proper functioning within an organisation.
External factors that influence marks and Spencer functioning is:
Political: In this aspect, government rules and policies are identified in respect with
organisations. Manager and leader of marks & spencer must take decisions while keeping in
mind about trade agreements. This will decrease the sourcing cost of product. Operational
management will reduce cost structure which will benefit the overall growth of firm. If decision
making and operational activities are not in favour of political scenario then company's
functioning will get affected and market share will decrese.
Economical: M&S is impacted by rivals low cost economic policies but it is a short term loss as
company focuses on delivering standardised products. Decisions taken by manager must lead
towards increased sales. Improved sales will increment the operational criteria as production will

increase. For this new products will be produced and activities of operational management like
design, maintenance will help in working easily (Ageron, Gunasekaran, and Spalanzani
, 2012). If products produced by considering operational management are high priced then
normal section of society will avoid buying it. Brand reputation will reduce.
Social: Initiatives that are in the favour of surrounding will help M&S in cutting down their
internal costs. Operational management activities conducted by leader must be carried in a way
that improves the products quality considerably. Role of manager's decision in this is to eliminate
negative social trends which can effect the reputation of the firm. If decisions taken by manager
is not in accordance with society, company will suffer set backs as people buy only those
products which are socially acceptable.
Technological: Strong social media presence can help M&S in increasing its revenue.
Customers are technologically active and prefer online shopping more. In this regard, manager's
decision making will decide the involvement of firm on digital media and this will affects the
operational activities of the firm. If technology is not implemented properly by manager,
products will not reach to maximum people which will generate loss to the company
Internal factors that influence the working of M&S is:
Culture: Culture is basically, custom and behaviour of people related to a place. Behaviour of
employees affects the business activities of M&S directly. In operation management culture of
working staff is considered before implementing strategies. Culture plays an essential role in
decision making as products are produced by considering the cultural diversity of the place. So
manager should take appropriate decisions which will enhance the growth of Marks & Spencer.
If culture is not considered and products are produced without considering this factor. People
will not accept the product . Marks and Spencer will lose market value in this case.
Values: These are important as commodities produced in M&S are modified after
acknowledging the value of potential client. In operation management, value include parameters
that finalise the standards of product. Manager and leader must take proper decision to provide
appropriate platform to working force so that they can use their talent and skills. If employees
are not valued by manager and leaders according to their talent, working criteria within the firm
will messed up
Ethics: Marks and Spencer must follow ethical business norms which means company's decision
must not harm shareholders and surrounding. Manager and leader must take decisions after

considering all the aspects that can harm employees and organisation. In operation management,
workers will work in a friendly way only if they have ethical behaviour towards each other.
Unethical behaviour will leads to several issues. One of them could be not listening the decisions
of managers and leaders which will ruin the hierarchy within the company. Production and
distribution will also get impacted.
CONCLUSION
This report includes the roles played by operational management in business activities.
Operations started from production to distribution of products are carried out in it. Roles and
character of manager and leader are different within the same department. Effects of theories like
system leadership and contingency plays a vital role in functioning of organisation. Manager and
leaders of a firm implements several approaches to enhance their efficiency. This report
undertake importance and value related with management of operations. Decision taken
operational management handled by manager influences the working of organisation in a
considerable way.

REFERENCES
Books and Journals
Ageron, B., Gunasekaran, A. and Spalanzani, A., 2012. Sustainable supply management: An
empirical study. International journal of production economics. 140(1). pp.168-182.
Alderton, P. and Saieva, G., 2013. Port management and operations. Taylor & Francis.
Barratt, M., Choi, T. Y. and Li, M., 2011. Qualitative case studies in operations management:
Trends, research outcomes, and future research implications. Journal of Operations
Management. 29(4). pp.329-342.
Burns, M. G., 2014. Port management and operations. CRC Press.
Chevalier, P., Lamas, A., Lu, L. and Mlinar, T., 2015. Revenue management for operations with
urgent orders. European Journal of Operational Research. 240(2). pp.476-487.
Closs, D. J., Speier, C. and Meacham, N., 2011. Sustainability to support end-to-end value
chains: the role of supply chain management. Journal of the Academy of Marketing
Science. 39(1). pp.101-116.
Dekker, R., Bloemhof, J. and Mallidis, I., 2012. Operations Research for green logistics–An
overview of aspects, issues, contributions and challenges. European Journal of
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Galindo, G. and Batta, R., 2013. Review of recent developments in OR/MS research in disaster
operations management. European Journal of Operational Research. 230(2)..pp.201-
211.
Gimenez, C., Sierra, V. and Rodon, J., 2012. Sustainable operations: Their impact on the triple
bottom line. International Journal of Production Economics. 140(1). pp.149-159.
Haksever, C. and Render, B., 2013. Service management: An integrated approach to supply
chain management and operations. FT Press.
Hitt, M. A., Xu, K. and Carnes, C. M., 2016. Resource based theory in operations management
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Lewis, M. A. and Brown, A. D., 2012. How different is professional service operations
management?. Journal of Operations Management. 30(1-2). pp.1-11.
O'Fallon, M. J. and Rutherford, D. G. eds., 2011. Hotel management and operations. John Wiley
& Sons.
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34.
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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
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