Operations Management: Recent Developments

This assignment delves into recent advancements in Operations Research (OR) and Management Science (MS) research specifically focusing on disaster operations management. It examines various aspects of this field, including the impact of technology management, service management, lean manufacturing, and environmental management on operational performance. Furthermore, it analyzes different leadership theories like situational leadership and systems leadership relevant to managing operations in disaster scenarios.

MANAGEMENT AND
OPERATION

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Roles and characteristics of leaders and managers................................................................1
P2 Relationship between the role of a leader and the function of a manager.............................3
P3 Theories and models of approach in Leadership...................................................................4
TASK 2............................................................................................................................................8
P4 Key approaches to Operations Management.........................................................................8
P5 Importance and value of Operations Management................................................................9
P6 Impact of internal factors on operational management and the decision-making.................9
CONCLUSION .............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Management and operations are branches within an organisation. Management formulate
and design activities while operations convert it into action. But, both the terms are correlated in
nature. The presence of both are required for making the activities done in an organisation. The
present report specifies the management and operations of Marks & Spencer plc (M&S). It is a
public limited retail company(Alderton and Saieva, 2013). The roles and characteristics of
managers and leaders of M&S has described. The effect of role of leader and the function of
manager in different situational context of the organisation. This report explains the different
theories and models of leadership. The report focuses on key approaches to operations
management with the role play by leaders and managers in the critical scenario arises. Also
throwing light on the importance and value of operations management for achievement of the
business objectives. The impact of internal factors within the business environment upon
operational management and decision-making by leaders and managers have discussed below.
TASK 1
P1 Roles and characteristics of leaders and managers
Roles of a leader: Various roles played by the leader. In M&S, the different roles of leader are
as follows: Required at each level – All the levels of management are required leadership. At the top
level, it plays major role in the formulation of plans, policies and strategies. At the middle
and lower level, it is needed for the implementation and interpretation of plans and
programmes which has formulated by the to management. It can be exercised by giving
proper guidance to the subordinates. Integrates and reconciles the personal goals with organisational goals – Leadership
builds a bridge between the employee and management. A leader tries to co-relate the
efforts of individual with the common goal of the organisation(O'Fallon and Rutherford,
2011). In this ways he integrates and reconciles the personal goals with the M&S Ltd's
goals and objectives. Solicits support – A leader is also a manager and along with this he is a person who
motivates and invite supports from the subordinates in operations of the business
activities. He can do this by his intelligence, personality, experience and maturity that can
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give him positive attitude towards work. He also invite suggestions for the employees foe
making plans more effective. In this way, he solicits supports in the organisation.
 As a guide, friend and philosopher – These three dimensional qualities must present in a
person, who is a leader. By sharing of feelings, emotions and opinions with the
employees, he can play the role of a friend. By the utilization of his experience and
intelligence, he can act as a philosopher and give support to the employees whenever
required. In the role of guide he can supervise and communicate the plans and polices of
top management to the employees and also ensures their coordination with co-operation
in the achievement of the concern goals and objectives of M&S.
Roles of a manger: Team development – A manager is responsible for the overall performance and
development of team. In addition to this he is also responsible for the development and
management of individual employee(The Essential Roles of a Manager. 2017). Because
work in a team gives more productive results rather than working individual and
independently. Performance management – It is a broader in the field of human resource management. It
involves the setting of standard performance, goals, training, development, recognition
and evaluation of actual performance of the employees for generating the better results. Improve process and quality – Managers are mostly treated in a best position for taking
the responsibility of monitoring the quality of an individual work. He can make
appropriate judgement and helps in improving the quality and process. Manage resources – Manager have to assure the proper and optimum utilization of each
resources. And also ensures the overspending and wastage of resources should not done
by the team members or employees of M&S.
 Setting overall direction – A manager of M&S is responsible for the setting of long term
and short term directions for the team of employees. It involves the formulation of
strategies with setting of vision, mission, goals and objectives.
Compare the characteristics of a leader and a manager:
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Characteristics of a Manager Characteristics of a Leader
A manager administers the things. A leader make innovations.
Generally manager is considers as a copy. A leader is an original one.
He maintains the things. He develops the things.
He focuses on systems and structures. He focuses on people.
A manager does things right. A leader does the right things.
He usually asks how and when. He usually asks what and why.
P2 Relationship between the role of a leader and the function of a manager
The functions of management includes planning, organizing, staffing, directing and
controlling. And the leadership can be usually seen an the function of directing. Leadership is an
art of listening, building relationships, teamwork, motivating and influencing the
followers(Kuruppuarachchi and Perera, 2010). Management and leadership both the terms are
mostly used interchangeably.
A leader plays very crucial role in the function of manager. As it has mentioned above
that most of the time leadership requires at all the levels of management. A manager can not
perform effectively and efficiently in the absence of leadership. Because the manager does the
right things but a leader does the things in a right way. The leader is innovative so he can help in
the formulation of new plans and strategies at the board meetings. And at the horizontal or
departmental and operational level, he can help in the proper execution of the preplanned
policies and strategies.
For instance, M & S Ltd. wants to improve its performance level. In order to this, they to
increase the work efficiency of all the employees. Here, the function of a manager is to improve
the system of work and process(Slack, 2015). But the leader plays different role like motivating
employees for doing more work in an effective way. He will guide employees that how they can
enhance their work level in better manner. A managers tells that what is the work, whereas a
leader explains that how the work is to be done. Another situation can be the changes make in
the organizational structure. In this situation many time resistance comes from the side of
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employees and workers(Yang, Hong and Modi, 2011). Here, the importance of a leader can be
shown. He understands the problems of employees due to the change take place. Explain them
about the benefits and make them convince for accepting the same. In this ways, the role of a
leader helps in different situations to the management of organisation.
P3 Theories and models of approach in Leadership
There are different theories and models of approach for applying the leadership in any
organisation. M&S Ltd. follows some of the theories and models which are as given below:
Situational leadership – The model of situational leadership has given by Dr. Paul Hersey. It is a
most powerful model and flexible also. It can be apply on all types of leaders such as managers,
sales people, colleague leaders, parents or teachers for influencing others in more effective
manner(Hersey-Balanced Situational Leadership Theory. 2016). This model applies by the
leaders of M&S which helps in maintaining the satisfaction level.
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Situational leadership model is based on two dimensions which are: relationship
behaviour (supportive behaviour) and task behaviour (directive behaviour). To analyse the
model each situation is based on:
 The guidance and direction given by a leader (task behaviour)
 The socio-emotional support provided by leader
 The readiness level exist in performing a particular task, function or objective by the
followers
There are four quadrant in the model:
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S1 – Telling-: The flow of information from the leader to the group member is unidirectional.
Telling takes place when the leader demonstrate high directive behaviour and low focus on
supportive behaviour.
S2 – Selling-: In this block the leader tries to convince the group members by giving them
emotional and social support. Here, he is highly focused on directive behaviour and supportive
behaviour.
S3 – Participating-: With this part the leader allows participation from group members in the
sharing of decision making. The leader is highly focused on supportive behaviour and low
focused on directive behaviour.
S4 – Delegating-: In this one, the task is to be handed over to group members by the leader.
Here, the leader is less focused on both of the behaviours (directive and supportive).
Systems leadership – The systems-leadership is combination of two different and integrated
attributes, which are collaborative and cross boundaries. The leader of M&S Ltd. extends his
usual limits of authority and responsibilities at the organisational, professional and virtual
parameters(System Leadership. 2015). This leadership is needed specific mindset person to
performing the role as a leader. This can be judged by the following evidences:
 Personal core values – The personal core values of a person like risk taking ability for
sharing purpose in front of others.
 Perceptiveness – The perceiving style of a person such as gathering data from outer area
of work and analyse it and try to improve the present thinking.
 Way of thinking – The person's way of thinking and analyse them is to be considered like
to creating credibility and trust by sharing the vision through communication.
 Relate to others – How a person relate things to others is to be considered here, such as
integration of services by adopting the various standards and approaches which are not
following in the organisation.
 Behaviours and actions – Their behaviours and actions are to be considered such as by
creating systems for succession, developing capabilities can be identified.
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 Personal qualities and way of being – By developing collaborative agendas and
consensus other can be influenced for results. With this personal qualities and way of
being can be analysed.
Contingency leadership – The theory of contingency has propounded by Fiedler and Chemers in
1974. This is also known as Leader-Match theory. It is to be considered as a theory, modele and
approach of leadership. In this theory the match between a leader with the specific situation has
been explained. The model highlights for the use of most effective leadership style in various
situation(Baldwin, Allen and Ridgway, 2010). With the help of this model M&S Ltd. applies
suitable style of leadership as per the situation.
The theory is based on some assumptions which are as follows:
 Leaders set priority between task-focus and people-focus. There are three factors which drives effective styles of leadership i.e. relationship, power
and task.
Leader-Member relations – The extent to which the support and loyalties of followers towards
the leader in the friendly and cooperative way.
Task structure – The extent to which standardization, documentation and controlling of tasks.
Leader's Position-power – The extent to which the leader has power for giving reward or
punishment.
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TASK 2
P4 Key approaches to Operations Management
The approaches which make the operations management more effective has followed by
M&S Ltd. Some of these approaches are as follows: Total Quality Management approach – Total quality management is also known as TQM
approach. With the application of TQM approach, company can achieve the long term
success by satisfying the customers. This helps in maintaining the operational activities
more effectively and efficiently(Krajewski, Ritzman and Malhotra, 2013). The
improvement of processes, system, products, services and culture are to be made by the
participation of all the members of M&S Ltd. On the basis of suggestions and ideas,
leader and manager take decisions for making operations more qualitative. Six sigma approach – This approach of six sigma provides techniques and tools to
organisation for improving the process of business. By using this leader and manager can
increase the performance level and decrease the process levels that tends to reduction in
defects(Galindo and Batta, 2013). It improves the work level and morale of employees,
quality of products and services which automatically raise the profit levels. Stock management approach – The company (M&S Ltd.) has also focus on the
management of stocks. The manager of purchase department verifies the stock level on
timely basis. This involves three elements: minimum stock level, stock review and just in
time (JIT). This approach ensures that there must not be shortage of stock in the
company.
 ERP system – The Enterprise Resource Planning (ERP) is a business software which uses
in making the activities more easy. This allows the organisation to use a integrated
application system for managing the activities of business. It makes the back office work
more automated and simplify the things.
With the use of above mentioned approaches, the leaders and managers of M&S Ltd.
makes the operations management more effectively and efficiently(Haksever and Render, 2013).
This helps in achieving the organisational goals and objectives.
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P5 Importance and value of Operations Management
Operations management is more valued in every organisation like M&S Ltd. It includes
the proper and optimum utilization of resources which are essential for a company in the delivery
of products and services to the customers(Barratt, Choi and Li , 2011). It also make sure that a
company is conducting business activities with high efficiency and ability. The wide range of
responsibilities are dealt by the managers of operations. The work of managers are of product
designing, development of products and the management of its supply chain. Management of
operations is important for at-least two reasons. These are as follows:
 It can improve the profitability and productivity that enhances the financial condition of
an organisation like M&S.
 It can help organisation in meeting the customers preferences in the competitive market.
Because of the above reasons operations management is very important in an organisation. It
helps on making the product and service more effective and efficient(Brown, Bessant and
Lamming, 2013). According to the demand in market it uses the resources in a appropriate way
for the creation of products or services. It helps in maintaining the speed, cost, quality and
flexibility of the goods and services. The manager must ensure that the timely supplied of raw
material. In order to satisfy the demand of customers, M&S follows the CRM (Customer
Relationship Management) approach for delivering the best quality of services. Hence, the
operations management helps in achieving the goals and objectives of an organisation.
P6 Impact of internal factors on operational management and the decision-making
Every organisation is having internal factors that affects the operational management and
the decision making by the leaders and managers of M&S. Some of these are as follows: Personnel – The involvement of human resource in providing services to the customers.
Their understanding and skills reflect in this context. The way of talking, convincing
power and handling the queries these are the areas in which they have to deal with. The
leader and manager must ensure that the employees are enough qualified and having
sufficient skills(Subramanian and Ramanathan, 2012). They are also responsible for
making the positive working environment. Technology – The operations are very much affected by the technological changes. If the
company uses more updated software, phone systems, faxes and copy machines then the
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work becomes more efficient and productive by the side of personnel. The adoption of
advanced technology, manager has to take decisions regarding this for the best use of it. Capital – The sufficient capital leads to operations more effective for the organisation.
Capital is the foundation or base for every business activities that are to be
conducted(Sheu, 2010). The company must maintain adequate cash reserves for any
contingency. Here, the financial manager plays an important role in the proper
arrangement of finance. He also helps in maintaining the sufficient working capital for
the operation management. Corporate objectives – Any company like M&S works according to its goals and
objectives. So, its operational activities are also get affect by it. There must not be
conflict arise between the corporate objectives and operational objectives. For instance,
operations are planning for higher capacity of production and corporate has estimated
lowest unit costs(Akkerman, Farahani and Grunow, 2010). This will drastically affect the
overall performance of the organisation. Therefore, it becomes duty of the manager that
the use of operations are along with the organisational objectives.
 Marketing issues – The marketing activities are also give impact on the operations
management. The present situation in the market, the customers demand, the economical
changes, and so on. All these are indirectly affect the operational activities. The
operational structure is depend on the nature of product. The continuously changes in the
marketing mix, specially in the product then the problem can be raised in the production
system if it is not flexible.
The above mentioned internal factors put impact on the business activities of M&S Ltd. The
decision taken by the leaders and managers of the organisation must be appropriate as per the
desired condition(Peng and Lai, 2012). As the operational management helps in achieving the
profits to the maximum extent and make the organisation more sustainable.
CONCLUSION
It can be concluded from the above report that management of operation is the main body
of any organisation. This report reveals that the roles and characteristics of a leader and a
manager are not the same. Both have distinct way of working. But both are important for the
organisation in making the thing possible. With the example of different situation, it can
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understand that the role of leader applies in the function of manager. Three approaches of
leadership are situational leadership, systems leadership and contingency leadership which are
uses by the company M&S. The operations management are also important for the organisation
in accomplishment of its goals and objectives.
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REFERENCES
Books and Journals
Akkerman, R., Farahani, P. and Grunow, M., 2010. Quality, safety and sustainability in food
distribution: a review of quantitative operations management approaches and challenges. Or
Spectrum. 32(4). pp.863-904.
Alderton, P. and Saieva, G., 2013. Port management and operations. Taylor & Francis.
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.
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.
Brown, S., Bessant, J. R. and Lamming, R., 2013. Strategic operations management. Routledge.
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.
Haksever, C. and Render, B., 2013. Service Management: An Integrated Approach to Supply
Chain Management and Operations. FT Press.
Krajewski, L. J., Ritzman, L. P. and Malhotra, M. K., 2013. Operations management: Processes
and supply chains (Vol. 1). New York: Pearson.
Kuruppuarachchi, D. and Perera, H. S. C., 2010. Impact of TQM and technology management on
operations performance. IUP Journal of Operations Management. 9(3). p.23.
O'Fallon, M. J. and Rutherford, D. G., 2011. Hotel management and operations. John Wiley &
Sons.
Peng, D. X. and Lai, F., 2012. Using partial least squares in operations management research: A
practical guideline and summary of past research. Journal of Operations
Management. 30(6). pp.467-480.
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