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Operational Management and Operation Introduction

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Added on  2020-01-16

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MANAGEMENT AND OPERATION INTRODUCTION 1 TASK 11 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 Leadership4 TASK 28 P4 Key approaches to Operations Management8 P5 Importance and value of Operations Management9 P6 Impact of internal factors on operational management and the decision- making9 CONCLUSION 11 REFERENCES 12 INTRODUCTION Management and operations are branches within an organisation

Operational Management and Operation Introduction

   Added on 2020-01-16

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MANAGEMENT ANDOPERATION
Operational Management and Operation Introduction_1
Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Roles and characteristics of leaders and managers................................................................1P2 Relationship between the role of a leader and the function of a manager.............................3P3 Theories and models of approach in Leadership...................................................................4TASK 2............................................................................................................................................8P4 Key approaches to Operations Management.........................................................................8P5 Importance and value of Operations Management................................................................9P6 Impact of internal factors on operational management and the decision-making.................9CONCLUSION .............................................................................................................................11REFERENCES..............................................................................................................................12
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INTRODUCTIONManagement and operations are branches within an organisation. Management formulateand design activities while operations convert it into action. But, both the terms are correlated innature. The presence of both are required for making the activities done in an organisation. Thepresent report specifies the management and operations of Marks & Spencer plc (M&S). It is apublic limited retail company(Alderton and Saieva, 2013). The roles and characteristics ofmanagers and leaders of M&S has described. The effect of role of leader and the function ofmanager in different situational context of the organisation. This report explains the differenttheories and models of leadership. The report focuses on key approaches to operationsmanagement with the role play by leaders and managers in the critical scenario arises. Alsothrowing light on the importance and value of operations management for achievement of thebusiness objectives. The impact of internal factors within the business environment uponoperational management and decision-making by leaders and managers have discussed below.TASK 1P1 Roles and characteristics of leaders and managersRoles of a leader: Various roles played by the leader. In M&S, the different roles of leader areas follows:Required at each level – All the levels of management are required leadership. At the toplevel, it plays major role in the formulation of plans, policies and strategies. At the middleand lower level, it is needed for the implementation and interpretation of plans andprogrammes which has formulated by the to management. It can be exercised by givingproper guidance to the subordinates. Integrates and reconciles the personal goals with organisational goals – Leadershipbuilds a bridge between the employee and management. A leader tries to co-relate theefforts 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'sgoals and objectives.Solicits support – A leader is also a manager and along with this he is a person whomotivates and invite supports from the subordinates in operations of the businessactivities. He can do this by his intelligence, personality, experience and maturity that can1
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give him positive attitude towards work. He also invite suggestions for the employees foemaking 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 aperson, who is a leader. By sharing of feelings, emotions and opinions with theemployees, he can play the role of a friend. By the utilization of his experience andintelligence, he can act as a philosopher and give support to the employees wheneverrequired. In the role of guide he can supervise and communicate the plans and polices oftop management to the employees and also ensures their coordination with co-operationin 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 anddevelopment of team. In addition to this he is also responsible for the development andmanagement of individual employee(The Essential Roles of a Manager. 2017). Becausework in a team gives more productive results rather than working individual andindependently. Performance management – It is a broader in the field of human resource management. Itinvolves the setting of standard performance, goals, training, development, recognitionand 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 takingthe responsibility of monitoring the quality of an individual work. He can makeappropriate judgement and helps in improving the quality and process. Manage resources – Manager have to assure the proper and optimum utilization of eachresources. And also ensures the overspending and wastage of resources should not doneby the team members or employees of M&S. Setting overall direction – A manager of M&S is responsible for the setting of long termand short term directions for the team of employees. It involves the formulation ofstrategies with setting of vision, mission, goals and objectives. Compare the characteristics of a leader and a manager:2
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