Management Systems and Operations

This assignment delves into the intricacies of management systems across a range of sectors. It examines public transport, demand-side management in China, self-configuring network management, hospital information systems, maritime transportation safety, microgrid operations, focused operations management in healthcare, emergency logistics during disasters, data center energy efficiency, battery/supercapacitor hybrid energy storage, and environmental control in plant factories. The assignment also touches upon multi-agent systems for load management in smart power distribution and case-based reasoning for subway safety risk analysis. Students are tasked with analyzing these diverse management systems, understanding their operational aspects, and evaluating their effectiveness.

Management
&
Operations

Table of Contents
INTRODUCTION...........................................................................................................................2
TASK 1............................................................................................................................................2
P1 Comparison of different roles and characteristics of leaders and managers.....................2
TASK 2............................................................................................................................................4
P2 How the role of a leader and the function of a manager apply in different situational
contexts...................................................................................................................................4
P3 Theories and models of approach, including situational leadership, systems leadership and
contingency.............................................................................................................................5
TASK 3............................................................................................................................................7
P4 Key approaches to operations management and the role that leaders and managers play7
P5 Importance and value of operations management in achieving business objectives........9
TASK 4..........................................................................................................................................10
P6 Environment that impact the functions and operations of business................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Operations and management are two aspects which are considered essential in respect of
managing business functions and process in a systematic manner (White, 2016). An
organisational structure is a combination of various departments, sections and divisions. Leaders
and manager’s roles are considered to be very important in an organisation because they are the
real person who remain responsible to attain desired success of an organisation. Roles and
responsibilities are defined in context of managers and leaders. Marks and Spencer is given
organisation subject to elaborate the meaning of leadership and management in organisation.
Different factors are defined in this context which affect decision making process in management
department. There are different type of leadership situations are explained. Values of operations
and management in respect to operating the business functions are described in practical manner.
TASK 1
P1 Comparison of different roles and characteristics of leaders and managers
Management and operations are the base of organisational structure which are found in
any type of business organisation (Ming and et. al., 2013). business structure is made of multiple
levels and sections that are operated by HR department, managing department, executive
committee, administration department, financial and accounting department etc. these are the
type of multiple departments which are found in normal business structure. In multinational
organisation scope of management and operations are found large in size. Importance and value
of leaders and managers are considered as essential.
Marks and Spencer plc is one of the British multinational retail companies of UK. Its
headquartering is situated in Westminster city of London. It was established in 1884 and also
listed in London stock exchange under constituent of FTSE 100 index. In last decades it is seen
that organisation has faced revolutionary changes and its management and operations had a wide
range in achieving the milestones. Its organisational structure is designed in dynamic from
which control all the functions and management of M&S. It has its senior management that
operates the functions of organisations at global level. Organisation deals in clothing for men,
women, children, home appliances, gifts and groceries, cosmetics, furniture and electronic items
along with food and vegetables as well as daily consumable goods. Overall, organisation is
retaining large number of market share and consumer market in the UK and across country.
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Leaders and managers in Organisation
Managers are the authenticated persons in an organisation who contains different rights
and authorities regarding running business operations and functions (Cordray and et. al., 2015).
Making new policies and plans, marketing strategies, growth models and plans are the main
sectors in which manager fulfil their duties. They are the person who plays connective role in an
organisation. They assign the tasks and projects in multiple departments and functions of
organisation. They collect the reports and information from different departments and remain
responsible to report senior authorities and managers of organisation.
Leaders are the persons who are assigned to lead organisational departments in correct
direction or path. They are assigned with specific task and projects from managers. One the task
and projects get allotted to leaders, the plan their own strategies and plans to lead the
organisation. Departments of companies are assigned different leaders to operate the functions of
department.
Comparison of characteristics of leaders and managers in organisation
Base of
comparison
Leaders Managers
Perspective Leaders make their own goals and
destiny subject to organisational
goals and objectives.
Managers prepare plans and strategies as
per format of business structure and
operation type. They opt best options
from available options.
Itinerary Leaders guide, assist and help their
teams, colleagues and staff
members in department.
Managers assign task and projects to
different departments and produce plans
to leaders.
Roles and
responsibilities
Leaders remain responsible to
complete the tasks and projects
which are assigned by managers.
They submit departmental reports
to managers.
These are the persons which remain
responsible to report senior and higher
authorities of organisation like directors,
stake holders.
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Risk criteria Risk criteria remain limited to
departmental goals and objectives.
Leader utilise his or her skills and
abilities in adequate manner.
There is a huge risk criteria is found at
management level. Managers have to
prepare plans and strategies in effective
manner.
Preparation Leaders formulate the task size
among team members according to
their skills and abilities.
Managers choose best fit options and
plans and assign the tasks to departments.
TASK 2
P2 How the role of a leader and the function of a manager apply in different situational contexts
An organisation face various situations and challenges while operating departments and
functions of organisation (Haux, Winter, Ammenwerth and Brigl, 2013). Managers and leaders
roles are evaluated in different situational context of organisation. M&S is multinational retail
industry which is operating its operations and management in various countries. Managers and
leaders have to utilize their skills to manage the task and employees in organisation in different
situations. There are some situations are explained below which are found in M&S; Lasting situation : these type of situations are considered as stable and constant situation.
organisation need no to take any extra steps and movements to excel the level of
organisation at next level (Ronen, Pliskin and Pass, 2012). Organisation remains effective
and optimum stage without implementing extra resources. Managers and leaders just
overview and monitor the operations and management of organisation. Policies and
strategies remain fairish and less impacting. In short this situation is considered as
favourable and positive in respect of company. Moderate situations : Continuous growth and development are the main objective of
management and operation in a company (Kristiansen, 2013). An organisation keep
moving ahead and achieve its goals and objective in moderate way. Speed of growth rate
remain slow in respect of achieving the targets of company. In this situation managers
and leaders adopt normal or moderate approach to operate functions and operations.
Efforts and handworks become worthless due to external barriers and challenges. Expect
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monopolistic organisations rest of the business types faces these situations. Managers and
leaders just put significant efforts subject to deal with employees.
Marketing changes situations : Modern techniques and advancements are the main factors
which affect the tactics and ways of operating business functions (Ou and Hong, 2014). At
international level M&S has good brand image and goodwill. It was only the result of
implementing effective strategies and tools of marketing. Management department of company
keep analyse new marketing tactics and tools of marketing and advertisement. These tools help
in enlarging the image and name of organisation in public and make new customers to
organisation. Before implementing different tools and methods of marketing mangers analyse the
scope and approachability in respect of customers. M&S deals in various type of products and
segments and marketing approaches remain differ and diverse as per the segment and sector of
products in organisation.
P3 Theories and models of approach, including situational leadership, systems leadership and
contingency.
Leadership theories and approaches are used to manage and operate the business
functions effectively (Sheu, 2010). There are different type of leadership and theories are defined
in this context
Systematic leadership
A step by step formulation of management and functional departments are considered in
this leadership. In large businesses organisation which are aligned in manufacturing and
production services use this leadership. It provides a systematic path to operate the functions and
operations of business. This leadership is found at senior management level and higher authority.
Leaders and managers comprehensive skills are utilised in this leadership.
Contingency leadership
There is a situation which remain uncertain, managers and leaders become unable to
identify the exact results in this situations. The states which remain uncountable and measurable
are considered as contingent situations. There are remote possibilities are found which may be
positive or negative in organisational context. These situations create complexity and instability
in front of managers and leaders. It also affect the business plans and strategies. Managers seek
out the nearest and approximate results to decide a particular situation. There is one favourable
condition opted by managers to frame the plans and strategies in effective manner.
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Situational leadership
This is one of the type of leadership which was given by Kenneth Blanchard and Paul
Heresy (Bodenstein, Schryen and Neumann, 2012.). Managers and leaders try to adjust the levels
of functions and management in organisation at various levels. This leadership is used to manage
and operate the divisions and departments of company. There is a practical situation and
condition is prepared by managers and leaders in department. It is analysed that how much
amount of guidance and direction are given subjected to tasks and projects. There is an relational
and socio emotional support are provided by managers and leaders to its staff members and team
mates.
(Source : Situational leadership, 2017)
Theories of leadership and roles of leaders and managers in respect of theories
Theories For Leaders For Managers
Great Man Theory
Assumption - There is one
common assumption in this
Leaders play cooperative and
supportive role to its staff
members and team mates.
Managers role remain
centralised towards
encouraging leaders and
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theory that leaders are born
and not made.
Description – it is considered
that managing and leadership
qualities are naturally found in
leaders.
employees who retains the
capacity to lead organisation in
right direction.
Trait theory
Assumption -
Description -
There are different type of
attributes and traits are found
in behaviour of employees.
Assertive and corporative are
two main traits which remain
important in respect leaders.
Clever, conceptually skilled,
managing skills, diplomatics
and tactful are the main skills
which must be presented in
nature of managers. Managing
departments of organisations
are the main role which are
played by managers in
organisation.
Behavioural theories
(role theory and the
managerial grid)
Assumption - As per this
theory leaders can be made
rather than born.
Description – It is considered
that every person capable to
achieve success. Proper
guidance and instructions are
the only methods to develop
leadership skills in employees.
Leaders keep motivate
employees to work hard in
adequate and effective manner.
Managers plays supervision
role and they analyse the
behaviour of leaders in
organisation that how they
manage the task and projects.
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TASK 3
P4 Key approaches to operations management and the role that leaders and managers play
There are different type of management and operation approaches are discussed below to
determine the role and responsibilities of managers and leaders in company.
Planning
It is prime duty of managers to identify or make an effective plan to access the business
operations (Choi, Kim and Seo, 2012). These plans are possibly made or opted from somewhere
else. Plans differs as per nature, stream, type and structure of organisation. Planning is a process
which contains some data, informations and figures which gathered from multiple departments
of company. M&S is multinational retail industry and making an effective marketing plan is one
of the important task of managers.
Development and training
It is expectation of any management and operation type that employees and works put
their valuable efforts in accurate and right direction. Training and development help in
improving the skills and performance of employees in effective manner. It is the process in
which leaders and managers guide the task force by giving instructions and providing sources to
attain desired outcomes.
Behavioural Approachable
Employees' behaviour, nature, mentality and culture are evaluated by implementing this
approach (Nonami, Hashimoto and Boyer, 2014). It is evaluated that how team work and
business culture affect the performance of employees and management of organisation. By
listing the issues and conflicts of employees which occur during the task and project are
considered in this approach.
Object defining approach
Managers and employees are required to understand the goal and objectives of
organisation. Efforts and actions of employees are putted towards the aims of organisation. An
effective communication plays most important role in defining the roles and objectives of
organisation. It define the motive behind the business activities which are operated and managed
by leaders and managers in company.
As a motivator
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Employees get awards and recognitions for their best efforts and hard work in
organisation. It is important that they put their effective support regular and continuous basis.
Motivation and inspiration are the aspects which encourage employees to work effectively and
efficiently. By providing required support and help leaders try to motivate the task force to get
positive and favourable results.
Supporting roles
This approach tells the dynamics and importance of combine efforts and teamwork in
organisation. Leaders and managers support employees by removing the conflicts and issues
which occur while performing the task. They provides key solution and sources subject to
conflicts and challenges which affect the performance of employees. These factors delay the
process and organisation get problems to achieve the targets and goals in giving deadlines.
Performance
Evaluation and measurement of performance help in differentiate best and effective
employees. Leaders monitor the task and bifurcate the size equally in employees. Leader
evaluate the performance of employees in respect to task which was allotted to them. This is one
of the process which create transparency and opacity in management and operations.
P5 Importance and value of operations management in achieving business objectives
Management and operations are considered as inferior in building strong business
structure. Their importance and scope are found in large areas. It helps in organising the
departments and functions of business in effective manner. In various sectors management and
operation are considers important.
Smooth functioning – In large organisation leaders and managers face different kind of
managing problems. It become difficult to manage the strength of employees and flow of
customers in organisation. There are different theories and methods are made to manage and
operate the functions of organisation in effective manner. They keep seeking for better options
and methods to make the functional process easy and smooth.
Corporate and coordination – It is important to coordinate and corporate functional and
management departments of organisation. Manages and leaders are the main connectors which
adjoin the functional departments to management departments of organisation. .
Performance improvement - Improving and emphasising productivity and performance of
employees are also one of the major objective of management and operations. Managers conduct
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training and development programs to improve productivity and performance of employees in
organisation.
Defining roles and responsibilities – Organisation goal remain large in size and all the goals
and objective are assigned by managers to functional departments. Leaders operates these
departments and divide the task size in multiple parts. Task are divided equally according to
capacity and abilities of employees.
To reduce uncertainty and risk – business environment is full of uncertainty and risk factors.
Leaders and manager keep analysing the risk factors and uncertain conditions which are found
around organisation (Biabani, Golkar and Sajadi, 2012). They make an effective plan to sort out
the situation by selecting particular situation. There are contingent situation also get occur while
making plans and objectives.
TASK 4
P6 Environment that impact the functions and operations of business
There are various internal and external factors are found inside and outside of organisation which
affect management and operation of company.
Internal factors Organisation culture – Business culture affect the behaviour and mind set of employees
in organisation. Organisational policies, protocols, rule and guidelines, compliance are
the main strategies which make an organisational behaviour. Human resource – Managing the people of organisation is the main task of human
resource management of organisation. This department help in gathering department of
employees in effective manner. Physical assets – Substructure of business structure is main plays vital role in managing
staff and operation in systematic manner. Profit and cash flows – there are different type of statements and accounts are maintained
by finance and accounts department of organisation. Income and profit statement help in
find out position of organisation.
 Managements – there is a senior and higher department is made in every type of
organisation which control the operations of business.
External factors
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 Climate – This indicates the environment which is found outside the organisation.
Geographical and physical structure of county are considered in this factor. It requires
large amount of resources to access the process of management and operations.
 Economy – Index prices, living index, employment conditions, GDP and growth rates are
the main factors which affect the economy of country. There is a positive effect fall upon
organisation of developed economy.
 Technology – New tactics and advancements are the factors which affect the
management and operation (Lu, and Xiao, 2013). Managers search advance techniques
and methodology to make smooth and easy the process of operations and management.
 Policies and governance – Policies reading working hours, companies act, employee
legislations and lobar act are the elements which are found in governance and policies
 Democratic environment – Political environment is found divers in different countries.
Multinational and global organisation have to face divers nature of democratic
environment of countries. These occurs different kind of various type of challenges in
front of managers and leaders.
CONCLUSION
This report is prepared to describe the importance of management and operations in
organisation. How the management and operations are tackled by leaders and managers are
defined in brief context. There are different type of leadership are defined in different situational
context are explained in this report. M&S is opted organisation to define the roles and
responsibilities of leaders and managers in different situations. Different theories and methods
subject to leadership are explained to define the roles and responsibilities of leaders and
managers in organisation. There is an environmental impact also briefly discussed in this report
that how it affect the operations and management of company.
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REFERENCES
Books and Journal
White, P., 2016. Public transport: its planning, management and operation. Taylor & Francis.
Ming, Z. and et. al., 2013. Historical review of demand side management in China: Management
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Sustainable Energy Reviews. 25. pp.470-482.
Cordray, C. and et. al., 2015. Self configuring network management system. U.S. Patent
9,077,611.
Haux, R., Winter, A., Ammenwerth, E. and Brigl, B., 2013. Strategic information management
in hospitals: an introduction to hospital information systems. Springer Science &
Business Media.
Kristiansen, S., 2013. Maritime transportation: safety management and risk analysis. Routledge.
Ou, T. C. and Hong, C. M., 2014. Dynamic operation and control of microgrid hybrid power
systems. Energy. 66. pp.314-323.
Ronen, B., Pliskin, J. S. and Pass, S., 2012. Focused operations management for health services
organizations. John Wiley & Sons.
Sheu, J. B., 2010. Dynamic relief-demand management for emergency logistics operations under
large-scale disasters. Transportation Research Part E: Logistics and Transportation
Review 46(1). pp.1-17.
Bodenstein, C., Schryen, G. and Neumann, D., 2012. Energy-aware workload management
models for operation cost reduction in data centers. European Journal of Operational
Research. 222(1). pp.157-167.
Choi, M.E., Kim, S.W. and Seo, S.W., 2012. Energy management optimization in a
battery/supercapacitor hybrid energy storage system. IEEE Transactions on Smart Grid.
3(1). pp.463-472.
Nonami, H., Hashimoto, Y. and Boyer, J.S., 2014. Environmental control for plant growth in
plant factory operation and greenhouse management from physiological
viewpoint. Mathematical and Control Applications in Agriculture and Horticulture. 1.
p.125.
Biabani, M., Golkar, M.A. and Sajadi, A., 2012, May. Operation of a Multi-Agent System for
Load management in smart power distribution system. In Environment and Electrical
Engineering (EEEIC), 2012 11th International Conference on (pp. 525-530). IEEE.
Lu, Y., Li, Q. and Xiao, W., 2013. Case-based reasoning for automated safety risk analysis on
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Online
Situational leadership, 2017. [Online] Available
through<https://www.kenblanchard.com/Products-Services/Situational-Leadership-II>
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