Analysis of Leadership and Management Roles in Operational Functions

Desklib provides past papers and solved assignments for students. This report explores leadership and management in operations.

LEADERSHIP AND MANAGEMENT IN
OPERATIONS FUNCTIONS
Contents
LO3..................................................................................................................................................2
3 ROLES OF LEADERS AND MANAGERS IN OPERATIONAL FUNCTIONS..................2
3.1 QUEUING THEORY AND ITS APPLICATION............................................................2
3.2 LEAN PRODUCTION AND ITS APPLICATION..........................................................2
3.3 SIX SIGMA AND ITS APPLICATION...........................................................................2
4 KAIZEN THEORY AND ITS APPLICATION......................................................................3
LO4..................................................................................................................................................3
4 DIFFERENT DIMENSIONS IN CONTEMPORARY BUSINESS ENVIRONMENT..........3
5 RELATIONSHIP THAT LEADERSHIP AND MANAGEMENT HAVE IN CSR
ACTIVITIES...............................................................................................................................4
6 RELATIONSHIP WITH STAKEHOLDERS AND MEETING STAKEHOLDER
EXPECTATIONS........................................................................................................................4
REFERENCES................................................................................................................................5
1

LO3
3 ROLES OF LEADERS AND MANAGERS IN OPERATIONAL FUNCTIONS
3.1 QUEUING THEORY AND ITS APPLICATION
Queuing theory deals with waiting or time duration for a particular aspect in the operations
management. Queues are common to both external and internal processes within a business and
hence enhance the costs to the company from its operations management. In terms of operations
management, this theory defines better ways to operate without waiting too much that rather
depends on the urgency or availability of time (Mehandiratta, 2011). There are concepts like first
in first out (FIFO) and last in first out (LIFO) that handles the queuing systems and hence helpful
in managing efficiently. Its applications are present in almost all the operations within a business
as every aspect can be prioritized according to the needs and availability of time. In NHS, it’s
applications are almost the same and hence helpful in completing the tasks with respective
priorities.
3.2 LEAN PRODUCTION AND ITS APPLICATION
Lean production is a potential way to enhance the production system of an organization and at
the same time reduce the wastes from its operations. Lean production system imposes several
ways to reduce the waste and support optimal use of the vital resources of the company.
Basically, this can be applied to manufacturing and production areas in the business to reduce the
waste and attain better efficiency and profits (Jasti and Kodali, 2015). This can be utilized in
every type of manufacturing and will be helpful in enhancing the time span, efficiency and
performance while reduces the costs to the business which is a necessity nowadays.
3.3 SIX SIGMA AND ITS APPLICATION
For places like NHS, this is one of the most efficient models that can help in reducing the errors
from their operations and serve people satisfactorily. Six Sigma basically enhances the quality of
the services and products with a proper procedural approach designed for the businesses with
continuous development, strategies that are aligned to reduce the err and make the operations
perfect which is a necessity of the places like hospitals. In addition to this, it can be stated that
the role and applications of six sigma can be applied anywhere where there is a need to make the
2

best possible results and since no one wants shortcomings, this can be implemented anywhere
(DelliFraine, et al., 2010).
4 KAIZEN THEORY AND ITS APPLICATION
A Japanese method that focuses on the development of any operations or tasks continuously by
implementing, monitoring, making changes and again implementing. This is found to be the
most suitable way to reduce the concerns for a particular set of tasks which needs to be
performed with better solutions every time to overcome from them and proceed furthermore
effectively. Basically, kaizen is not a strictly defined process rather it is the set of steps that are
designed according to the needs to improve the processes and attain better results. Kaizen has its
applications on several areas in the operations management of NHS like data management,
customer service, improvement in the different onboard services etc. and hence is very useful in
removing the previous challenges from the tasks that can enhance the efficiency of the
organisations like NHS (Graban and Swartz, 2012).
LO4
4 DIFFERENT DIMENSIONS IN CONTEMPORARY BUSINESS
ENVIRONMENT
For any business, the different dimensions of the contemporary business environment are
basically the aspects that are involved within its internal and external business environments like
politics, economic stability, social and corporate responsibilities, relationship with the
stakeholders, strengths and weaknesses etc. These are the several dimensions of the business that
is vital to be managed with the proper leadership and management practices. The dimensions of
the business for firms like Costa Coffee is very essential in order to attain new opportunities and
benefits within their business and attain the best results. The companies like Costa also have to
maintain their operations so that they can reach their goals and objectives according to their
needs for the sustainable future.
3

5 RELATIONSHIP THAT LEADERSHIP AND MANAGEMENT HAVE IN CSR
ACTIVITIES
In general, the roles of leadership and management can be vastly defined from internal
management to the market value of a firm by handling employee conflicts to the forces that
external forces pose on a business. The role of leadership and management practices become
more important as any other functions of business as, they are also responsible for maintaining
the corporate social responsibilities of the business for all the stakeholders, business value and
position in markets (Kelly, 2011). With the help of implementing effective leadership and
management practices companies like Costa can achieve efficiency in their business from inside
and create a potential workforce for serving people and attain their corporate and social
responsibilities. In addition to this, the corporate social responsibilities can be easily achieved
through the effective implementation of the leadership and management theories and models
which are widely used and helpful in attaining desired results.
6 RELATIONSHIP WITH STAKEHOLDERS AND MEETING STAKEHOLDER
EXPECTATIONS
As mentioned above the role of corporate social responsibility in making the business more
potent is very high and this is possible through including effective relationship management with
the stakeholders of the business. All the stakeholders like employees, customers, government,
society, investors etc. need their value within the business operations and decisions and having
and maintaining better relations with them by the management increases their attraction towards
the business and hence is helpful in making the business more efficient. Nowadays, maintaining
the business dynamics is becoming very challenging day by day and with the help of developing
and maintaining better relationships with the stakeholders of the business can facilitate best
possible results within a business unit and for its operations management (Carroll and Buchholtz,
2014). In addition to this, it can be said that the role of developing loyal relationships within a
business is a traditional step followed from decades and everyone knows the value in taking the
business to success with sustainable support and value in the markets and hence it has to be
maintained on a primary basis.
4

REFERENCES
Carroll, A. and Buchholtz, A., 2014. Business and society: Ethics, sustainability, and stakeholder
management. Nelson Education.
DelliFraine, J.L., Langabeer, J.R. and Nembhard, I.M., 2010. Assessing the evidence of Six
Sigma and Lean in the health care industry. Quality Management in Healthcare, 19(3), pp.211-
225.
Graban, M. and Swartz, J.E., 2012. Healthcare kaizen: engaging front-line staff in sustainable
continuous improvements. Productivity Press.
Jasti, N.V.K. and Kodali, R., 2015. Lean production: literature review and trends. International
Journal of Production Research, 53(3), pp.867-885.
Kelly, P., 2011. Nursing leadership & management. Nelson Education.
Mehandiratta, R., 2011. Applications of queuing theory in health care. International Journal of
Computing and Business Research, 2(2), pp.2229-6166.
5