Management and Operations Report

This report delves into the roles and characteristics of leaders and managers within the context of operations management at M&S. It discusses various leadership theories, operational strategies, and the impact of external factors on decision-making processes. The analysis highlights the importance of effective leadership in achieving organizational goals and maintaining operational efficiency.

Management and Operations

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1) Roles and characteristics (M1)..............................................................................................3
P2) Various roles of a leader and functions of a manager...........................................................4
P3) Theories and models of approach (M2)................................................................................6
D1) Critical analysis of different theories and approaches..........................................................7
TASK 2............................................................................................................................................8
P4) Approaches to operations management (M3).......................................................................8
P5) Importance and value of operations management.................................................................9
P6) Factors affecting operational management and decision making (M4)..............................10
D2) Critical evaluation of application of operations management and factors impacting the
wider environment.....................................................................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
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INTRODUCTION
Successful business organisations are those which function under the guidance and
influence of effective leaders and efficient managers. M&S is a renowned cloth retailing
organisation that has acquired brand reputation due to accomplishment of goals and objectives
effectively. In this report, the different roles and characteristics of a leader and manager have
been discussed with their significant impact over the operations management of the company.
Moreover, certain theories and models have been depicted which help in understanding the
approaches to operations management and different types of leadership. Lastly, several factors of
the business environment and their impact over operational management and decisions of leaders
have been described for enhancing the understanding.
TASK 1
P1) Roles and characteristics (M1)
A leader is a person who develops a rightful path which is followed by other individuals.
However, manager uses his tactics and techniques in making the things correctly functional for
an organisation (Goetsch and Davis, 2014). M&S can maintain its corporate image and market
reputation only when there is good administration under efficient leadership. The following table
depicts that basic characteristics and roles of a leader and manager when working in M&S.
Parameters Leaders Managers
Characteristics Empathy
Consistency
Honesty
Direction
Self-motivation
Integrity
Dependability
Role Communicator
Thinker
Decision-maker
Representative
Supporter
Integrator
Amongst the characteristics which have been denoted in the above table for a leader,
direction is of prime importance. Since, major organisational decisions are to be taken by the
leader himself, there has to be a vision and direction of thinking. It helps in achieving greater and
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better with wider impact (Shin, Sung and Kim, 2015). However, managers have to be self-
motivated. They have to handle and manage their subordinates an other operations which have
been categorised in their supervision. Encouragement and self-motivation helps in more
dedication and positive spirit in the working. Considering leader of M&S, he/she has to be
consistent in the decisions and process flow. There cannot be frequent changes in decision
because it automatically damages the credibility and reputation of the leader. On the other hand,
empathy helps in approaching followers and subordinates in a better way (Armstrong, 2016).
The characteristics or personality traits are helpful in utilising skills effectively when
guided in the right direction. There are particular roles which have to be portrayed by leaders and
managers for meeting the objectives and goals of M&S. A leader has to be an efficient
communicator who will deliver the set goals and objectives to the followers (Mujtaba, 2013).
Furthermore, leader has to think deeply before taking any decision because any sort of
negligence will affect the functioning of M&S simultaneously. Hence, leader's role is quite
crucial. Besides these crucial facts, the manager is considered as the representative of the
organisation because the ground level operations are under control of the manager. He/she is
considered as the first person who is approached by the customer in case of any complaint or
feedback (Iles, 2014).
The manager plays the role of supporter and integrator in the organisation. Various
operations and tasks that are assigned to company staff and subordinates are managed and
organised by manager. Proper support and guidance in place of requirement is also provided by
them to the subordinates in specific situations. M&S has various retail stores and operational
centres. Managers have to look after the entire small scale operations at their end and contribute
to organisation for achieving goals and objectives. Being two significantly different
personalities, the manager and leader are very important for the company because their skills and
talents bring in more stability and reliability (Edwards, G., Schedlitzki and Turnbull, 2015).
P2) Various roles of a leader and functions of a manager
The different roles of a leader and functions of a manager have different applications
depending on the type of situation they are addressing. Being a global brand, managers and
leaders of M&S have to perform their specific functions accurately. The leader being director
sets up targets for every business cycle which are revised and improved according to demand of
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the situation. For example, growing demand of shift from traditional trading systems to
digitalised systems has enforced leaders to develop strategies which are technologically
advanced and directed with corporate social responsibility (Răducan and Răducan, 2014).
Function of the manager in this context is to deliver the thoughts and ideologies of leader into
real time actions and bring in more effectiveness in business operations of M&S.
Manager's key function is to plan and schedule day to day operation in such a way that
daily targets largely contribute to achievement of organisational objective (Hallinger, 2013). For
instance: Leader of M&S devises a new strategy which includes total digitalisation of the entire
business functions. This depicts that manager has to perform function of planning the training
and development activities of employees so that they will be skilled enough in handling the new
technology efficiently. Both these examples depict that collaboration and cooperation is required
by the organisation from sides of manager and leader (Shattock, 2013). The leader just cannot
take hands off the situation just by stating the decision and the manager cannot get rid of the
responsibility just by performing respective function.
There are situations when the economic condition of the operational country is unstable
i.e. there may be recession or inflation in the current state. This directly has an impact over the
functioning of the company (Karlsson, 2016). The leader in this situation uses his characteristic
of empathy and has to try developing a positive atmosphere in the organisation. On the other
hand, manager caters support and boosts morale of employees so that leader's vision is
accomplished. These behavioural attributes of the two important people in the organisation
instigates higher spirits and contributes to easy recovery.
Conflicts are an integral part of the entire business environment. It is the responsibility of
both leaders and managers to resolve any sort of conflict or clashes which occur amongst
different employees and staff members (Krajewski, Ritzman and Malhotra, 2013). The leader
uses his patience and deep thinking qualities and evaluates the outcomes from every perspective.
Manager in this situation functions as a negotiator and helps the individuals who have been
facing the conflict to come up on an agreeable point. Leader's motive behind this conflict
resolution is to align the organisation towards one single aim or target. He/she would not tolerate
development of personal benefits or motives in the organisation (Galindo and Batta, 2013). On
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the other hand, manager has to work out a solution so that hindrance in business functioning
doesn't occur.
P3) Theories and models of approach (M2)
Situational Leadership: Situations are instances which happen at a particular time and
place. Since, time is constantly changing the conditions and dynamic variables of business
environment are also changing. This in turn causes severity in the decision making process. The
leaders who adapt themselves according to this variable situation and take decisions accordingly
are said to portray situational leadership (Brown, Bessant and Lamming, 2013). The basic traits
of a leader with this type of leadership is active participation and tremendous support. Often
there are instances when situations might not favour the organisation and leader has to take
decisions which must bring M&S out of the non-beneficial conditions. Adjustments and changes
which are made accordingly for coping with the consequences are a significant trait of situational
leaders (Foropon and McLachlin, 2013).
Strengths: The delegation capabilities of the leaders bring in more effectiveness in this
approach of leadership. Situational leadership approach helps inviting participation of the
followers when implementing certain strategies or tactics.
Weaknesses: The leadership and management when performed through this type of
approach brings in a lot of confusion and chaos for the followers because there is no particular
system or format which is being followed by the leader. However, the followers are not so
confident about the decisions of leader because of these shifts.
Systems Leadership: M&S operates in a production industry which has to deal with
customers across the globe through commodities or goods. If there is effective leadership applied
to the company then unprecedented challenges and highly fruitful opportunities are easily
assessed. Systems leadership is based on the transfer of power and position according to the
requirements of the position (Narasimhan, 2014). The leader in this context is able to handle
social pressures and trends which are continuously changing in the current market scenario.
Organisational and professional complexity of systems leadership is quite huge as compared to
other leadership styles. M&S can experience advantage from this type of leadership approach
when it comes to delivering services with corporate social responsibility and transactional
aspects.
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Strengths: The results obtained in this type of leadership are short term and involves
inclusion of the organisational culture and values. There is no misuse of the authority because a
systematic flow has been established.
Weaknesses:Creativity and innovation across the company is not so much entertained.
Further, this leadership doesn't entertain the long range of ideas and strategies which are devised
by any other person except the leader.
Contingency Leadership: The most efficient type of leadership in judging or examining
the qualities of a leader. The environment in which a leader functions can be well-structured or
poorly structured. M&S when faces a situation in which effective leadership is required and there
is no proper judgement provided by the administrator then contingency leadership is chosen.
Fiedler's contingency model depicts that there is equal contribution of the personality traits and
the favour-ability of a situation in bringing the most effective decisions by the leader (Walker,
Chicksand and Watson, 2015). The relations which is shared between other employees and the
leader or the structure of task for which leadership has been appointed are some of the factors
which are considered in situational favourableness.
Strengths: This approach is a prescriptive type and provides individuals expertise and
research. The organisation is benefited by identification of the leader which is sometimes not
possible in presence of traditional leaderships. Furthermore, there is flexibility provided in this
approach.
Weaknesses: The contingency approach has less amount of literature which can be
referred by the leaders or the operational heads for improving their governances. The approach is
proactive and not reactive.
M&S organisation will experience successful leadership if a person lays down the
personal traits and organisational benefits in a collaborative approach. The individual has to cope
with all kinds of situations irrespective of their favour-ability so that strong decisions and
effective strategies can be made and applied.
D1) Critical analysis of different theories and approaches
The three basic leadership theories that have been described above include situational
leadership, contingency leadership and the systems leadership. Situational leadership is totally
dependent on the capabilities of organisation to handle the particular leadership while on the
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other hand contingency theories are based on the direct response of the leaders in one particular
instance. On the other hand, the systems leadership is based on autonomous structured
governance of the leader. All the three approaches have their own strengths and weaknesses but
the amount of advantages and benefits to the organisation vary on the acceptance of followers.
TASK 2
P4) Approaches to operations management (M3)
Operations management is the administration of different business operations for
producing and delivering high quality products and services to customers and other stakeholders.
It helps in ensuring that business is functioning smoothly and there is no insufficiency in any
aspect. Below mentioned approaches can be used for attaining better operations management:
Six Sigma: It becomes easier for a business to evaluate their own effectiveness by
analysing the statistics of operations that are predominant. Six sigma is a technique that is used
for controlling and improving the quality of operations with significant reduction in errors and
defects (What Is the Role Theory in Organizational Leadership?, 2017). This approach was
developed and launched by Bill Smith during his work tenure in Motorola. The main tactic
which is implied in this principle approach is to recognise and remove defects which often hinder
the performance or damage the quality of products and services. Specific values targets are
developed and a sequential process of repairing the damage is initiated.
Total Quality management: The entire processing of the business environment is
transformed in such a way that every action intends towards continuous improvement. This
processing is known as total quality management and this approach was developed in Japan.
TQM was initially used in manufacturing and production but modern day technology has
widened the application (Just in Time Inventory Definition, 2017). The leaders and managers of
M&S have to take initiatives by assessing feedbacks and reviews from customers regarding the
quality of products and services. This will help insetting specific quality standards and bring in
more improvements in the current functioning strategies. PDCA cycle is plan-do-check and act
cycle is helpful in enhancing the total quality management principles in the strategies
implemented by leader and managers.
Just-in-time inventory: Inventory comprises of the goods which have to be sold and
which are sold by the company. M&S has to keep proper records and information about the type
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of goods and the quantities that are sold so that production can be controlled (Goetsch and Davis,
2014). Often there are situations when excessive inventory is occupied which multiplies the costs
of production and results in excessive losses. There may be some instances when inventory is
less and demand is more which means that company lacks efficient production. Manager has to
keep a check over the inventory and maintain special records and analysed data for the same.
However, the leader has to develop ways in which operations are not hindered in case of
fluctuating demands (Shin, Sung and Kim, 2015). Hence, Just-in-time inventory principle must
be adopted for controlling the operations management and bringing in more effectiveness in
production and manufacturing. It revolves around the principle that only limited production will
be passed in any situation without keeping much less or very high amounts. Although it requires
lot of efforts and supervision but this technique helps in reducing future costs of production and
manufacturing (Armstrong, 2016).
P5) Importance and value of operations management
The total number of activities which have been employed for transforming the inputs that
is resources into actual products services are considered as operations. The process of organising
or administering these attributes is considered as operations management. M&S has to adapt the
principles of operations management for gaining stability and enhance flexibility in performing
business functions (Hallinger, 2013). The basic science of operations management is division of
various activities into separate categories so that there is no mismanagement or chaos
experienced. The quality of products and services is improved through this aspect and better
administration is achieved. Some of the advantages or value additions which are acquired by
M&S through operations management have been discussed ahead: Designing system: System designing is completely dependent on product development.
The characteristics or features of a product or commodity is completely dependent on the
techniques or processes which have been implied for development (Shattock, 2013). The
operations management helps in monitoring and controlling the performance of M&S.
Processed design helps in implementing changes and improvements effectively which
further helps in inclining the organisation towards organisational excellence. Planning and forecasting: Once a task has been planned and administered as part of the
operations management system then it becomes easier to plan next sequential steps and
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forecast the outcomes or consequences. Leaders and managers are able to deal with the
complexity through effective planning and forecasting with operations management.
From short term scheduling to long term achievement of goals and objectives, all the
aspects are attained by the organisation (Karlsson, 2016). Implementation: Manufacturing and production systems which have been designed with
regards to operations management have to be implemented effectively so that there is no
hindrance or barrier addressed by the company (Galindo and Batta, 2013). The product
quality and service attributes of M&S are completely dependent on the implementation
part of operations. For instance, the marketing function of the organisation has been
strategically designed and planned but there is not strategy for applying these on real time
basis. When approaches of operations management are utilised in this aspect then
implementation becomes easier and according to the requirements of company.
 Effective management: Entire system has to be coordinates and correlated for
maintaining a sequential flow. The clothes and accessories line of production of M&S is
one of the most popular commodities amongst customers (Brown, Bessant and Lamming,
2013). Operations management helps in tracking the activities of this system and
manages the efficiency of organisation. Core competencies and organisational objectives
of M&S is maintained and effectively utilised with help of proper administration of
different operations. Overall finances which are involved with these functions are
controlled and excessive costs are reduced.
P6) Factors affecting operational management and decision making (M4)
Business environment is divided into two types i.e. micro environment and macro
environment. The operations are a kind of interlinks which help in dealing with both micro and
macro i.e. internal and external environment effectively. Still there are some factors which
influence the leaders and managers with regards to their decision making which definitely
impacts the operations management (Narasimhan, 2014). These have been described as follows: Employees: Employees or human resource is the most important asset which is acquired
by an organisation. Just like clients and customers, it is important for M&S to utilise the
skills and talents of employees in such a manner that productivity and profitability is
increased. If organisation is incapable of performing this operation efficiently then
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significant impact is assessed by leaders and managers in the form of non-cooperation or
reduced productivity. This automatically results in barriers to effective operations
management and improper decision making. Customers: The individuals that purchase the goods and services of the company are
considered as customers. These stakeholders are helpful in brining out the best products
and organisation addresses monetary benefits in high amounts. M&S is affected
negatively by the purchase behaviour of customers if their satisfaction levels are not met
and they have certain issues with quality or pricing, etc. The decisions regarding products
and services with respect to their prices and qualities is totally based on these factorial
components (What Is the Role Theory in Organizational Leadership?, 2017). Economic environment: The country in which organisation is operating has a deep
impact over both operations and decisions. Economic breakdowns or crisis situations
results in instability in the economic environment of the company. As a result, leaders
have to take decisions regarding price hike and export-import. Economic factors also
comprise of the decisions of government on fiscal policies, investments, interest rates,
etc. M&S can function smoothly without any barrier or conflicting situation if strategies
and decisions are taken in accordance with economic fluctuations and instability.
 Socio-cultural acceptance: Communities and societies have been inheriting the values an
beliefs which comprise of culture and heritage. Business organisations functioning in
these environments have to produce or perform operations which are socially and
culturally acceptable. If this attribute is not achieved by M&S then significant conflicts or
revolts from customers' side will be experienced (Narasimhan, 2014.). This not only
gives an opportunity to the competitors to take over the market share but also limits the
profit margins of M&S. Hence, leaders and managers are responsible for making
decisions regarding the cultural and social acceptability of the organisation.
The aforementioned factors have significant impact over the functioning of organisation
in terms of operations management. There are many other factors like relationship with
suppliers, shareholders, competitors and technology which influences the decisions and
operations of organisation.
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D2) Critical evaluation of application of operations management and factors impacting the wider
environment
Business environment of M&S has wider implications on the individuals and
surroundings that reside in the external environment. Operations management has to be
performed in such a way that there is no negative impact on the wider scale. The factors that
affect both wider environment and the operations management include social and cultural
acceptance, employee behaviour, customer attributes and the economic stabilities. If any
disturbance is created in this wider environment then significant disruption is caused to the
operations of the company.
CONCLUSION
Through this report, one can gain deep understanding about the basic differences which
exist between the roles and functions of a leader and a manager when considering an
organisation. There are different approaches and theoretical concepts which define the various
types of leaderships and their applicability in a particular situation. It is important to assess the
importance of appropriate leadership so that successful operations management can take place.
This report also depicts the value or importance of operations management in M&S and the role
leaders and managers play while deploying different approaches to the same. Lastly, the factors
which are affecting decisions of managers and leaders with operations management have also
been discussed in the report.
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REFERENCES
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the leadership and management debate. Leadership & Organization Development Journal.
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Foropon, C. and McLachlin, R., 2013. Metaphors in operations management theory
building. International Journal of Operations & Production Management. 33(2). pp.181-
196.
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.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hallinger, P., 2013. A conceptual framework for systematic reviews of research in educational
leadership and management. Journal of Educational Administration. 51(2). pp.126-149.
Iles, P., 2014. Talent Management and Leadership Development.
Karlsson, C. ed., 2016. Research Methods for Operations Management. Routledge.
Krajewski, L. J., Ritzman, L. P. and Malhotra, M. K., 2013. Operations management: Processes
and supply chains (Vol. 1). New York: Pearson.
Mujtaba, B. G., 2013. Managerial skills and practices for global leadership.
Narasimhan, R., 2014. Theory development in operations management: Extending the frontiers
of a mature discipline via qualitative research. Decision Sciences. 45(2). pp.209-227.
Răducan, R. and Răducan, R., 2014. Leadership and Management. Procedia-Social and
Behavioral Sciences. 149. pp.808-812.
Shattock, M., 2013. University governance, leadership and management in a decade of
diversification and uncertainty. Higher Education Quarterly. 67(3). pp.217-233.
Shin, Y., Sung, S. Y. and Kim, M.S., 2015. Top management ethical leadership and firm
performance: Mediating role of ethical and procedural justice climate. Journal of Business
Ethics. 129(1). pp.43-57.
Walker, H., Chicksand, D. and Watson, G., 2015. Theoretical perspectives in operations
management: an analysis of the literature. International Journal of Operations &
Production Management.35(8). pp.1182-1206.
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What Is the Role Theory in Organizational Leadership?. 2017. [Online]. Available Through:
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[Accessed on 12th April, 2017].
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