Operation Management Report: Leadership, Management, and M&S Analysis

This report provides a comprehensive analysis of operation management, focusing on the distinct roles and responsibilities of managers and leaders within an organization, using Marks and Spencer (M&S) as a case study. It explores the key characteristics of both managers and leaders, highlighting their contributions to organizational success. The report delves into the functions of managers and leaders in different contexts, such as organizing, planning, directing, coordinating, and staffing, emphasizing their impact on productivity and revenue generation. It further examines various leadership models and theories, including classical management theory, behavioral theory, and contingency theory, and their application in enhancing organizational performance. Different leadership styles like situational leadership are also explored to showcase how they influence organizational processes and employee motivation. The report concludes by discussing the importance of operation management in achieving business objectives, considering environmental factors that influence managerial and leadership decisions and their overall impact on the organization's success. The report provides a clear distinction between management and leadership and its impact on organizational performance.

OPERATION MANAGEMNET
1

Executive Summary
Management of organisational operations and procedures in an effective manner can help to gain
organisational success in the marketplace. In order to gain successful business, managers and
leaders of an organisation needs to approach different and efficient ideas which can help them to
enhance the productivity of organisation. Increment in the productivity of the organisation can
helps to enhance the performance and productivity of an organisation.
However, on the other hand, leaders and managers of an organisation need to manage their roles
and responsibilities in an effective manner, which can help them to enhance the skills and
capabilities of the organisation. On the other hand, the manager needs to develop the planning
and strategies based on the market orientation and customer needs and demands. In addition to
that approach of effective leadership style can also help to gain effective and efficient operation
management.
2

Table of Contents
Introduction......................................................................................................................................4
LO1..................................................................................................................................................4
P1 characteristics and roles of managers and leaders..................................................................4
LO2..................................................................................................................................................6
P2 managers function and leader’s role in different contexts......................................................6
P3 different models and approach of leadership..........................................................................8
LO3..................................................................................................................................................9
P4 Role of managers and leaders in context of operation management......................................9
P5 Successful business objectives through operation management...........................................10
LO4................................................................................................................................................11
P6 Business environmental factors, influencing decisions by managers and leaders in operation
and management........................................................................................................................11
Conclusion.....................................................................................................................................12
Reference List................................................................................................................................13
3

Introduction
Operation and management in a organisation is considered as the key factor of accomplishing
success in the market area. However, in order to establish an organisation successfully, managers
and leaders of the organisation play an important role.
This concerned discourse demonstrates the management and operation in the Marks and Spencer
Ltd Company, in order to gain a concrete concept on the role and responsibilities played by an
organisational manager and a leader, in shaping the organisation in efficient manner. In addition
to that, this course study evaluates the difference between the roles and responsibilities of a
manager and leader in the organisation. On the other hand, this critique analyses different models
and theories of leadership, which are executed in an organisation. In addition to that, this
discourse highlights the importance of operation and management in terms of achieving
organisational goals with reference to the environmental factors, related to a organisation in
influencing the decision of managers and leaders and thus their impact on the organisation.
LO1
P1 characteristics and roles of managers and leaders
Both the leaders and managers are important key person of a organisation, which can help a
organisation to gain effective success in the market area. However, on the other hand, as Jeston
and Nelis (2014, p.46) has commented that, both of the leaders and managers of an organisation
plays different roles in terms of management and operations. In case of M&S, both the managers
and leaders help the organisation to maintain their operations and organisational procedures in a
proper manner.
Managers: Managers in the M&S are considered as the key person, who helps the organisation
to strategise the organisational works and planning based on the organisational objectives and
aim of the organisation.
Manager Definition: On the other hand, as Wheelen and Hunger (2017, p.86) has stated that,
managers are also referred as a key person, responsible for administering the overall
organisational procedures and the organisation itself.
Managers role: The role of managers are basically considered as the management of the overall
organisation which includes the factors of resources, that is both internal and external, planning
of strategies, development of tactics in order to accomplish the organisation goal and objectives
and to control the overall procedures and tasks of different organisational departments.
4

Manager’s Characteristics: In order to gain the organisational goals and objectives, a manager
of M&S possess different characteristics, such as decisiveness, responsibility, empathy, effective
communication, creativity, focus, confidence and other such traits.
Leader: leaders are considered as the key person of an organisation who accomplishes the
organisational works and procedures through the help of concerned employees of the
organisation.
Leader definition: Based on the statement of Slack (2015, p.39), leadership is referred as the
key person of a organisation, which helps to accomplish the organisational works in an efficient
manner by motivating the employees and directing them to accomplish the organisational goals.
Leader’s Role: Leaders in M&S generally helps the employees to direct and monitor in their
tasks and works, in order to accomplish the organisational goals and objectives through
approaching proper leadership styles and motivational techniques.
Leader’s Characteristics: The leaders of M&S have effective communication skills, team
management, commitment, confidence, positive attitude and other such traits, which helps them
to motivate their employees to achieve the organisational goals and objectives through their
works.
Difference between managers and leaders
Managers Leaders
Develops organisational policies and deliver
to leaders
Leaders help the employees to persuade the
policies with considering it in the works and
operations.
Directs different departments and groups Directs and monitors different employees of a
team
Majorly responsible for organisational
planning
Majorly responsible for motivating the
employees and team to accomplish
effectively.
Sets organisational objectives Persuade objectives through the works and
5

tasks
LO2
P2 managers function and leader’s role in different contexts
As M&S is a retail company, thus different organisational functions and operations are managed
in organisation through both the managers and leaders of M&S. In order to gain successful
business, managers and leaders of M&S approach different and efficient ideas this helps them to
enhance the productivity of organisation. In addition to that have both the leaders and managers
help M&S to enhance the organisation performance, however, the leaders of M&S plays
different roles than the functions of managers in organisation.
Different roles of leaders and functions of managers in M&S are:
Organising: Based on the organising the organisational goals by the managers as their function,
the managers of M&S helps to develop and plan the strategies, in order to gain upward curve in
terms of performance and organisational position in marketplace. On the other hand, the
managers in M&S help through utilizing concerned resources for the organisation in order to
accomplish the concerned goals as a part of their function. In addition to that, the leaders of
M&S help to motivate their employees and to gain the organisational goals through allocating
those concerned resources based on the skills and knowledge of employees.
Planning: In terms of organising, the managers of M&S help the organisation to set goals and
plan, which helps the M&S to enhance their productivity and revenue generation. On the other
hand, the manager functions, in terms of planning of strategies in order to achieve the goals,
which helps to intensifying their organisational development. On the other context, the leaders
plays a important role in communicating and disseminating the concerned goals of M&S, set by
the managers to their employees, in order to accomplish the organisational goals and objectives
effectively through their works and tasks. In addition to that, as Morschett et al. (2015, p.28) has
stated that, managers and leaders of a organisation helps a organisation o flourish through their
effective contribution in goal achievement with their works and performance.
Directing: Managers of M&S helps the organisational employees to direct the works and
operations of organisation to the employees and staffs. However, on the other hand, as Trkman
(2013, p.53) has commented that, leaders helps to motivate the team members with reference to
6

understand the mechanism of works and operation of organisation, which can help them to gain
the organisational goals with directing the team the way to accomplish the works.
Coordinating: Managers of the M&S, coordinates with the other functional departments of the
organisation in order to communicate the organisational demands and needs. However, on the
other hand, the leaders help their employees and team members to communicate and coordinate
with each other, with approaching cooperative leadership styles.
Staffing: The employees of the M&S are recruited and selected by the managers of the
organisation. However, on the other hand, leaders of M&S helps the selected employees by the
managers to enhance their skills and capability through motivating them and guiding them in
their works and tasks.
Other than that, as Krumeich et al. (2014, p.624) has stated that, managers of a organisation
helps to place standard policies and rules, which are implemented by the leaders of the
organisation and thus helps to enhance the continuous growth of organisation. The standards set
by the managers of M&S are implemented by the leaders and are persuaded to the other
employees, in order to enhance the tasks and thus to gain a strong brand position of M&S. On
the other hand, in order to enhance the operations and management of M&S, the organisation
approaches different management theories with reference to the leadership skills, which help in
enhancement of the organisational performance of M&S.
The management theories which are approached by the M&S with reference to different
leadership skills and in different contexts are:
Classical management theory
In order to enhance the productivity of M&S, the managers of organisation approaches the
classical management theory, where they use to develop the policies and standards in terms of
development of productivity and continuous growth. On the other hand, the M&S managers and
leaders use the participative leadership approach in order to engage their employees in the
decision-making process in terms of costs and the retail products.
7

Figure 1: Classical management
(Source: Alegre and Chiva, 2013, p.493)
In the view of Harmon (2015, p.42), participative leadership style helps to build strong trust and
relationship between the employees and leaders along with the managers and thus can help to
enhance the productivity.
Behavioral theory
Development of the policies in M&S considers the capabilities and skills in the developed
standard policies. In addition to that, as Rosemann and vom (2015, p.119) has opined that, with
reference to the behavioral theory, the approach of transformational leadership can be
implemented by the organisations, in order to gain effectiveness in works and tasks. Using the
transformational leadership approach, the leaders of M&S can help their employees and team
members to make understand the policies in a concrete and clear manner, which can ultimately
place effectiveness in their works.
Contingency theory
In terms of different contextual situations, M&S can approach the contingency theory, which can
help to manage and place changes in the concerned strategies based on different situations. M&S
changes the strategies based on the changing demands of the market needs, in terms of cost and
the prevailing challenges.
8

Figure 2: Contingency theory
(Source: Villar et al. 2014, p.42)
Based on the changing strategies, the leaders of M&S can motivate their employees to work with
the changing strategies and operations of organisation, in order to meet the concerned goals and
objectives of M&S.
P3 different models and approach of leadership
Different leadership approaches and styles in an organisation can influence the organisational
performance and procedures. In the opinion of Du et al. (2013, p.161), approach of a
effective leadership style in a organisation can help to gain continuous growth in the
performance of organisation with reference to the delivery of quality services and products. In
terms of enhancing the organisational performance and operations of M&S, the leaders of the
organisation can approach the following leadership styles:
Situational leadership
In the opinion of Bolman and Deal (2017, p.65) situational leadership style is considered as the
leadership approach, where the approach of leadership is based on the skills, capabilities and
abilities of the employees. Approach of the situational leadership in M&S will help them to
allocate the roles and responsibilities of tasks based on the skills and capabilities of the staffs. In
the opinion of Fraj et al. (2015, p.32), allocation of the resources and responsibilities based on
the skills and capabilities of the staffs can help to enhance the organisational works and
processes. Moreover, approach of the situational leadership can also help the employees of the
M&S to be motivated and to gain interest in different woks and tasks.
9

In terms of M&S, approaching the situational leadership style, the organisation can have positive
impacts and influence on their operation and management. In addition to that, as Nica (2013,
p.181) has stated that the organisation can manage the crisis situation, with approaching different
strategies and changes in the leadership style with different situations.
System leadership
In terms of the system leadership, M&S approaches this particular leadership style, where the
leaders of the M&S communicate with the other authorities and managers of the organisation, in
order to understand the organisational demands. In addition to that, as Chun et al. (2013, p.861)
has opined that, approaching the system leadership style can help the employees to be informed
about the current and trending demands of the organisation and thus can deliver quality works
and service, with meeting the organisational demands.
One of the major positive impacts which are gained by M&S is the dissemination of proper
communication and information to the all employees of the organisation, which can help to
minimise the situation of gauge and thus can help the organisation to enhance their performance.
Contingency leadership
Contingency leadership approach focuses on two different factors of personality of leaders and
the relations of leaders and employees. Contingency leadership approach in M&S can help to
gain organisational success through considering two different factors; one of the strong
relationships between the leaders and employees, which can help to build relationship and trust
and this can help to deliver quality works and tasks. Another one is the personality of leader, in
terms of task-oriented. The task-oriented leaders can help to accomplish the tasks and works
efficiently on time with reference to proper effectiveness.
LO3
P4 Role of managers and leaders in context of operation management
Operation management is considered as the maintenance and controlling of the organisational
designs and operations, in relation to different products and services of the organisation. In the
opinion of Li et al. (2014, p.283), both the managers and leaders, plays important role in
enhancing the products and services of the organisation, which directly influences the
organisational performance.
The operation management in terms of M&S includes different operational factors of
organisation, such as planning, allocation of resources, coordinating, organising, controlling and
10

other such important factors. According to Helfat and Peteraf (2015, p.841), in terms of the role
of leaders and managers in the operational management, the managers help to recruit and select
the employees of the organisation, which are later motivated and guided by the leaders of the
organisation in terms of accomplishing the organisation works and tasks.
On the other hand, managers help the organisation to develop the planning and strategies with
reference to development of organisational objectives, which meets the organisational goals. The
leaders, in terms of planning and objectives, helps their employees and team members to gain
understanding on the tasks, roles and responsibilities of the staffs which can help to gain the
concerned objectives set by the manager of organisation.
In the view of Alfes et al. (2013, p.842), the managers help to gain proper operation management
of coordination through communication and disseminating the important information to different
departments of organisation, were the leaders delivers the information to the other staffs and thus
helps to minimise the situation of confusion and negative influences of change in the
organisational strategies.
The managers and leaders of the M&S help to maintain the operations and management of
organisation and thus help to grow in a gradual manner with positive curve. On the other hand,
the managers and leaders of M&S can implement the approach of six-sigma in order to enhance
the operational management and thus top develop the organisation in a positive manner.
P5 Successful business objectives through operation management
In the view of Hollen et al. (2013, p.41), operational management in a organisation is considered
as an important area, which helps the organisation to possess effectiveness in terms of
development of high efficiency and effectiveness in the management and operations the
organisation. Approach of proper operation management in M&S can help to gain the
organisational objectives and goals in a effective manner. On the other hand, different
operational management can be approached by M&S, in order to gain the objectives of M&S in a
effective manner, such as:
TQM
TQM is generally referred as the total quality management of the products and the services of
organisation, which can help to gain customer satisfaction. M&S ensures their products and
services of high quality, which helps them to gain a high customer satisfaction and thus to
enhance the performance and brand image of M&S. In addition to that, managers of M&S need
11

to evaluate and enhance their strategies in a better manner in order to gain more customers.
Leaders, in terms of TQM, can also motivate their employees to deliver quality services, which
can ultimately help the organisation to gain high sales and satisfaction and thus to gain
organisational objectives.
Capacity Management
Managers of M&S need to approach the strategic management of capacity in order to meet the
current trends of market along with the customers and market demands. On the other hand, as
Brown and Treviño (2014, p.592) has stated that, in order to manage the capacity, the managers
can approach the use of information technology in order to identify the current demands and thus
to minimise the overproduction of the services and products. M&S can also approach the
incentive adjustment approach in order to manage the quality with proper demand of production
in the organisation and thus can help to gain organisational objectives.
Just in-time inventory
M&S uses the approach of Just-in time, which helps them to manage the waste through the
production and to gain the inventory management in a effective manner. Managers of M&S help
to have proper forecast of the demands and the products and services and thus helps to reduce the
cost of waste products. Leaders, on the other hand, guide the employees to put quality and
effectiveness in the services and products to gain the organisational objectives.
LO4
P6 Business environmental factors, influencing decisions by managers and leaders in
operation and management
Decisions of managers and leaders help the organisation to gain success. However, several
influential factors influence the decisions of managers and leaders, such as:
12