How Management and Operations Make a Positive, Efficient and Effective Contribution

Assignment Brief

Understanding how management and operations make a positive, efficient and effective contribution to an organisation

The aim of this unit is to help students understand the difference between the function of a manager and the role of a leader. Students will consider the characteristics, behaviours and traits which support effective management and leadership. In addition, this unit will introduce the concept of operations as both a function and a process which all organisations must adopt to conduct business. Students will be introduced to contemporary and historical theories and concepts which will support their learning for this unit.

On successful completion of this unit students will have developed sufficient knowledge and understanding of how management and operations make a positive, efficient and effective contribution to an organisation at a junior level. This could be in the role of a team leader or managing a specific aspect of an operation function and/or process. Underpinning all aspects of the content for this unit you will consider topics under two broad headings: management and operations.

Learning Outcomes

 By the end of this unit a student will be able to:

1. Differentiate between the role of a leader and the function of a manager.

2. Apply the role of a leader and the function of a manager in given contexts.

3. Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation.

4. Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment.

Scenario:

You have been offered an Internship with the Human Resource and Operations department of an organisation and have been assigned to a team responsible for researching and producing literature for the Management and Operations Department.  

You have been asked by the Human Resource and Operations Manager to investigate how management and operations make a positive, efficient and effective contribution to an organisation of your choice and submit your findings in a Report Format.

The findings must be based on the requirements below and under two broad headings: Management and Operations:

Part 1 – Management

In demonstrating your understanding from your research on management and leadership concepts, you are to

Critically Analyse and Evaluate the different theories and approaches to leadership in given contexts in the first part of the report.

Guidance

The report must evidence a Definition and Comparison of the different roles and characteristics of a Leader and a Manager. Also, the intended audience will benefit from a better understanding of management and leadership concepts by including in your report an Analysis and Differentiation between the role of a leader and function of a manager by effectively applying a range of theories and concepts.

The report must also evidence sufficiently an application of the role of a leader and the function of a manager in given contexts. To achieve this, you must Examine examples of how the role of a leader and the function of a manager apply in different situational contexts like the recruitment and induction of new team members, performance management, change management etc. and must also Apply different theories and models of approach, including situational leadership, systems leadership and contingency.  An Examination of the strengths and weaknesses to appraise different approaches to situations within the work environment can also be included in the report.

Scenario:

You have been offered an Internship with the Human Resource and Operations department of an organisation and have been assigned to a team responsible for researching and producing literature for the Management and Operations Department.  

You have been asked by the Human Resource and Operations Manager to investigate how management and operations make a positive, efficient and effective contribution to an organisation of your choice and submit your findings in a Report Format.

The findings must be based on the requirements below and under two broad headings: Management and Operations:

Sample Answer

Report on How Management and Operations Make a Positive, Efficient and Effective Contribution to Tesco PLC

Introduction

The success of any organisation depends on the ability of managers and leaders to guide operations in ways that support efficiency, effectiveness, and long-term sustainability. Management and operations are interconnected functions that contribute directly to the achievement of strategic goals. This report examines the roles of leadership and management at Tesco PLC, one of the UK’s largest retailers, and evaluates how operational strategies support efficiency and customer satisfaction. The report is structured under two main headings: Management and Operations.

Part One Management

Leadership and Management Roles and Characteristics

Managers and leaders are often viewed interchangeably, but there are clear differences. A manager is primarily concerned with planning, organising, controlling, and coordinating resources to achieve specific objectives. Leaders, in contrast, inspire and motivate teams by providing vision and direction. Tesco demonstrates both roles within its corporate structure. Store managers, for instance, focus on performance management, scheduling, and ensuring compliance with policies, while leaders within senior management teams set strategic direction, such as expanding digital retail and sustainability commitments.

Theories and Approaches to Leadership in Context

Several leadership theories can be applied to Tesco. Situational leadership (Hersey and Blanchard) is evident in how managers adapt their approach based on employee readiness. For example, in the recruitment and induction of new employees, Tesco’s managers tend to adopt a directive style, providing close supervision and guidance. However, when managing experienced teams, a delegative style becomes more effective.

Systems leadership can also be observed in Tesco’s operations, where leaders must coordinate across departments such as supply chain, human resources, and customer service. This approach recognises that leadership must function within interconnected networks. Contingency theory is also relevant, particularly during crises like the COVID-19 pandemic, when Tesco leaders had to adapt strategies to balance employee safety with maintaining service levels.

Application of Leadership and Management in Contexts

Leadership and management practices are evident in several organisational situations:

• Recruitment and Induction: Managers ensure compliance with HR policies, but leaders create an inclusive vision of workplace culture that encourages retention.

• Performance Management: Store managers monitor KPIs such as sales targets and customer satisfaction, while leaders promote a culture of continuous improvement.

• Change Management: Tesco’s shift towards online retailing required both managers to coordinate resources and leaders to communicate the vision of digital transformation.

Strengths and Weaknesses of Approaches

The situational leadership model enables flexibility, a strength in retail where workforce skills vary widely. However, it may lead to inconsistency if managers are not adequately trained. Systems leadership fosters cross-departmental collaboration but may slow decision-making due to bureaucracy. Contingency approaches ensure adaptability, though constant shifts in style may confuse employees if communication is weak.

Part Two Operations

Operations as a Function and Process

Operations at Tesco encompass supply chain management, logistics, inventory control, and customer service. Operations ensure that products are available to customers at the right time and place while maintaining cost efficiency. Tesco’s Just-In-Time inventory system is an example of an operational process designed to minimise waste and improve responsiveness to customer demand.

Contribution of Operations to Organisational Success

Efficient operations allow Tesco to reduce costs and improve profitability, while effective operations ensure customer loyalty. For instance, Tesco’s investment in self-service checkouts and online grocery delivery demonstrates how operations contribute to improved customer convenience. Moreover, sustainability initiatives, such as reducing food waste and using renewable energy in operations, highlight Tesco’s commitment to efficiency beyond financial measures.

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