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MANAGEMENT
OPERATIONS

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Table of Contents
INTRODUCTION..........................................................................................................................1
1 Leadership and management functions ..................................................................... 1
2 Management by objective.................................................................................................1
4. Management theory by H. Mintzberg.......................................................................... 2
5. Leadership Traits theory...................................................................................................3
6. Hard management skills and Soft leadership skills............................................... 3
7.Transformation processes.................................................................................................4
8. Quality and the cost of quality for the managers................................................... 4
9. Total quality management approach...........................................................................4
10. Just in time approach and waste reduction in operations.................................4
11. Capacity management in operations........................................................................5
CONCLUSIONS............................................................................................................................5
REFERENCES...............................................................................................................................6
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INTRODUCTION
The experts or the individuals within an organization with some sought
of special capability and potential regarded collectively are to be termed as
leaders and the concerning activities to be allotted and performed to these
leaders and also the ability of performing these tasks can be treated as the
leadership quality (Altay and Green, 2006). Whereas the set or the
mechanism which are to be adopted by the business corporations for running
smoothly the complex and complicated systems of people. The leadership is
an ability which aids an individual to realise the organizational goals with
the help of team-work and also the work accomplishments are influenced by
influencing the team to work. Leadership also aids authority. Whereas the
management helps the organization with making forecasting and plans
relating to the concerning areas. It also aids in commanding and controlling
the individuals under them by giving them instructions.
1 Leadership and management functions
According to J. Kotter there are very much dis-simmiliraties between
the two concepts The management (Kleindorfer, Singhal and Wassenhove,
2005) is the the that revolves around providing order and consistency to the
organization whereas the leadership is concerned with production, change
and movement. Thus leadership is about seeking adaptive and constructive
changes and whereas the concept of management is about order stability
and stability.
Management Leadership
The topic produces order and
consistency.
Whereas this topic produces change
movement.
Management is concerned with
planning and budgeting of various
aspects such as:
Established agendas, set timetables
Leadership is concerned with
establishing directions and also
creates vision, provides clarity and
big picture of the terms and

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and allocated resources. strategies are also set.
2 Management by objective
The objectives of the employees and the organization are sought and a
balance is maintained by this approach which is known as management by
objectives. An the main essence of this theory is the determination of the of
the joint objectives and the to provide feedback on the outcomes. The
motivation and the empowerment of the employees has been done by
setting up the attainable objectives (Liou, Tzeng and Chang, 2007). And also
by increasing commitment, managers are given the opportunity to focus on
new ideas and innovation that contribute to the development and objectives
of organizations. The below mentioned are the conditions that are to be
met:-
 The set goals and objectives are determined with the employees;
 The objectives are formulated at both quantitative and qualitative
levels;
 There are the objectives which are need to be challenging and
motivating;
4. Management theory by H. Mintzberg
According to this approach the managers work can be boiled down to
the level of common roles and also these roles or the expectations for the
behaviour of the manager are divided in three categories which are
mentioned as below:-
Category Role Activity
Informational Monitoring
Disseminator
Searching and attaining the work
related information.
In this communication is done and
transmitted to the individuals within

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Spokesperson the organization
Transmits the messages to the
individuals and the outsiders..
Interpersonal Figurehead
Leader
Liaison
Legal duties are performed and acts
as a leader.
Directions and motivation is provided
to the colleagues and employees.
Maintaining and establishing the
contacts outside the business
corporation.
Decisional Entrepreneur
Disturbance
handler
Resource
allocator
Negotiator
The innovations and ideas are
generated and initiatives are taken in
the improvements of the projects
(Rajan and et.al., 2008).
Dealing with the issues and conflicts
and taking measures and actions on
the same.
Decision of the application of the
resources.
Defends business interest.
5. Leadership Traits theory
The different personality and characteristics are identified by the trait
theory of leadership and also linked from the successful leadership across a
variety of situations. The research has been introduced as one of the earliest
types of investigations into the nature of an effective leadership and is also
linked to the approach or the theory of ”the great man theory”. According to
this approach history is shaped by extraordinary leaders and this ability of

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leading was considered as something that people were simply born with. The
following are the some of the implications of the trait theory of leadership:-
 Certain patterns of behaviour are being produced by certain traits (.
 Consistency is maintained across different situations by these patterns.
The below mentioned are the two leadership styles:-
 Autocratic : In this concept the leaders are the whole and sole and
have the total command and the authorities. Less or no involvement of
the team members is there.
 Democratic : And whereas in this style the leaders invite and
encourage the members and are considered as an important part of
the team.
6. Hard management skills and Soft leadership skills.
Hard management skills: The individual with the smart brains or a
high level of IQ will be considered as the hard skills. For example maths,
physics, accounting, programming, finance, biology, chemistry, statistics, etc.
These are the skills where the rules stay the same regardless of which
company, circumstance or people an individual is working with. These skills
can be learned for the books and also in schools and are usually designated
by the level of competency and a direct path as to how to excel with each
hard skill.
Soft Skills of management: These skills approach basically
emotions or EQ. For example self confidence, stress management and
people skills like communication or networking skills. A set of soft skills can
be known to communication skills (Heizer, Render and Munson, 2016).
7.Transformation processes.
The concept is concerned or considered as an activity that takes one or
more inputs, transforms and adds value to them, and provides outputs for
customers or clients. In this the inputs are considered as the raw materials
and the identification is relatively easy as the transformation is involved. For

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example, a hospital transforms sick patients which are considered as the
input, into healthy patients that are to be the output. The process includes:-
 Changes in the ownership of materials or information.
 Storage or accommodation of materials, information or customers.
8. Quality and the cost of quality for the managers
The term quality can be defined as the ongoing process of building,
developing and sustaining the relationships by assessing, anticipating and
fulfilling the implied needs. Moreover it can also be defined as fundamentally
relational (Slack, Chambers and Johnston, 2010).
The cost of the quality are the costs that are to be incurred to detect,
prevent and removing the defects from the products. There are four types of
quality costs which are as follows:
 Appraisal costs
 Prevention costs
 Internal failure costs and
 External failure costs.
9. Total quality management approach
Total quality management defined as that they are doing the
continuous efforts in doing the improvements in the process and system to
make the best quality products. Managers play a essential and important
role in total quality management. In this manager initiates and implement
the management of the total quality program so that they can require the
amount for which they have to do the planning. In the entity manager acts
like a facilitator and having a duty to assist the employees so that they can
do the proper implementation of the total quality management.

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10. Just in time approach and waste reduction in
operations.
This approach is an inventory strategy and the materials are ordered
and received on the basis of the requirements in the production process (De
Neufville, Odoni, Belobaba and Reynolds, 2013). Minimizing the costs by
saving money on overhead inventory expenses is the main goal of this
approach.
For the reduction of the waste in the operations it is of very much
essential to recogni9ze the wastes. This process consists of reviewing the
current processes and seeking out any waste that exists.
11. Capacity management in operations.
The concept is the ability of the the organization system for the
production of the output within the specific time period. And in the concept
of operations, management capacity is can be considered as the amount of
the input resources available to produce relative output over period of time.
The three methods which can be used by the managers are as follows:-
Long term capacity (Fitzsimmons and Fitzsimmons, 2013).
Medium term capacity.
Short term capacity.
Sample Report on Management Operations
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CONCLUSIONS
From the above carried out analysis it has been inferred that the
leadership and management styles has been evaluated. Moreover the
concepts of the capacity management in the operations and also the
approach of total quality management has been analysed.
REFERENCES
Books & Journal
Altay, N. and Green, W.G., 2006. OR/MS research in disaster operations
management. European journal of operational research. 175(1).
pp.475-493.
De Neufville, R., Odoni, A., Belobaba, P. and Reynolds, T., 2013. Airport
systems: planning, design and management.
Fitzsimmons, J. and Fitzsimmons, M., 2013. Service management: Operations,
strategy, information technology. McGraw-Hill Higher Education.
Heizer, J., Render, B. and Munson, C., 2016. Principles of operations
management: sustainability and supply chain management. Pearson
Higher Ed.
Hou, J.L., Wu, Y.J. and Yang, Y.J., 2010. A model for storage arrangement and
re-allocation for storage management operations. International
Journal of Computer Integrated Manufacturing. 23(4). pp.369-390.
Kleindorfer, P.R., Singhal, K. and Wassenhove, L.N., 2005. Sustainable
operations management. Production and operations management.
14(4). pp.482-492.
Liou, J.J., Tzeng, G.H. and Chang, H.C., 2007. Airline safety measurement
using a hybrid model. Journal of air transport management. 13(4).
pp.243-249.
Nájera–Hillman, E., King, P., Baird, A.C. and Breen, B.B., 2009. Effect of pest–
management operations on the abundance and size–frequency
distribution of the New Zealand endemic frog Leiopelma hochstetteri.
New Zealand Journal of Zoology. 36(4). pp.389-400.
Polack, D.S., 2008, April. Unit testing model management operations. In
Software Testing Verification and Validation Workshop, 2008.
ICSTW'08. IEEE International Conference on (pp. 97-104). IEEE.
Prahlad, A., Schwartz, J.A., Ngo, D., Brockway, B. and Muller, M.S.,
CommVault Systems, Inc., 2009. Systems and methods for using
metadata to enhance data management operations. U.S. Patent 7.
613. 752.