hnd

UNIT4 Management And Operations

QualificationUnit number and title
BTEC Level 4 HNC in Business (Pearson)UNIT4 Management and Operations
Student nameAssessor name
Mostain Belal
Date issuedCompletion date(s)Submitted on:
QualificationBTEC Level 4 HNC in Business (Pearson)
Unit Number and TitleUNIT4: Management and Operations
Unit TutorMostain Belal
Internal VerifierChad ManianDate Verified01/02/2018
Assignment TitleManagement and Operations at Toyota Plc.
Issue Date12/02/2018Submission Date
Learning OutcomesVocational Scenario (Context/Background)
LO1: Differentiate between the role of a leader and the function of a manager.

LO2: Apply the role of a leader and the function of a manager in given contexts.

LO3: Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation. 

LO4: Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment

hndThe aim of this assessment 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.

This paper consists of two tasks; writing essay, writing a business report

This assignment explores the case of Toyota Motor Company. Toyota is the world’s largest automobile manufacturer with a market capitalisation exceeding that of General Motors, Ford, Daimler Chrysler, Honda and Nissan combined, even before the economic crisis. It is also among the 10 most profitable companies in the world and is acknowledged as a major innovator, having introduced or championed many of the manufacturing and quality management concepts that have since come to be recognised as best practice (e.g., Just In Time, Kaizen, Lean Manufacturing etc.).

It started as a division of Toyoda Automatic Loom Works in 1933. This division was under the leadership of Kiichiro Toyoda. The company was renamed as The Toyota Motor Co. in 1937. In 1947, two years after the war had ended Toyota came up with a prototype for a small car, a segment that the American automakers had ignored. In 1949, this type of car released for the first time in Japan and was able to give a maximum speed of 54 miles per hour. The condition of the Japanese economy was in bad shape with rising costs and high inflation. But Toyota went ahead to produce as many cars as it possibly could. It produced cars worth $3.5 million but could sell only worth $2.5 million.

In 1980 Toyota went on to become the second highest car producer in the world behind General Motors which it maintained for close to 30 years. In 1984 Toyota joined hands with General Motors to begin a joint venture called New United Motor Manufacturing, Inc. (NUMMI). This enabled Toyota to start its production in the U.S. In 2000 for the first time Toyota’s production exceeded 5 million units worldwide. Toyota’s bestselling car has been the Toyota Corolla which was released in 1966. As of 2013, more than 40 million Toyota Corolla’s have been sold worldwide. As of 2012, Toyota’s production output is in excess of 9,900,000 and has yearly revenues of $225 billion.

Through the latter part of the 20th century, Toyota posted an enviable record of growth, profits, and customer satisfaction. Its market valuation of over $200 billion illustrated how operational excellence could be the cornerstone of industry-leading value creation and capture, and its vaunted Toyota Production System (TPS) was the envy of many manufacturing companies around the world.

Continuous operational excellence throughout the journey is attributed to its business success. Toyota invented the concept of Just in Time in 1938 (often described as ‘Just in time, stop the line’). The objective was not simply to reduce inventory, as is often thought, but to avoid building up too much stock with defects which would have to be written off or corrected. Just in Time and this culture of quality evolved into the Toyota Production System and it’s more generic equivalent, Lean Manufacturing, which is the benchmark for manufacturing organisations across the globe. Toyota introduced Total Quality Management (TQM) as long ago as 1961 and was the first to introduce ‘Kaizen’ (lit. ‘Improvement’) to represent the concept of continuous improvement. These concepts and the associated culture are practiced in every aspect of Toyota’s operations, including information systems.

Sources:

[Access on 24th Jan 2018]

Task 1 Covers LO1: Differentiate between the role of a leader and the function of a manager.  LO2: Apply the role of a leader and the function of a manager in given contexts.
Scenario: Being a Junior Manager at Toyota head office in the UK.  In order to create information for trainee staff, your line manager have asked you to write an essay in which you:

Define and compare the different roles and characteristics of a modern leader and a manager in general context. P1

Examine examples of how the role of a leader and the function of a manager apply in different situational contexts in Toyota. P2

Apply different theories and models of approach, including situational leadership, systems leadership and contingency by giving clear examples from case study. P3

Note: you should use the context of Toyota in all your assignment

Task guidance: Your essay should include the following points: 

P1

✓      Provide two academic definitions of leader;

✓      Provide two academic definitions of manager;

✓      Explain (with relevant examples) the similarities and differences between a Modern Leader and a Manager in the case company.

P2

✓      Think of different situational contexts (e.g., deal with uncertainty, strategy formulation, goal settings, etc.) in the case company; and then examine those situations to show how the role of a leader and functional of a manager react into those particular situations. 

P3

✓      Application of leadership and management theories: (e.g., select a theory and explain with examples how it could be applied to different operational situations in the case company.) You must consider situational leadership, system leadership and contingency leadership.

Merits and Distinctions criteria

To Achieve M1 you need to:

Analyse and differentiate between the role of a leader and function of a manager by effectively apply range of relevant theories and concepts. You must present some scenarios from the case company and analyse them underpinned by relevant theories and management concepts.

To Achieve M2 you need to:

Assess the strengths and weaknesses of different approaches to situations within the work environment. You must present some relevant scenarios (relating to different management and leadership approaches) in the case company and evaluate the strengths and weaknesses of each approach.

To Achieve D1 you need to:

Critically analyse and evaluate the different theories and approaches to leadership in given contexts. You must criticise the theories and management approaches applied in the case company using different views from management scholars and industry professionals using desk research.

Submission FormatEssay format
Criteria CoveredP1 P2 P3 M1 M2 D1
Task 2 Covers LO3 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation and LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment.
 Scenario: As part of your junior management position, you need to produce a report illustrating the role leaders and managers play in the operations function of Toyota UK as well as examining the relationship that leadership and management have in the context of corporate social responsibility; culture, values, ethics and sustainability. Your report should address the following: 

Explain the key approaches to operations management used by Toyota and the role that leaders and managers play in working of these approaches. P4

Explain the importance and value of operations management in achieving business objectives of Toyota. P5

Assess the factors within the business environment of the company that impact upon operational management and decision-making by leaders and managers. P6

Task Guidance:

Your report should include the following points:

P4

✓      You could think of different key management approaches such as Six Sigma, Lean Production, TQM, JIT, etc; you must explain the role of a leader and a manager in executing each of the management approach identified in the case company.

P5

✓      You could think of different aspects of operations management such as Control and Distribution system, Process design, Capacity management, Logistics and inventory management etc.; you must explain the importance and value of each of the aspect of management operations in the case company.

P6

✓      Explain how a particular type of relationship between leadership and management (think of different leadership styles) works in developing CSR, culture, values, ethics and sustainability goals in the case company;

✓      Explain how the leaders in the case company maintain relationships with the internal and external stakeholders to meet their expectations in the context of encouraging, developing and sustaining entrepreneurship and intrapreneurship. 

Merits and Distinctions Criteria

To Achieve M3 you need to:

Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet business objectives. You must present some relevant scenarios in the case company to evaluate how leaders and managers could improve operational efficiency applying relevant operational parameters (e.g., JIT, Continuous improvement, TQM, etc) to achieve operational excellence linked to the successful achievement of the business objective.

To Achieve M4 you need to:

Analyse how these different factors affect the business environment and wider community. You must present examples from the case company to analyse the impact (either positive/negative) of CSR, culture, values, ethics and sustainability on the business environment and wider community.

To Achieve D2 you need to:

Critically evaluate the application of operations management and factors that impact on the wider business environment. You must present different scenarios from the case companies to evaluate how different operations management approaches (e.g., Lean, JIT, TQM etc) and other factors (e.g., ethics, sustainability etc.) have an impact on wider business environment. You could consider the relevant internal and/or external stakeholders while evaluating the impact of those management and operational factors. 

The submission is in the form of an individual written report. This report should be presented in a concise business report style, using single spacing and front size 12. You are required to make effective use of headings, paragraphs and subsections as appropriate in your report. 

Submission FormatReport Format
Criteria CoveredP4, P5, P6, M3, M4 and D2
Sources of information to support you with this assignment
HILL, A and HILL, T. (2011) Essential Operations Management. London: Palgrave.

PETTINGER, R. (2007) Introduction to Management. 4th Ed. London: Palgrave Macmillan.

SLACK, N., BRANDON-JONES, A. and JOHNSTON, R. (2013) Operations Management. 7th Ed. Harlow: Pearson.

SCHEDLITZKI, D. and EDWARDS, G. (2014) Studying Leadership: Traditional and Critical Approaches. London: SAGE.

Additional Reading

Explore the relevant case studies and texts provided on (Google Classroom: https://classroom.google.com/o/ODg2OTg5NTE4N1pa )

Journals

Journal of Operations Management

Supply Chain Management: An International Journal

International Journal of Production Economics

Production planning and control 

Learning Outcomes and Assessment Criteria

PassMeritDistinctions
LO1 Differentiate between the role of a leader and the function of a manager

LO1 & 2

D1 Critically analyse and evaluate the different theories and approaches to leadership in given contexts.

P1 Define and compare the different roles and characteristics of a modern leader and a manager.M1 Analyse and differentiate between the role of a leader and function of a manager by effectively apply range of theories and concepts.
LO2 Apply the role of a leader and the function of a manager in given contexts.
P2 Examine examples of how the role of a leader and the function of a manager apply in different situational contexts.

 

P3 Apply different theories and models of approach, including situational leadership, systems leadership and contingency.

M2 Assess the strengths and weaknesses of different approaches to situations within the work environment.
LO3 Demonstrate an appreciation of the role leaders

and managers play in the operations function of an

organisation

 

LO3 & 4

 

 

D2 Critically evaluate

application of operations

management and factors that impact on the wider business environment.

P4 Explain the key approaches to operations management and the role that leaders and managers play.

P5 Explain the importance and value of operations management in achieving business objectives.

M3 Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet business objectives.
LO4 Demonstrate an understanding of the relationship

between leadership and management in a contemporary business environment

P6 Assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers.M4 Analyse how these different factors affect the business environment and wider community.

Maddox Smith

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