ABSTRACT
This chapter examines the functions of the Multi-Unit Leadership (MUL) by, first looking at their prime activities which are elucidated in the order that organisations generally prioritise them; namely, enforcing operational systems, controlling standards and service execution. It also examines the particular issues and problems that MULs feel they have in discharging their functions, using empirical evidence to highlight dominant themes and issues. The operational system can be defined as a series of interlocking, critically dependant processes which are concerned with turning materials, information and/or customers into value added outputs through the intervention of 'transforming inputs' such as staff, technology, machinery and buildings. Organisations operating in a low cost paradigm are more likely to concentrate upon functional speed and efficiency whilst firms seeking differentiation will emphasise emotional attributes of service; staff politeness, knowledge and engagement. MULs can access data through web intelligence reports and, increasingly, through vehicles such as daily reporting apps.
