This assignment will look at the vital role that managers and leaders play in the operation of an organisation and how this componence work together to utilise various resources through strategic and models to see that the organisation benefit in achieving their objectives and goals that have set. This assignment will hopefully evaluate the different types of management and leadership skills that are in practice within an organisation and the individual strengths and weaknesses that arise with each method. There will also be a look at the managerial and operational needs that vary from organisation to organisation, all depending on the circumstances of the organisation and the variety of the management and leadership skills.LO1 & LO2 Differentiate between the role of a leader and the function of a manager Apply the role of a leader and the function ofmanagers in given contexts P1. Define and compare the different roles and characteristics of a leader and a manager.Manager: Managers are the people who drive the goals and objectives of the company by the pre-determined plans that have been assigned to them. To accomplish these task, managers have to develop and establish approaches to the organisations strategies and to ensure that the planning of the workforce performs in a way that meets the objectives of the organisation. The positive aspect of managers is that they can be distributed at various levels within the business which allows them to be able to manage the tasks across different departments. Managers will also have the responsibility of dealing with the appraisal of their team, the process of assessments will be based on the performances of an individual and how they perform their duty.Leaders: Leaders are those who get the work completed from those employed by the business. Just as managers, leaders are an essential factor in the role of motivating the workforce through the use of their communication and leadership skills. They are skilled in making their team achieve their objectives and goals, the most favourable outcome of a leader is that they can influence and motivate an employee for them to perform at their level.The various functions of management and leadership are shown below: The above image shows the difference in the mindset of how a leader and manager operates.Image 1: http://www.varsityfs.com/leader-or-manager-what-are-you/ Management: can be described as the area where managing all aspect of a department/team is needed in the best possible manner, this is a skill that is lacking to be able to get the work completed. One of the differences between management and leadership is that:Management is for the organised and formal individual, Leadership is directed at both formal and informal groupsLeadership: A characteristic of inspiring people, who will be able to meet their objectives. Leadership is not precisely the same as management because direction is one of many elements of control.Differences between managers and leadersOften the roles of managers and leaders can be seen as an interchangeable factor, but there is a clear difference between these functions. Managers accomplish their task by setting out the objectives of the organisation while leaders are tasked with communicating the vision of the organisation which will inspire the workforce. The below table gives an example of the difference between the skills set of managers and leaders:ManagersLeadersThe task of setting the objectives of the organisation.Bring around the objectives/goals being developed by the manager.Policies have to be communicated to the leaders.Communicating and influencing employees to work as per the given policies.Direct their department.Direct their team.Creating a progression plan that will be used by the organisation.Are given the task of implementing the goals set out by the organisation.Primary focus on the goals and objectives of the organisation.To focus on the workforce.Able to contribute more to the planning of the organisation.To inspiring the work environment.In charge of directing the work to the team.To motivating the employees to work.From the table above, it can be seen that there is an absolute difference between leaders and managers, even with this difference these individuals play an essential part in the success of the organisation. A fully informed leader and manager can see to it and provide the support that the business needs to ensure for the long run of their business and ensure that they stay ahead of their competitors.The role of a leader can be seen as a decisive role as they ensure to look into the hidden talent of their team so that they can provide guidance to ensure that their goal is achieved not only for the business but the individual. As for managers, they can come across negatively as they can criticise their team, to a certain level, to be the best in the field but this action can sometimes be seen as demoralising the individual.P2: Examine examples of how the role of a leader and function of a manager apply in different situational contexts.A behavioural theory of leadership: The leadership theory highlights the leaders behaviour and how they can use their skills in the best way known. The behavioural method is the most critical tool for measuring the potentiality of the leadership for a specific situationThe behavioural approach in this situation looks to highlight the behaviour of the employee in the organisation. This theory sees to provide a result of effectiveness in the organisation so that it allows for a certain level of results and increases the productivity of the business.The classical theory of management: Classical theory promotes the particular task that decisions are distributed among team members/departments. The traditional approach also looks at the compelling role management plays in identifying the organisations perspectives.Managers would apply this theory by carefully explaining the task so that they can enhance the productivity and increases the efficiency of the organisation. To use this theory manager will sift through the task before-hand so that the skills of their team can be matched with the most suitable option.Contingency theory of management: The use of contingency theory within management is based on the efficiency that will drive the behaviour and the solution of a department towards a result. The primary function of contingency management is based on the practical techniques used for the growth of the organisation in an efficient manner.This theory can be applied based on the circumstances and resources available. Even with new situations, positive and negative factors will arise, management must ensure the correct decisions are made for this situation.Action-centred leadership: This is the base for any leadership and management within an organisation, this factor ensures for the adopting of techniques that will be used to direct the result that will see growth for the organisation. Managers will roll out the actions that are needed to produce results and leaders will develop the teams productivity.This approach resulted from the increased level of enhancement that was needed for the productivity that would ensure results for the organisation. For this theory to succeed, the team/individual needs to be managed accordingly to achieve these goals.Transactional leadership: Transactional leadership is the managerial direction that will enhance the fulfilment of an employee through rewards or penalty to ensure an increase in their performances. Transactional leadership is emphasised in all organisations as an essential factor that will mean the compliance that is needed for administration.When applying this theory, managers will recognise the best individuals based on two factors, their past and recent performances.Leadership traits theory: In this theory, managers will focus on the oriented approach that will improve the morale of employees so that there is a level of motivation towards their task. This theory can be an uncertain route to take, as one factor could be to focus on retaining the image of the organisation but on the other hand, it can result in the loss of productivity if the focus is mainly centred on one factor.When an organisation decides to consider the training and development of their employees, this factor can solely be the responsibility of managers and leaders. Managers will recognise the area for training, whereas leaders will identify the long-term training that is needed to improve the personal and professional areas that will benefit the employee.Management by objectives theory: This is the form of a management model that will outline the objectives of the process of management. This factor emphasises on ensuring the contribution of employees to achieve the goals and objectives which will produce results for the organisation.This theory is used to increase and enhancing the performance of the organisation and to ensure the effectiveness to produce results. There will be a definite objective for both management and the employee which will be emphasised by the organisation. It will be the technique of recording and monitoring the activities of the organisation that will enable management to analyse the growth of the business.Transformational leadership: This is the form of guidance where little is known about this approach, leaders will look to inspire their team to the highest standard that will guarantee a sense of motivation for employees. The outcome will result in employees feeling that they have an impact on the decisions that are made within the organisation.Managers will apply this theory by way of asking their team to recognise the training and the development that is needed. Managers will then see to agree and discuss the training and development using planning with their team and will seek to approve before starting.P3. Apply different theories and models of approach, including situational leadership, systems leadership and contingency.Situational Leadership: In the late 1970s, Paul Hersey and Ken Blanchard developed the situational leadership model, the development of this model came from the idea of managers and organisation being able to adapt to different styles of leadership according to different situations that would arise within a business. For any global company, conditions will occur within the organisation that would differ from time to time and are mostly out of the control of management. Its seen as an essential factor that the style of leadership can adapt to these situations, so that is it able to provide the required solution for the organisation.There are two factors which mainly drive the situational leadership model, the directive and supportive behaviour of leadership. The benefit of this model is to ensure that the organisation can adapt to various situations within the business and to provide that the decisions making of managers and leaders will assist in the growth of the company.The Hersey and Blanchard model show the direct effect of the use of the situational leadership at different stages within an organisation.Image 2: https://hubpages.com/business/What-is-the-Situational-Leadership-TheoryThe sense of the above model is to be able to develop the communication skills that are required at all levels of management so that it guarantees the growth of the industry. This model provides leaders with the skills to navigate through the increase in the diverse work environment and the evolving market globally. When adapting to the circumstance that arises within the organisation, this model will ensure that leaders will be able to address the pressing trials that persistent in the organisation.Systems leadership: The systems leadership outlines the guidance across the organisation and the geopolitical boundaries. The idea for this style is to ensure that leaders across the board not only look at their perspective or the company but to look at the boarder geopolitical development that would change to system and structured process of the business.The above model shows cases the four drives towards system leadership.Image 3: http://www.leadershipeastmidlands.nhs.uk/our-programmes-0 When applying this model, the organisation should seek towards appointing a leader who sees the long-term vision of the organisation because all leaders aim to ensure that their strategies and procedures can gain new heights and growth for the organisation.Contingency Approach: Fiedlers contingency leadership was created in the mid-1960s by a scientist who was studying the characteristics and personality of leaders. The theory is based on the factor that there isnt just one kind of leadership model that is suitable for any organisation. It is a driven idea that the best possible course of action will all depend on the internal and external factors that affect the business and how a leader will appoint their decisions within this situation.The above models show how the Fiedlers contingency is used to decide the style of leadership that will influence the behaviour of a manager.Image 4: https://www.tools4management.com/article/a-detailed-study-of-fiedlers-contingency-theory/Before applying this model, the business has to examine the challenges which have arisen within the company so that they can ensure that the most suitable leadership style is picked so that it is useful in this situation. The outcome of this overall solution will be that the business will be able to benefit from the increase in employees productivity, the development of their work culture and a sense of motivation for their employees.Chaos Theory: The chaos theory comes into action at particular points of time within the market, this model is mainly connected to the market when it is undergoing development, i.e. a slowdown in the global economy or a change in the demand from customers. It is managements point of view, to ensure that the organisation is capable of adapting to these changes so that they can avoid a loss to the business.The chaos model showcases how the different marketing environment results in the chaos theory.Image 5: http://enewsletters.constructionexec.com/riskmanagement/2013/08/deconstructing-chaos-applying-chaos-theory-to-todays-construction-industry/ The two advantages that an organisation can benefit from when applying this theory is that management will see a more efficient and effective development of the adaptability skills of their employees. The outcome of this path is that there will be convenient ease in the way that employees react to the specific conditionManagement by objectives: Management by objective is the model which aims to develop the performance and productivity of the business by defining what the goals are for the organisation, to ensure that these objectives are agreed upon and that these objectives are achievable by both parties.The Five stages that bring the management of goals into action for a business.Image 6: https://www.pocketbook.co.uk/blog/2011/08/02/management-by-objectives/By applying this model, management will be able to ensure that the tasks and objectives that are set will have a more methodical process to them. Employees will be fully assured of their roles and responsibilities while accomplishing this objective. This path could be seen as a positive approach to undertake for any organisation, as this will benefit the employee in being able to stay focus throughout the process which will guarantee growth for the organisation.M1. Analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of theories and concepts.The various theories of leadership and management are discussed below:Leadership theories:1. The transformational leadership theory is described as the principle which guides the skills of leaders to causes specific changes to individuals, the work environment and even the local community which the business operates. Leaders will look at this factor to create a valuable and positive change in the workforce, the ultimate objective of the company is to be able to develop their employees into leaders. The transformational theory procedure for leaders is best suited for an organisation who aim to succeed at each point of their planning decisions to ensure that there is no shortage of leadership qualities and abilities in the organisation in the future.2. Contingency theory of leadership is based on the approach to a particular situation at a specific time within the organisation. The method that is applied will be according to the condition that the business is experiencing at any given specific time. The contingency for leaders can be used at various times to circumstances such as to increase productivity from the workforce, to improve employees co-ordination when working in different groups, to ensure that employees take more responsibility for their work approach and to facilitate employee retention in the organisation.3. The trait theory is based on the characteristics and qualities of a leader who leads efficiently, but this theory can sometimes fail to establish the trait that should be common for most managers. This theory can be best suited for organisations where there is enormous customer demand for their products/services, and therefore the need to control productivity within the workforce must be strictly looked at.4. The action centred leadership theory focuses on the relations between managers and leaders and how they can control the three factors that control this model team, task and individuals. The aim of this theory is too guarantee the success of leaders and managers to be able to achieve the organisations goal and objective, to build solid principles, improve the quality of the working environment and to develop teams and productivity. This model is best suitable to businesses where there is a sense of efficiency and support between groups, the results from this model will be that leaders will see all departmental teams develop and coordination between each level to further productivity.Management theories:1. Classical Management theory is based on the idea that employees only have physical and economic needs of an organisation. It has been noted that most organisations do not take into account what could be considered the social needs of the worker and ensuring the satisfaction of their job. Instead, they direct their notions on the emphasis on specialising in labour skills, seeing to centralising leadership, maximising organisationally profits and the making of decisions. This theory is mainly connected to organisations where their only emphasis is in regards to productivity and not the needs of the worker.2. The behavioural theories of management are seen as the behavioural of leaders and how they approach a challenge if they choose not to use the situational approach. These types of managers are task-oriented and find themselves not being a relationship with mind, but this mindset can differ depending on the leader who management is working with. The behavioural theory of management can also be connected to human relations, as this addresses and focuses on the better understanding of human behaviour within the organisation. These theories can be seen as being better suited for organisations where management focuses on achieving the goals and objectives of the company by ensuring that they empower and motivate their employees.3. The contingency theory of management looks at the leadership style which is applied to within the business; this theory is only applied when management look to increase the business productivity above all and meet the goals set by the organisation. The task of management when using this theory wants to improve the working environment of the organisation by developing a good relationship with the employee so that it motivates the employees towards accomplishing the goals of the organisation.4. The chaos theory of management describes the chaos or interruption which arises from a change in the public demand or a slowdown in the economy. This model is connected to control when their employees are adequately skilled in handling when a critical situation arises.5. The objectives of management states to improve the operation of the business by defining their goals, these objectives are approved upon by management and employees of the organisation. Start-up business finds that they use this model as management see that its ideal to include their employees in the decision process of the market.6. The transactional theory of leadership is similarly known as managerial leadership; it sees to focus on the supervision, organisation and performance of the business. This model promotes management to use the reward and appraisal system for employees within their department. This theory is suitable for companies where the management team purposes to improve the efficiency of the organisation and to also develop a sense of right relations with their employees.M2. Assess the strengths and weaknesses of different approaches to situations within the work environment.All the theories mentioned above have their strengths and weaknesses these are explained below:Situational Leadership ModelStrengths:Weaknesses:no one style of leadership provides the best possible selection of multiple leadership styles instead of developing the same processes.Working environment will remain relaxed and efficient as it helps build the team.Boosting the teams motivation, this will involve employees being involved in the decision making of the organisation.Enhances the awareness of employees so that they can monitor the working conditions to ensure that they are aware of the leadership style being used.The flexibility of leadership decision process can sometimes result in the reversal of roles between employees.The lack of experience within employees can lead to a lack of understanding surrounding the demographic of the business.Can lead to a possibility of confusing employees as the situations can affect the various organisation factors.The short-term strategies of the organisations are emphasising because it focuses on only the current scenario of the business.Systems Leadership ModelStrengths:Weaknesses:It provides a glossary of terms regards to research from different fields.The presentation and understanding of the realities and phenomenon of the business.Clarifies the complexity of the environment and provides a framework for building the businesses ideas.The process is lengthy and complicated as it ensures to engage several different parameter levels.Lesser adapted approach by leaders, as seen as an element of risk so widely not accepted.Task-oriented approachStrengths:WeaknessesThe goals and objectives of the business have specified the leader.Task definition employees are fully aware of their task and responsibilities.Focuses on the usual mode of working, can lack creativity.The leak of motivation for employees.There can be lack of innovation in training and development.Relationship-oriented ApproachStrengths:Weaknesses:Reward scheme motivates employees.Increases employees job satisfaction.An improvement made to the working atmosphere.The employee better understands the working environment of the company.The performance level is lowed due to a lack of pressure to accomplish tasks.Dissatisfaction from customers because of a lack of services.Decreased organisation profitability due to the incomplete work due to lack of deadlines or pressure.Chaos TheoryStrengths:WeaknessesIdeas are freely exchanged amongst customers and the organisation.Being an adaptable organisation will allow fora comfortably change within departments.Numerous options are available to the organisation a variety of ideasOrganisation flexibility can be adjusted due to the situation of the business.Loss of time due to processes being adapted.Departments being neglected.Decrease in productivity due to employees taking advantage of available free time.Overview of changes is not made available within a specified period.Establishing the objectives of management can vary from time to time.Management by objectivesStrengths:WeaknessesTo changes the objectives from time to time.Different objectives ensure improvement are made within management.Goals and objectives are achieved by setting targets.Requires monitoring to provide that process run correctly.Greater participation of employees to complete all objectives set by the business.Communication is encouraged, this leads to employees confidence.Can be time-consuming, even tricky when to change from one goal to anotherProcesses can be poorly misjudged.Unable to measure objectives due to the changing needs of the organisation.LO3 & LO4 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation Demonstrate an understanding of the relationship between leadership and management in a contemporary business environmentP1. Explain the key approaches to operations management and the role that leaders and managers play. Total Quality Management:Total Quality Management is the process in which tasks and activities are overseen in the desired way to ensure that they are sustained at a level which will satisfie the organisation. The need for TQM is to be able to focus on the improvement, the performance and the quality of all the functions that run within each department and to ensure that there is a balance with each process.The primary seven principles of the Total Quality Management or TQM are as follows:1. People Involvement2. Strong Leadership3. Continual improvement4. Decision making5. Customer Focus6. Supplier relation7. ManagementThe roles leaders play in this approachThe roles managers play in this approach The productive process of the entire workforce through the involvement and to utilise the different business functions.Leaders aim to remain committed and involved in their departments so that they can provide a plan to support the organisational.Developing the processes by the performance and measurement of each functioning stage.To ensure that the organisation focuses on both the internal and external customers.Guaranteeing that suppliers are treated as business partners was that they could provide a better service to the business.To focus on the improvement of the organisation and the processes of production.Just-in-time inventory: The just in time inventory process is outlined in the policy to increase the effectiveness of how an organisation can decreasing their waste by accepting goods which will only be needed for in production. Ensuring that this process is in place, allows management to be able to support the business in lowering their storage space and only to see goods that are needed at a specific time. This process is also guaranteed by reducing the investments in the business because by accepting products when it is not required will only increase cost for the company.The role of the managers in Just in Time approachThe role that leaders play in this approachTo order goods at the right time and date from a known supplier.Ensuring that the right quantity is ordered.Maintaining good relations with suppliers when ordering.To ensure that suppliers supply the correct amount of goods.Ensure that all goods will be utilised throughout the production process.To ensure that all employees are informed of their roles and responsibilities before completing a project.To perform checks on all equipment used in the process of production. Continuous improvement or Kaizen:The constant improvement of the business function is defined as the approach within the workplace where improves are made on the overall role of the business. This process aim is to remove wastes from the organisations system so that improvements can be made to the business processes. Understanding the Kaizen method practitioners can incorporate this process into their overall sigma efforts.The method of Kaizen is based on the five categories, sort, set shine to standardise and sustain by applying the Kaizen process in operations management the business will be able to the development and break down the different barriers within departments.The role of managers in Kaizen approachThe role that leaders play in Kaizen approachThe need to identify the scope of different tasks within the business.Ensuring that employees are aware of what the Kaizen group are working on.Measuring the success of using the Kaizen method in the organisation.Recognising that specific tasks need to be assigned to particular individuals.To confirm that the team benefits from the process.To assist the assistants with any challenges and to ensure that work is delegated if need be.Six Sigma:The six sigma approach is outlined as the method which looks at the different functions that will enable the organisation to remove the defects in products and service processes across the business. Upon the application of the six sigma approach, the organisation will eventually be able to achieve the maximum customer satisfaction by isolating defects in the market which will be able to ensure that they are a sensible growth within the company to achieve its goals and objectives.Role of leaders in six sigma approachRole of managers in six sigma approachInvest in the six sigma through training and resources.To communicate the importance of the six sigma.Outlining the six sigma projects.Recognising and supporting employees contribution to the six sigma.Showing how management can save cost through the six sigma by goal setting and review.To providing support and reviews to employees, these outcomes will be eventually directed to management.To monitor the implementation of the six sigma approach in the organisation.Lean production:The lean manufacturing process is described as the systematic and straightforward method which sees to the removal of wastes within a manufacturing system. Applying the lean process throughout production can assistance the operational management in refining the quality of not only products but the morale of the workforce as this method involves the entire business to contribute to a better process for clients.Role of the leaders in lean productionRole of managers lean productionTo enable workers to understand what their responsibility is in regards to the lean production better.Able to provide directions to employees to increase production.Taking the lead in monitoring the procedures of eliminating of wastes.To analyse the effectiveness of products and services.Ensuring that no useful materials are eliminated.To report the progression process to executive managers or even board members.Queuing theory:The queuing method is defined as the mathematical analysis of waiting for lines by constructing the queue lengths and the waiting lines periodically. The application of this theory to operations management will help guide the organisation in resolving challenges based on scientific consideration. This will guarantee that the business will be able better understand the requirement of clients and ensure that they meet their needs.Role of leaders in Queuing theoryRole of managers in Queuing theoryBeing able to identify delays in the queuing system.Recognising the cause of the delays.Resolving the processes involved in these delays. Supervising the entire process, from the start of the queuing system.To guide employees to reduce the queuing delays. P2. Explain the importance and value of operations management in achieving business objectives.The importance and value of the Operation Management are as follows:Controlling and distribution systems: This function is an essential factor in ensuring that operations management are accountable for the monitoring of the production process within the business. To see that they provide that the appropriate distribution of merchandises is completed to achieve the goals and objectives of the company. When this function is fulfiled, the organisation will see that their intentions to be able to utilise resources properly will be achieved.Transformation of materials into finished goods and services: This function acts as the opportunity for operations management to be able
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