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Business Operations TABLE OF CONTENTS

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Added on  2020-01-28

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Management and Operations TABLE OF CONTENTS INTRODUCTION 1 TASK 1 1 a) Characteristics and roles of manager and leader 1 b) Situational application 3 c) Theories and models of leadership 4 TASK 2 7 a) Approaches to operations management 7 b) Value of operations in achieving business objectives 8 c) Business environment factors affecting operations 9 CONCLUSION 12 REFERENCES 14 INTRODUCTION Business operations consist of functions and activities that result in production of a service and product. In this report, various

Business Operations TABLE OF CONTENTS

   Added on 2020-01-28

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TABLE OF CONTENTSINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1a) Characteristics and roles of manager and leader.....................................................................1b) Situational application.............................................................................................................3c) Theories and models of leadership..........................................................................................4TASK 2............................................................................................................................................7a) Approaches to operations management...................................................................................7b) Value of operations in achieving business objectives.............................................................8c) Business environment factors affecting operations.................................................................9CONCLUSION..............................................................................................................................12REFERENCES..............................................................................................................................14
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INTRODUCTIONBusiness operations consist of functions and activities that result in production of aservice and product. Depending on type of industry, organisations classify their operations.Leaders and managers portray their responsibility in designing, planning and managing allbusiness processes effectively. Entire environment i.e. internal and external gets affected bycharacteristics and actions of these two important personalities. Associated British Foods (ABF)PLC is a British company belonging to food processing industry. Functioning from about acentury, ABF is well known for its products like baker’s yeast and emulsifiers. A major reason insuccessful functioning of the company is effective leadership and management. In this report, various characteristics and roles of a leader and a manager are describedwith supportive information on different leadership approaches. The operations managementfunction of ABF is also demonstrated in the following assessment. No leader or manager canhandle business activities unless and until they understand importance of managing differentoperations. This importance and value of operations management is explained in this report.Lastly, a critical analysis is given regarding factors of business environment that will affectvarious operations of ABF plc. TASK 1a) Characteristics and roles of manager and leaderThe existence of leaders and managers is significant for business organisations becausethey help in giving direction and flow to different activities that together produce huge profits.Following comparative table depicts characteristics of leader and manager (Ryan, 2016).ManagerLeaderA little bossy in their nature, managers tend tobe instructors and commanders.Leaders do not give orders but take a politeapproach which involves functioning withtogetherness.The aim of a manager is to produce best resultno matter what circumstance arise.These people are people oriented. They createan understanding towards workforce thatautomatically produces great outcomes.People with managerial attributes haveresponsible delegation.Such people portray authoritative delegationwhich intends to develop the team andorganisation.ABF plc. has managers that hold peopleThe leader of ABF shows respective person the1
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accountable for their incorrect steps andmistakes.reason behind commitment of mistake.Managers tend to imitate and copy leaders andinspirational personalities.Leaders display originality with innovation.They become an inspirational exam.According to above described characteristics, managers and leaders have different rolesat their respective position. It is not necessary that current manager cannot be a leader.Extraordinary personality traits help managers to become leading authorities of particularorganisations (Ratcliffe, 2013). Managers have controlling nature. This attribute helps them inmeeting client expectations effectively but often organisational dynamics are quite disturbed.The reason behind this disruption is due to work pressure and increased stress levels ofemployees. Leaders on the other hand, portray the role of a motivator. They also focus oncustomer demands and expectations but also make strategies that help in creating motivationamongst workers (Higuchi, 2016). ABF’s manager’s role is that of a planner and scheduler. Additionally, these areresponsible for sub sectional governance in the company. On the contrary, leaders arerepresentatives of ABF plc. They are the philosophers, guide and integrator of organisation.Company can flourish only when leaders and managers work together with collaborative efforts.Differentiation (M1)The role of a leader and function of a manager are two different aspects. Leaders havedifferent set of attitudes and behaviours while managers portray different behaviours. Accordingto classical theories of organisation, managers functioned with at most strictness and control overtheir subordinates. They have a tendency to command the other members of team which gives aunidirectional flow to their behaviour. Although this theory gives manager a power of authoritybut efficiency of staff members decreases (Lei, Xiaoxue and Li, 2014). Leaders are the peoplewho work for the people and then the profits. Their behavioural element is concern towardspeople and process that are involved in the functioning of the company. Moreover, ABFcompany can visualise a measurable change when transformational leaders are given the powerto rule and govern various business activities.2
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