Leadership and Management

Leadership and
Management

Contents
INTRODUCTION.....................................................................................................................................3
MAIN BODY.............................................................................................................................................3
TASK 1.......................................................................................................................................................3
P1. Assessing different theory of classical management..........................................................................3
P2. Role of Leader and different leadership styles...................................................................................5
P3. Reviewing the management and leadership styles.............................................................................7
TASK 2.......................................................................................................................................................7
P4. Internal and external factors in management styles...........................................................................7
TASK 3.......................................................................................................................................................8
P5. Hard and soft skills with examples....................................................................................................8
P6. Future management and leadership skills..........................................................................................9
TASK 4.......................................................................................................................................................9
P7. Change management systems and leadership....................................................................................9
REFERENCES........................................................................................................................................11
Books and Journals:...............................................................................................................................11

INTRODUCTION
Management involves set of principles which are used in planning, directing, managing,
organizing, coordinating and controlling the efforts of the staff to achieve the predetermined
objective an organization. Management and leadership are interlinked with each other. It is the
essential part of an effective management together they deliver a well satisfied health services
(Abdullahi, A. Z., Anarfo, E. B. and Anyigba, H., 2020). A management appoints leader who
have a vision to understand what can be achieved and how it can be communicated to their
member that involves strategy for getting that vision completed. The report is based on the Za Za
Bazaar which is a buffet restaurant in the United Kingdom. The restaurant was opened by head
chef Nitin Bhatnagar, November 2011. The organization serves a lots of variety into several
categories such as Tex Mex, Far East, Indian and European as well. It is the largest chain and
one of the most popular in the city.
MAIN BODY
TASK 1
P1. Assessing different theory of classical management.
Classical management theory based on the assumptions that employees who are working
in the organization have only physical and economical needs. This doesn't focus on the social
needs or job satisfaction rather than it takes into account specialization of employee, decision
making, leadership and increased profitability (Ye, Q., Wang, D. and Guo, W., 2019). This is a
management style that significantly lights on leadership, specialized roles and hierarchy. In the
context to Za Za Bazaar, the theory of classical management implies that an ideal organization is
only that which executes the mentioned concepts:-
Centralized structure of leadership: The classical management theory explains that an
organization involves three levels of leadership. Business owners or employees of the
organizations composed the first level is who has the top most level of authority and establish a
long-term objectives for the company. The next level of leadership involves with middle level
management which involves managers and sets departmental level of groups. In the final level or
the third level is exposed with supervisors or leaders who are appoint to look out daily operations
of the organization.
Labor specialization: Labor specialization headlights on an assembly lines which is set within a
company. This concept believes to break down large projects into smaller projects that are
assigned by the employers. And here labor are specialized or responsible only for one single task
that prevents multitasking and enhances the productivity for an organization.
Wage Incentives: This theory focuses on physical needs (Amor, A. M., Vázquez, J. P. A. and
Faíña, J. A., 2020). This theory emphasis on physical needs that can be achieved through
monetary incentives or pays and utilizes the chance that surges pages that offer motivation to the
employees in the organization.
Bureaucracy theory:

The bureaucratic management theory was founded by Max Weber that focuses on the
management of an organization. This theory states that it is important to have a clear line of
authority that have a sets of rules, procedures and regulations for controlling each activity in the
business (Jamieson, M. V. and Shaw, J. M., 2020).
Principles of bureaucratic theory:
Formal rules and regulations: This principle says that there should be a clear set of
principles, rules and regulations procedures importantly mentioned in non-verbal form which
have to be trailed by every single member in the business.
Division of labor: This principle says that work should be divided into smaller sections
so that work should be assigned to the right candidate who has the capability to fulfil it.
Career Orientation: This principle says that management should create an environment
where employees are motivated and build their long-term career by offering job securities and
incentives which are based on performances.
Impersonality. The impersonal relationships developed among the members of the
organization may lead to nepotism and favoritism (Gardner, W. L. and Et.al., 2021). This
principle by Weber explains the set rules and managerial decisions are established so that such
relations are impartial and must be based on practical and rational grounds rather than personal
influences.
Scientific management theory:
The founder of scientific management theory was Federick W. Taylor. This theory involved
scientific methods to study the most efficient production process with a view to maximize the
productivity. The founder debated that managers must establish the proper production system
that can get the economic efficiencies for the organization.
Principles of Scientific Management theory:
Select method based on science not ‘rule of thumb’: This principle explains that
instead of allowing each member liberty to use their on ‘rule of thumb’ to complete a project a
leader must use scientific methods to determine the ‘one best way’ to complete a task.
Assign workers jobs based on their attitudes: Jobs must be assigned by the capability
of employees of specific task and train them according to complete a task at peak efficiency.
Monitor worker performance: Monitoring the employee’s performance and provide
guidance according to them that increase the productivity.
Properly divide the workload between managers and employees: This principle states
basic rule that managers are there to plan and train their employees while employees must
implement whatever they have been trained to do a task.
It has been examined that bureaucratic theory is embedded to control something by the
use of power and also it has taken as a negative concept by many of the business owners. But in