Leadership and Management in Operations: A Case Study of Bentley

This assignment explores the roles of leaders and managers in an organization, focusing on the case of Bentley, a renowned British car manufacturer. It examines different leadership styles, including situational, systems, and contingency leadership, and analyzes how these styles apply in various organizational contexts. The assignment also delves into key approaches to operations management, such as Total Quality Management (TQM), Just-in-Time (JIT), and Lean Production, and evaluates their importance in achieving business objectives. Furthermore, it assesses the impact of factors like corporate social responsibility (CSR), values and ethics, and organizational culture on operational management and decision-making. Finally, the assignment analyzes how the relationship between leadership and management affects the business environment and the wider community.

MANAGEMANT AND OPERATIONS
BENTLEY

Table of Contents
INTRODUCTION................................................................................................................................2
BENTLEY OVERVIEW........................................................................................................................3
P1 DEFINE AND COMPARE THE DIFFERENT ROLES AND CHARACTERISTICS OF A LEADER AND A
MANAGER........................................................................................................................................4
M1 ANALYSE THE ROLE OF A LEADER AND FUNCTION OF A MANAGER BY EFFECTIVELY
APPLYING A RANGE OF THEORIES AND CONCEPTS.........................................................................6
P2 EXAMINE EXAMPLES OF HOW THE ROLE OF A LEADER AND THE FUNCTION OF A MANAGER
APPLY IN DIFFERENT SITUATIONAL CONTEXTS...............................................................................9
P3 APPLY DIFFERENT THEORIES AND MODELS OF APPROACH, INCLUDING SITUATIONAL
LEADERSHIP, SYSTEMS LEADERSHIP AND CONTINGENCY.............................................................13
M2 EVALUATE THE STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS
WITHIN THE WORK ENVIRONMENT..............................................................................................16
P4 EXPLAIN THE KEY APPROACHES TO OPERATIONS MANAGEMENT AND THE ROLE THAT
LEADERS AND MANAGERS PLAY................................................................................................17
P5 EXPLAIN THE IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT IN ACHIEVING
BUSINESS OBJECTIVES...............................................................................................................19
M3 EVALUATE HOW LEADERS AND MANAGERS CAN IMPROVE EFFICIENCIES OF OPERATIONAL
MANAGEMENT..............................................................................................................................21
P6 ASSESS THE DIFFERENT FACTORS WITHIN THE ORGANIZATION’S ENVIRONMENT THAT
MAY IMPACT UPON OPERATIONAL MANAGEMENT AND DECISION-MAKING BY LEADERS AND
MANAGERS................................................................................................................................23
M4 ANALYZE HOW THE RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT AFFECTS
THE BUSINESS ENVIRONMENT AND WIDER COMMUNITY.......................................................24
CONCLUSION.................................................................................................................................25

REFERENCES...................................................................................................................................26
INTRODUCTION
Leaders and managers of an organisation have the responsibility of managing all the operations
of a company and make efforts for increasing the long-term profit-making capacity of the
company. The employees working in an organisation need to be motivated and appreciated for
their efforts. The current assignment explains the different styles of leadership such as
situational leadership, contingency and system leadership and what impact these styles of
leadership make in handling different situations (Fairhurst and Connaughton, 2014).
For studying the role of managers and leaders in an organisation, the assignment analyses the
operations and management of one of the largest car manufacturing company in the world,
Bentley. The assignment deals with the different roles that managers and leaders have to play
in managing various functions within the environment of a company such as designing,
manufacturing, supply chain management. In addition to these, the managers and leaders have
to liaison with other company, governments and employee unions, so that long-term smooth
functioning of the company can be ensured (Goleman, 2017).

BENTLEY OVERVIEW
Establish in 1919 Bentley is a British car manufacturer. The first factory of Bentley was
established at Pyms Lane, Crewe in East London. Volkswagen group acquired Bentley and
immediately invested £1billion for upgrading the factory. At present, the company has its
operations in 58 countries and has over 200 retail partners in different countries of the world.
The four classes of cars, Continental GT, Flying Spur, Bentayga and Mulsanne are currently
manufactured from start to finish at the factory lines of Bentley. Finest quality of wood, leather
and paint is used for manufacturing these cars. On an average, a car goes through 600
checkpoints before final sign off (Hall,et al. 2012).
Figure 1: Bentley company logo

P1 DEFINE AND COMPARE THE DIFFERENT ROLES AND
CHARACTERISTICS OF A LEADER AND A MANAGER
DEFINITION OF A LEADER
A leader has a long-term vision for the organisation and he believes in working as a team and
achieving the goals. The leader motivates the workers and helps them improve their skills and
contribute positively to the organisation. Leaders always try to learn new things and are curious
about the ever-changing world. They are open to adopting new ideas that will expand their
thinking and provide an innovative way to perform a task (Stevenson, et al. 2015).
DEFINITION OF A MANAGER
Managers focus on the structures, they primarily deal with the individuals and make sure that
all the systems are at the right place so that desired outcomes can be achieved in a timely
manner. The managers try to move on the existing path and follow already proven methods or
behaviours. The approach of a manager is always reactive; he does not take proactive efforts
for managing a situation.
Roles and
Characteristics
LEADER MANAGER
Personality Leaders act as a role model and
influence subordinates by their
positive work attitude.
Managers have a goal-oriented
mindset and they focus on problem-
solving.
vision Leaders have a broad vision for the
future of the company (Yang, et al.
2012).
Managers have a short-term goal and
they focus on immediate tasks.

Direction A leader is a person who analyses the
outer environment and decides long-
term goals for the company.
The manager works on the details of
the processes which will be needed to
achieve that goal
People
management
A leader builds a personal
relationship with the people and
makes efforts to improve their skills
positively.
A manager has a focused approach to
the completion of specific goals.

M1 ANALYSE THE ROLE OF A LEADER AND FUNCTION OF A MANAGER BY
EFFECTIVELY APPLYING A RANGE OF THEORIES AND CONCEPTS
MINTZBERG'S MANAGEMENT ROLES
Henry Mintzberg, a renowned author of management theories, explained the roles that a
manager has to play while leading an organisation. These ten roles are divided into three broad
categories: interpersonal, informational and decisional. The ten roles are defined under these
three categories which are discussed below:
Figure 2: MINTZBERG'S MANAGEMENT ROLES
[Source: https://medium.com/taskworld-blog/mintzberg-model-10-different-roles-of-a-
successful-manager-77f9d87b773c]

INTERPERSONAL ROLES
1. The Figurehead: Managers are a symbolic authority and they have to perform some
ceremonial duties such as welcoming dignitaries and taking them to lunch, attending
official functions. A leader should be aware of his reputation as he is a role model which
people like to follow.
2. The Leader: To play the role of an effective leader the most important skill is the
emotional intelligence. He has to design rewards and recognition programs for
appreciating the good performance of the employees.
3. The Liaison: Making contacts with other companies, government or trade organisation
to ensure the smooth functioning of an organisation (Yukl, 2013).
INFORMATIONAL ROLES
4. The Monitor: A leader has to scan all the processes and see a holistic picture of the
present performance of the organisation.
5. The Disseminator: Sometimes a leader has to pass information directly to the
employees. To actively play this role, a leader should possess good interpersonal
communication skills.
6. The Spokesperson: Sharing important information or product launches in the media or a
group of suppliers. A leader has to gain information and deliver presentations in front of
a number of audiences.
DECISIONAL ROLES
7. The Entrepreneur: A leader should have creativity and problem-solving skills, he has to
prove his ability in handling various projects successfully.

8. The Disturbance Handler: An organisation may some face sudden conflict situations
such as strikes. A leader has to handle all these conflicts successfully with the help of his
negotiating skills.
9. The Resource Allocator: The allocation of resources is an important function in an
organisation; a leader has to do an efficient planning and budgeting so that all the
departments have adequate resources which are necessary for their functioning.
10. The Negotiator: A leader has to show his negotiating skills when dealing with the third
party such as raw material suppliers. The successful negotiation is the one, in which
minimum resources of the company are utilized (Bolden, 2016).
Studying these ten roles can help a leader analyse the present role he is playing and what are
the other roles that he may need to play in near future. With the help of these standard roles,
he can prepare himself mentally for different roles in an organisation that a leader has to play.
The modern managers don’t play the plain role of taking decisions. They have to be dynamic in
their approach and keep scanning the external and internal environment of a company.
11.

P2 EXAMINE EXAMPLES OF HOW THE ROLE OF A LEADER AND THE
FUNCTION OF A MANAGER APPLY IN DIFFERENT SITUATIONAL
CONTEXTS
THREE ORGANISATIONAL SITUATIONS
Stable situation
Changes are necessary for an organisation to adapt itself to the changing regulation, economic
situations or the activities of the competitor. When the situation is stable the company don’t
have to implement these changes immediately. The changes are meant to be implemented in
long-term and the company management has the time to enforce these changes in various
phases. In this type of situation, there is stability in the processes of the organisation as the
changes are not sudden.
Slow-to-moderate changing situation
In slow to moderate change situation the changes have to be done in near future and the
management has to plan the change process as soon as possible. In this situation, the need for
change is not immediate, but the implementation of these changes has to be carried out in a
time bound manner. The manager needs to design the new systems efficiently so that
employees are able to adjust themselves mentally regarding the technicalities of the change
process.
Fast-changing situation
In fast-changing situations, the changes have to be done on an immediate basis. These changes
may be forced by the fast technological development by the competitor, which may create a
threat to the customer base of the company. In such situations, the research and development

activities have to be aligned in a focused manner to develop the new product so that the
company can quickly regain its lost market share.
SITUATIONAL CONTEXT: RISE IN PRICES OF RAW MATERIALS AND OTHER PRODUCTION
ACTIVITIES
In the current assignment, the chosen situational context which is making an impact on the
management functions of Bentley is the current increase in the cost of raw materials and
production activities.
The organisational situation for Bentley in this situational context is ‘Slow-to-moderate
changing situation’. The increase in the purchasing cost of raw materials such as steel, iron,
rubber, wood, and leather can increase the overall production cost of Bentley and the close
competitor of Bentley such as Jaguar and BMW can make a competitive edge if they become
able to maintain stable pricing through better management.
The leaders and managers of Bentley have to make some big changes in the basic functions of
management which are planning, organising, leading and controlling. The impact of the changes
on these operations of the company is discussed below:
Planning
Planning is the process establishing the goals and functions of an organisation for a long term.
This requires a deep scanning of the outer environment of the company. To effectively deal
with the situation of increased cost in production the company has to plan long-term goals to
reduce the expenses of the company this also require in change the basic operations of the
company and applying operational management principles like Kaizen and Just-in-time
inventory management (Mueller, et al. 2013).
After planning the future action of the company the leaders have to keep evaluating and
monitoring the processes and take corrective measures wherever required.
Organising

Bentley has 40,000 employees currently working in their factory lines. These employees have to
be assigned a job role according to their skills and experience. The organisation function
involves allocation these human resources in various department and assigning them their
duties and responsibilities. The managers also have the responsibility of establishing a good
coordination between these departments and monitoring the overall work progress.
Leading
The leading function is about understanding the personality of individuals working in the team
and making a strong relationship. The leader can play the role of a motivator who encourages
the employees to improve their work styles by setting an example. The leadership also involves
effective communication so that employees can make their efforts focused and productive.
Controlling
The controlling involves three basic activities: goal setting based on some fixed performance
standards, comparing the current performance levels with respect to the established standards
and the third goal is to take corrective actions if the performance is not up to the standards.
FOUR LEADERSHIP STYLES BY ROBERT HOUSE
In 1990, Robert house established four styles of leadership which are based on an idea that the
behaviour of a leader gets acceptance by the subordinates when an effective performance
appraisal and a rewarding programme is developed by the leader (Mintzberg, 2013).
Directive style
In directive style, the leader has a clear vision of the long-term goals for the company and he
directs his subordinates to work for the goal achieving process.

Supportive style
In some situations, employees need physiological support, the leader shows concerns for all
these needs and satisfies the needs of the subordinates.
Participative style
This style of leadership take consultations from the followers and involve them in the decision
making process.
Achievement-oriented style
The leader sets challenging goal for the employees and motivates them to improve their
performance and achieve those goals
At Bentley, the change process is taking place to reduce expenses; this change process needs
some innovative ideas to reduce the wastage in production. Therefore, the participative style of
leadership will work perfectly.

P3 APPLY DIFFERENT THEORIES AND MODELS OF APPROACH,
INCLUDING SITUATIONAL LEADERSHIP, SYSTEMS LEADERSHIP AND
CONTINGENCY
SITUATIONAL LEADERSHIP
The situational leadership model was developed by Kenneth Blanchard and Paul Hersey
explains four styles of leadership. A manager can choose a leadership style which best fits
according to the current circumstances. These four styles are explained below
Figure3: Situational leadership
[Source: http://www.designedmastery.com/situational-leadership/]

Directing
The roles for each member are designed by the leader and the employees have to follow a fixed
process of performing a task.
Coaching
This style of leadership is suitable for such employees are semi-skilled and are willing to
perform the task by themselves. The managers provide necessary guidance to such employees.
Supporting
In supporting style, the managers motivate people to learn new skills and share their views on
performing the job in a better way.
Delegating
The delegating style is followed when employees are highly skilled and are capable of
performing the jobs independently.
SYSTEM LEADERSHIP
The system leadership theory was proposed by biologist Ludwig von Bertalanffy in 1954. He
explained that a system keeps interacting with its surrounding and they can learn new
properties from the environment. A system is made up of different parts which are surrounded
by its spatial boundaries. Changing in any one part of this system has a considerable impact on
the remaining parts and the patterns of this impact follow a fixed pattern which can be
predicted. Analysing this pattern can help the managers predict the future outcomes of the
change process. These systems are capable of self-learning or adapting. The role of a manager
is to assimilate this system according to the new environment so that it can perform the
process of self-learning efficiently
FIEDLER'S CONTINGENCY THEORY

This theory was developed by Fred E. Fiedler, he believed that every leader has some specific
personality traits and these traits can be assessed by a system of a questionnaire called least
preferred co-worker scale (LPC).
Figure 4: Fiedler’s contingency model
[Source: https://www.tools4management.com/article/a-detailed-study-of-fiedlers-
contingency-theory/]
The LPC consist of a set of 16 questions which the leaders have to answer, these questions are
associated with the behaviour of a leader towards the subordinates and co-workers. The
responses have to be marked from 1 to 8.
The leaders who got higher LPC score are relationship oriented leaders and they believe in
making a strong relationship with their co-workers. The leaders getting lower scores are task
oriented leaders who have strong focus on achieve the designated goals (Fiedler, 2015).

M2 EVALUATE THE STRENGTHS AND WEAKNESSES OF DIFFERENT
APPROACHES TO SITUATIONS WITHIN THE WORK ENVIRONMENT
STRENGH AND WEAKNESSES OF VARIOUS APPROCHES OF LEADERSHIP
There are a number of leadership approaches which can be adopted by the leaders according to
the situation. Every model of leadership has some strength and some weaknesses and a leader
should analyse all these details before choosing a particular model (Rahim, et al. 2012).
 Situational leadership model: This model is easy to apply but it ignores the cultural
values and individual needs and hence it is not able to present a holistic picture of the
leadership roles.
 System leadership: This model categorizes different situations to be faced by a leader in
an effective way, but the system leadership model categorizes the personalities on a
fixed pattern.
 Contingency leadership: This model helps in assessing the personality of a leader. The
weakness of this model is that the scale is subjective and the theory is valid only if the
task is well defined.

P4 EXPLAIN THE KEY APPROACHES TO OPERATIONS MANAGEMENT AND THE
ROLE THAT LEADERS AND MANAGERS PLAY
Operations management is a field of management which focuses on doing the production
activities while using minimum possible resources. Operations management also ensures that
the customer needs are analysed properly and the product development is followed based on
these requirements. Following are the key approaches to operations management that are
followed at Bentley:
TOTAL QUALITY MANAGEMENT (TQM)
TQM aims at the improvement in the processes of an organisation and customer satisfaction for
a long term. Maintaining the quality of a product cannot be achieved by a single person, it is
achieved by a joint effort of all the team members. These processes are continuously monitored
by the help of feedbacks and research so that customers can get a durable and reliable product
(Hoang, et al. 2010).
JUST-IN-TIME (JIT)
JIT is an inventory management process which requires planning for the future requirements of
the inventory and designing procurement policies so that exact amount of matter is brought at
the right time. JIT inventory management clears the unnecessary items from the inventory
which can help in better utilization of the space available in the store. JIT also focuses on doing
the things right for the first time which reduces the inspection cost (Ha, et al. 2013).
CONTINUOUS IMPROVEMENT
The continuous improvement theory is based on the principles of KAIZEN. It is Japanese
management system which states that changes are good for the organisation. The emphasis is
on the improvement of product, processes and services and continuously evaluating the
efficiency of these products and services. Monitoring and evaluating help in assessing the work
progress in the form of measurable results.

LEAN PRODUCTION
The lean production aims at reducing the amount of waste produced in the production. This
waste can be defined as the excess inventory, motions that are not adding any value, defects in
the manufacturing of products, overproduction and unnecessary transportation. The principles
of lean production are helpful in achieving efficiency in operation management because
reducing the activities which are not providing any value to the organisation reduces the overall
expenses of the company.

P5 EXPLAIN THE IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT IN
ACHIEVING BUSINESS OBJECTIVES
These are the primary functions of operations management that make operations management
important and help in achieving the long-term goals of Bentley.
CONTROL AND DISTRIBUTION SYSTEMS
The distribution and control systems are the automatic control systems which are used in the
production line to increase the cost-effectiveness of the system. These systems include both
hardware and software. These systems enable the remote operation of the system by using
devices like programmable logic controllers (PLC), electronic chips and servers (Northouse,
2018).
PROCESS DESIGN
The primary aim of process design is to provide products and services according to the
requirement of the customer. This includes improving the features and aesthetics of a product
so that that it can provide maximum value to the customer. Leaders have the responsibility of
recognising the demand of the customers and new trends in the market so that better process
design can be ensured.
CAPACITY MANAGEMENT
Capacity is defined as the maximum output a company can provide. The operations
management also includes the cost-effective utilization of this capacity. The capacity
management deals with the fluctuations in demand and adjusting the production activities
according to the changing demands.
LOGISTICS AND INVENTORY MANAGEMENT
The inventory management is the management of goods which are transported from one place
to other during the production process. The management has the responsibility of procuring

the right amount of products from the vendors so that the adequate flow of working capital can
be assured and right amount o0f goods are available for the manufacturing and production
processes (Norman, et al. 2015).
SCHEDULING
Scheduling is the process of arranging the works in the production process so that available
resources are utilized efficiently and the cost is reduced. Proper scheduling helps in the delivery
of goods and services on a specific delivery date. The role of a leader is to coordinate other
functions with this schedule so that timely delivery of the goods can be ensured.
Figure5: Operations management
[Source: https://www.google.co.in/search?
q=operations+management&num=100&source=lnms&tbm=isch&sa=X&ved=0ahUKEwiB1In6
8PzZAhUJsY8KHWo3BogQ_AUIDCgD&biw=1024&bih=588#imgrc=z_YGNlUoWYbEbM:]

M3 EVALUATE HOW LEADERS AND MANAGERS CAN IMPROVE
EFFICIENCIES OF OPERATIONAL MANAGEMENT
The leaders and managers at Bentley can improve the efficiencies of the systems in the
following ways.
INCREASED COST SAVING
The leaders and managers ensure that the principles of operations management like
continuous improvement, JIT, TQM and lean production are being followed in the production
process. These practices are very helpful in reducing the time taken in performing a task and
hence it effectively reduces the cost of production (Heizer, 2016).
IMPROVED PRODUCT QUALITY
The quality of a product is improved by using standard procedures in the production and
increasing the research and development activities. The leaders have to ensure that these
processes are followed in every department and the products are designed with an aim to
provide maximum value to the end user of the product.
REDUCTION IN PRODUCED WASTE
Various approaches to operations management like Just-in-time and Total quality management
help in reducing the amount of waste generated in the production. These continuous
improvement practices improve the product quality and the work of the employees is also
reduced.Reduction in waste saves the cost of the company by effectively utilizing the resources.
SUSTAINABILITY
The leaders at Bentley ensure that the production activities have minimum impact on the
environment. Reduction in the waste can save a lot of energy and recycling expenses for the
company. The managers can ensure the principles of green supply chain and life cycle analysis

of the products so that the negative outcomes of industrialization on the ecology and society
can be reduced (Hargreaves and Fink, 2012).

P6 ASSESS THE DIFFERENT FACTORS WITHIN THE ORGANIZATION’S
ENVIRONMENT THAT MAY IMPACT UPON OPERATIONAL MANAGEMENT AND
DECISION-MAKING BY LEADERS AND MANAGERS
The operations management is a business process which is used to improve the product quality
and customer services. Some factors which make an impact on the operations management of
Bentley are discussed below:
CSR
A number of corporate social responsibility (CSR) activities are carried out by companies which
include environmental protection, supporting art and culture, local community activities,
building hospitals and schools. CSR can also be helpful in reducing the cost of marketing
activities as these activities project a positive image of the company in the society and increase
the brand awareness (Krajewski, et al. 2015).
VALUES AND ETHICS
The values and ethics are a self-regulated code of conduct that a company maintains in order to
encourage ethical behaviour in the employees. Management ethics are the standard
behaviours that managers ought to follow in their works. Standard behaviour includes
differentiating between what is morally right or wrong.
CULTURE
Every organization has a definite set of values and culture which are the core ideologies which
govern the company. A leader has the responsibility to align the behaviour of the employees
with the desired culture. Strong cultural values can ensure the long-term survival of the
company (Hobbs, et al. 2012).

M4 ANALYZE HOW THE RELATIONSHIP BETWEEN LEADERSHIP AND
MANAGEMENT AFFECTS THE BUSINESS ENVIRONMENT AND WIDER
COMMUNITY
The leaders and managers both play a crucial role successfully applying the principles of
operations management. By effective operations management Bentley can achieve better
process design, inventory manage and distribution systems. How the relationship between
leaders and managers make an impact on the wider community like investors, suppliers and the
local community is explained below:
LOCAL COMMUNITY
The activities such as supporting a local charity event, sponsoring a local art and culture festival,
organizing clean-up drives, improve the reputation of the business and make a positive impact
on the image of the company. Supporting the local community in the business and providing
employment opportunities to youths makes a meaningful impact on the lives of the people
(Budzianowski, 2016).
INVESTORS
The leaders and managers should ensure healthy relationships with the investors. The investors
in the business are the working capital suppliers for the business. These investors help in the
effective supply chain management activities and help make an impact on the long-term
profitability of the business.
SUPPLY CHAIN
The supply management is the core activity at Bentley and the leaders should ensure that all
the supply chain activities from procurement of raw material to preparing the final goods are
carried in a cost-efficient manner and minimum time is taken in these activities. Proper supply
chain management helps the company utilize its resources in an efficient manner.

CONCLUSION
Managing the resources of a company needs an effective leadership which can plan the
strategies according to the long-term goals of the company. There are various styles of
leadership which are discussed in this assignment like Directive, supportive or delegating. Out
of these styles, the leader should adopt that style which is suitable according to the individual
behaviours of the employees. The assignment also highlighted different practices of operations
management which help in reducing the amount of waste generated in the production and
improve the design of the products in order to provide enhanced value to the customer. The
assignment also discussed various approaches followed by the leadership of Bentley to improve
the efficiencies. These approaches are lean manufacturing, Just-in-time inventory practices and
Total quality management in the production activities. At last, the assignment highlighted the
impact of the decision making of the leaders and managers on the environment and wider
community like local community, investors and supply chain.

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