Management and Operation

This presentation explores the roles and responsibilities of a manager and leader in an organization, and discusses various theories and concepts of management and leadership.

MANAGEMENT AND
OPERATION

INTRODUCTION
• Management and operation is sugnificant
aspect in the business enterprise by which
business unit can produce the high quality of
product and services and reduce the cost and
time. In order to conduct the management
and operation in an organisation in excellent
manner, Manager and leader play a very
essential role in order to achieve the desired
objective within a specific time period. In
the absence of them business can not
develop policies, strategies, practices,
system, structure. This presentation define
the roles and responsibilities of the manager
and leader and various theories and concept
of management and leadership

Roles and characteristics of a leader and manager
Manager manages the entire business activities and functions of the Starbucks.
On the other hand leader only manage and control the performance of
subordinates and team members.
Manager is a person who have responsibility to organise business activities
and function and they administrate the business operation. On the other
hand in the Starbucks company, leader focuses on the people and inspire
for higher performance.

Conti..
• A manager is a person in an Starbucks who
is responsible for planning, organising,
leading and controlling employees
performance and activities at workplace
where leader is a person who is responsible
to develop an effective coordination among
employees so as they can attain objectives in
an effective manner
• Manager is responsible to develop a new
idea and make effective innovative strategy
for enhance the business profitability. On
the other hand leader have responsibility to
implement that strategy in order to attain the
Starbucks goal.

Role of a leader and function of a manager by applying
a range of theories
• Task oriented approach of
leadership
• Situation leadership
• Trait Theory of leadership

Task oriented approach of leadership
• In this concept , leader only
focuses on the process of
accomplish the desired
assignment within a specific
period of time. In the context of
Starbucks, leader and manager
lead and control the subordinates
according to the given and
allotted task and gaol. Starbuck
leader can adopt this kind of
leadership style for accomplishing
a specific project within a specific
time period.

Situation leadership-
• In this concept, leader have four
different leadership behaviour
that is telling, Selling,
participating and delegating.
Situational leadership is flexible
and it adapts to existing work
environment and the need of the
organisation. Starbuck can adopt
this theory and concept to lead
and control team member and
employees according to different
situations.

Trait Theory of leadership
As per this concept of leadership, leader’s personality traits differs his from
non leaders. In the context of Starbucks company leaders can adopt this
style of leadership in various situation which occurs at workplace by
different operations and practice. With assistance of this concept, cited
venture leader and managers can effectively motivate and encourage
workers for higher productivity and performance.

CONCLUSION
From this project report it has been ascertained that manger and leader have
very essential roles and responsibility toward Starbucks through which it
can easily attain the objective. In order to make business successful,
developing policies, process, system, manager is highly responsible.

REFERENCES
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Jain, A. K., 2016. Volunteerism affective commitment and citizenship
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Klotz, A. C. and Buckley, M. R., 2013. A historical perspective of
counterproductive work behavior targeting the organization. Journal of
Management History. 19(1). pp.114–132.
study in India. Journal of Managerial Psychology. 31(3). pp.657-671.
Klotz, A. C. and Buckley, M. R., 2013. A historical perspective of
counterproductive work behavior targeting the organization. Journal of
Management History. 19(1). pp.114–132.

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