Management and Operations: Exploring Management Theories and Leadership

This presentation explores management theories and the difference between a leader and a manager in the context of management and operations. It discusses the functions of management, theories of leadership traits and styles, and the importance of hard and soft management skills.

MANAGEMENT AND OPERATIONS
LO1

TABLE OF CONTENTS
 Introduction
 Management Theory
 Leadership vs Management
 Conclusion
 References

INTRODUCTION
• Management and operations is defined as the business practise that
enhances the productivity and profitability of all the operational
activities.
• It includes about the designing, implementing and analysing the
progression of tasks in smooth manner.
• This assignment is going to explain about the management theories
with clear outline between a manager and a leader.

MANAGEMENT THEORY
 These contemporary and seminal theories of management has been giving
insights for better understanding of all operations.
 Management by objectives (MBO)
 It is one of the traditional theories in the field of management. It has highlighted
the needs and requirements of employees who are working in teams to attain
goals in specified time-frame.
 In this, the top-down approachability factor has been emphasised to determine,
supervise and record the working practices by the mangers in context of the
responsibilities divided amongst the taskforce.
 Here the core step involves planning and designing of finding solutions by
proactive procedures.

CLASSICAL MANAGEMENT THEORY
 This is amongst important theories that has shed light on the self-regulatory framework
of economy.
 As per this accounting based model, the economists have stated that real GDP is
attainable when the economic resource allocation are completely employed.
 It has described the importance of existence of companies and not on the workforce
within that context.
 In regard to the same, human resources are the mere source to finish the production of
product or service.

BEHAVIOURAL THEORY
 It is popularly known as behaviorism, which is based on the cognitive
learning abilities of employees through conditioning.
 This component reflects on the interactive framework in terms of working
practices of business environment.
 Moreover, it focuses on the managerial skills shown by the administration
department that has an influence on the understanding of emotions,
dilemmas of taskforce.
 This assists for improving productivity and personal contentment in doing
tasks and processes assigned to individuals at workspace.

CONTINGENCY THEORY
 This has an imperative role-play in understanding the organisation's working practices so
that a foundation approach can be adopted to combat with the situational crisis at
workplace.
 Besides, it concentrates on those parameters that has a direct relationship between the
dependent and independent variables to quantify the measurement of motivation and
confidence with respect to the Least Preferred Co-worker scale (LPC).
 Along with, it helps in assessing three major factors:
 Structure of tasks
 Positional Power
 Relationships between leader and the members

LEADERSHIP VS MANAGEMENT
 Definition of leader
Leader is the one who creates a vision among his team members by
guiding them in the forwarding direction through motivation and is action
oriented towards achieving goals.
 Definition of manager
Manager is that responsible individual who manages the entire
operational activities of an enterprise.

DIFFERENCES BETWEEN LEADER AND MANAGER
BASIS LEADER MANAGER
AIM Development of company Goal attainment
FOCUS People Procedures and processes
DECISION MAKING Adopt it Apply (make) it
APPROACHABILITY Gives direction Detail planning of tasks
STYLE Transformational Transactional

MANAGEMENT FUNCTIONS
 Planning- The manager here make an action plan to complete tasks.
 Organising- It includes the determination of allocated resources as per the
action plan.
 Controlling- This infers setting of targets to achieve in specified
timescale.
 Directing- This includes management of tasks at interpersonal level.

THEORIES OF LEADERSHIP TRAITS, STYLE AND
CONTINGENCY
 This part has put insights on the overall assessment of leadership characteristics traits
that are required for building a team through consistent support and cooperation from all
the members of team.
 This involves the significance of situational and behavioural approaches so that one
must understand the necessity of different styles of leadership to be used in different
situations.

TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP
 TRANSFORMATIONAL LEADERSHIP
Transformational is that style which is used for employing leader's passion, commitment
and charismatic personality in proactive nature.
 TRANSACTIONAL LEADERSHIP
Transactional style emphasis on the adoption of reward system by motivating the team
members.

ACTION CENTERED LEADERSHIP
 This is a new concept in which the action orientation has been
emphasised in order to develop and create a momentum for
enhanced effectiveness at the organisational context.

'HARD' MANAGEMENT SKILLS AND 'SOFT'
MANAGEMENT SKILLS
 Hard management skills includes those skills which can be taught for easy
quantification in terms of reading, typing, learning and more so that
measurement can be done for better workplace.
 Soft management skills involves the communication with strong
interpersonal attributes such as work ethics, flexibility, teamwork, problem
solving, and many such skills which are needed to improve employees'
engagement for improved productivity.

CONCLUSION
 It has been summarised that both leader and manager are crucial for running of operations in
any organization.
 Also, their roles and responsibilities facilitate in achieving the objectives and goals.
 It also summed up the significance of theories and concepts in relation to management and
leadership effectively.

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