Management and Operation

This presentation explores the characteristics of a manager and the role of a leader in operations management. It discusses the difference between a manager and a leader, and explores theories of leadership. It also highlights the importance of hard management and soft leadership skills.

Management and Operation

Introduction
• Operations management is a business practice
that is aimed at creating business process that is
aimed at achievement of highest efficiency level
in the organization. This process is related with
conversion of raw materials and & labour in
goods and services for the purpose of
maximization of organization profitability.

Determine and compare various
characteristics of manager and role of
leader
 Background of company:- Managers are the ones who are responsible for
controlling and administering of employees in organisation. They are responsible for
overseeing team and looking for different types of situations that are taking place in
the organisation. Leaders have to encourage, motivate and inspire employees to
enhance their present creativity & productivity level for achievement of
organisational objectives.

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Role of leaders:
• Development of vision: One of major roles of a leaders is
to set vision that is associated with organisation objective.
• Decision maker: Leaders are responsible for taking timely
decisions according to the situations that are arsing in the
market so that benefit can be achieved both by employee
and the organisation.

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Role of managers:
 Allocation of resources: It is one of major roles that is
played by managers that is assisting organization in
earning of higher profits and enhancement of performance.
 Monitoring: Manager have to perform the function of
evaluating the performance according to laid standards so
that objectives can be achieved in the provided time
period.

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Characteristics of a leader:
 Effective communication: It is crucial for leaders to posses interactive and
communication skills so that they are able to provide suitable instructions
to employees.
 Ability to delegate: Delegating is core responsibility in Starbucks that
enables preparation of the direct reports, facilitation of framework,
providing of autonomy, leading to better decision making in the
organisation.

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Characteristics of a manager:
 Organisation: It is a aspect that is related with developing of a chance
to inspire other by organisation process.
 Delegation: It is a characteristics of manager for delegating the
responsibility and authority to staff according to their skills,
competencies and knowledge level.

Difference between Manager and leader
Dimensions Leader Manager
Focus on goals Leaders are working towards
setting of goal for the team
by development of
organisational capabilities
and modelling the way work
has to be done together. In
Starbucks, there is a driving
of company programs by
formation of action plans,
instructing and motivating
the store team to meet
organisational and
operational objectives.
Managers have to perform
their assigned tasks and
duties according to the
instructions provided by
superiors. In Starbucks,
managers have to lay
emphasis on achievement of
their goals to motivate and
influence their subordinates
according to the task that has
to be performed.

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People management In this aspect leaders are
managing the work with
honesty, integrity and
knowledge. In Starbucks
main objective is to promote
values, culture and laid
mission of Starbucks.
Starbucks has one of the best
team of management and staff
as they are working towards
their mission of creating a
great working environment
and treating employees with
dignity and respect.

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.Dimensions Manager Leader
Delegation In Starbucks leaders are
working towards planning,
identification, communication
and further delegation of
appropriate responsibilities to
employees, store partners to
ensure that there is smooth flow
of operations in the
organisation.
In Starbucks managers are
delegating the responsibility to
the overall workforce according
to their level of skills and
competence. It takes place when
managers are assigning the
responsibility to employees at
workplace, preparation of direct
reports that assist in the strategic
planning process.

Similarities among Leaders and
managers:
 There are some of the similarities between managers and leaders. Management
& leadership are identified as two complementary qualities that are linked to
each other, leaders in Starbucks are working towards motivating, inspiring and
managers are working towards planning, organizing and coordination of work.

Theories of leadership
 Contingency theory: It is a theory that states that there is no specific
leadership style that is suitable to a particular condition or situation in a
organisation. It is the responsibility of the manager to get insights of the root
cause of situations and then make communication to leader.
 Transactional style: In this style of leadership the leader is one who is
valuing the structure and order.

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 Transformational Style: In this style
the leaders are motivating employees so
that they can develop some innovative
and new ideas related with development
or modification in the existing product
or services of the company.

Hard management and soft leadership
skills
Hard management and soft leadership skills: Hard skills are the skills that are
defined as those skills that are in control and cretin at workplace.

Conclusion
• It can be concluded from the above discussed aspects that is very important for
business to focus on their operational and management aspect as part of responsibility of
leader's & managers at same time. There are several key operational areas that have to
be focussed in order to minimize the weak functioning areas.

References
Bhattacharyya, S.S. and Jha, S., 2018. Strategic leadership models
and theories: Indian perspectives. Emerald Group Publishing.
Buch, R., Thompson, G. and Kuvaas, B., 2016. Transactional
leader–member exchange relationships and followers’ work
performance: The moderating role of leaders’ political skill. Journal
of Leadership & Organizational Studies, 23(4), pp.456-466.

Thank You