Comparison between Roles and Characteristics of Managers and Leaders

This report compares the roles and characteristics of managers and leaders in an organization. It also discusses the functions of management and the importance of operations management.

Management and
Operations

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1 Comparison between roles and characteristics of managers and leaders...............................3
TASK 2............................................................................................................................................6
P2 Evaluation of role of leaders and functions of in different situational context......................6
P3 Application of different leadership theories...........................................................................7
TASK 3 & TASK 4.......................................................................................................................10
Covered in PPT..........................................................................................................................10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Operations management basically administration of business practices in order to create the
highest level of efficiency which is possible foreign organisation to generate. In other words
operations management is concern and focus with converting raw material source of labours
integration services which are efficient and effective for maximizing the profit of an organisation
or an entity. This report is developed on Tesco, it is a British multinational grocery and general
merchandise retailer which is engaged in production of its own branded food products and also
make sale of other brands products. Tesco basically deals in industry headquartered in London
UK founded in 1919 by Jack Cohen. The project analysis the roles and functions of managers
along with their key characteristics. The roles and functions of leader and managers are further
applied institutional context for better understanding and knowledge. Moreover different styles
given by number of researchers are evaluated along and applied on the operations of Tesco. In
next scenario, a thorough of different operations of Tesco is conducted and key approaches of
operations management are applied to it in order to seek the knowledge about the importance of
operations management. At the end various internal and external factors are examined which
affects the decision making of managers and leaders while making operation management plans
and strategies.
TASK 1
P1 Comparison between roles and characteristics of managers and leaders
Managers other person who are responsible for a part of company that is they manage the
operations of organisation. Managers are present at top and tactical level of the entity who are
the responsibility for managing the whole organisation and on tactical level managers are
responsible for their particular department (LITTLEFIELD, Nallathambi and Chanchlani, 2019).
There many different types of managers in an organisation such as product manager, brand
manager, general manager etc.
Roles of manager
 Motivators- The images of organisation like Tesco plays the role of a motivator as they
are responsible for the whole organisation and its operations therefore it's their role to
perform as a motivator for the whole entity and the people associated with it.

 Information role- Another which is performed by managers of Tesco is keeping the
company, its different operational units and all the workforce informed. Managers are the
one who collects the data develop strategies and inform the whole entity about it.
Characteristics of managers
 Risk avoiders- The managers do not take risks while performing the job role and
rendering their services to the entity. The managers are more of a risk avoiders other than
risk takers.
 Reliable- Another characteristic manager is they are reliable as they are always available
for the organisation and make arrangements for supporting the overall objective of the
entity (Martin and et. al., 2017).
Management
Management is a concept of taking care of all the activities and operation going on in the
company essential and important as true to these activities company achieve its overall
objectives. It is a process of planning, decision making, organising, leading, motivating and
controlling the various actions and people present in the company.
Functions of Management
 Planning is the foremost function of management where the make plans and strategies in
favour of the company and according to the ultimate goal.
 Organising of resources is done by the management once the plans are made. According
to this plans and strategies the required resources are organised by the management.
 Controlling actions are taken by the management for managing the resources employed
in the operations of company and knowing that all the activities are being conducted as
planned (Hazen and et. al., 2018).
 Directing function is performed by management for guiding the people who are
executing the plans and strategies of entity in the right direction towards the path of
productivity and efficiency.
Leaders are the individuals who takes care and manages their respective team of followers who
are their subordinates working under them. Leader is the individual who is in charge of the
persons who follows them.
Leadership

Leadership is considered to be an art of motivating a group of people in order to make
them work and act towards achieving the common goal and objective in the best productive and
potential manner.
Roles of leaders
 Coordinate- The role of leader of an organisation like Tesco is to co-ordinate the work
of different it employees of that in order to fulfill the sole objective of their team.
 Delegating authorities- The heroes of a particular team delegates authority to the
subordinates according to their skill sets and abilities for bringing best results and making
their group effective team.
Characteristics of leaders
 Decision maker- The one characteristic of a leader is they are the decision maker who
takes the decision for the whole team on behalf of the people and for wellbeing of the
entire team (Reid and Sanders, 2019).
 Risk takers- The leader who is a nature of creativity and innovation which develops a
characteristic of a leader as a risk taker as they always pursue and look for new ways and
methods for performing a particular task in the most productive manner.
Difference between Leadership and Management:
BASIS LEADERSHIP MANAGEMENT
Risk taker/ Risk avoiders Leaders are the risk takers
moving towards new ways and
methods of performing a
particular task (Hack and et.
al., 2018).
The managers are risk dividers
as they are responsible for the
whole organisation and
therefore work with those
ideas and methods which are
tested earlier.
Followers/ Employees The concept of leadership and
the leader are always being
followed that is they are being
admired by a group of
individuals.
The other hand management
and managers are the people
under whom employees work
as their subordinates who are
responsible for following the
orders given by the manager.

TASK 2
P2 Evaluation of role of leaders and functions of in different situational context
SITUATION 1
NEW PRODUCT LAUNCH
Tesco is planning to launch a new product in the market place as the current trends and
working conditions are fluctuating and regularly changing. Created the need for the company
launch new products in order to sustain in the market place and maintain its customer base.
Role of Leaders
The role leaders play in such situation is of a motivators and coordinator. The leaders will
be responsible for informing their respective teams about the changes taking place in the
organisation and preparing them for the new tasks and duties which are going to be assigned to
them in the near future (Slack and Brandon-Jones, 2018).
Functions of Managers
The managers and the management of Tesco will be having use functions to perform.
Firstly they will make plans for launching the new product or service in the marketplace in the
most potential manner. Once the plans are developed according to which the resources will be
collected from the internal and external sources for implementing their plans appropriately. The
moment strategies for new product launch are executed then the managers will perform the
function of directing and controlling there they will control the actions of employees and direct
them and supervise the actions of employees.
SITUATION 2
CONFLICT MANAGEMENT
In organisation as big as Tesco the employees comes from different regions and
backgrounds holding different experiences and mentalities. Therefore, conflict development in
the entity is a very common problem faced by the leaders and managers of the company.
Role of Leaders
In such situation the role leaders play a is of a coordinator. The leaders of Tesco will
make use of effective communication channels in order to develop interactions with people and
understand their view points. Once the leader understood the problem and the main reasons

behind the conflict they can effectively co-ordinate the employees and their efforts along with
providing them appropriate solutions.
Functions of Managers
A manager also hold a function of keeping the organisation and its operations aligned so in
situations like conflict management, managers of Tesco also plays a very important role. In such
situation they can make use of behavioural theory of Management where manager make efforts
for understanding to behaviour of individuals and accordingly providing them solutions for
reducing the conflicts between them and rendering them direction towards the right path
(Kapadia, Dong and Yang, 2018).
P3 Application of different leadership theories
Situation leadership theory
This leadership theory was given by and mixed work of Kenneth Blanchard and Paul
Hersey. This leadership theory is developed on two factors that is the leadership itself and the
developmental level of the followers or employees. This leadership style is basically based on
the relationship between the leaders and the followers of the company providing a framework to
analyse each situation arising on the basis of the performance of the individuals. Adopting
situational leadership style suggest that the leaders of Tesco should adopt leadership manners
according to the situation and the learning capabilities of their followers. The words the leaders
of Tesco should analyse the performances and talents of particular individual, according to which
they should adopt their way of living them (Grant, Trautrims and Wong, 20170). It is also
implied that while adopting situation in leadership the decisions which are made by the leaders
will be according to the situations and will be frequently changing the moment particular
scenario changes.

Figure 1: 4 Situational Leadership Styles, 2017
The situation leadership style has four elements or basically so styles which can be used by the
leaders of Tesco in suitable situation. The first is telling where the leaders give orders to their
employees and best suits at the situation where the employee is new in the organisation and need
guidance to perform their roles and responsibility. Second leadership style is selling where
leaders conveyance their employees and sell their ideas to them for working in the most potential
manners. The third leadership style participating which is useful in the situation where uh it’s
important that new and fresh ideas should be flourishing in the operations of the entity. And the
last leadership style is delegating where individuals and their skills are well known by the leaders
and the show at most confidence in them by delegating them power of decision making and
being responsible for their actions.
System leadership theory

This leadership theory known as system leadership has been developed by Dr. Lan
McDonald’s who was a management and organisational behaviour expert. The system leadership
theory ensure that the leaders co-ordinate and co-operate with the different operations taking
place in the entity and develop situations where employees can work according to their
capabilities and enhance their skill sets according to their expertise segment. The system
leadership theory is basically developed for managing the complex structure of operations in
large organisations like Tesco (Ketokivi and McIntosh, 2017) (Grant, Trautrims and Wong,
2017) (Hack and et. al., 2018) (Hazen and et. al., 2018). The leaders of Tesco predict the
behaviour of their employees or followers and accordingly develop effective systems for them
which increases their productivity and efficiency which enhancing the potentials and
productivity of the organisation. The leaders of Tesco use of effective communication channels
to inspire their employees and make use of the opportunities created by them which can help the
stuff to accomplish their personal goals and requirements along with moving the organisation
towards its predetermined aims and objectives.
Contingency leadership theory
This is the third type of leadership known as contingency leadership theory. The
contingency leadership theory was given by Fred Fiedler which was established on the belief that
the success of a leader depends mainly on two factors one is the control they hold over the
situation and their abilities. In other words this leadership theory suggest that the effectiveness of
leader is contingent and dependent upon the matching of the leadership style they use in the
particular situation. The effectiveness of a leader will be e decided according to the matching of
leadership styles with the situation and environment around in the company.
Figure 2: Fiedler’s Contingency Model, 2019

The three elements of contingency leadership theory are the relation of leader and employees,
this is the employees of Tesco have trust and confidence over their leaders they will be motivated
and work with their most potentials (Ketokivi and McIntosh, 2017). Second element is the task
structure, which states that if the employees do not have clarity of task they cannot perform and
their efficiency will not be visible that it is the responsibility of the leader to clarify them the
structure off the task and more importantly the motive performing specific tasks. Third element
is positional power that is related with the the authorities employs hold and dedicated by the
leaders which is directly affecting the productivity of the employees. In order to be effective
leader, three elements have to be considered by the leaders of Tesco while managing their
followers and teammate’s and meeting them work for accomplishing the goals and objectives of
the entity.
TASK 3 & TASK 4
Covered in PPT
CONCLUSION
It is summarised form the above report operation management is a necessary activity
organisation in order to change raw materials into finished good in most productive manner for
maximizing the water level. Operation management is mixed efforts of leaders and managers
where the play the respective roles and functions according to situation and by evaluating the end
results. On preoperational level different leaders and managers perform their respective roles by
adopting key approaches of operations management and changing them the most effective
operations. Many external and internal factors which affect the decisions of leaders and
managers, according to which they take the decisions for running the operations of company and
changing them into effective and most productive.

REFERENCES
Books and Journals
Grant, D. B., Trautrims, A. and Wong, C. Y., 2017. Sustainable logistics and supply chain
management: principles and practices for sustainable operations and management.
Kogan Page Publishers.
Hack, M. H. and et. al., 2018. Cache management in RDMA distributed key/value stores based
on atomic operations. U.S. Patent 10,037,302.
Hazen, B. T. and et. al., 2018. Back in business: Operations research in support of big data
analytics for operations and supply chain management. Annals of Operations Research.
270(1-2). pp.201-211.
Kapadia, S., Dong, L. and Yang, Y., Cisco Technology Inc, 2018. Operations, administration and
management (OAM) in overlay data center environments. U.S. Patent Application
10/116,559.
Ketokivi, M. and McIntosh, C. N., 2017. Addressing the endogeneity dilemma in operations
management research: Theoretical, empirical, and pragmatic considerations. Journal of
Operations Management, 52, pp.1-14.
LITTLEFIELD, D. A., Nallathambi, V. K. and Chanchlani, G., CommVault Systems Inc,
2019. Data recovery operations, such as recovery from modified network data
management protocol data. U.S. Patent 10,275,318.
Martin, C. B. and et. al., 2017. Performing data mining operations within a columnar database
management system. U.S. Patent 9,798,783.
Reid, R. D. and Sanders, N. R., 2019. Operations management: an integrated approach. John
Wiley & Sons.
Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and
practice for strategic impact. Pearson UK.