Management and Operations: Approaches, Roles, and Functions

Running Head: MANAGEMENT AND OPERATIONS
MANAGEMENT AND OPERATIONS

2MANAGEMENT AND OPERATIONS
Table of Contents
Introduction................................................................................................................................3
LO1............................................................................................................................................3
P1 Defining and comparing the different characteristics and roles of a manager and leader 3
M1 Analysing and differentiating between the leader’s role and manager’s function by
effectively applying a range of concepts and theories............................................................4
LO2............................................................................................................................................5
P2 Examining the example of how leaders role and manager’s functions apply in different
situational contexts.................................................................................................................5
P3 Applying different models and theories of approach, including systems leadership,
situational leadership and contingency...................................................................................6
M2 Assessing the weaknesses and strengths of different approaches to situations within the
work environment...................................................................................................................8
LO3............................................................................................................................................9
P4 Explaining the key approaches in operations management roles played by managers and
leaders.....................................................................................................................................9
P5 Explaining the value and importance of operations management for achieving business
objectives..............................................................................................................................10
M3 Evaluating how managers and leaders can improve operational management
efficiencies to meet business objectives...............................................................................11
LO4..........................................................................................................................................11
P6 Assessing the factors within the business environment which have an impact over the
decision making and operational management of leaders and managers.............................11
M4 Analysing how different factors affect the business environment and wider community
..............................................................................................................................................12
Conclusion................................................................................................................................13
References................................................................................................................................14

3MANAGEMENT AND OPERATIONS
Introduction
The main aim of the present report is to explain various approaches that are widely used for
implementing and managing the business operation. The report is going to clarify the
importance of leadership and management along with their differences. Further, the
importance and functions that operation management play in an organisation and how the
roles and function of a leader and a manager are important in supervising such processes will
be elaborated within this study. Also, the report will throw the light of how various
environmental factors like economic, sociocultural or technological can have significant
impacts of the decision making of the leaders and managers, on the business environment of
the organisation and also the community at large.
LO1
P1 Defining and comparing the different characteristics and roles of a manager and
leader
One of the key characteristics of a manager is that they are people who are given the
authority by the nature of the role they play in the organization. The work of a manager is to
get the job done; their focus is the day to day jobs and also manage the other activities.
However, on the other hand, a leader's characteristics are demonstrated by being focused
strategically as they motivate and inspire employees to get the job done. Good leadership
skills are far more behavioural in nature in comparison to management skills. According to
Miner (2015), leaders are focused on the big picture and motivated to see the change for the
good. In order to be completely packed, one must be able to manage the tasks in a day to day
basis and also see the change and the big picture.
Hollingsworth- Reid and Sanders (2015) mentioned that Hollingsworth in 1989 listed six
fundamental differences between a leader and a manger-
- A leader innovates where a manager administrates.
- A leader focuses on the people whereas the manager's focus is the structure
and the system
- A leader develops but a manager maintains.
- I leader inspires trust whereas a manager relies on control

4MANAGEMENT AND OPERATIONS
- A leader's eyes are on the horizon but the eyes of the manager are always set
on the bottom line.
- A leader does the right thing and a manager does things right.
Colenso- Slack and Brandon-Jones (2018) added Colenso in 1997 made a table to summarize
the distinctive characterization of a leader and a manager-
- A leader addresses why but a manager addresses how.
- A leader is focused on inspiration but a manager is focused on clarification.
- A leader is focused on the service but the manager is focused on the profit.
- A leader strategizes and a manager operates.
- A leader innovates but a manager improves.
- A leader is focused on fulfilment and the manger is focused on performance
- A leader must be versatile but the manager must be consistent.
- A leader is focused on alignment but the manager is focused on accountability.
Ravindra Kanungo's distinction- Reid and Sanders (2015) also stated Ravindra Kanungo
provided the following behavioural attributes of charismatic leadership-
- Articulation and vision are important to become a charismatic leader.
- A leader must have environmental sensibility.
- A leader must be sensitive to the needs of the members.
- At times a leader must behave unconventionally.
- It is a must for the leader to take personal risks for the welfare of the
organization.
- A charismatic leader should never maintain a status quo.
M1 Analysing and differentiating between the leader’s role and manager’s function by
effectively applying a range of concepts and theories
John Adair's action centred leadership model is a simple management model and it is a great
blueprint for management and leadership for any group or team of an organization (Higgs and
Dulewicz, 2016). This action-centred leadership model is represented by Adair's 'three
circles' diagram that illustrates the three core responsibilities of the management-
● Achieving the tasks
- Identification of the aims and vision of the group.
- Maintain and control activities.