Management and Operations in Ilford-on-Sea Limited
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Explore the roles of leaders and managers in a business setting using Ilford-on-Sea Limited as a case study. Understand the importance of effective leadership and operations management in achieving business objectives.
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Table of Contents Introduction..................................................................................................................................3 Task 1: Based on the scenario of Ilford-on-Sea Limited, evaluation of what is the major problem faced by the company in terms of differentiating the role between a leader and the role of a manager.........................................................................................................................4 P1. Generic definition and comparison of the different roles and characteristics of a leader and a manager for the identification of where the problem lies based on the managing director of Ilford-on-Sea Limited..................................................................................................................4 Task 2: The factor identified as major problem facing Ilford-on-Sea Limited was managing their workforce. To manage the secured contract of renovating 100 units of Decent Homes for London, apply the role of a leader and the function of a manager in this context......................6 P2: Using Ilford-on-Sea and Jarvis Construction group as examples, examine how the role of a leader and the function of a manager apply in different situations of working under pressure to complete the first unit as a test and in a situation of managing other units where the completion of the first unit was successful..................................................................................6 P3. Apply different theories and models of approach, including situational leadership, systems leadership and contingency using Ilford-on-Sea Limited as an example....................................7 Task 3: Demonstration of an appreciation of the role played by leaders and managers in the operational functions of a company and examination of the part effective management and good leadership might have played in Ilford-on-Sea Limited for leading and managing the workforce for successful completion of the secured contract.....................................................9 P4. Explanation of the key approaches in operations management and the roles played by leaders and managers focusing on the scenario of Ilford-on-Sea Limited..................................9 P5. Explanation of the value and importance of operations management in the achievement of business objectives bearing in mind the issues faced by the management of the company Ilford-on-Sea Limited................................................................................................................11 Task4:Demonstrationofanunderstandingoftherelationshipprevailingbetween management and leadership in a contemporary business environment.....................................12
P6. By looking at the predicaments of the manager of Ilford-on-Sea Limited, assessment of the factorswithinthebusinessenvironment,whichimpactuponthedecision-makingand operational management by managers and leaders...................................................................13 Conclusion.................................................................................................................................14 Reference list.............................................................................................................................15
Introduction The effectiveness in the operations of a company or an organization has a huge dependence on the leaders and managers in the company or organization. Leadership and management are two most important and essential factors in a company. Leadership is in important in a company as it helps in the achievement of the goals and objectives of a company along with maximizing its efficiency. Management plays an important role in a company, as it helps in arranging the factors of production of a company, along with helping in the assembling and organization of resources. It also helps in integrating the resources of a company in an effective manner. Leadership is a part of management. This report discusses about the management and operations of a business namedIlford-on-Sea Limited, operating from the eastern end of London.It also helps in evaluating the roles, responsibilities and functions of a leader and manager along with evaluating how their efficiency helps an organization in its operations.
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Task 1: Based on the scenario of Ilford-on-Sea Limited, evaluation of what is the major problem faced by the company in terms of differentiating the role between a leader and the role of a manager P1. Generic definition and comparison of the different roles and characteristics of a leader and a manager for the identification of where the problem lies based on the managing director ofIlford-on-Sea Limited According to the present scenario of Ilford-on-Sea Limited and the behavior of the managing director of the company, the managing director is not sure if he is a leader or a manager due to which there was arising a continuous misunderstanding among the workforce. The main issue in the company is regarding the management, monitoring and controlling the workforce of the company. It is true that a manager requires being a good leader in order to be successful, but in the present scenario ofIlford-on-Sea Limited, it is not possible for the managing director of the company to play the roles of both the leader and the manager. Due to this, it is important to understand the roles and characteristics of a leader and manger clearly. Leader– A leader is a person who commands and leads a group of people, an organization or a whole country (Kruse, 2013). A leader can also be referred to as a person who influences people, rather a group of individuals, towards the accomplishment of a desired goal or predetermined objective. A good leader must possess certain characteristics and features such as honesty, optimism,decisiveness,awareness,etc.Aleaderhasthedutyofprovidingcontinuous supervision and support to the group that he or she is leading. Manager– A manager is a person who is responsible for controlling as well as administering a group of employees or an entire organization (Oplatka, 2016). He or she is an individual who has the charge of a certain subset in a company or particular set of tasks within the company. Managers often have a staff or group of people who report to them. A manager can also be called the supervisor or the controller, as he or she is the person who has the responsibility of supervisingandcontrollingagroupofpeople.Amanagershouldpossessthetraitsof accountability, patience, prioritization, and cultural affinity. The roles and characteristics of a leader and manager are quite similar to each other. This is because a manager is also a good leader and a leader can also become a good manager in the
future. According to Verboncuet al. (2015), there are various similarities that prevail in the roles and characteristics of leaders and managers and they are the following – Both leaders and managers must be empathetic and compassionate by nature Both leaders and managers must be possessing a positive attitude and approach towards their own work and towards their subordinates working under them Both leaders and managers must be honest and truthful. Honesty is basic criteria of being a good leader and good manager. The actions of leaders and managers along with their motives must be honest. Another similarity between a manager and a leader is patience. Both leaders and managers must be patient in order to manage and monitor the activities of the group of individuals they are leading or guiding. Both leaders and managers must possess the characteristic and attribute of good decision- making. Making correct decisions is important in case of both leaders and managers. Lastly, both leaders and managers must possess good communication skills. However, there are various differences between managers and leaders (Dayet al.,2014). They are – LeaderManager A leader generally has an active, positive and optimistic outlooks towards achieving the goals of a firm Amanagerusuallypossessesapassive attitudetowardstheachievementofthe goals of a firm A leaderis an agent of bringing about changes A manager generally prefers maintaining the status quo A leader generally has a singular approachA manager usually prefers working with people and staff Aleadercreatesanidea,visionora visualization Managers do not do so. They create goals. Leaders are responsible for taking risksManagers are responsible for controlling risks
A leader builds bonds and relationships by playing the role of a coach A manager builds processes and systems by playing the role of a director A leader may not necessarily be a good manager All managers require being a good leader inordertobecomeaprosperousand successful manager (Source: Covey, 2017) Task 2: The factor identified as major problem facing Ilford-on-Sea Limited was managing their workforce. To manage the secured contract of renovating 100 units of Decent Homes for London, apply the role of a leader and the function of a manager in this context. P2: Using Ilford-on-Sea and Jarvis Construction group as examples, examine how the role of a leader and the function of a manager apply in different situations of working under pressure to complete the first unit as a test and in a situation of managing other units where the completion of the first unit was successful. According to the case studyIlford-on-Sea has been taken their one of biggest deal from Jarvis Construction group. This has to complete by Ilford-on-Sea and to do so their leadership quality needs to improve.There are different types of roles of a leader within the organizational task. Roles of a leader: Required at every stage:Leadership is an important function at all stages of management. At the highest stage, it is key to work together to formulate plans and guidelines (Littleet al.,2016). At the medium and lower stage, it is necessary for the interpretation and the execution of strategic plans. Representative of the company:It is said that a leader is the representative ofIlford-on-Sea. Leader must be concern of conferences, seminars, general assemblies and more. The role of the leader is to communicate the motto of the company to the external public. The leader is also a representative of the department which he/she leads. Solicits all the support:A leader is one kind of manager and also a position holder ofIlford- on-Seawho supportsallteammembers.Thepositionholdercandoitthroughthe personality, experience, maturity and intelligence, which can give a position of the company.
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Aleadermustbringsuggestionsand,alsodevelopthemintobusinessplansand programmers. Afriend,aphilosopher:Aleadershouldpossessthree-dimensionalfeaturesinits personality. Leader can be a good friend to employees by sharing opinions, wishes and feelings with them (Shinet al.,2017). A leader can be a philosopher who uses his experience and intelligence to guide his staff as time demands. Roles of a manager: Planning:Planning phase is the fundamental step for any kind of project whether it is major or minor. The manager must plan the program and provide the strategy how to perform the task with all necessary information, and even the manager must build a backup strategy if it does not work. Staffing: In simple terms, the staffing means to group people in different teams with assigning them different tasks. If team members got some disputes within the team, then members must report to team leader (Wuet al.,2017).This issue must be forwards to the manager in order to solve it. Leading:One of key responsibility of the manager is to guide employees in every kind of situations to avoid organizational conflicts. The manager ofIlford-on-Seahas to guide the employees hence they have a clear knowledge about the objectives. P3. Apply different theories and models of approach, including situational leadership, systems leadership and contingency using Ilford-on-Sea Limited as an example Situational leaderships and contingency model are the part of six key leadership theories that has been developed in early 20thcentury. These theories stated that the managers of an organization choose their leadership styles on the leadership situations. Managers of an organization adjust their motivational approaches and decision making process based on some factors. Those factors are organizationalstructures, types of job, characteristicsof working staffsand personal preferences. In order to discuss these theories here in this assignment Ilford-on-Sea has taken as an example. As Ilford-on-Sea facing huge pressure in their current project which has been assigned by the Jarvis Construction group. These theories can make the management team of Ilford-on-Sea to work more fluently and efficiently. Fiedler’s contingency leadership model
Fred E. Fiedler’s contingency leadership model centers on belief that there’s no best possible way for managers to lead an organization. With different situation of the organization develop different leadership style needs for the managers (McCleskey, 2014). There are three different elements that state by a leader’s positional control. Those three elements are,Task structure, Leader relations, positioning power. Harsey-Blanchard’s situational leadership model This model of Situational leadership is completely based on the task behavior and relationship behaviors within the organization. In the year of 1988, Ken Blanchard and Paul Hersey published their joint project “Management of Organizational Behavior”. In this project they declared that the leadership is totally based on the skills not personality. In order to determine appropriate leadership styles in a proper situation, leader of an organization must determine the level of maturity of his/her followers in terms of relationship regarding the specified task. Once the maturity levelof the employeeidentified, and then the managerscan verify appropriate leadership styles: selling, telling, participating and delegating. In terms of Ilford-on-Sea, this company also used this model for generating proper leadership strategies within the organization. Figure: Harsey-Blanchard’s situational leadership model (Source:Vandayaniet al,2015)
Selling:This leadership style also reflects the high task/higher relationship behaviors. The leader of an organization encourages two ways of communications and also assists the organization to build motivation and confidence in the working staffs. On the other hand leaders still have their all responsibilities and decision making control of the organization (Chuanget al.,2016). Selling style of this model is best matched along with moderate follower readiness level. Telling:This leadership style reflects the high task/lower relationship behaviors. The leader of an organization provides specific direction and clear instructions. Telling style of this model is best matched along with low follower readiness level. Participating:This leadership style reflects the high relationship/lower task behaviors. With this type of style model, follower and the leaders share all the decision making process. Participating style of this model is best matched along with moderate follower readiness level. Delegating:This leadership style reflects the low relationship/lower task behaviors. Here this model is totally appropriate for all the leaders where the followers are set to accomplish the particular task. Delegating style of this model is best matched along with higher follower readiness level. Task 3: Demonstration of an appreciation of the role played by leaders and managers in the operational functions of a company and examination of the part effective management and good leadership might have played in Ilford-on-Sea Limited for leading and managing the workforce for successful completion of the secured contract P4. Explanation of the key approaches in operations management and the roles played by leaders and managers focusing on the scenario of Ilford-on-Sea Limited Operations management refers to that area of management, which is concerned with the designing as well as controlling of the production process and the redesigning of the business operations in the production of products and services. The present scenario of Ilford-on-Sea Limited shows that the operations management of the company is very weak. This is mainly because the managing director was the only person in the company and there were no specific leader or manager in the company. The managing director was also not sure whether he was a leader and a manager (Westet al.,2015). Due to this, various operational issues aroused in the
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company. Another major reason for the operational problems in Ilford-on-Sea Limited was that the managing director of the company had a vast experience in sales, marketing and customer experience. However, he did not have any experience in operations management. There are different approaches to operations management, with the help of which various operational problems can be overcome. In order to overcome the operational issues in Ilford-on- Sea Limited, the following approaches can be adopted – Sixsigma(operationstheory)–Sixsigmareferstoadisciplined,data-driven methodologyandapproachforeliminationofdefectsinaprocess,startingfrom manufacturing up to the transactional and from a product to a service. This is done by driving towards 6 standard deviations between the closest specification limit and the mean. Total quality management or TQM– TQM is another operations management approach developed during 1950s that describes the attitude, organization and culture of a company that strives towards providing customers with goods and services, which satisfy their requirements. Kaizen– Kaizen refers to the exercise of continuous improvement and reduction of the defects and issues in processes, operations, goods and services, etc. due to continual assessment of processes and elimination of problems due to continual improvement.Queuing theory –The queuing theory is a mathematical method, which analyzes the delaysandcongestionsofwaitinginaline(Oostra,2016).Itexaminesallthe components waiting in the line to be served such as service process, arrival process, number of system places, number of servers, number of customers, etc. It helps in improvement of traffic flow, efficient shipping of orders from warehouse, faster services to customers, etc. The present scenario of Ilford-on-Sea Limited shows that there is no specific leader or manager in the company and the managing director plays the role of both the leader and manger. However, leaders and managers have different roles to play in the present scenario. They are as follows – Role of a leader –
Taking collective responsibility of the employees Bringing in cooperation among employees by eradication of lack of coordination Management of the workforce Role of a manager – Leading role in the management of personnel and raw materials of the company Evaluate and assess the purchases, supplies and inventories Performing tasks related to HRM, such as hiring employees, planning their development and overseeing the tasks assigned to them Arranging for various sources to raise finance P5. Explanation of the value and importance of operations management in the achievement of business objectives bearing in mind the issues faced by the management of the company Ilford-on-Sea Limited The value and importance of operations management is huge in the achievement of business objectives. There are different functions of operations management, each of which helps a company in the accomplishment of its objectives (Giest and Howlett, 2014). This is especially important in the present scenario and operational issues faced by the management of the company Ilford-on-Sea Limited. The value and importance of operations management in the achievement of business objectives of Ilford-on-Sea Limited through the eradication of the issues faced by the company are – Transformation of input into output is the major function of operations management. The effectivenessofworkforce,collectiveresponsibility,goodcoordinationamong employees, availability of finance, etc. helps in the transformation of inputs (raw materials)intooutputs(finishedproducts).Operationsmanagementplaysa transformational role in supervision and administering of a company’s inputs such as staff,managers,otherhumanresources,information,buildingsandmachineries, production processes, technologies, etc. The transformational role played by operations management and the importance of operations management in transformation will help in overcoming the existing issues of Ilford-on-Sea Limited and leading them towards the accomplishment of the objectives of Ilford-on-Sea Limited.
The control and distribution systems of operations management helps in controlling production process, workforce, etc. along with helping in proper distribution of goods and services of a company (Raczkowski, 2016). This role of operations management will help Ilford-on-Sea Limited to achieve its business objective of renovating 100 units of Jarvis Construction Group. Operations management also helps in process designing. The designing of the process in which the company Ilford-on-Sea Limited will produce its services and deliver them to its customers is going to help the company in accomplishing its business objectives. Inventory and logistics management is another function of operations management. The proper management of inventories along with coordinating with firms to connect with good suppliers, monitoring the flow of products and services, management of the storage and movement of raw materials, work-in-progress inventories, finished goods, etc. will help Ilford-on-Sea Limited in achieving its business objectives. Capacity management is another important function of operations management. In order to work efficiently within the organization Ilford-on-Sea Limited must manage their working staffs. That way company can employ more experienced working staffs in the organization (Chang, 2016). Ilford-on-Sea Limited is one of major company who utilize capacity management in their organization for better employment service. In order to achieve all the organizational goals Ilford-on-Sea Limited always schedules their target in a proper manner. This also helps the company to organize their objectives and also helps in allocating targets within different team members. Task4:Demonstrationofanunderstandingoftherelationshipprevailingbetween management and leadership in a contemporary business environment There are lots of differences between management and leadership, one of key difference is leaders got people who obey them whereas managers got people who work under them. In order to do business successfully an organization need experienced leaders and managers. ManagerLeader Organizing Planning Budgeting Inspiration Motivation Vision
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Coordinating Controlling Resourcing Decision Making Time Management Problem Solving Team work Counseling Teaching Mentoring Listening Building Relation Persuasion P6. By looking at the predicaments of the manager of Ilford-on-Sea Limited, assessment of the factors within the business environment, which impact upon the decision-making and operational management by managers and leaders There are different types of factors which impacting in the operational management of Ilford-on- Sea Limited. Such factors are work process, employee training, competitors, organizational structure, leadership and management style and more. Work Process:Ilford-on-Sea Limited always maintains several work process to reach the organizational objectives (Crossanet al.,2017). When a company is building a strategy then it needs different working process such as, how to do, who to assign, when to submit and more. If the company is maintaining a proper work process then it eases the entire task. Employee training:With having excellent work process never going to complete the objectives of the company. In order to complete those objectives company need experienced employee and to do so company must provide proper training and learning skills to each and every employee. Leadership and management style:An organization always needs experienced leaders and managers who build strategies and assign jobs to every employee. Proper leadership and management styles always ease the work for employees.
Conclusion The discussion and evaluation made in the report, a deep insight has been developed on the functions played by leaders and managers along with the need and importance of leaders and managers in a company. It also helps in differentiating between a leader and a manager along with the application of different models and theories of leadership and management. The report assists in understanding the key approaches to operations management and the importance of operations management towards the accomplishment of goals and objectives of a company. Lastly, the report evaluates the factors prevailing in the business environment, which affect the operational management and the decisions made by the managers and leaders in a company. Therefore, from all the discussions made in the report, it can be concluded that the report has beenusefulinthedevelopmentofknowledgeaboutbusinessoperationsandbusiness management.
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