Roles and Functions of Leaders and Managers in Management and Operations

This presentation discusses the roles and characteristics of leaders and managers in the field of management and operations. It explores different theories and examples from Starbucks to analyze and differentiate the roles and functions of leaders and managers. The presentation also applies different leadership theories and models in the context of Starbucks and discusses the strengths and weaknesses of these theories.

Management and
Operations
Project 1

TASK 1

1.1 The different roles and characteristics
of leader and manager
 Leader: A leader is the person who guides and motivates his or
her team in the right way and in the right directions so that the
common goals and objectives of the organisation can be attained
effectively and efficiently.
 Manager: A manager is an entity in the organisation who is
responsible for controlling or administering organisational
activities and employees.

Role and characteristics of leader
Representative of organisation: The role of leader is to represent
the organisation in each and every sector where the
organisation operates.
Helper and guider: A leader is the person who has many
followers. It is because of his or her attitude and behaviour.
Motivator: The role of leader is to motivate the employees and
provide them effective counselling.

Function of Manager

Function of Manager
Planning: Planning is the preliminary and crucial function of
manager. Here manager prepare precise plan by considering
the future uncertainties.
Organising: Organising is the organisational activities in right
manner is another function of manager.

Cont..
Directing: The function of the manager is to direct the employees
of the organisation in the right direction.
Controlling: Controlling the employees so that the discipline in
the organisation can be maintained is function which has been
assigned to the manager.

Comparing role of leader and function of
manager
Role of leader Function of manager
A leader focuses on people The function of manager is to focus
on process and procedure
A leader envisions The function of manager is precise
administration
A leader project measure The function of manager is to
measure projection.
A leader ensures that the right things
are being done.
A manager ensures the rules are
followed in the organisation.
A leader empowers and inspires
innovation.
Manager magnifies corporate policies
and procedures.

1.2 Analysing and differentiating roles and function
of leaders and managers by using different theories
and examples from Starbucks.
Leadership theories: Trait theory of leadership proposed in mid
20th century by researchers connotes that a leader is either
born or made with certain qualities or traits. At Starbucks
leaders are made as management identifies certain qualities
and skills which enables a person into an effective leader.

Cont..
Function of manager: The Scientific Theory of Management is
most precise one which was proposed by F.W. Taylor. In this
the manager needs to apply the scientific principles in order
increase the effectiveness in the organisation.

TASK 2

1.1 Role of leader and function of manager
apply in different situational context of
Starbucks
Role of leader and function of manager applied at Starbucks:
 The role of leader is to guide and helps the co-workers and
his or her assigned team so that they can work in right
directions and in right manner.
 The role of team leader is to motivate and influence his or
her team so that their morale and commitment towards the
organisation became more robust.

Cont..
 The role of team leader is to represent the Starbucks at both
national and international level so that brand reputation and
goodwill can be enhanced.

Function of manager applied at Starbucks
 The function of manager is to hire and train the existing staff
so that their skills, knowledge and competencies can be
enhanced.
 The function of the manager of Starbucks is to plan for
situations and to gain the competitive advantages within the
sector.
 In order to reduce the conflicts and disputes, the manager at
Starbucks has been assigned with the function to organise
each and every activity in the precise manner.

1.2 Applying different leadership theories
and models of approach within context of
Starbucks
Situational Leadership: Situational leadership theory is
developed by Paul Hersey and Ken Blanchard in 1969. In
situational leadership, the leader at Starbucks change his or her
leadership style in the way so that the situation can be handle
precisely and efficiently.

Cont..
System Leadership: In system leadership theory, the leaders
consider the organisation as the system and make effective
measures to translate his or her awareness towards the
complexities of the organisation.

Cont..
Contingency Leadership: A contingency theory is the theory that
connotes that there is no best way to organise corporation or to
lead a company. It implies that in order to lead and manage
people in organisation, there is no best possible way to lead
the employees in the organisation.

1.3 Strength and Weakness of leadership
theories
Situational Leadership Theory
Strength:The style of leadership changes as per the situation and
it assists the leaders to influence the employees more precisely
and appropriately.
Weaknesses: The situational leadership theory is not meant for
long term planning and strategies.

Cont..
System Leadership Theory
Strength: System theory of leadership helps in providing
effective control which is very helpful for managing and
controlling employees.
Weakness: As compared to other approaches, it is considered as
conceptual and not able to define difference in the system.

Cont..
Contingency Leadership Theory
Strength: Contingency leadership theory enables the the leaders
to evolve different leadership styles.
Weaknesses: As there is no best permanent way, the leader needs
to change his or her style frequently, that impacts negatively
on his or her performance

References
Abou-Senna, H., and et.al., 2018. Integrating transportation
systems management and operations into the project life cycle
from planning to construction: a synthesis of best practices.
Journal of Traffic and Transportation Engineering (English
Edition).
Baxley, B.T., and et.al., 2016. Human-in-the-Loop Assessment of
Alternative Clearances in Interval Management Arrival
Operations.
Burgess, L., Fowler, T., Minowitz, A. and Neudorff, L., 2016.
Improving Business Processes for More Effective
Transportation Systems Management and Operations (No.
FHWA-HOP-16-018).

Thank You