Management and Operation in Barclays Bank

This document provides an overview of management and operation in Barclays Bank. It discusses the role of a leader and function of a manager, the difference between management and leadership functions, and the analysis of hard management skills and soft leadership. It also explains the operation department and discusses the management team in Barclays Bank.

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MANAGEMENT AND
OPERATION

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 1.................................................................................................................................................1
1. Role of a leader and function of a manager........................................................................1
2. Difference between management and leadership functions...............................................2
4. Role of management...........................................................................................................3
5. Trait theory of leadership and two style of leadership.......................................................4
6. An analysis of Hard management skills and soft leadership..............................................7
Conclusion..............................................................................................................................7
LO 2.................................................................................................................................................7
1. An overview of Barclays Bank...........................................................................................7
2. An explanation of the operation department and discussion of the management team.....8
3. Discussion of the background of the management team....................................................9
4. Strength and weakness.......................................................................................................9
5.Three roles and duties of the management in the organisation.........................................10
LO 3...............................................................................................................................................10
8. An evaluation of what the term Quality means and the four costs of quality for managers in
achieving business objectives...............................................................................................10
9. Role of manager in Total Quality Management approach...............................................11
10. Just-in-Time approach and waste reduction...................................................................12
11. Capacity management in operations...............................................................................13
Conclusion............................................................................................................................14
LO 4...............................................................................................................................................14
6. Role of leader and function of manager apply in various situational context in Barclays
Bank......................................................................................................................................14
7. Evaluation of the theory of leadership style.....................................................................15
8. Transformation process in Barclays Bank........................................................................16
9. Impact of two adjustment for Capacity Management......................................................16
10. Recommendation for future improvement.....................................................................17
CONCLUSION..............................................................................................................................18

REFERENCES..............................................................................................................................19

INTRODUCTION
Management operation is an integral component in the business organisation that helps
the company utilising the resources to achieve objectives and goals by properly manage the
human resource and operational activity. Both are essential part in management and overall
operation of the company. The selected organisation for the report is Barclays Bank. The study
aims to evaluate the function of a manager and a role of a leader in the bank. Under the aim
various theories and concept will utilise and implement in the company to manage and lead
people at the workplace. The study will also analyse application of operation management and
factors that have impact on the wider business environment and will showcases an understanding
of the relationship between management and leadership in the business environment which is
contemporary.
LO 1
1. Role of a leader and function of a manager
Leadership
The term leadership refers to an individuals ability to lead group members towards an
objective or goal of an organisation (Pardey, 2016). In leadership, the responsibility of a leader is
to develop a vision which is clear and direct the followers in the organisation to achieve a set
vision. An effective leader is an individual who does the following :
 Makes an inspiring vision of the future.
 Inspires and Motivates individuals for getting engaging with that vision.
 Delivers the vision to the organisation
 Coaches and develops a team, so that it is more effective at achieving the vision.
Management
Management can be defined as the act of organising managing and co-ordinating the
entire activities of the company to attain the vision, mission and objective set by leadership. In
the management, manager is responsible for managing the human resource and all the
operational function effectively that is essential for the growth of the bank (What's The
Difference Between Leadership and Management, 2019).
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2. Difference between management and leadership functions
The function of manager and leader is essential in proper operation of the function in the
bank.
According to Kotter, it is stated that management generally focus on creating order with
consider processes in Barclays Bank (Kotter and et. al., 2016). However, leadership focused on
considered changes with their vision.
Furthermore, leaders possess qualities of managers which would be beneficial to set new
direction with their vision. Beside this, in Barclays Bank manager not considered leaders
qualities to run their business operations (What's The Difference Between Leadership and
Management, 2019).
3. Management by objectives
The management by objectives is a performance management approach in which the
balance is seen to be sought between the objectives of organisation and employees. The essence
of peter ducker’s basic principles: Management by objectives is for determining joint objectives
and for providing feedback on the outcomes.
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Illustration 1: Leadership vs. Management

4. Role of management
Management roles theory considered by H. Mintzberg in following consideration:
Informational role: Informational roles consider monitor, dissemination and spoke
person. Monitor is first managerial role in informational category which involve tracking
changes in field of organisation. Dissemination considered that it is not good to take
informational from several sources. Information only considered with only relevant
sources. Spoke person is head of whole team which considered size which is
representative of whole team (Bolden, 2016).
Interpersonal role: Interpersonal role theory of management considered with three
important aspects such as liaison, leader and figurehead. Figurehead is one of the
important roles of leader which demonstrate simple aspect for whole group. Another
interpersonal role, which define that manager needs to lead people so that they can charge
of guiding towards specific goal in Barclays Bank (Gatenby and et. al., 2015). Liaison is
final role which demonstrate interpersonal category which acting as a liaison which refers
that the manager is successfully interfacing.
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Illustration 2: Manager's Role

Decision roles: Decision roles includes several elements such as negotiator, resource
allocator, disturbance handler an entrepreneur. In Barclays Bank, in some way manager
pursue their functions so that they can run innovative aspects (Larson and Gray, 2017).
5. Trait theory of leadership and two style of leadership
The theory is trait is seen to base on the characteristics of a leader. This theory is based
on the qualities and traits of leaders that lead to their effectiveness but fails to establish the traits.
This theory is best suited for Barclays Bank. Under this theory following are the two style of
leadership;
Autocratic leadership
Autocratic leadership is referring to a classical style of leadership in which complete
authority marked by leaders over the organisation. This type of leadership style adopted by the
management in the company and in the decision making it involve only one single managerial
person (Thorpe, 2016).
For example; Steve Jobs, CEO of the
Apple company was a great leader. They were
known for their autocratic leadership style. In
his leadership style he collected little to no
input from the team members and make
decisions very quickly that allowed him to
respond to the changes quicker in the business
environment. Characterized by the individual
control over each and every decision and tends
to provide expectations which are clear for the
tasks that needs to be done, when the needs to
be done and how they should be done. It has been analysed that Apple survive because Steve
Jobs learned how to manage the team by autocratic leadership style. Under the style, Steve was
the one person who pulls all the string and who determined all the decisions on strategic level
and other employees were in their control. The autocratic advantage is that it tends to permit a
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decision-making that is quick and the democratic advantage is that it provides the job satisfaction
of the employees.
On the other hand, autocratic is that it leads to frustration, low morale among the
employees and the disadvantage of democratic is time consuming and result in delay in decision
making.
He mentioned three pillars in the autocratic leadership style; Discipline, Preparation and
Victory. Steve jobs is seen to be having an eye which is meticulous for detail and he surrounded
himself with the kind of people which can follow his lead, and enjoy to challenge the limits of
the employees (Bolden, 2016)
Democratic leadership
Democratic leadership also refers to participative style of leadership. In democratic style
leaders involve employees in the decision making and allow them to put their thoughts and ideas.
But the last decision is made by the leader only.
A very perfect example of the democratic leadership style is Sir Richard Branson,
founder of Virgin Group. This refers to a highly interactive leadership style and he focuses on
make his employees feel motivated, comfortable and empowered to attain the organisational
objectives. He believes that one can be successful alone so democracy is essential. Thus, his
leadership style concern with the care of his employees and seek views and opinion from the
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other people working around him. The core value of Richard Branson is always to listen what
other people say (Nguyen and et. al., 2017). However, the final decision made by him only but
the act of listening and taking their views and ideas in consideration make the employee feel
valued and encouraged.
Laissez-faire leadership
This type of leadership is also known as free-reign leadership. In Laissez-faire leadership
style, the decision-making power is completely up-to the subordinates. In this style involvement
of leaders is very less and the employees can make their own decisions (What's The Difference
Between Leadership and Management, 2019). This style is very rarely adopting in the business.
This is used when employees are well able to analyse the situation and understand their role and
responsibility to achieve the goal. For example; This style has been mostly seen country like
India, US where leadership is based on trust and people lead by examples (Gatenby and et. al.,
2015).
Leadership styles Advantage Disadvantage
Autocratic
The style offers crisis
management which is fast and
significant. In this, the decisions
are made faster. (Bolden, 2016).
Leaders which are autocratic
are often micro-managers and
tends to lack an accountability
in their structures
Democratic
Strong Teams are Built by
Democratic Leaders
Provide Solution for Complex
issues
Time Consuming
Can be Uncertain
Laissez-faire
Helps to understands the needs
of their team
Assist a team to become more
innovative and improve
morale(Macdonald, Burke and
Stewart, 2017)
may not provide enough
guidance about role awareness
may create lack of cohesiveness
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6. An analysis of Hard management skills and soft leadership
Hard management skills: Hard skills refers to the set of special skills that are acquired
through learning and practice of years. These skills are tangible, easily visible and well defined
(Kotter and et. al., 2016). Individuals should have accounting skills, statistics skills, staffing and
scheduling, etc. Management of Barclays Bank should have necessary hard skills such as
technical skills that drive the business through digital technology effectively.
Soft management skills: Soft skill are the set of traits and skills that can be learnt by the
individual on their own. Individuals required soft skills should have proper communication
skills, motivation skills, time management skills, etc. Leadership in Barclays Bank should have
necessary soft skills such as communication skills to motivate and lead people that drive their
performance.
Conclusion
From the above study it has been evaluated that leadership and management both are
essential part of the industry and according to the organisational structure and culture, leaders
select one best suitable style for leading people. All the leadership style have some advantages as
well as disadvantages. As per the evaluation, it has been evaluated that leaders is responsible to
boost the confidence of the staff. Manager is responsible for managing all the key department of
the bank and leader is responsible for guiding, leading and directing the followers with aim to
improvise their skills and knowledge. Along with it, it also has been identified that management
is refers to the hard skills that are tangible and easily visible and leadership skills can be refers to
the soft skills that are intangible. Role of management generally categorised in three parts in the
industry such as; Interpersonal role, decisional role and informational role.
LO 2
1. An overview of Barclays Bank
Barclays Plc is a British multinational financial services industry and investment bank. It
is headquartered in London (Nguyen and et. al., 2017). The key operations of the bank are
organised within two business cluster; wealth and investment management, corporate and
investment banking & Retail and business banking. Barclays utilise a wide range of strategies
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and take decisions regarding day to day operations. In the day to day activities, manager is
responsible for making effective decisions regarding the services by developing effective
planning. Key operations involve inventory management and quality management in the
industry. Moreover, management possess functions to plan and set strategy which assists to
describe overall effectiveness in the business. On the other hand, leadership consist Function to
establish direction and setting strategies in positive consideration. In addition to this,
management considered function of staffing that helps in the chosen business to recruit right
members within the organisation (Larson and Gray, 2017). As compare to this, in leadership
function considered to work being honest so that they can inspire other people as well. As a
result, in this regard, direction can be successfully established and encourage people to follow
them in Barclays Bank.
2. An explanation of the operation department and discussion of the management team
There are various department in the Barclays Bank such as; retail department, wealth
management, cash management, electronic banking department, mortgage banking department
(Pardey, 2016). Cash management department ensure that company have enough liquid assets.
The electronic banking department set-up and maintenance of the online financial transactions of
Barclays Bank Operation management and team of Barclays bank involved some functions like
account opening and follow up all the details that are being provided by its customers. This
operation department and management team of this bank pay of all receipts on the time and
demand. It also includes processing activities like reconciliation, any type of query processing,
statement processing etc. Barclays offers everyday services to consumer customers and retail and
all the small to medium sized enterprises that are based in the UK. Its members of management
team and operation department provides expertise in digital and mobile technology, innovation,
global experience and so many other services with the help of technology colleagues and
department. It also focuses on collaboration internally as well as externally in order to implement
solutions & unique designs with the main aim of satisfying needs and demands of its customers,
colleagues and clients. Strategy of operation department is to deliver strong returns with global
reach. This strong strategy makes employees and customers ensure that it is resilient across the
economic cycle by being diversified in its business as well as in its geographic footprint
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3. Discussion of the background of the management team
Management team can be refers to the group of a number of individuals that operates in
the company at higher level and have daily responsibility of managing business function as well
as other people in the companion. For example; In the operation department of Barclays Bank,
the management team developed and accountable by the board of directors of the industry
(Amanchukwu, Stanle and Ololube, 2015). The management team manage all the activities in the
specific departments. The main work and function is to handle and render direct as well as
indirect services of this bank to its numerous customers.
4. Strength and weakness
 The strength of this approach includes the effectiveness and ability to link the strategy of
organisation with the behaviour of employees that enhance the chances of acceptance by
the staff (Riggio, 2017).
 The weakness is that it is difficult to observe or measure that the behaviour is changing
by the specific situation and this approach may not suitable for every situation in the bank
(Bolden, 2016).
Contingency approach: This approach is based on the statement or concept that state
that there is no one best way to manage the people or operation in the industry (Gatenby and et.
al., 2015). For every specific situation there is a set of circumstances that determines manager
that how situation should they can deal. In the crisis situation the management implement this
approach and focuses on effective methods for the resultant of the operation and improving the
image of the organisation in the market.
Strength and weakness
 As there is no single management style therefore it remains an excitement in the staff
related with the selection of the best possible management style rather than following
the same.
 The weakness of the approach is that it tends to emphasize the short term strategy as
it is concerned with the current scenario (Larson and Gray, 2017).
5.Three roles and duties of the management in the organisation
The management in Barclays Bank has various responsibility and roles that ensure by the
manager.
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Managing and supervising the staff
This is the primary task of the bank and the manager is responsible to supervise and lead
the banking staff. For the specific purpose there are various styles and approaches implemented
by the manager for effectively doing their duties (Rhine, 2018). Employees required proper
supervision of the senior so that they can effectively do their job. Along with it, the management
is responsible to provide training, coaching, development and motivation to the workforce
according to their skills and knowledge.
Monitoring sales target
the management of Barclays manage the budget and allocate the funds appropriately.
The manager give target to the employees and the management monitor the sales target.
Management also oversees all the transaction reports and ensures that a high degree of accuracy
is maintained by the bank. The main aim of monitoring the sales target help the management to
manage the operational activity and performance of the employees (Riggio, 2017).
Providing consumers services
The management develop and promote services and goods to the consumers. The
management ensures that employees provide a high degree of banking services to consumers
(Rhine, 2018). The final aim of the organisation is consumer satisfaction and fulfilling the
objective is responsible by the management by developing strategies.
LO 3
8. An evaluation of what the term Quality means and the four costs of quality for managers in
achieving business objectives
The term quality refers to the perception of the extent to which the service or product
meet the expectations of the potential consumers (Larson and Gray, 2017). Manager is
responsible to maintain the quality of the products and services so that they can achieve business
objective. There are four cost of quality;
Prevention cost- This cost help the manager to prevent products and services from poor
quality. For example; quality planning, process review, new product review, survey, etc.
manager of Barclay bank can practice process review that help the industry to manage the quality
of services and can be change within each process that help the industry to deliver quality
services to the consumers.
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Appraisal cost- This cost incurred to identify the degree of conformance to various
quality requirement. For example; service and process audit, inspection, testing, etc. Manager of
Barclay Bank utilise the appraisal cost by auditing each and every processes that enable them to
drive the performance of the industry.
Internal failure cost- This cost associated with defects that found before products and
services reviewed by consumers. For example; re-testing, material downgrades, scrap, etc.
Manager is required to analyse what is the failure element within the bank and should develop
the strategies accordingly to meet the business objective.
External failure cost- This cost is associated with defects that found after products and
services received by consumers. For example; product recalls, consumer complaints, etc.
9. Role of manager in Total Quality Management approach
Total quality management can be defined as the act of overseeing all the activities and
task that desired to maintain a desired degree of excellence that includes develops and
implements quality planning and ensure quality control (Amanchukwu, Stanley and Ololube,
2015). This approach focuses on the improvement of quality and performance in all the
departments, functions and process in the company that help the management to ensure to
provide quality services and products that help in fulfilling consumer expectations. For example;
Barclays use this approach in their bank to improve the internal process regarding quality with
the aim of consumer satisfaction. The role of manager in this approach are;
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 The role of manager in this approach is to act a facilitator in the business environment.
 The manager is responsible for assist the employees in implementing the approach and to
select the right individual who is able to work as a line manager.
 Manager initiate and implement TQM programs and ensure continuous improvement of
the industry and the production process (Bolden, 2016).
10. Just-in-Time approach and waste reduction
Just-in-Time approach is a common inventory management technique that is used by
Barclays Bank. The main purpose of the organisation to implement this approach is to reduce or
eliminate waste in all the operational activities in the industry. The advantage of this approach is
that it minimises the production process and system time (Gatenby and et. al., 2015). There are
many benefits of this approach in the industry, for example; It reduces waste by changing the
operational system of receiving goods. Organisation uses this approach in operation management
as it reduces the waste, decreases the costs and increases the productivity which all results into
increase in the gains of the Barclays Bank. It eliminates those resources which do not contribute
to the value of the service. Its use in the company has resulted in the quality services to the
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Illustration 3: Total Quality Management

customers at reduced cost with minimal waste. By implementing this the bank receives goods
when they are needed in the production process. The manager plays an essential role in this
approach;
 Manager is responsible for order the right number of products after determining and
analysing the demand.
 To maintain good relation with supplier and order products at the right time.
11. Capacity management in operations
The key to fast and efficient customer service in the service industry is the dynamic and
correct matching of demand and capacity. The essential step is to separate the factory like
transactions of banks which are less or more standardized for example withdrawals, check
encashment, check deposits, loan application etc. Capacity management is concerned with
matching the capacity of the operating system and the demand situated on that system and
consists decision making on activities related to analysing, planning and optimising capacity for
satisfying demand in a timely manner and at a reasonable cost. In service operations, capacity
management is mostly concerned with creating a balance in the capacity of the service delivery
system and the demand from customers for minimizing customer waiting time to ignore idle
capacity. For example; In Barclays bank service delivery quality such as the ISO 9000 series of
standards can be unlisted for managing the service delivery quality. Compliance in relation to
these standards suggests that companies needs to have reliable and effective management
systems in place for ensuring a consistent level of service. With the banking industry
organisations, job standardization that leads to the development of routines that are very clear
and simple. Generally, the existence of human communications or interactions makes
standardization of services difficult as behaviour of humans is highly variable. It is defined as an
act of ensuring the industry to maximise the activities of its potential production output and
activities. Industry maximise their potential activities and production output under all the
situations. It measures how much Barclays bank can achieve, produce and sell within the given
time period (Larson and Gray, 2017). The first method is collecting the necessary information
and find the capacity that is already available in the operational process. Manager identify
mismatches between the capacity needed and develop alternative plans for overcoming any
mismatches. The last method is to compare the available plan and implement the best one. The
three methods are manager can adjust for capacity management in operations; The manager
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make two adjustment under the adjustment strategy of capacity management; Territorial use
rights, group fishing rights (Macdonald, Burke and Stewart, 2017).
Elements of capacity planning
 Number of employees required
 Frontline employees
 Back end employees
 Space required
 Customer space
 Operational space
 Size of the branch
 Frontline space
 Back end space
 Security requirements
 Storage space requirements
 Requirements of value added service based on the status of the bank
Conclusion
Leaders and managers are an essential part of the industry's successful development,
growth and operations. Managers and leaders have positive impact on the company in shaping
the organisational culture. It also has been evaluated that various approaches like; TQM and JIT
approach is beneficial and is required by the company to implement in their operations to
provide high quality products and services.
LO 4
6. Role of leader and function of manager apply in various situational context in Barclays Bank
Barclays faced a situation of crisis in the organisation. The crisis was develop due to
accusation of violating international money laundering in March 2009. In the specific situation,
employees were demotivated and the situation down their morale (Storey, 2016). The
organisation also facing issues regarding the growth and profitability and it appeared difficult for
the bank to maintain better competitive advantages and image in the market. The crisis affects
the customer base and the operational activities also. In this situation function of the manager
here is to organisation in harmony. For example; manager of Barclays ensure that flow of
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communication is effective between the staff. This will ensure that there is no confusion and they
can make decision regarding solving the problem and to achieve set growths. Also, manager and
leader motivate the staff so the situation do not get worse (Thorpe, 2016).
In this situation role of management in the Barclays bank is to manage the situation and
the reputation of the organisation. For that purpose, management implement some theories and
models of management approaches to handle the condition and the workforce.
Behavioural approach: By applying this approach, management of the company being
concerned with each and every individuals in the bank. As the individual got demotivated after
the down image of the company in the market. The management motivate them and ensure that
their needs are getting fulfilled. Under this approach management take decisions according to the
behaviour of employees in the situational context (Amanchukwu, Stanley and Ololube, 2015).
7. Evaluation of the theory of leadership style
The situation in the bank influence the manager to adopt various leadership style to
manage the situation. But in the crisis situation manager of the bank adopts the following style of
leadership;
Transformational leadership
By adopting and implementing this leadership style, manager of Barclays Bank able to
encourage the members in the company to a high standard. This style of leadership is beneficial
in different situations faced by the organisation (Macdonald, Burke and Stewart, 2017). In
Barclays bank this is often the most effective leadership style to use by the manager in the crisis
situation. By this style manager set the clear goals in front of the staff so that they have good
conflict resolution skills.
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8. Transformation process in Barclays Bank
Transformational process is referring to any activity that take one or more inputs,
transform and add value to them. It also provides the output to the consumer or client. This the
process of converting input that is raw material to the output that is final product. The
transformation process of Barclays bank in retail sector is to attract people for investing their
money in the bank and converting the money with the interest and provide it to the investors
(Amanchukwu, Stanley and Ololube, 2015).
9. Impact of two adjustment for Capacity Management
Adjustment in the methods of capacity management by manager enable the Barclays
Bank to mitigate the risk of change and growth, while controlling and optimising the cost of the
operations in capacity management. The overall capacity management tends to directly impact
the success of the organisation, which makes it important for Barclays to make sure everything is
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Illustration 4: Transformational Leadership

in place as per the needs and requirements. Ensuring this helps the company to reach new growth
and developments. The factors which impacts the wider business environment includes customer
satisfaction, innovation and competitive advantage (Larson and Gray, 2017). Barclays Bank is
need to ensure that their staff is providing quality products that satisfy the need of consumer. It
can be done through continuous advantages.
The adjustment in capacity management of the company tends to ensure that the
organisation is working in order to maintain these factors appropriately. Factors such as customer
satisfaction is ensured when appropriate products and services are being made with the quality.
In case when customers are not satisfied, it tends to impacts the business growth and overall
business environment. It explains the importance of operations management in maintaining a
growth-oriented organisational environment.
10. Recommendation for future improvement
The overall operation management in Barclays bank is effective to accomplish the
present need and objectives, but for the future improvement, management should consider
various changes;
 It is recommended to the management of the company to direct resources and
concentrate towards the most critical consumer service indicators and metrics. They
should manage the proper operation by ensuring the availability of the required
resources.
 Management of the company should set the right and effective measurement to guide
continuous improvement in the bank (Riggio, 2017).
 Barclays Bank should provide proper training and development to their staff to make
them able to resolve and handle any future issues or crisis in operational activity.
 They are also require to establish a proper communication channel through an
informal or formal method that enhance employee engagement in the decision
making and leaders should motivate them to enhance their productivity through moral
support (Amanchukwu, Stanley and Ololube, 2015).
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CONCLUSION
From the present study it has been summarised that leaders and managers of Barclays
Bank are the key success factor as managers are essential in managing the business through
enhancing the strategy for effective communication. Leadership is the practical approach in the
Barclays Bank that help in improve the capabilities of the workforce and influence them to attain
the desired outcome. The operation management enhance the overall performance of bank
through enduring activities that regulates the efforts of marketplace and provide services as per
the requirement of the employees.
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What's The Difference Between Leadership and Management. 2019. [Online]. Available
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