Management and Operations: Roles and Characteristics of Leaders and Managers

This report discusses the roles and characteristics of leaders and managers in the context of Tesco. It also explores various theories and approaches of leadership and the importance of operations management in achieving business objectives.

Management and
operations

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
P1 Differentiate between roles and characteristics of leaders and manager................................3
M 1 Various theories are used to differentiate between leaders and manager of firm................4
LO2..................................................................................................................................................5
P2 Role of leader and function of manager.................................................................................5
P3 Theories and approaches of leadership...................................................................................6
M2 Strengths and weakness of various approaches....................................................................7
M1 Difference between role of leader and function of manager.................................................7
LO3..................................................................................................................................................7
P4 Key approaches to operations management, role that leaders and managers play.................7
P5 Importance and value of operations management in achieving business objectives..............9
M3 Evaluation of manager’s and leaders efficiencies................................................................9
P6...............................................................................................................................................10
M4..............................................................................................................................................11
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Management and operation generally regarded as a synonym which is generally used to
manage the variety of different activity of the company in the market. This report is based upon
the Tesco. Tesco is the biggest supermarket store of the UK in context of the revenue as well as
market area coverage of the company in the market. This report explains the comparison
between the role and characteristic of manager and leader in the organization. After that report
highlights the role of the manager and function of the manager in variety of the different business
situation in the long run. After that report goes on to explain the variety of the different type of
the theories and approaches in regards of different leadership style. After that report has
explained the importance and value of the operational management in maintaining the business
objective in the long run. In the end the report goes on to concludes the variety of the business
environment factor which can impact the operational management and decision of leader and
manager in organization.
LO1
P1 Differentiate between roles and characteristics of leaders and manager
Both manager and leader of Tesco plays important roles in operation of business and
achievement of objectives.
Manager is an person that is mainly responsible for planning, organising, controlling and
coordinating efforts of various individuals towards common goals of firm. Or in other term it is
person that is responsible for supervising and monitoring various activities in order to ensure that
qualitative services are delivered to customers. It define task, steps that need to be followed by
each employees and find corrective action that can be taken so that company can attained its
objectives (Maniksaly, 2019). On the other hand leaders provide support, direction and guidance
to employees about the way task needs to be completed so that enterprise can easily expand its
market share and profitability. There are various differences between roles and characteristics of
leaders and manager of Tesco that can be illustrated as follows:
 Manager of Tesco plans vision, mission and strategies that need to be taken for
achievement of goals on the other hand leaders communicates or share vision or long
term goals with employees so that they can be motivated to put their best for success of
enterprise.
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 Roles of Tesco manager is to plan about task that needs to be performed by specific
individual so that overall objectives of firms can be achieved. Whereas leaders guide and
support employees regarding the way task can be completed and objective can be attained
(Zhang, Cao and Wang, 2018).
 Leaders of Tesco mainly focus on outcomes or result that it wants to achieve on the other
hand manager plans various system, procedure and policies that can be useful in
accomplishment of task and attainment of objectives.
 Manager of Tesco evaluates performance of employees and plans various strategies that
can be used by it to improve their performance and productivity so that requirements of
customers can be fulfilled. But leaders by guiding and using motivational techniques are
able to inspired employees to put their best so that company can get competitive
advantages.
Characteristics of leaders and manager
It can be stated that Manager of Tesco knows the way to command various roles and
responsibilities that need to be performed by employees within firm. On other hand leaders have
special characteristics to delegate task that needs to be completed by each team member.
Leaders have ability to influence several people to completed task in specific manner so that
standard outcome can be gained (Matošková, Macurová and Tomancová, 2018). On the other
hand managers have characteristics to listen and understand problem and grievance of employees
so that better strategies can be formulated to resolve.
M 1 Various theories are used to differentiate between leaders and manager of firm
System theory: It can be stated from system theory that manager of Tesco mainly plans and
control various operation and performance of employees so that specific result can be gathered.
It plans standard procedure and policies that need to be followed by each individual so that
products and services are delivered to customers beyond their expectancy. Tesco manager
through continuous supervision and monitoring is able to find key areas in which company lack
thus plans strategies to remove weak points for success of firm.
Democratic leadership styles: On the other hand Leaders of Tesco by encouraging employees
to share their feeling, ideas and views in decision making of firm is able to motivate them to
make optimum utilisation of their capabilities (Gaviria-Rivera and López-Zapata, 2019). This
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leadership styles used by Tesco leaders helps in creating feeling of sense of belongingness
among employees thus contributed in retention of their loyalty and satisfaction level.
LO2
P2 Role of leader and function of manager
The role of leader within company is to develop stronger vision among teams within
various departments for developing stronger synergy of actions, new business framework
methods and motivate all team mates for cooperative working fundamentals. Tesco leaders are
widely strong to bring on keen synergy of actions among various paradigms and actions among
cooperative steps which enhances wider technical goals and technical functional strength. The
leaders not only develop new working paradigms among various synergy levels within
departments within Tesco but also there are wider aspects focusing onto functioning efficiency
within working objectives. Tesco leaders widely focus onto bringing on motivation vision vision
and relative advancement through which it can be analysed that new relative goals among
cooperative working structure is attained with continuous focus and evolution of vision among
new technical advancement. Tesco aims to produce new quality products and services pertaining
onto competitive working aspects where leaders are strong among cooperative actions to
improve team members skills and developed working paradigms (Bäckstrand and Engström,
2019).
The role of manager however is to manage and supervise all functional elements among
various aspects within departments in company which restores innovation functional strength,
progressively focuses onto new potentialities which enables to bring on wider profitability
margins among company production. Manager role is to keep monitoring all production ,
marketing functions and wider goals formulation onto new synergy aspects which keenly
enhances leaders working parameters and also leverages new restorative actions onto wider
levels. Tesco managers work with best working paradigms where it can be analysed with wide
profitability metrics company has been achieving and progressively focusing for wide working
sanctions within various departments and working actions which enhances new reflective
synergy and consumer market goodwill.
Within role of leader it can be understood that when a new employee joins in among
company department its role of leader to effectively introduce various responsibilities , train with
new skills and further develop wider potentialities onto wider productive levels for gaining
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strong synergy of commitment among various levels. While the role of manager is to supervise
actions and new relative goals within company departments where there are new margins
available for business to succeed among production levels within competitive business scenario
(Spring, 2017).
P3 Theories and approaches of leadership
There are various theories of leadership which can be worked on among leaders within
businesses at Tesco to bring on diverse functional strength within working actions among teams
and to promote wider synergy of actions with innovation for long term development. Situational leadership: The situational leadership is an innovative model developed
while working on management within company working hemisphere and to promote new
reflective focus among various levels within dynamic business parameters. The focus of
this theory is towards focusing on followers rather than wider workplace environment
where Tesco is actively facing vast competitiveness among operations. The leaders
within this working theory focuses on change within behaviour according to demands
among cooperative working structure and to progressively focus for responding to
various demands among company scenario (Mor and et.al., 2018).
 Contingency leadership: This leadership style focuses to pertain focus onto how
innovation and dynamic working operations are focused among working paradigms
within company and to yield onto larger working operations where Tesco aims to bring
on vast competitiveness. Tesco leaders aim for bringing wider technical advancement,
cooperative actions within departments where employees are widely skilled for technical
advancement and innovative actions through which strength is built on.
 System leadership: This can be understood as set of skills and capacities within company
where analysis of various abilities, process management actions among system level
change where focus is inbuilt to build on new rational synergy of actions. It combines
collaborative actions and decentralised working networks which widely focuses to yield
onto wider technical goals and profitability actions within various levels. System
leadership at Tesco focuses to promote new working culture of innovation adoption
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through which keen synergy is focused for gaining wider profitability metrics for longer
term within competitive reflective synergy of actions.
M2 Strengths and weakness of various approaches
 Strength of behavioural approach within leadership avenues among company functional
levels can be understood with the fact that it enables to promote new skills and
potentialities among employees based on their interests and behaviour traits which
enhances vision and cooperative management. Weakness of this theory although is that
there is less reliance onto how long it will maintain strong success and sustainable
working hemisphere (Helmreich and Merritt, 2017). Tesco leaders while working with
behavioural approach of leadership will be able to exercise functional parameters of
efficiency with cooperation among team leaders and leaders to prominently develop
various framework of goals. The behavioural approach enables to gain strong working
paradigms in context with leaders, as they give various functional duties to employees
based on their skills and expertise.
 Strength of contingency and system leadership theory is that there is wider focus onto
how goals are shaped among working paradigms with the demand of competitive
business arenas for gaining new reflective synergy of actions and profits for Tesco.
Weakness of contingency and system leadership are that there are no measurable changes
within functional levels among teams with its implementation for longer term which
slows productivity. Tesco by adopting contingency and systemic leadership will be able
to develop various frameworks of new functional scenarios where dynamic goals can be
achieved competitively.
M1 Difference between role of leader and function of manager
The difference between role of leader and function of manager is that leader has role to
develop stronger functional strength, higher innovation and new skills among employees where
Tesco leaders train employees with new skills and wider potentialities. Function of manager is to
yield onto wider paradigms and monitor actions where focus is inbuilt to yield onto wider
productive synergy of actions to build on profitability. Leadership theory focuses on pertaining
focus onto how motivation , strength and commitment among employees can be built among
teams within departments but management theories widely focus onto which all departments
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aim to bring on new technology, innovation marketing and monitors all services with new
determinants for longer term company goals.
LO3
P4 Key approaches to operations management, role that leaders and managers play
There are various innovative operations management approaches which Tesco uses for
high quality production management where installation of new working techniques, stronger
synergy of working actions enable to bring on wider developed profitability among various
paradigms (Ravinder and Kollikkathara, 2017).
Total quality management (TQM)
TQM is known for improving quality aspects of products and further abilities of products
demands which produces wider working paradigms focus onto goals and functional abilities.
TQM operation management works with 7 principles which keenly brings on technical
advancement among products production services within Tesco which are as follows:
 Principle 1 : Customer focused organization services
 Principle 2: Leadership
 Principle 3: involvement of people
 Principle 4: Process approach
 Principle 5: system approach to management
 Principle 6: continual improvement
 Principle 7: Factual approach to decision making
The leader at Tesco while operating with TQM makes sure that employees working capabilities
and technical advancement among various paradigms focus for bringing on various goals of
improved quality patterns within products, improved functional strength and for working on
among operational management goals.
Lean production:
The lean production is another widely innovative operation management approach which
Tesco production departments are using \where focus is built towards effective production, cost
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effectiveness and functional marketing goals where there are wide business expansion
opportunities for company to attain new end profits. Lean production aims to eliminate various
non necessary steps within production and highly focuses on leveraging stronger synergy of
actions to develop stronger working goals. Lean production also trains employees and
management employees to produce stronger working operations, longer time quality patters
which not only enhances goodwill among consumers and rationally focuses to build on new
working aspects (Radnor and Bateman,2016).
The leaders role in context of Lean production is to make sure that all employees are
given strong training of various new competitive skills , working onto operations where there is
wider business demands and also yielding best reflective synergy of innovative production. Lean
production also maintains strong functional strength within operation management parameters,
where tesco aims to be one of the best retail brand.
P5 Importance and value of operations management in achieving business
objectives
The operation management importance is highly important aspect where development
focus is inbuilt among company goals within working parameters which enables to build on
wider working segments of framing consumer goodwill and stronger profits within goals.
 Better quality products and services: The operations management enable to build on
wider quality metrics of products and services which tesco produces , where focus is built
on cost effective utilisation of technology within higher effective quality patterns. The
products quality within industry are the base for producing new end goals and stringent
motivation among employees production services which also enhances new relative
development aspect for further enhancement of operations. TQM and lean production
aims to yield on higher quality goals of products with wide leverage goals, synergy of
efficiency and also keenly market new relative goals among various paradigms for long
term business positions (Coughlan and et.al., 2018).
 Higher customer satisfaction: TESCO with operations management and value of
operations cultivations within its production techniques enables to bring in higher
customer satisfaction metrics for long term within industry and to potentially reach onto
new business objectives. Higher customer satisfaction leverages growth within outputs
for longer term within company goals, develops quest of best services which pertain
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focus onto how productively new relative goals can be operated onto company services
among competitive retail industry. Operations management enables to bring on best
customer satisfaction goals onto which new working determinants are developed further
for higher synergy of production actions.
M3 Evaluation of manager’s and leaders efficiencies
The managers and leaders have wide role to improve efficiencies of operation
management to successfully meet company objectives where Tesco being one of the best retail
brand in global industry aims to bring on stronger functional standards and higher working
synergy of innovation actions. Managers for improving stronger operational management goals
have to work onto bringing on best innovative techniques, use of reflective new working
operations which fuels growth within management and also monitors strongly within various
goals onto wider paradigms. Leaders at Tesco with use of best operational management shall aim
to fuel on best reflective working operations which brings on motivation, commitment among
employees in teams for technical advancement. Tesco shall productively aim to yield onto keen
synergy of best resources and production techniques which will restore management goals onto
higher profitable metrics, stronger consumer goodwill (Slack and Brandon-Jones, 2018). Leaders
and managers can work vividly on functional enhancement of operational management by
working on various paradigms such as bringing on innovative creativity and developing new
growth synergy.
P6
Political factor: It is the first factor which generally used to impact the operational management
and decision making of the leader and manager in the organization. Political factor generally
used to bring the variety of the changes in the policy of organization in the long run. These factor
will eventually impact the variety of the decision which are being taken by the leader and
manager in the organization (Čepel, M and et.al., 2018)
.
Macro economic factor: These another important factor which may impact the variety of
the decision making of leader and manager in the organization. As Macro economic factor
generally impact the business in the long run. Different Macro economic factor are GDP, rate of
employment and inflation or deflation period in the market. This sort of the factor in the
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organization used to impact the decision making of leader and manager in the organization. As
leader and the manager has to make the variety of the decision to manage the issue presented by
these factor. For example: If the employment rate is low in the organization then organization
leader and manager used to take different decision to manage the interest level of all the
employee at workplace.
Technological factors: In the rapidly changing environment it is very important for all the
organization to maintain a good sort of technology in the organization. Not having a good sort
technology in the organization used to impact the operational management of the company. Also
it used to bring the variety of the changes upon the variety of the decision which are being taken
by the leader in the organization. It has been analyzed that leader and manager generally used to
take the variety of the decision to maintain the impact of the technology usage in the better way.
For example: At the time of adopting the new technology in the organization all the employee
are very much uncertain in term of the way they can carry out different activity. These is the time
in the organization in which leader and manager used to take the variety of the decision so that
good sort of clarity can be maintain in the organization (Cepel, M and et.al., 2019).
.
Micro economic factor: These is the another element of business environment which
used to impact the operational management and decision making of the variety of the leader in
the organization as well. As leader and manager has to take variety of the decision to manage the
interest level of different micro economic factor.
M4
All the factor which are generally highlighted in the above question generally used to impact
the business environment of the company as well. It has been identified that these sort of the
factor are the one which is generally looked by the company to manage the same in the
organization. If organization is not able to maintain the same it used to impact the business
environment. Some factor affecting are as follows:
CSR: Corporate Social Responsibility used to impact the environmental impact of the
business in the positive manner. At the same time Economic factor of the company is impacted
in the negative manner.
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Culture: Culture of the company used to impact the internal environment of the company in
positive manner, as employee will free to work with the other in the positive manner.
CONCLUSION
After going through the above report it has been summarized that there is good sort of
difference in the role and characteristic of leader as well as manager in the market. After that
report goes on to concludes the role and function which is carried out by leader and manager at
the time of different business situation. After that report conclude different leadership theory and
importance and value of different business objective. In the end report concludes the different
business environment factor which can impact the decision making of the leader.
REFERENCES
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March, 2019.
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Competitiveness.
Cepel, M and et.al., 2019. Selected economic factors of the quality of business
environment. Journal of International Studies.
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Coughlan, P., and et.al., 2018. The role of OM EDEN in building the EurOMA
community. International Journal of Operations & Production Management.
Gaviria-Rivera, J. I. and López-Zapata, E., 2019. Transformational leadership, organizational
climate and job satisfaction in work teams.
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Radnor, Z. and Bateman, N., 2016. Debate: The development of a new discipline—public
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Ravinder, H. and Kollikkathara, N., 2017. Project Management in Operations Management
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Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and
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Spring, M., 2017. Operations Management. The Oxford Handbook of Management. p.57.
Zhang, L., Cao, T. and Wang, Y., 2018. The mediation role of leadership styles in integrated
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Online
Maniksaly S, role of manager, 2019, [Online]. Available
Through:<https://www.economicsdiscussion.net/management/manager/roles-of-a-
manager/31942>.
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