Role of Leaders and Managers in Operations Management

This report discusses the different features and roles of leaders and managers in operations management, with a focus on Toyota. It explains the differences between leaders and managers and their respective functions. It also explores the theories and models of leadership approach and the key approaches to operations management. The report highlights the importance of proper operations management in achieving business objectives.

Management and
Operations

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
P1. Explaining & comparing different features and role of the leader and manager with respect
to company...................................................................................................................................3
M1. Assessing and differentiating between leader’s role and manager’s function through
effectively applying range of the concepts & theories................................................................4
LO2..................................................................................................................................................5
P2 Role of leader and function of manager.................................................................................5
P3 Theories and models of leadership approach.........................................................................7
LO3..................................................................................................................................................8
P4 Key approaches to the operations management and role and which leaders and managers
play..............................................................................................................................................8
P5 Importance and the value of operations management in achieving the business objectives 10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Management of operations refers to an administration of the business practices for
creating higher level of the efficiency as possible within the firm. The present report is based
Toyota, a largest automobile company which manufactures best cars for people. Furthermore, the
study highlights different roles played by managers and leaders in company. Moreover, report
also shows the important of proper operation management for attaining objectives of business.
LO1.
P1. Explaining & comparing different features and role of the leader and manager with respect to
company
Manager – They are considered as an individual in an enterprise who manages and design
work of the company in direction of pre-determined goals & purpose of firm. For successful
execution of objectives, task of managers is for developing and establishing the appropriate
strategies, plan and policies for performance of the staff & employees with an aim that they
would perform their assigned task as per the objectives (Salmela, Koskinen and Eriksson, 2017).
Managers are been distributed at several levels in an entity for the purpose of managing the tasks
in different departments. Managers are also been concerned with appraising performance of
employees and they perform such task by way of implementing process of performance appraisal
at regular interval of time.
Leaders- They is one who gets the task performed from staff concerning the objective of
company. They plays vital role in appreciating and motivating employees through their
communication and leadership skills that is inherent to vision of an organization. They make the
employees work in the manner for achieving the goals (Webb, 2020). The man aim of the leaders
is to induce & inspire employees for the purpose of their performance that results to an increase
in the efficiency & productivity of the firm.
Difference between leaders & managers

Often role of the managers & leaders are counted as interchangeable, but their present a
difference between functions that are performed by managers as well as leaders for getting the
employees work for an entity (O’Leary, 2016).
Managers in an enterprise performs task of the setting an objectives according to vision &
mission of the firm and also task leaders is further communicates vision to an employee’s & also
inspire them in the manner that vision of company become as their vision and they follows steps
facilitated by leaders.
 Leaders They persuade an objectives developed by managers, on other side managers
they set an objective of an organization.
 Leaders influence and communicate an employee for working as per the plans, However,
mangers communicate policies to leaders.
 Leaders provide the direction within the team, on other state, managers facilitate the
direction to groups.
 Leaders create an idea for betterment of the company, whereas managers plays role of
executing those kind of ideas into the reality.
 Leaders mainly focus on the people, whereas managers emphasize on the things.
 Leader’s role is inspiring employees for working, whereas While main role of the
managers is the planning in an enterprise.
 Leaders motivate employees for working, while managers direct work to the staff so that
they could perform as per the set standards.
In Toyota, company that deals in automobile sector and is been engaged within the
business activities consisting of manufacture, designing, assembly and sale of passenger car in
countries such as Europe, North America, Asia and Europe (Răducan, 2016). Management of an
entity is said to be efficient when strategies developed by the fire results to increase in
productivity. The manager’s role is been differentiated in effective way with that of the leaders
role in an enterprise. Manager of the Toyota company establishes performance standards for
employee‘s task & leaders in the firm with that of their effective interpersonal communication
talent for getting the work done from employees by considering standards developed by
managers. Such differentiated role of the leaders & managers in company, leads to growth in
business as tasks are been segregated & performed in better manner.

M1. Assessing and differentiating between leader’s role and manager’s function through
effectively applying range of the concepts & theories
Planning- It is the most essential function that is played by managers of Toyota which
means as to plan or set goals of an entity which compiles to an increased revenues and sale of
cars. The strategies framed by the company relating to the goals involve h KAIZEN that
contributes towards continuous improvements in process of production for developing efficient
within the product. Role of leaders in the company is communicating such roles that are been set
by managers to employees and emphasize on effort of employees in achieving the goals and
purpose.
Organizing- It acts as most crucial function as it is concerned about utilizing &
organizing the resources of an entity in effective way for fulfilling organizational goals (Chiu,
Balkundi and Weinberg, 2017). The leader’s role is to allocate resources efficiently and
motivating employees for performing like as available resources are used for best suitable
outcome.
Directing- The managers direct tasks which need to be performed to employees and the
workforce of Toyota but leaders plays the role of creating team & directing the manner in which
work must be accomplished.
Staffing- It means as the function of the managers & leaders are needed to get best out of
staff recruited in the firm. Toyota recruits staff and assigns job as per capabilities and skills of an
individual.
Coordination- In this the managers of company coordinates function of the different
departments like production and finance and also serves the firm with benefit of producing high
quality automobile at reasonable prices (Webb, 2020). However, leaders’ coordinates activity
lies with execution of best practices in the development of coordination within the activities with
help of the communication & better leadership skills.
Controlling- Strategies formulated by managers and execution of such strategies by
leaders in Toyota are been monitored & controlled by company’s managers & leaders for

verifying outcomes of performance of an employees with standards laid down by managers and
guides employees accordingly.
LO2
P2 Role of leader and function of manager
The role of leader can be considered to be one of the most visionary and highly important
for bringing on wider changes and communicate diverse goals of effective synergy within
businesses for developing higher keen technical diversion and for enhancing new operational
efficiency. Leader has the work to potentially yield onto diverse parameters of diverse goals and
motivate various employees working within various departments and for building strong training
platforms for larger effective development programs. Toyota leaders have diverse functional
efficacy synergy onto where there can be factored growth gained within cultural horizons and for
technical development through which targets can be achieved in stimulated time periods. Role of
leaders in diverse working situations pertain onto achieving wider paradigms of new reflective
synergy which potentially enhances new working goals and leverage onto wider functional
development space through which Toyota competitively prepares its employees for higher
diversity. It is under self efficacy roles for gaining increased determinants of wider business
demands and for yielding on new metrics for communicating larger business goals and
motivating employees for various duties and responsibilities where vision is propagated to bring
on. Role of manager being correlated with leader is focused more on complexity parameters
pertaining onto zeal of best innovative procedures implementation and for developing new
technical development further onto wider paradigms for larger innovation and business goal
completion (Koivula, Villi and Sivunen., 2020) Toyota leaders are focused for bringing best
training platforms for all employees within diverse teams and functionally enhancing their
working goals within team performance metrics, for directing towards company goals and
stringent working actions which builds more profits in business. At various situations leaders are
strongly focusing in bringing on diversity within groups and enabling correct implementations of
all functional steps within working grounds.
Manager pools on various wide decisions and implementation of various synergy of
stronger innovative management and also reflectively focus onto new paradigms of growth

within keen progression. Manager has job to monitor and manage all operations where Toyota is
operating its decisions and yielding onto factors where technical goals are worked on for stronger
operative synergy with higher efficiency and more wisdom onto where there is high realisation
of new reflective paradigms progressing ahead. Manager specially focuses for bringing on
diverse actions of innovation within systems , keenly programming on new creative ideas and
actions of keenly programming new work synergy which creates functional advancement within
long run and also to functionally approach creative heads which creatively approach for gaining
higher work synergy. Toyota applies various innovative managerial approaches for
implementing diverse dynamic goals of work for technically developing various metrics of
stronger goal development, quest building fundamentals among management and for healing on
new determinants where company aims to progressively head on. Manger and leaders are the
most important pillars of power and vision promotion which formally yield onto new reflective
goals which progressively builds on goals formulated to reflect within employees demands and
to focus onto company operational advancement within long term periods (Ollila and
Yström,2017). Toyota company being one of the most advanced innovative electronics and
automobiles company globally aims to work forward for diversifying various management
decisions, highly cooperatively working on structure for best working on models which further
enhances wisdom and technicality of operations within wider arenas. There has been also
demand for new functional standards of stronger working potentiality leveraged within new
operational parameters where Toyota competitively aims to reach on with higher diversification
and more elaborated wisdom, higher potential synergy goals onto where there shall be active
indulgence of new metrics pertained on. Toyota managers are working for bringing on
supervision among working operations, new working operations synergy and also for technical
development within all relative paradigms to attain stronger motivation goals , higher
cooperative structure among all team members which will create technical progression and larger
profits.
P3 Theories and models of leadership approach
There are various theories and models of leadership which will enable to deliver stronger
growth and higher productive motivation among employees within company’s profits and
consumer goodwill goals at Toyota which can be discussed as follows:

Leadership theories
Situational leadership: This is one of the most active and highly important leadership where
dynamic working parameters enable to bring on diverse changes, higher technical advancement
functional order which create higher diversity functional order and for gaining stronger employee
commitment within teams. Situational leadership is highly important through which leaders can
actively conduct business efficacy among various departments to take stringent decisions as per
varied demands and for gaining creatively new work horizons. The situational leadership
actively communicates leaders directions within teams and for motivating employees actions and
for technically new relative demands and for working new horizons where communal aspects are
also focused. There has been various new production designs and new reflective patterns
analysed based on which Toyota is programming its progress ahead and for factoring growth
ahead onto larger goals and actively communicating new goals to company ahead and for
gaining new creative paradigms for training larger goals. Strength of this approach can be
understood as it enables to deliver higher growth= avenues and new keen synergy of larger
actions developing new productive consistency and wider functional innovation among larger
goals (Pozo, Akabane and Tachizava, 2019)
Contingency leadership: There are various changes and contingent situations arising within
businesses and in global competitive digital world where companies are facing vast functional
innovation and new explorative working situations for bringing on wider changes and for
yielding on wider form of creativity. Toyota company by working with contingency leadership
shall be actively developing on new functional metrics of working innovation and new working
synergy of progression within various goals and for recreating new functional parameters of
consistency and larger visionary approaches. Strengths and weaknesses of this approach can be
understood as highly important for gaining new functional effective marketing synergy and for
gaining new functional advancement onto parameters, which empowers motivates vision and
creative energy onto various ideas and functional innovation. Weakness of this theory is
understood that many parameters of ineffective structure withdraws unable structured goals and
new working avenues, for creatively developing their new functional standards of higher
synergy within actions. Contingency approach actively brings employees and leaders close to
each other among market paradigms and for consistently developing new functional innovation

among larger goals where Toyota wants to reach on and for factoring growth within wider
paradigms and for creating stronger determinants. This can be understood as highly important
theory which in active communicates long term vision and larger productive development,
keenly programming new factors of growth and wider functional synergy of operations onto
which there has been larger paradigms proven to be highly stronger (Rajiani and Ismail, 2019).
MANGEMNT STYLES
Participative management style: This can be understood as highly diverse management styel
where leaders take strong steps for creating varied platforms for communicating vision among
employees and leaders, with various interactive sessions and conducting various seminars which
highly enhances Toyota working culture
Persuasive management style: This can be understood as one of the foremost persuasive
management style where higher synergy and motivation among employees and working leaders
is built for larger decisions, higher force of new innovative direction along with creativity.
LO3
P4 Key approaches to the operations management and role and which leaders and managers play.
There are different approaches in operations management and role which leaders and
managers play in these approaches
Total Quality Management
TQM refers to process where the tasks and the activities are seen in desired way for
ensuring that operation are running at sustainable level that will better satisfy organisational
needs. Need for the TQM is to focus over improvement, performance and quality of functions
running in every department of Toyota and for ensuring that balance is maintained within every
process.
Role of leaders
Leaders ensure productive process of workforce through involvement and utilising
different business functions. Leaders aim at remaining involved and committed in the
departments so that they could provide plan for supporting organisation.
Role of Managers

Managers have to ensure that organisation focus over both external and internal
customers. They ensure that suppliers of the company are being treated as the business partners
that could provide better service to business.
Just in time inventory
Process of JIT is outlined in process for increasing effectiveness of how organisations
could decrease waste by the acceptance of goods that are required in the production (Gibson and
Parkman, 2018). JIT is the process which allows the management of Toyota in supporting
business to lower the storage space and see goods that are needed at the specific time.
Role of Leaders
Leaders of Toyota ensure that goods are utilised throughout production process. They
allocate the roles and responsibilities to all employees and ensure they are properly informed
before starting operations. They perform check over all equipments that are used in productions
process.
Role of managers
Managers have to order goods at right time from the suppliers and ensuring that correct
quantity of the material is ordered. Managers also have to maintain healthy relations with their
suppliers so that goods are delivered on time.
Continuous Improvement
Continuous improvement is described as approach in workplace where the improvements
are made in the overall production process. The main objective of this approach is to reduce
wasters from production process so that improvements in business process could be made
effectively. It is also known as Kaizen approach and Toyota has adopted the same method in the
business process.
Role of Leaders
Leaders have to allocate specific tasks to the employees based on their skills and
responsibilities. They ensure that team is benefitted from process. They guide the employees to
perform their task accepting the new challenges in the work environment.
Role of Managers
Managers have the role of identifying the scope for different operations to be performed
in business. It also ensures that all the employees are made aware of the people goals and

objectives of Toyota on which they working. They also measure the success achieved due to
application of continuous improvement approach.
Lean Production
The process could be describes as straight forwards and systematic method that aims at
removing wastes from manufacturing process. Application of lean process within production
process assists operational management to refine quality of the products and also morale of
workforce as it requires contribution of all for the better process (Bromiley and Rau, 2016). The
process also enables Toyota to ensure that most effective utilisation of the resources is made for
increasing the growth of organisation by producing quality products.
Role of Leaders
They make the workers understand about their responsibilities in making the lean
produced more better. They also provide directions to the employees for increasing productions
and monitoring the process for eliminating wastes from the process.
Role of Managers
Managers analyse effectiveness of the goods and services produced by company. They
ensure that useful materials for production are not eliminated. They also have responsibility of
reporting progress to senior executives of Toyota.
P5 Importance and the value of operations management in achieving the business objectives
Value and importance of Operations management could be described as follows:
Control and Distribution System
The function is essential factor ensuring that the operation management is responsible for
monitoring of production process in business. It ensures that appropriate distributions of the
merchandises are completed for achieving goals & objectives of company. When the function is
fulfilled organisations see that intention of utilising resources in efficient manner is achieved.
Transformation of material into finished goods & services
The function acts as opportunity for the operations management to analyse demand of the
customers for products and the services. Analysing the demand and needs of customers they
Toyota uses the products and services for production of the final products in intelligent manner.
Business objective is to ensure that departments are producing high quality products and services
acceptable to potential customers

Capacity management
In operations management capacity management identifies capability of development of
production process. The factor acts as guideline for ensuring no additional goods have been
produced when the other assets of company are delivered as there could be increased difficulty in
production process (Ivanov, Tsipoulanidis and Schönberger, 2017). Production process is
affected if quality of product is not guaranteed which will also affect reputation and image of
company in market.
Design Process
Designing process of the product is fundamental function for the operations management.
Specifying production process organisation would be able to accomplish demands of customers
and for guaranteeing profits that will help in achieving business objectives. The function fulfils
business objectives as it enables Toyota to design products or providing services as per
requirements of customers
Scheduling management
It is essential function of operation management that ensure that correct scheduling and the
circulation of tasks to employees that are capable of meeting the requirements of the task based
on the skills and knowledge possessed by them. Resources used and time available is could be
insufficient for the organisation that are working over short deadlines. It is essential that before
any task is started, scheduling process is placed properly as it creates framework for the jobs that
are to be completed on the time specified.
CONCLUSION
From the above report it has been summarized that both managers & leaders plays a
critical role in the smooth functioning of business activities. They are one who helps the
company in achieving its goals effectively and efficiently within the timeframe and standards or
strategies set. Effective management leads the company to reach growing success in the long run
and stability against its competitors.

REFERENCES
Books and journal
Bromiley, P. and Rau, D., 2016. Operations management and the resource based view: Another
view. Journal of Operations Management. 41. pp.95-106.
Chiu, C. Y. C., Balkundi, P. and Weinberg, F. J., 2017. When managers become leaders: The
role of manager network centralities, social power, and followers' perception of
leadership. The Leadership Quarterly. 28(2). pp.334-348.
Ganda, F., 2019. The impact of innovation and technology investments on carbon emissions in
selected organisation for economic Co-operation and development
countries. Journal of cleaner production, 217, pp.469-483.
Gibson, P. and Parkman, R., 2018. Cruise operations management: Hospitality perspectives.
Routledge.
Heiden, B. and Peters, R., 2020. Ip and Open Innovation—Managing Technology Push and
Pull. les Nouvelles-Journal of the Licensing Executives Society, 55(2).
Ivanov, D., Tsipoulanidis, A. and Schönberger, J., 2017. Global supply chain and operations
management. A decision-oriented introduction to the creation of value. 2.
Koivula, M., Villi, M. and Sivunen, A., 2020. Creativity and Innovation in Technology-
Mediated Journalistic Work: Mapping out Enablers and Constraints. Digital
Journalism, pp.1-18.
O’Leary, J., 2016. Do managers and leaders really do different things. HBR Harvard Business
Review.
Ollila, S. and Yström, A., 2017. An investigation into the roles of open innovation collaboration
managers. R&D Management, 47(2). pp.236-252.
Pozo, H., Akabane, G.K. and Tachizava T., 2019. Innovation and technology processes in micro
and small business. Cogent Business & Management. 6(1), p.1588088.
Răducan, R., 2016. Leaders and Managers. Theoretical and Applied in Psychology SICAP23.
p.149.
Rajiani, I. and Ismail, N., 2019. Management innovation in balancing technology innovation to
harness universities performance in the era of community 4.0. Polish Journal of
Management Studies, 19.
Salmela, S., Koskinen, C. and Eriksson, K., 2017. Nurse leaders as managers of ethically
sustainable caring cultures. Journal of Advanced Nursing. 73(4). pp.871-882.
Webb, D. M., 2020. Running theaters: Best practices for leaders and managers. Simon and
Schuster.