Unit 4 - Management and Operations.

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Unit 4 - Management and Operations1
Table of ContentsLeadership and Management Concepts (Part 1)4Introduction4P1: Define and compare the different roles and characteristics of a leader and a manager(M1, D1)4P2: Examine examples of how the role of a leader and the function of a manager applyin different situational contexts (M2)6Strengths and weaknesses of different approaches to leadership and management todraw conclusions that support theories of leadership7Conclusion11Recommendations for future improvements12Leaders and Operations Management (Part 2)13Introduction to key operations of the organisation13Details of each of the key operational functions and Identifying the roles andresponsibilities of managers and leaders in the key operational functions (P4)13Key operational approaches to operations management and their value in achievingbusiness objectives to meet successful business objectives. (P5, M3)14Impact of external business environment factors that affect decision-making by leaders andmanagers (P6)15How can Operational efficiencies be improved to meet business objectives usingappropriate management and leadership approaches successfully?17Conclusion17Recommendation for future improvement182
Leadership and Management Concepts (Part 1)IntroductionThe study here has evaluated the involvement of leaders and managers throughout theorganisation to advance invention competitiveness and the success of high-value goods thatcan lead to an increase in profit of the organisation. The organisation- Aston Martin, a UK-based company in the car industry, is included. The study will discuss leadershipphilosophies and styles, as well as the quality costs. The administration and operations taskabout organisational advantages and limitations and the function of a manager in adaptingto changes and managing capacity. The report will also present key recommendations forimproving workplace management.P1: Define and compare the different roles and characteristics of a leaderand a manager (M1, D1)Managers:Managers are the individuals in an organisation who devise plans and coordinatethe organisation's activities to achieve the organisation's predetermined goals andobjectives. The task of the administrators is to devise and implement suitable strategies andplans, as well as to coordinate the employees of the organisation and legislators so that theycan carry out their respective tasks to fulfil the goals and objectives of the organisation.Leaders:Leaders are the members who have authority within the organisation, and theemployees follow them to accomplish their tasks and activities. The leaders play animportant role in motivating the members by using their leadership and interpersonal skillsto instil the organisation's mission in them. The leadership must be legitimate that canencourage the employees to fulfil their role within the organisation (Li, 2018). The mostimportant role of leaders is to influence and motivate employees to improve theorganisation's efficiency and profitability.ManagersLeadersThe company's goals are set by themanagers.Leaders inspire administrators to achievetheir objectives.The directives are communicated to therepresentatives by the managersLeaders collaborate with employees andguide them to operate following companypolicy.4
The managers give the groups courses.Leaders organise the team's instructions.Managers are those who come up with newproposals for the company's improvement.Leaders are responsible for bringing thosethoughts to life.Managers are preoccupied withinformation.Leaders place a focus on people.Managers' primary responsibility is toorganise the party.Leaders, on the other hand, are responsiblefor motivating the workers to perform theirwork effectively.Managers delegate duties to employees.Leaders encourage and inspire their teamsto work.Manager:In an organisation, a manager's role is that of a resource allocator. The manager'sjob is to make sure that each group has the tools it needs to execute the activities that leadto its growth. Characteristics are all of a person's conduct. A manager must project a certainimage, and the business can only succeed and progress if he behaves maturely (Reina et al.,2018). This involves making choices that aren't influenced by desires or appetite. A strongmanager thinks beyond the box. He or she must devise innovative tactics for bringing acompany up to speed with new technologies. This allows the firm to perform moreeffectively.Leaders:Leaders are trained to connect with the concerns of their subordinates. As a result,they would align these employees with the company's objectives. There must be a strongand well-aerated relationship between them, allowing a company to produce high-qualityproducts due to their joint efforts (Kosfeld, 2020). The characteristics of Leaders is that theytrust their abilities. This is a quality that allows workers to build confidence. Any leader musthave the confidence to discuss the problem head-on rather than deferring it.The following are the roles of leaders and managers along with characteristics in theorganisation:Planning:Aston Martin executives must plan and identify the company's goals to increasesales and offerings of automobiles (Astonmartin.com, 2021). Aston Martin's procedures forachieving the organisation's goals include enhancement, which leads to a continuousadjustment in the manufacturing process to increase productivity. The role of leaders in5
Aston Martin is to pass on the responsibilities assigned by the managers to the delegatesand focus on the efforts of the workers to achieve the aims and goals.Coordinating:Aston Martin's executives help to get the components of therecommendation together for greater outcomes. The aspect of numerous branches, such ascommunity office and back office, also provides the company with the benefit of gatheringhigh-quality vehicles at low prices (Gächter and Renner, 2018). The fulfilment of agreedsteps in establishing administration in the activities with the support of communications andtremendous inventiveness capacity are leaders' positions in organising the exercises.Controlling:In Aston Martin, the troughs of the company oversee and watch the processesdevised by management and the implementation of such methods by managers, as well asthe leaders review the outcome of the members' operation with the benchmarks placed allaround supervisors and direct the employees as required.This distinction between the managers' and leaders' positions in the sector affects thecompany's growth since tasks are divided and carried out more efficiently.P2: Examine examples of how the role of a leader and the function of amanager apply in different situational contexts (M2)The intentions of managers and leaders enable the organisation to work favourably toachieve the organisation's goals. Aston Martin is confronted with a situation in whichgasoline, materials, and equipment prices are rapidly rising (Clarke et al., 2017). In such asituation, it is possible to use the elements of strategy and the abilities of leaders to planand implement systems that will cope with the cost of manufacture while increasing thecompany's sales and profits.There are also some leadership theories that say that individuals with initiative skills mayhelp an organisation improve its operations. The organisational leadership division of AstonMartin focuses on leadership assumptions and combines the efforts of leaders to reducemanufacturing costs. Aston Martin has associated the contemporary leadership theory withdealing with rising buy and production costs (Kovach, 2018). The managers will set up theprocesses, such as determining which suppliers will provide the quality goods at a lowercost. The leaders at Aston Martin use their ability to motivate their employees to receiveadvances to lower assembly costs and eliminate resistance to change between employees6
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