Analysis of Management and Leadership in Barclays Bank Operations

This report provides a detailed analysis of management and leadership within Barclays Bank, examining the roles of leaders and managers in the organization's operations. It differentiates between leadership and management functions, explores various leadership styles such as autocratic, democratic, and laissez-faire, and analyzes the application of these styles within the bank. The report also delves into management roles, including informational, interpersonal, and decisional roles, and discusses the importance of hard and soft management skills. Furthermore, it covers operational aspects, including quality management, total quality management, just-in-time approaches, and capacity management, providing recommendations for future improvements. The study utilizes theories and concepts to evaluate the functions of managers and the roles of leaders within Barclays Bank, aiming to showcase an understanding of the relationship between management and leadership in a contemporary business environment.

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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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