Case Study: Leadership, Management Theories & Organizational Growth

This case study examines the roles of leadership and management within organizations, differentiating between the two concepts and exploring their application in various organizational situations. It assesses the applicability of conventional management theories, such as chaos theory and management by objectives, to organizational growth, using Oracle and Hyundai as case examples. The analysis covers leadership styles, risk assessment procedures, and operational management strategies, highlighting the importance of both leadership and management skills for achieving organizational goals. The study concludes with recommendations for improving leadership and management practices to enhance organizational performance, emphasizing the need for effective communication, employee training, and a balanced approach to task-oriented and people-oriented leadership.

MANAGEMENT AND OPERATION
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Table of Contents
Case study 1.....................................................................................................................................3
Introduction:....................................................................................................................................3
Role of management and leadership and its main differentiation:..................................................3
Describing the different roles of management and leadership in application to different
organizational situations supported by theories:..............................................................................4
Assessing the applicability of conventional theories to the organization and how they support
growth:.............................................................................................................................................5
Conclusion and recommendation:...................................................................................................6
Case study 2.....................................................................................................................................7
Introduction:....................................................................................................................................7
Assessment of operations management and role of managers and leaders:....................................7
Assessment of importance of operations management:...................................................................8
Assessment of factors having influence upon operational management and decision making
processes:.......................................................................................................................................10
Conclusion:....................................................................................................................................11
References......................................................................................................................................12
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Case study 1
Introduction:
This report will cover the various role, function, differentiation, different theories, objectives and
applications of leadership and management in an organisation in different situations. Leadership
means the ability to achieve a goal by the way of motivating a group of people, whereas
management means the process of controlling or dealing with the people in work. A leader works
as a back bone of an organisation. On the other hand, managers are responsible for completing
the job. Leaders help to enhance the performance of the employees of an organisation. In the
following, the delicate difference between the two has been described in context of the given
case of Oracle. Oracle has an organizational hierarchy, where the top executives visualise the
mission and order their subordinates to make the job done by the employees positioned in the last
tier of the hierarchy.
Role of management and leadership and its main differentiation:
An organisation has different operating units. Organisational hierarchy is classified as director,
management, leaders and coordinators (Albach et al., 2010). Managers’ are responsible for
handling employees, distributing duties among the employees and helping them by leading the
tea. The manager is responsible to choose a person who has the ability to help him or her in
achieving the goal of the organisation in an optimum way. On the other hand, leadership is a
process of achieving organisations’ goal by motivating the subordinates. To achieve the goal of
an organisation a leader is often identified with the characters as follow
 A leader should have the power to motivate subordinates by his oratory skills.
 A leader should be a well behaved person and is needed to have a good coordination with
other members of the team.
 A leader should possess clear vision.
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 A leader should be prudent.
 A leader should have a clear view of the concepts and explaining skills that help
encourage the subordinates.
 Leader should have the power to build a moral for his team and to connect everyone.
Different between leader and manager:
Leader enables the organization to negotiate the way through difficult path and difficulties and
fulfil the respective financial and non-financial objectives of the enterprise (Albach et al., 2010).
In this study, it has been said that a manager of Oracle has not been able to properly manage the
team members. Therefore, it can be said that the cited person has failed to become a leader as
well as a good manager for the organization. A leader is a person who is able to motivate his or
her team members. On the other hand, a manger is the person who gets the job done by proper
control over the team members. Therefore, according to (Boerner and Gebert, 2012), there is a
small gap with the perception of the role of a leader and also that of a manager. The work of a
manager and a leader depend each other.
On the other, managers are responsible for perform the respective financial and non-financial
activities and operations of the enterprise. Further, managers are also responsible for maintaining
working environment and deals with all the contingencies in a fruitful manner. In the words of
(Boerner and Gebert, 2012), a manager is a person who copies, however, a leader is the inventor
and let the team do their work on their own. Therefore, both the personalities are required to
achieve the highest goal of an organization.
Describing the different roles of management and leadership in application to different
organizational situations supported by theories:
Role of leader is to guide and role of manager is to perform:
In this case, it has been observed that management and leadership is two different aspects of
operational conducts. There are some instances where leadership is required, whereas in other
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cases perfect managerial skills are sought. Therefore, a subtle differentiation between the two is
required. Moreover, leaders decide the betterment of the enterprise and frame necessary
objectives while managers follow the instructions of the leaders and contribute towards securing
the position and status of the organization (Campbell, 2014).
Framing of objectives and completion of activities:
It is not to be mentioned that leaders are the one which frame relevant and reasonable objectives
and goals for the betterment of the enterprise so as to boost the financial performance of the
entity in the market place. On the other hand, it is the responsibility of the manager to complete
or execute the plans in an appropriate manner and fulfill the above framed objectives and goals.
The manager has to supervise all of his team members and also order them. However, a selling
leadership is the provocation technique. In this leadership program, a leader tries to sell his or her
idea to know the reaction of the team members. Here, it can be said that this is required when the
members are willing to do a job but do not have the idea. However, it can also be inferred from
this leadership technique that here the members are efficient but cannot find a proper way to start
(Campbell, 2014).
Setting of targets and implementation of projects:
Setting and completion of targets and objective is necessary for organizations to move
systematically in the market place. Linking the same, while leaders set the targets, managers
implements necessary techniques to fulfill the same. Here, the participants are more prominent
and possess the ability to complete the tasks; however, the unwillingness of taking responsibility
makes a leader to enter into the team effort. The delegating leadership is for the team members
who are efficient and also willing to take up charge to complete a task. They take
responsibilities. Therefore, it can be said that this leadership is only to handle the members who
are experienced and matured (Earley, 2012).
Produce risk assessment procedures and perform risk assessment techniques:
Leaders decide the risk assessment techniques which would enhance the overall performance of
the enterprise and secure the status of the organization from known or unknown threats. While
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on the other hand, managers use to implement those techniques so as to boost the entire
credibility of the enterprise. Therefore, it can be inferred that here the manager has failed to
imply the task oriented leadership model. The task oriented leadership model tells that a plan
should be developed with a goal in sight. Thereafter, it is required to review the process as the
plan moves the forth. In this context, (Earley, 2012) has told that the skill of a manager is
required here wholly. Here, the managerial skills are more granted than the leadership. It is the
duty of fulfilling the tasks on schedule and hence a proper time management is required.
Assessing the applicability of conventional theories to the organization and how they
support growth:
Chaos theory is one of the leading management theories that reflect the importance of embracing
disorders or managing tasks as and when they appear. In this context, (Earley and Weindling,
2016) has said that the chaos theory is more useful than the conventional theories to address
issues in this highly competitive business environment. In this theory, it has been described that
in order to get a complete knowledge over the performance of an organization, one can look onto
the factors as a whole and not look for any certain matter. However, it only disagrees with the
conventional management theories and proves them to be ineffective. In today’s world,
management of every business always tries to segregate and define the tasks to be done by each
and every individual; therefore, the freedom of expression remains nil and this causes most of the
problem with employee dissatisfaction. Moreover, the role of conventional theories is necessary
for enhancing the financial and non-financial performance of the entity and to manage the list of
different contingencies in best possible manner. Thus, conventional theories are required for
growth and expansion of the enterprise.
Management by objective is another theory that describes that perfect managerial skill is that
where both the manager and the team members accords on a particular goal (Earley and
Weindling, 2016). After the agreement, both the parties set out the steps to be followed to reach
the goal. As following this theory requires the team to be more effective and important, they get
motivated by the scopes that avail. Therefore, this will also be an effective theory that will
improve the situation in the present case.
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Conclusion and recommendation:
In this study, it has been found out that managers and leaders are the most important roles for the
growth of an organization. It is the duty of the leaders and the managers to show the path of
growth to its employees and also to manage them for the ultimate benefit of the organization.
However, there are certain loopholes in the leadership and management skills, which are to be
addressed with significance (Grint, 2015). In this study, it has been informed that the concerned
person has not been able to manage the team members with efficiency. There could be many
reasons that is the inability of being a coordinator or may be procrastination. Therefore, it is
always needed for a manager to make the main priority to complete the job on time, no matter
what is the situation. A leadership is meant for the growth of the organization and also to
improve the performance of the employees. This can be done through spontaneous
communication and even training the employees (Grint, 2015).
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Case study 2
Introduction:
The role of operation management towards improving the condition of the enterprise in the
market place is very vital and sensitive. Correct mixture of leadership and management skills is
required to capture the requirements of the market place and perform in a fruitful manner.
Further, performance of operations management should be reviewed on daily basis in order to
achieve the respective vision and mission goals. The following study would highlight the part of
operation management towards the performance of Hyundai over the years. Moreover, factors or
elements which hold significant influence towards the outlines of operation management would
also be pointed out in the following study.
Assessment of operations management and role of managers and leaders:
Operations management may be defined as that branch of management that is concerned with the
designing, prototyping and controlling process in production of the product. In the given case
study the key approaches that Hyundai Company took under the guidance of Mong-Koo Chung
changed the overall status of the company. Previously the company aimed at producing cars in
large volume (Karami and Maimunah Ismail., 2010). Hence it can be said that the overall focus
of the company was quantity. But with the undertaking of Mong-Koo Chung the company’s
agenda reversed. They now focused at producing quality cars. In other words, the present focus
of the company became quality. In this regard it is worth mentioning that Hyundai also focused
at designing new models along with fixing bugs in the current batch of products. Hence they
took every measure to become a high quality car producing company in the automobile industry.
The mentionable approach of Hyundai was the installation of Six Sigma.
The main target of Six Sigma was to identify the defect and shortcomings in the process of
production of the cars. The Six Sigma implemented a set of quality standards and guidelines that
are framed under the guidance of the experts and continuous market research (Karami and
Maimunah Ismail., 2010). It is said that the maturity and quality in the process of production are
measured by sigma ratings. The best part of implementation of Six Sigma is the abundance of
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opportunity that Hyundai grabbed and became one of the branded car manufacturing companies
of the industry. The second mentionable approach is the implementation of lean production or
simply lean in manufacturing process. The lean brought about a systematic elimination of wastes
in the production process.
The waste was generally tangible but sometimes the waste that was eliminated was also
intangible. In other words, the lean looked into the manufacturing process in depth and came up
with the waste that was created either due to work overload or overburden or sometimes uneven
distribution of labor (Nair and Mertova, 2010). These wastes brought the quality down and also
contributed to the increase in cost. The intangible waste was the waste of time and design that
were no longer needed in the society but still the company produced it. Hence it can be said that
the implementation of lean in manufacturing process is actually producing the product from
client’ perspective.
The role of managers and leaders in bringing Hyundai to their current position in the automobile
industry is immense. The credit for making Hyundai a brand valued cars goes to its CEO Mong-
Koo Chung and the managers of the organization. The main role of managers was in
implementing the idea of the CEO on practical grounds. In other words, the agenda of focusing
on quality rather than quality is implemented by the employees not the CEO but the
implementation was possible only due to the response of the managers who taught the employees
about the agenda and the corresponding researches and techniques that were required for the task
(Nair and Mertova, 2010). Moreover the confidence of the leaders and the managers are also
accountable for the success of Hyundai.
Assessment of importance of operations management:
Producing profitable goods and attracting potential customers are two of the major attractiveness
of efficient operation management working for any enterprise or organization. Positive
contribution from operations management is highly beneficial for enterprise experiencing huge
competition in the market place and lacking in the department of innovation or credibility.
Linking the same, the dominating performance or position of Hyundai from so many decades is
highly driven by the professionals or employees working under operation management
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department of the enterprise (Pigors, Myers and Malm, 2013). Thus, the significance of
operations management is elaborated below:
Creation of productive strategies:
Operation management analyzes or observes the situation of the enterprise in a more significant
manner and contributes towards the construction of efficient and profitable strategies in the
market place. Operation management of Hyundai assists the strategy formation professionals to
identify the relevant objectives and goals and attached with the vision or mission statement with
the respective actions or proceedings.
Understand the demand of the environment:
Operations management captures the actual requirement of the market place and implement the
same while framing any product related or customer oriented decisions (Pigors, Myers and
Malm, 2013). This policy enables the enterprise like Hyundai to match up with the requirements
of the economy and dominate the rivals or competitors in the field. Moreover, this benefit also
secures the position of the enterprise for longer period of time and maintains productive balance
while performing the activities.
Organization structure and culture:
Operations management provides accurate shape to organizational structure and implements
identical culture for all the professionals or employees which are necessary in order to perform
collectively under one unit. Both organizational structure and culture of Hyundai are well crafted
by the respective operation management of the enterprise which enhance their dominance in the
market place and decrease the level of risks or uncertainties affecting the position of the
enterprise (Schmenner and Swink, 2011).
Monitor and progress:
Continuous monitoring and controlling practice of business enhance the parameters of internal
and external environment in an appropriate manner. While monitoring increase the level of
professionalism inside the character of professionals or employee controlling activities keep the
wheel of the enterprise towards positive or profitable direction. Enhanced efficiency, credibility,
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and creativity from the professionals of Hyundai are one of the major reasons behind the
successful performance of the organization even under critical situations (Schmenner and Swink,
2011).
Apart from the significance mentioned above, operation management also enhances the
leadership impact and outcome for the betterment of the company.
Assessment of factors having influence upon operational management and decision making
processes:
Attracting and creating customers is one of the toughest yet creative jobs in the world. Further,
apart from leadership skills, each and every enterprise under retail sector also needs effective
operational management to fight and overcome the challenges or issues (Special Issue
ofProduction and Operations Management: Retail Operations, 2012). However, in order to create
effective operational management team, negative impact of several factors needs to be overcome
in an effective manner:
Procedure of work:
The overall working climate and the processes of the enterprise impact the enterprise
performance and position in the market place. The working culture also governs the parameters
of operational management which further provide positive or negative impact towards the
efficiency and effectiveness of the enterprise. Moreover, the operational management of Hyundai
is highly affected by the working procedure or culture (Special Issue ofProduction and
Operations Management: Retail Operations, 2012). Thus, procedure of work is a parameter of
internal environment which design the framework of operational management in either positive
or negative manner.
Training of professionals or employees:
Apart from the working climate of the enterprise, the training level of the professionals also
impacts the overall credibility and efficiency of operational management. The way employees
are trained, the relevant outcome of operational management would come out. Here employees
are treated as resources and input of efficient and creativity skills is required from the managers
of the enterprise. The training of professionals or employees should be performed after the
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consideration of all the respective minor and major factors of the enterprise (Sprague, 2017).
Linking the same, the operational management of Hyundai is positively effected as the training
section of the enterprise is immensely effective and efficient.
Work scheduling:
The work distribution of the enterprise also impacts the performance or efficiency of operations
management in a significant way. The hours of working, production turnover, and employment
level design the structure of operations management which further influence the position and
performance of the enterprise. The HR department of Hyundai is extremely professionals in this
case as employees or professionals are maintained with no difficulties or problems which
contribute towards enhancing the credibility of the entire enterprise in an appropriate manner
(Sprague, 2017).
Apart from the factors mentioned above, the direction of operations management also impacts
the actual outcome of the same in the market place. Moreover, operations management should be
comprises of honesty, objectivity, professionalism and responsibilities (Subscription renewal
Journal of Operations Management, 2010).
Conclusion:
The section points out the vital role of operations management towards creating successful for
the enterprise in the market place and dissolves all the respective known and unknown threats or
issues in an appropriate manner (Subscription renewal Journal of Operations Management,
2010). The performance of Hyundai operations management is extremely efficient in terms of
satisfying the demands and wants of the customers and performing all the manufacturing,
distributing, and advertising activities properly. Further, the enterprise is also productive towards
managing the interest level of stakeholders and maintaining cordial relationship with the
respective clients. Thus, working climate and job distribution holds significant impact towards
the overall outcome of operations management (Williams, 2015).
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