This report provides a detailed analysis of management and operations within HSBC, examining the roles and characteristics of leaders and managers. It explores various leadership and management theories, including trait theory, transactional theory, and charismatic theory, to differentiate between the functions of leaders and managers. The report also discusses situational leadership, systems leadership, and contingency theory, illustrating their application within HSBC to support growth and sustainable performance. Furthermore, it assesses the impact of the business environment on operational management and decision-making, evaluating key approaches for managing operations and the associated roles of leaders and managers in achieving organizational objectives. The analysis includes examples of how operations management contributes to these objectives and evaluates the role of leaders and managers in improving operational efficiencies at HSBC.
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