Leadership, Management, and Operations Management in Boots UK Context
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This report provides an analysis of leadership and management roles within the context of Boots UK, focusing on operational efficiency. It differentiates between the roles of leaders and managers, applying various theories and concepts such as Mintzberg's roles and classical management theories. The functions of a manager, according to Fayol, are explored with examples from Boots UK, alongside situational, systems, and contingency leadership styles. Strengths and weaknesses of different approaches are examined, and the report identifies key external factors affecting operations management at Tesco. Ultimately, it assesses how managers and leaders can improve operational efficiency to meet business objectives, highlighting the importance of planning, coordination, and employee motivation within the organization.
MANAGEMENT AND
OPERATIONS
OPERATIONS
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Table of Contents
INTRODUCTION.............................................................................................................................. 3
LO1................................................................................................................................................. 4
P1 DIFFERENCES AND SIMILARITIES BETWEEN A LEADER AND MANAGER CONSIDERING THEIR
ROLES AND CHARACTERISTICS...................................................................................................4
M1ANALYSE AND DIFFERENTIATE BETWEEN THE ROLE OF A LEADER AND THE FUNCTIONS OF
A MANAGER BY EFFECTIVELY APPLYING A RANGE OF THEORIES AND CONCEPTS....................7
LO2................................................................................................................................................. 9
P2FUNCTIONS OF A MANAGER ACCORDING TO FAYOL AND HOW A MANAGER IN YOUR
ORGANISATION PERFORMS THESE FUNCTIONS USING VARIOUS EXAMPLES............................9
P3 SITUATIONAL LEADERSHIP, SYSTEMS LEADERSHIP AND CONTINGENCY LEADERSHIP USING
VARIOUS SCENARIOS IN YOUR ORGANISATION TO SUPPORT YOUR EXPLANATION................10
M2 STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS
WITHIN THE WORK ENVIRONMENT................................................................................... 11
LO3................................................................................................................................................. 0
P4 DIFFERENT APPROACHES TO OPERATIONS MANAGEMENT AND IDENTIFYING WHAT IS
USED IN THE TESCO................................................................................................................... 0
EXPLANATION OF WHAT MAKES THE ROLE AS A STORE MANAGER A CLASSIC EXAMPLE OF AN
OPERATIONS MANAGER................................................................................................................ 1
P5 EXPLAIN THE IMPORTANCE OF OPERATIONS MANAGEMENT IN TESCO..............................0
M3 THE ROLE OF MANAGERS AND LEADERS IN IMPROVING THE EFFICIENCY OF OM TO MEET
THE BUSINESS OBJECTIVES OF RETAILER SUCCESSFULLY...........................................................1
LO4............................................................................................................................................. 0
P6 IDENTIFICATION AND ASSESSMENT OF THE KEY OUTSIDE FACTORS THAT CAN HAVE AN
EFFECT ON THE OPERATIONS MANAGEMENT FOR TESCO........................................................0
M4 DIFFERENT FACTORS AFFECT THE BUSINESS ENVIRONMENT AND WIDER COMMUNITY. . .0
1
INTRODUCTION.............................................................................................................................. 3
LO1................................................................................................................................................. 4
P1 DIFFERENCES AND SIMILARITIES BETWEEN A LEADER AND MANAGER CONSIDERING THEIR
ROLES AND CHARACTERISTICS...................................................................................................4
M1ANALYSE AND DIFFERENTIATE BETWEEN THE ROLE OF A LEADER AND THE FUNCTIONS OF
A MANAGER BY EFFECTIVELY APPLYING A RANGE OF THEORIES AND CONCEPTS....................7
LO2................................................................................................................................................. 9
P2FUNCTIONS OF A MANAGER ACCORDING TO FAYOL AND HOW A MANAGER IN YOUR
ORGANISATION PERFORMS THESE FUNCTIONS USING VARIOUS EXAMPLES............................9
P3 SITUATIONAL LEADERSHIP, SYSTEMS LEADERSHIP AND CONTINGENCY LEADERSHIP USING
VARIOUS SCENARIOS IN YOUR ORGANISATION TO SUPPORT YOUR EXPLANATION................10
M2 STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS
WITHIN THE WORK ENVIRONMENT................................................................................... 11
LO3................................................................................................................................................. 0
P4 DIFFERENT APPROACHES TO OPERATIONS MANAGEMENT AND IDENTIFYING WHAT IS
USED IN THE TESCO................................................................................................................... 0
EXPLANATION OF WHAT MAKES THE ROLE AS A STORE MANAGER A CLASSIC EXAMPLE OF AN
OPERATIONS MANAGER................................................................................................................ 1
P5 EXPLAIN THE IMPORTANCE OF OPERATIONS MANAGEMENT IN TESCO..............................0
M3 THE ROLE OF MANAGERS AND LEADERS IN IMPROVING THE EFFICIENCY OF OM TO MEET
THE BUSINESS OBJECTIVES OF RETAILER SUCCESSFULLY...........................................................1
LO4............................................................................................................................................. 0
P6 IDENTIFICATION AND ASSESSMENT OF THE KEY OUTSIDE FACTORS THAT CAN HAVE AN
EFFECT ON THE OPERATIONS MANAGEMENT FOR TESCO........................................................0
M4 DIFFERENT FACTORS AFFECT THE BUSINESS ENVIRONMENT AND WIDER COMMUNITY. . .0
1
CONCLUSION................................................................................................................................. 0
REFERENCES................................................................................................................................... 0
2
REFERENCES................................................................................................................................... 0
2
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INTRODUCTION
The growth of the organization is highly dependent on the functions of management as well as
the operations of the management. The management as well as operations deals with those
areas which help in involving the production process and the designing processes concerned
with the products and the services (Jacobs, et al. 2014). In this report, two organizations of UK
are taken in order to describe the management of operations within the organization through
the leaders as well as the managers. The Boots UK is the company operating in the sector of
pharmacy and has its branches in the Thailand, Ireland, and the other locations. It is
headquartered at Beeston, in the UK. The workforce of the organization is about 70,000
numbers of employees. The hierarchy structure is being possessed by the Boots UK
organization.
3
The growth of the organization is highly dependent on the functions of management as well as
the operations of the management. The management as well as operations deals with those
areas which help in involving the production process and the designing processes concerned
with the products and the services (Jacobs, et al. 2014). In this report, two organizations of UK
are taken in order to describe the management of operations within the organization through
the leaders as well as the managers. The Boots UK is the company operating in the sector of
pharmacy and has its branches in the Thailand, Ireland, and the other locations. It is
headquartered at Beeston, in the UK. The workforce of the organization is about 70,000
numbers of employees. The hierarchy structure is being possessed by the Boots UK
organization.
3
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LO1
INTRODUCTION
The aim of this report is to describe the roles as well as the responsibilities of the leader and
manager by describing the characteristics so that they can be compared through the theories
and concepts.
BODY
P1 DIFFERENCES AND SIMILARITIES BETWEEN A LEADER AND MANAGER
CONSIDERING THEIR ROLES AND CHARACTERISTICS
Management is defined as the administration possessed by the company with respect to
attaining profit or not profit or can be an authority of the government. The management
comprises of the various activities which provide a support in building the company's strategy
with the help of coordination among the workers in order to meet the desired goals and the
objectives (Bolmanand Deal, 2017). Leadership defines the person’s capability or of the
organization that helps in providing the guidance to the team members or the people.
MANAGERS
The managers play a significant role in the company concerning with the management of the
various tasks for accomplishing the goals as well as the objectives of the organization.
LEADERS
Leaders assign the work to the team members or the employees and also leadthese members
in meeting the goals of the organization (Eckesand Trautner, 2012). The encouragement is also
given to the workers by the leaders in order to improve their communication skills and the
other skills so that the company’s vision can be fulfilled.
COMPARISON OF LEADER AND MANAGER
BASIS LEADER MANAGER
Definition A leader is a person achieving A manager is a person whose
4
INTRODUCTION
The aim of this report is to describe the roles as well as the responsibilities of the leader and
manager by describing the characteristics so that they can be compared through the theories
and concepts.
BODY
P1 DIFFERENCES AND SIMILARITIES BETWEEN A LEADER AND MANAGER
CONSIDERING THEIR ROLES AND CHARACTERISTICS
Management is defined as the administration possessed by the company with respect to
attaining profit or not profit or can be an authority of the government. The management
comprises of the various activities which provide a support in building the company's strategy
with the help of coordination among the workers in order to meet the desired goals and the
objectives (Bolmanand Deal, 2017). Leadership defines the person’s capability or of the
organization that helps in providing the guidance to the team members or the people.
MANAGERS
The managers play a significant role in the company concerning with the management of the
various tasks for accomplishing the goals as well as the objectives of the organization.
LEADERS
Leaders assign the work to the team members or the employees and also leadthese members
in meeting the goals of the organization (Eckesand Trautner, 2012). The encouragement is also
given to the workers by the leaders in order to improve their communication skills and the
other skills so that the company’s vision can be fulfilled.
COMPARISON OF LEADER AND MANAGER
BASIS LEADER MANAGER
Definition A leader is a person achieving A manager is a person whose
4
the goals of the organization by
influencing the subordinates.
role is to do the coordination,
planning, and the control
thereby managing the
organization.
Subordinates Its subordinates are the
followers.
Its subordinates are the
employees.
Major Focus The major focus of a leader is on
the people (Nelson, 2013).
The major focus of the manager
is on the procedures as well as
the processes.
Style Used The transformational style is
being used by the leader.
The transactional style is being
used by the manager.
Approach Used A leader sets the directions. The manager plans the details
concerned with the organization
(Hill, 2017).
Risk Factor A leader is responsible for
minimizing the risk.
The manager is responsible for
taking the risks of benefitting the
organization.
Objectives The objective of a leader is to
facilitate the growth as well as
the development of the
organization.
The objective of the manager is
to achieve the desired results.
Undertaking of Change A leader helps in bringing the
change within the organization
(Tumasjan, et al. 2010).
A manager is responsible for
reacting to the change that has
occurred in the organization.
The management team concerned with the Boots UK Company plans the various activities for
the company that will help in increasing the profitability as well as productivity. The roles, as
well as the responsibilities of manager and leader within the Boots UK, are different
whileimplementing the functions. The manager of the Boots UK is responsible for doing the
implementation of the various standards that will enhance the performance with respect to the
activities assigned to the leaders as well as the workers so that they can use their capabilities in
5
influencing the subordinates.
role is to do the coordination,
planning, and the control
thereby managing the
organization.
Subordinates Its subordinates are the
followers.
Its subordinates are the
employees.
Major Focus The major focus of a leader is on
the people (Nelson, 2013).
The major focus of the manager
is on the procedures as well as
the processes.
Style Used The transformational style is
being used by the leader.
The transactional style is being
used by the manager.
Approach Used A leader sets the directions. The manager plans the details
concerned with the organization
(Hill, 2017).
Risk Factor A leader is responsible for
minimizing the risk.
The manager is responsible for
taking the risks of benefitting the
organization.
Objectives The objective of a leader is to
facilitate the growth as well as
the development of the
organization.
The objective of the manager is
to achieve the desired results.
Undertaking of Change A leader helps in bringing the
change within the organization
(Tumasjan, et al. 2010).
A manager is responsible for
reacting to the change that has
occurred in the organization.
The management team concerned with the Boots UK Company plans the various activities for
the company that will help in increasing the profitability as well as productivity. The roles, as
well as the responsibilities of manager and leader within the Boots UK, are different
whileimplementing the functions. The manager of the Boots UK is responsible for doing the
implementation of the various standards that will enhance the performance with respect to the
activities assigned to the leaders as well as the workers so that they can use their capabilities in
5
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accomplishing the task (Uhl-Bien, 2011). The Boots UK leader is responsible for giving the
motivation to the employees of the organization so that they can complete the desired work.
CHARACTERISTICS OF LEADERS ROLE AND MANAGER FUNCTIONS WITH RESPECT TO BOOTS
UK
Functioning
The special functions are being performed by the manager with respect to the organization
whereas the leader does not perform the special functions.
Stability
The organization stability is being utilized by the management on a permanent basis whereas
the leader does it on a temporary basis (Koenig, et al. 2011).
Directing
Leaders give the assistance to the team members whereas the manager gives the assistance to
the leader.
Coordinating
The coordination is involved between the managers and the leaders for implementing the
strategy and procedures.
Staffing
The recruitment process is conducted by the manager for sorting out the candidates who
possess the potential (Karkand Shamir, 2013). The healthy communication is developed by the
Boots UK for enhancing productivity.
Accountability
6
motivation to the employees of the organization so that they can complete the desired work.
CHARACTERISTICS OF LEADERS ROLE AND MANAGER FUNCTIONS WITH RESPECT TO BOOTS
UK
Functioning
The special functions are being performed by the manager with respect to the organization
whereas the leader does not perform the special functions.
Stability
The organization stability is being utilized by the management on a permanent basis whereas
the leader does it on a temporary basis (Koenig, et al. 2011).
Directing
Leaders give the assistance to the team members whereas the manager gives the assistance to
the leader.
Coordinating
The coordination is involved between the managers and the leaders for implementing the
strategy and procedures.
Staffing
The recruitment process is conducted by the manager for sorting out the candidates who
possess the potential (Karkand Shamir, 2013). The healthy communication is developed by the
Boots UK for enhancing productivity.
Accountability
6
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It is the responsibility of the manager is towork on enhancing the organization performance.
The aim of a leader is to attain the mission, vision of the organization.
Control
The control with respect to the organization is given to leader as well as the manager in
accomplishing the goals of the organization.
Planning
Planning involves the strategies to be implemented in an organization that will increase the
productivity and profitability (George, 2019). This is ensured by the manager. The leader
creates a healthy atmosphere within the workplace for enhancing the performance of the
employees.
CONCLUSION
This report helps in determining the role as well as the functions of leader and manager in the
organizational context through the implementation of the theories and the concepts.
M1ANALYSE AND DIFFERENTIATE BETWEEN THE ROLE OF A LEADER AND
THE FUNCTIONS OF A MANAGER BY EFFECTIVELY APPLYING A RANGE OF
THEORIES AND CONCEPTS
The different theories were developed so that the roles of leadership and the functions of a
manager can be determined. The Mintzberg theory has been effectively used by the Boots UK
which divides the roles in the following ways:
INFORMATIONAL ROLES
The leader is responsible for monitoring the world so that the information can be gathered
about the business environment. This information is being transferred to the staff members by
the leader (Antonakisand House, 2013). The leader is also responsible for doing the
modification in the production line with the help of presentation.
INTERPERSONAL ROLES
7
The aim of a leader is to attain the mission, vision of the organization.
Control
The control with respect to the organization is given to leader as well as the manager in
accomplishing the goals of the organization.
Planning
Planning involves the strategies to be implemented in an organization that will increase the
productivity and profitability (George, 2019). This is ensured by the manager. The leader
creates a healthy atmosphere within the workplace for enhancing the performance of the
employees.
CONCLUSION
This report helps in determining the role as well as the functions of leader and manager in the
organizational context through the implementation of the theories and the concepts.
M1ANALYSE AND DIFFERENTIATE BETWEEN THE ROLE OF A LEADER AND
THE FUNCTIONS OF A MANAGER BY EFFECTIVELY APPLYING A RANGE OF
THEORIES AND CONCEPTS
The different theories were developed so that the roles of leadership and the functions of a
manager can be determined. The Mintzberg theory has been effectively used by the Boots UK
which divides the roles in the following ways:
INFORMATIONAL ROLES
The leader is responsible for monitoring the world so that the information can be gathered
about the business environment. This information is being transferred to the staff members by
the leader (Antonakisand House, 2013). The leader is also responsible for doing the
modification in the production line with the help of presentation.
INTERPERSONAL ROLES
7
The interpersonal roles of the leader include meeting with the clients on lunch or dinner to
establish the relations effectively. The motivation is also given to the employees in order to
increase their efficiency of working (Bolmanand Deal, 2017). The leader should also establish
the relations byrepresenting in the various trade organizations.
DECISIONAL ROLES
The decisions must be taken by the leader in order to improve the projects. He also takes the
decision when any critical situation is encountered within the Boots UK such as with respect to
the suppliers, occurrences of a strike, etc. the allocation of the resources is also done by the
leader.
The different theories such as the theory of classical management, behaviour management,
chaos management, contingency management can be applied within the organization for
management and operation (Jensen, 2010). The manager at Boots UK uses the behaviour
theory in order to analyse the capabilities of the employees towards the work so that attention
can be paid to giving encouragement to the employees, resolving the conflicts so that their
efficiency can be increased.
8
establish the relations effectively. The motivation is also given to the employees in order to
increase their efficiency of working (Bolmanand Deal, 2017). The leader should also establish
the relations byrepresenting in the various trade organizations.
DECISIONAL ROLES
The decisions must be taken by the leader in order to improve the projects. He also takes the
decision when any critical situation is encountered within the Boots UK such as with respect to
the suppliers, occurrences of a strike, etc. the allocation of the resources is also done by the
leader.
The different theories such as the theory of classical management, behaviour management,
chaos management, contingency management can be applied within the organization for
management and operation (Jensen, 2010). The manager at Boots UK uses the behaviour
theory in order to analyse the capabilities of the employees towards the work so that attention
can be paid to giving encouragement to the employees, resolving the conflicts so that their
efficiency can be increased.
8
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LO2
P2FUNCTIONS OF A MANAGER ACCORDING TO FAYOL AND HOW A MANAGER
IN YOUR ORGANISATION PERFORMS THESE FUNCTIONS USING VARIOUS
EXAMPLES
Controlling
The implementation of the strategies by the manager of the Boots UK which results in
monitoring as well as controlling is the function of a manager (Rahim, 2017). The role of the
leader is to validate the employee's performance by monitoring it through the activities.
Planning
The function of a manager is to plan the various activities within the organization in order to
increase the productivity and profitability. The leader's role at Boots UK is to deliver the
objectives to employees so that they can make the efforts in achieving it.
Leading
The function of a manager is to interact with the leader so that planning can be done in
achieving the set target within the time duration. The managers communicate with the leaders
whereas the leaders communicate with the employees (Lester, et al. 2010). In this way, the
coordination is set up within the organization to implement the operations of the organization.
The coordination is also involved between the various departments such as the finance
department, production department, and the manufacturing department in order to produce
the quality products.
Organizing
The function of the manager is to perform the various functions by making an effective use of
the available resources in order to achieve the objectives (Starling, 2010). The leader’s role is to
provide the encouragement to the workers by allocating the resources in order to accomplish
the task.
9
P2FUNCTIONS OF A MANAGER ACCORDING TO FAYOL AND HOW A MANAGER
IN YOUR ORGANISATION PERFORMS THESE FUNCTIONS USING VARIOUS
EXAMPLES
Controlling
The implementation of the strategies by the manager of the Boots UK which results in
monitoring as well as controlling is the function of a manager (Rahim, 2017). The role of the
leader is to validate the employee's performance by monitoring it through the activities.
Planning
The function of a manager is to plan the various activities within the organization in order to
increase the productivity and profitability. The leader's role at Boots UK is to deliver the
objectives to employees so that they can make the efforts in achieving it.
Leading
The function of a manager is to interact with the leader so that planning can be done in
achieving the set target within the time duration. The managers communicate with the leaders
whereas the leaders communicate with the employees (Lester, et al. 2010). In this way, the
coordination is set up within the organization to implement the operations of the organization.
The coordination is also involved between the various departments such as the finance
department, production department, and the manufacturing department in order to produce
the quality products.
Organizing
The function of the manager is to perform the various functions by making an effective use of
the available resources in order to achieve the objectives (Starling, 2010). The leader’s role is to
provide the encouragement to the workers by allocating the resources in order to accomplish
the task.
9
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P3 SITUATIONAL LEADERSHIP, SYSTEMS LEADERSHIP AND CONTINGENCY
LEADERSHIP USING VARIOUS SCENARIOS IN YOUR ORGANISATION TO
SUPPORT YOUR EXPLANATION
SITUATIONAL LEADERSHIP
The situational leadership involves the worker's capability and the proficiency so that the
employees can be managed by the leaders by assigning them the task. This leadership quality is
being adopted by the functional department of the Boots UK in order to tackle the critical
situations encountered within the organization (Drucker, 2012). The issues of cost are being
noticed with respect to transporting the raw materials which can be effectively tackled by
situational leadership.
CONTINGENCY THEORY
The contingency theory determines the various leadership as well as the leading approaches
which are under the personality traits of the employees which will be helpful in overcoming the
situations in the organization of Boots UK but the performance of these employees’ decreases
under some extinct situations.
SYSTEM LEADERSHIP
The system leadership at the Boots UK involves the command to be taken over the
performance of the employees so that the employees can work according to the current
situation which is essential for the Boots UK (Scott, 2015). The variation must be done in the
functional department so that tasks can be executed properly by an implementation of the
operations by conducting the activities which will enhance the performance.
The issues were resolved by the operation department of Boots UK with the help of assigning
the tasks to the employees through the coordination as well as planning in order to achieve the
efficiency (McLean, 2011). The employees can be given the encouragement as well as praise so
that they feel valued by the organization and also increases their efficiency of working. The
10
LEADERSHIP USING VARIOUS SCENARIOS IN YOUR ORGANISATION TO
SUPPORT YOUR EXPLANATION
SITUATIONAL LEADERSHIP
The situational leadership involves the worker's capability and the proficiency so that the
employees can be managed by the leaders by assigning them the task. This leadership quality is
being adopted by the functional department of the Boots UK in order to tackle the critical
situations encountered within the organization (Drucker, 2012). The issues of cost are being
noticed with respect to transporting the raw materials which can be effectively tackled by
situational leadership.
CONTINGENCY THEORY
The contingency theory determines the various leadership as well as the leading approaches
which are under the personality traits of the employees which will be helpful in overcoming the
situations in the organization of Boots UK but the performance of these employees’ decreases
under some extinct situations.
SYSTEM LEADERSHIP
The system leadership at the Boots UK involves the command to be taken over the
performance of the employees so that the employees can work according to the current
situation which is essential for the Boots UK (Scott, 2015). The variation must be done in the
functional department so that tasks can be executed properly by an implementation of the
operations by conducting the activities which will enhance the performance.
The issues were resolved by the operation department of Boots UK with the help of assigning
the tasks to the employees through the coordination as well as planning in order to achieve the
efficiency (McLean, 2011). The employees can be given the encouragement as well as praise so
that they feel valued by the organization and also increases their efficiency of working. The
10
Chaos theory focuses on doing the variation and the managers react to such variation through
the efforts.
M2 STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS
WITHIN THE WORK ENVIRONMENT
STRENGTHS OF SITUATIONAL LEADERSHIP
The team environment is built healthy as well as supportive which will help in enhancing
the efficiency of the employees.
It is the feasible approach as the roles of the employees gets reversed while
implementing as well as taking the decisions.
The awareness among the employees is being created so that they can focus on the
leadership style to be implemented.
WEAKNESSES OF SITUATIONAL LEADERSHIP
This approach focuses on considering the recent scenario in order to overcome the
shortcomings of the organization.
The employees are not as proficient as they lack the knowledge with respect to the
factors of demography.
The misunderstanding, as well as the conflict, is created due to the interconnection of
the various situations within the organization.
STRENGTHS OF SYSTEM LEADERSHIP MODEL
The system leadership model is a dynamic and adaptable model.
By adopting this model, the effective decisions are implemented within the
organization.
It helps in the establishment of the framework by considering the views as well as the
opinions of the workforce of the organization.
11
the efforts.
M2 STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS
WITHIN THE WORK ENVIRONMENT
STRENGTHS OF SITUATIONAL LEADERSHIP
The team environment is built healthy as well as supportive which will help in enhancing
the efficiency of the employees.
It is the feasible approach as the roles of the employees gets reversed while
implementing as well as taking the decisions.
The awareness among the employees is being created so that they can focus on the
leadership style to be implemented.
WEAKNESSES OF SITUATIONAL LEADERSHIP
This approach focuses on considering the recent scenario in order to overcome the
shortcomings of the organization.
The employees are not as proficient as they lack the knowledge with respect to the
factors of demography.
The misunderstanding, as well as the conflict, is created due to the interconnection of
the various situations within the organization.
STRENGTHS OF SYSTEM LEADERSHIP MODEL
The system leadership model is a dynamic and adaptable model.
By adopting this model, the effective decisions are implemented within the
organization.
It helps in the establishment of the framework by considering the views as well as the
opinions of the workforce of the organization.
11
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