Management and Leadership Theories Application at Starbucks

This report provides a comprehensive analysis of leadership and management roles and functions within Starbucks, exploring different leadership theories and models in context. It differentiates between the roles of leaders and managers, examining their characteristics and functions, such as planning, organizing, directing, and controlling. The report applies leadership theories, including trait theory, scientific theory of management, situational leadership, system leadership, and contingency leadership, to the Starbucks environment, discussing the strengths and weaknesses of each approach. It also highlights how leaders guide and motivate teams, represent the organization, and influence employee morale, while managers focus on hiring, training, planning, and organizing activities to gain a competitive advantage and reduce conflicts. This analysis offers insights into how leadership and management practices contribute to Starbucks' success.

Management and
Operations
Project 1

TASK 1

1.1 The different roles and characteristics
of leader and manager
 Leader: A leader is the person who guides and motivates his or
her team in the right way and in the right directions so that the
common goals and objectives of the organisation can be attained
effectively and efficiently.
 Manager: A manager is an entity in the organisation who is
responsible for controlling or administering organisational
activities and employees.

Role and characteristics of leader
Representative of organisation: The role of leader is to represent
the organisation in each and every sector where the
organisation operates.
Helper and guider: A leader is the person who has many
followers. It is because of his or her attitude and behaviour.
Motivator: The role of leader is to motivate the employees and
provide them effective counselling.

Function of Manager

Function of Manager
Planning: Planning is the preliminary and crucial function of
manager. Here manager prepare precise plan by considering
the future uncertainties.
Organising: Organising is the organisational activities in right
manner is another function of manager.

Cont..
Directing: The function of the manager is to direct the employees
of the organisation in the right direction.
Controlling: Controlling the employees so that the discipline in
the organisation can be maintained is function which has been
assigned to the manager.

Comparing role of leader and function of
manager
Role of leader Function of manager
A leader focuses on people The function of manager is to focus
on process and procedure
A leader envisions The function of manager is precise
administration
A leader project measure The function of manager is to
measure projection.
A leader ensures that the right things
are being done.
A manager ensures the rules are
followed in the organisation.
A leader empowers and inspires
innovation.
Manager magnifies corporate policies
and procedures.

1.2 Analysing and differentiating roles and function
of leaders and managers by using different theories
and examples from Starbucks.
Leadership theories: Trait theory of leadership proposed in mid
20th century by researchers connotes that a leader is either
born or made with certain qualities or traits. At Starbucks
leaders are made as management identifies certain qualities
and skills which enables a person into an effective leader.

Cont..
Function of manager: The Scientific Theory of Management is
most precise one which was proposed by F.W. Taylor. In this
the manager needs to apply the scientific principles in order
increase the effectiveness in the organisation.

TASK 2

1.1 Role of leader and function of manager
apply in different situational context of
Starbucks
Role of leader and function of manager applied at Starbucks:
 The role of leader is to guide and helps the co-workers and
his or her assigned team so that they can work in right
directions and in right manner.
 The role of team leader is to motivate and influence his or
her team so that their morale and commitment towards the
organisation became more robust.