Management & Operations Report: Leadership, Management, and Strategy

This report delves into the intricacies of management and operations, beginning with a differentiation between the roles of leaders and managers within an organization. It explores leadership theories, such as Likert's 4 systems of management and the managerial grid, providing a framework for understanding different leadership styles and their impact. The report analyzes the application of leadership and management principles through a case study of Dubai, illustrating how leadership can drive strategic initiatives and achieve business objectives. It further examines operational management approaches and their significance in achieving business goals, including the roles of leaders and managers in improving operational efficiencies. Factors within the business environment that impact operational management and decision-making are also assessed, offering a comprehensive overview of the subject matter.

Management & Operations
Table of Contents
Introduction..................................................................................................................................................................................3

Task1........................................................................................................................................................................................... 4
LO1 Differentiate between the role of a leader and the function of a manager............................................................................4
P1. Define and compare the different roles and characteristics of a leader and a manager.......................................................4
M1 Analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of
theories and concepts...............................................................................................................................................................7
D1 Critically analyse and evaluate the different theories and approaches to leadership in given contexts...............................9
LO2............................................................................................................................................................................................ 10
P2. Examine examples of how the role of a leader and the function of a manager apply in different situational contexts.....10
P3- Apply different theories and models of approach, including situational leadership, systems leadership and contingency...13
M2 Assess the strengths and weaknesses of different approaches to situations within the work environment.......................14
D1 Critically analyse and evaluate the different theories and approaches to leadership in given contexts.............................15
Task 2........................................................................................................................................................................................ 16
Lo3............................................................................................................................................................................................. 16
P4. Explain the key approaches to operations management and the role that leaders and managers play..............................16
P5 Explain the importance and value of operations management in achieving business objectives.......................................17
M3 Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet business
objectives............................................................................................................................................................................... 19
D2 Critically evaluate the application of operations management and factors that impact on the wider business environment.
............................................................................................................................................................................................... 20
LO4............................................................................................................................................................................................ 20
P6 Assess the factors within the business environment that impact operational management and decision-making by leaders
and managers......................................................................................................................................................................... 20
M4 Analyse how these different factors affect the business environment and the wider community.....................................21
D2 Critically evaluate the application of operations management and factors that impact on the wider business
environment........................................................................................................................................................................... 22
Conclusion:................................................................................................................................................................................ 22
References.................................................................................................................................................................................. 23

Introduction.
This assignment is about management operations. It starts with differentiating between the leader and manager and
their roles and function in the organization, respectively. Followed by critically analysing and evaluating different
theories and approaches to leadership. It also discusses the different functions and roles that can be played by the
manager and leader in different situations. The theories like situational leadership, systems leadership and
contingency play a crucial role in Tesco. Assessment of strengths and weaknesses of different approaches within the
workplace, the key approaches to operations management, its importance. The contribution of manager and leader
to the Tesco.

Task1.
LO1 Differentiate between the role of a leader and the function of a manager
P1. Define and compare the different roles and characteristics of a leader and a manager.
Tesco is a well-known company, in order to understand the roles of a leader and a manager. The leadership
styles in this organisation have been studied. The changes made by Terry that explains and differentiates between
the role of the manager are the leader are stated below:
Leader: A leader is a person that influences people to achieve goals. Leadership is related to both research and
practical application of the research in a manner that influences and inspires others to achieve the goal.
Manager: A manager is a person that controls and manages people to get things done. Managing is related to
setting, controlling and achieving goals.
It is very often that the manager is confused with a leader or vice versa. There is a fine line that separates these two
positions. The differences are described below:
S.No. Criteria. Leader. Manager.
1. Definition. A leader is a person
that influences
people and get the
task done
autonomously.
A manager is a person that
defines, controls and achieves
the goals in a controlled way.
2. Scope. A leader's scope is
vast. Scope as in the
leader thinks
beyond the normal
curriculum. The
vision of turning the
dreams into reality.
A manager's working scope is
limited to some extent. A
manager is focused on
achieving and controlling.
3. Changes. Leaders are known
to bring changes to
the present
situation.
Managers stick with the
system. They maintain the
status quo.

4. Uniqueness. The speciality of
leaders is to
maintain the
uniqueness in their
work. They are self-
aware about their
way of doing the
task. A leader set
examples for others.
Managers often copy the status
set by others they adopt the
leadership style and do not
define anything new on their
own.
5. Risk. Leaders are risk-
takers. They are
focused on
exploring and
giving out the best
outcome possible.
They may fall
miserably in the
mid-way.
Managers basically work under
controlled manner and they
control risk or avoid it up to the
extent possible.
6. Time-span. The vision is very
vast. So, the leaders
are in the long race
and focused on
achieving the final
reward instead of
regular rewards in
the way.
Managers generally work to
achieve short-term goals and
gain regular rewards and
acknowledgement.
7. Relation with
people.
Leaders make
relationships with
people.
Managers make systems and
processes with people.
Table: Difference between a leader and a manager(Pinck, et. al., 2018.)
Characteristics between managers and leaders:
Managers:

 Engages in day by day activities
 Administers subsystems within organizations
 Asks how and when to engage in standard practice
 Uses transactional influence
 Relies on control strategies to get things done by subordinates
Leaders:
 Formulate long term objectives for reformig the system :plan, strategy and tactics
 Innovates for the entire organization
 Ask when and why to change standard practice
 Creates vision and meaning for the organization and strives to transform culture
 Challenges the status quo and creates change(Kanungo, et. Al., 1998)

M1 Analyse and differentiate between the role of a leader and function of a manager by
effectively applying a range of theories and concepts.
S.No. Criteria. Leader. Manager.
1. Vision establishment. Decides and analyse
the situation and
accordingly gives
direction and vision.
Makes strategic plans
to achieve the vision.
Sets example by being
passionate about
reaching the vision.
Works under set boundaries
plan to develop process and
programs to achieve the goals.
(Little et.al, 2016.)
2. Human development
and connection.
A leader aligns the
Tesco to achieve the
vision. Influences
people to accept and
believe in this vision
decided. displays high
emotion. increases the
choices of followers.
A manager allocates tasks,
communicates the standards
and expect the result according
to the set norms. Displays low
emotion. Limits employees'
choices.
3. Execution. A leader never forces
the followers and get
things done, instead,
he motivates them and
persuades them to
meet the objectives.
takes high risk and
logical approach to
A manager controls, identifies
and solve problems. Avoid and
controls risk.

problems.
4. Outcome. A leader expects
drastic changes as a
result of the efforts.
A manager usually predicts and
expects the same results.
Table: Difference between the role of a leader and the function of a manager. (Algahtani, 2014.)

D1 Critically analyse and evaluate the different theories and approaches to leadership in
given contexts.
There are many theories put forward to understand the behaviour of leadership. Some of the Theories of
leadership are discussed here:
According to Nanjundeswaraswamy and Swamy, Likert’s 4 system of management: Likert have given 4 systems of
management according to which a leadership defines his characteristics.
 Explorative-Authoritative: This system defines a dictatorship style of leadership in which the leader uses
negative motivation techniques for his followers, the leader in this system is highly demanding and result in
focused and not followers centred.
 Benevolent-authoritative: This system defines a leader who trusts his subordinates and communicates up to
an extent. But the final decision is of the leader.
 Consultative: The trust on the employees us high, the leader discuss and takes advice from the subordinates
and the leader retains the right of final decision.
 Participative: This is a highly encouraging system of leadership in which the leader lets the employees
participate in decision making and other activities.
Likert observed that the leaders who followed the fourth system of management were more successful as
compared to others as this system involves both followers and leader hence both give their full efforts and achieve
goals.
Managerial grid: Proposed a grid explaining the focus of leader on task Vs. followers. the grid is defined five
leadership styles.
 The 1st style (1,1) is the ‘impoverished' in this the leader neither focuses on the followers nor on the task.
Little leadership is exhibited.this system doesn't practice anything new rather focuses on the previous results
to get things going.
 The Second style(9,1) is ‘country club' where the leader has complete focus on the followers and very less
focus on the task. The work atmosphere under this leader is healthy but the achievement of a goal is given
less priority.
 The third style(5,5) is ‘organization-man management' there is a moderate balance between the task and
followers. The leaders in this style can maintain the present situation but are less likely to adjust to changes.
 The fourth style(1,9) is ‘authority-compliance' in this there is a high focus on the task but negligible on
followers. the working atmosphere is highly competitive.

 The fifth style(9,9) is ‘team management' where the leader has a complete balance between the followers
and task. The leader following this style is considered to be ideal as the task is getting achieved along with
maintaining a healthy work atmosphere.
LO2.
P2. Examine examples of how the role of a leader and the function of a manager apply in
different situational contexts.
The role of a leader and the function of a manager must be in sync to achieve the goals and objectives. The
case study of Dubai is explained here to understand the concept of leadership and management. Dubai is a country
which hardly has any natural resource to depend upon, but filled with oil resources that helped them in filling the
requirements of other nations. With the help of this, Dubai has reached to a growing level. Including this, due to
lack of natural resources, president thought of an alternative method that can be chosen to develop the economy of
the country. He decided on a tourist-based economy and took the initiatives and huge risk. He influenced people
and motivated them to develop a tourist-based economy and develop the country. Now, the country is well known
for infrastructure, mini city and a number of tourist-attracting spots. The president here plays the role of a leader
whereas his managers developed the strategies to make this dream come true.
The leader shows ‘team management' style maintaining a complete balance between the followers and task
and thus, having a healthy work atmosphere and task – achievements. The role of a leader and the function of a
manager must be in sync to achiex’e the goals and objectives. The case study of Dubai is explained here to
understand concept of leadership and management . Dubai is a country which hardly has any natural resource to
depend upon. So the president thought of an alternative method that can be chosen to develop the economy of the
country. He decided on a tourist-based economy and took the initiatives and huge risk. He influenced people and
motivated them to develop a tourist-based economy and develop the country. Now, the country is well known for
infrastructure, mini cit y and a number of tourist- attracting spnts. The president here plays the role of a leader
whereas his managers developed the strategies to make this dream come true. The leader shows ‘team management'
style maintaining a complete balance between the followers and task and thus, has’ing a healthy work atmosphere
and task — achies’ernents.
Managerial roles are those roles that help in designing the structure of the organisation. Henry Mintzberg
has established ten key roles that would help managers execute their duties properly. There are some theories which
could be applied with the leadership theories to improve the quality of management. The department of operations
of Tesco PLC has to deal with a situation of the increased cost of the production and purchase. They need to deal

with the stakeholders who can provide the raw material of low cost. The leaders of Tesco PLC encouraging their
employees for adopting the new technologies for innovate new ideas planning of performance.
Management by objectives is a theory which could be helpful for Tesco PLC managers to classified the
efforts of employees for the accomplishments of the goal. In this theory, the manager uses to work with the
employees and fix the different standard of performance for them and the leaders delegates their duties to motivate
the employees on a higher level.
Mintzberg's Management Roles
Henry Mintzberg says a manager skills do not always bring success to a business. Managers of Tesco
develop on the basis of well-thought-out actions in advance, following a protocol. They as leaderships know how to
use their role in all situations.In Mintzberg’s studies we learn how a manager can overcome his limits and how he
can discover and improve the right skills.
Interpersonal Category:
 Figurehead: As a manager in Tesco PLC, the main role or the responisbilities are directly linked with
social, ceremonial and legal. It is much required to be a source of inspiration within the company as it would
help staff to look up to the manager with authority, and as a figurehead.
 Leader: This is being considered as one of the crucial responsibility of a leader that helps Tesco’s team
members for different tasks, to handle the entire organization in reaching to manage the performance and
responsibilities of everyone in the group.
 Liaison: It is required by Tesco’s manager to keep on communicating external and internal contacts. It is
pretty much needed by Tesco to be able to develop network effectively on behalf of company’s roles and
responsibilities.
Informational Category:
 Monitor – In this role, it is required by Tesco’s manager to keep on hitting their targets through considering
the focus over both organization and industry.
 Disseminator – This is where Tesco would effectively sustain within the market through developing
communication potentially useful information to manager’s team.
 Spokesperson – Managers represent and speak for their Tesco. In this role, manager of this organisation
(Tesco) is effectively responsible for transmitting information about number of goals and different range of
objectives as well.
Decisional Category:
 Entrepreneur – As a manager, within Tesco it is required to create and control change within the

organization. With the help of this, it can be said that Tesco would easily become able to solve a number of
problems, generating new ideas, and implementing them.
 Disturbance Handler – If it is talked about team of Manager then sometimes they perform number of
unexpected activities, which may lead to create number of difficulties for the organisation. Here, it is pretty
much needed for manager of Tesco to mediate disputes within it.
 Resource Allocator – It will be required by Tesco to keep on making determinations at the time when it
comes to develop ample number of resources when it is applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
 Negotiator – Another crucial responsibility of manager of Tesco is to take part in, and direct, important
negotiations within team, department, in order to gain competitive advantages.