Leadership and Management Concepts: Tesco Operations Analysis

This presentation provides an analysis of leadership and management concepts within Tesco's operations. It begins with an introduction highlighting the correlation between operational management and leadership, emphasizing the importance of Human Resource Management (HRM) and innovation within production departments. The presentation delves into Tesco's key operations, focusing on HRM activities aimed at selecting skilled employees and fostering a competitive environment. It outlines the roles and responsibilities of managers in key operational functions, including HR managers, and discusses the impact of external business factors on managerial decisions. The presentation also explores different leadership approaches (authoritarian, democratic, and laissez-faire) for improving efficiency and meeting business objectives. The conclusion summarizes the discussed topics, analyzing operational factors from various management perspectives and highlighting the importance of innovation and technical advancement. References include academic sources on leadership and management in various contexts.

Leadership and Management
Concepts
PART 2

 The operational management and
leadership, management are highly
correlated with each other where it can be
understood in this presentation where
company main operations such as HRM
and innovation within production
departments are explained.
 Presentation also further discusses roles
and operational duties of various roles
where factors and components from
external business environment are
discussed which also productively explain
influence of their decisions within
employees workforce.
INTRODUCTION

 Tesco key operations can be understood from the fact that company has various
target operations within various departments for bringing on various innovative
products and services where focus is towards building competent technology
development and strong HRM activities through which stronger framework
scenario can be formed further for higher yield of profitable synergy and goodwill
among consumer market share. The key operations are:
 Human resource management: The HRM activities are highly important for
choosing best skilled employees, smart and talented workforce with various
metrics who hold dynamic talents and are highly restorative for developing wider
space of competitive development among working levels and profitability goals.
HRM activities develop various paradigms of working strength within managers
and leaders working operations and to significantly work for more technical
advancement with wider innovation.
Introduction to company operations

 The role and responsibilities of mangers in key
operational functions within Tesco can be
understood as follows:
 The HR manager has role and responsibility to
develop various working standards for various
key professional standards and professional work
standards within employees who are skilled
within skills and dynamic learning opportunities.
 HR manager also keeps strong record for all
functional standards which further govern wider
work ethics, keen synergy of innovation and
development as per wider technical roles where
Tesco aims to achieve with wider competitive
business avenues.
Roles and responsibilities of managers in key operational functions

 Tesco operational management within
company are widely focused to bring on
higher end functional strength, new
development among operations and
functional development with various
innovation business scale services where
company is able to achieve wider
technical advancement.
 The products management, wider
marketing functions and leveraging new
scale determinants where technology
works as major component for their new
targets and competitive development as
per the wider functional advancement
coming within operations at Tesco.
Operational management

 There are various external factors which impact leaders and managers in taking
strong decisions for higher professional quality management which will further
develop functional standards and operational efficiency at Tesco:
 Higher technical diversity knowledge: The external competitive business culture
emphasises wider operational advancement goals and targets for achieving new
determinants through which leaders and managers make sure that diversity is intact
among operational strength within their skills. The employees need to have various
knowledge, new experience of new competitive goals and work leverage
enrichment which will bring out higher productive work ethics. Tesco being one of
the best brands also makes sure that brand is able to work for innovation within
services and products development.
Evaluation of impact of external business factors which impact larders and managers
decisions

 There are most common 3 leadership approaches
where decision making by leaders are focused for
development are based on decision making
parameters which further bring on various level
extension and competitive developments within
working paradigms.
 Authoritarian, democratic and laissez faire are the
various paradigms onto which new improved
efficiency can be achieved by company for
attaining new metrics of work efficiency.
 Leader who use decision making skills based on
various group decisions, demand factors and
compliance of various determinants for
improving work regularity and development skills
which will develop Tesco employees skills and
new working level relative advancement.
Leadership and management approaches for improving efficiency to
meet business objectives

 It can be concluded with detailed explanation of various topics discussed within
presentation which analyzes operational factors of various management perspectives
such as HRM and innovation within production technology at Tesco.
 Presentation has also further concluded that their roles and operational efficiency
which determine the future gaols paradigms and wider profitability targets which
compose new functional stability factors and innovation with speed an technical
advancement
Conclusion and recommendations

 Berku, D.W., 2019. The leadership and management of research and innovation in
public higher education institutions in Ethiopia: policies and practices (Doctoral
dissertation).
 Kitamura, D.W., 2019. Crisis Leadership and Management of School Superintendents
during the 2017–2018 California Wildfires (Doctoral dissertation, Brandman
University).
 Leithwood, K., 2019. Characteristics of effective leadership networks: A replication and
extension. School Leadership & Management, 39(2), pp.175-197.
 Sebastian, J., Allensworth, E., Wiedermann, W., Hochbein, C. and Cunningham, M.,
2019. Principal leadership and school performance: An examination of instructional
leadership and organizational management. Leadership and Policy in Schools, 18(4),
pp.591-613.
 Tseng, S.T. and Levy, P.E., 2019. A multilevel leadership process framework of
performance management. Human Resource Management Review, 29(4), p.100668.
REFRENCES