Higher National Diploma: Management and Operations Report on Toyota

This report provides an in-depth analysis of management and operations within Toyota, a leading automobile manufacturer. It begins by defining and comparing the roles of managers and leaders, highlighting their distinct functions and responsibilities in achieving organizational goals. The report then delves into the practical application of management concepts, such as planning, organizing, directing, staffing, coordination, and controlling, within Toyota's operational framework. Furthermore, it examines the critical role of leaders in fostering change and motivating employees, emphasizing the importance of leadership theories like situational leadership. The report also explores key approaches to operations management, emphasizing their significance in achieving business objectives. The analysis includes the importance of operational efficiency, strategic planning, and the use of innovative managerial approaches to drive continuous improvement and productivity gains within Toyota. The report concludes by summarizing the key findings and emphasizing the significance of effective management and leadership in Toyota's success.

Management and
Operations

TABLE OF CONTENT
INTRODUCTION .................................................................................3
LO1...........................................................................................................3
P1. Explaining & comparing different features and role of the leader and manager with respect
to company...................................................................................................................................3
M1. Assessing and differentiating between leader’s role and manager’s function through
effectively applying range of the concepts & theories ................................................................5
LO2...........................................................................................................6
P2 Role of leader and function of manager ................................................................................6
P3 Theories and models of leadership approach .........................................................................8
LO3 .........................................................................................................9
P4 Key approaches to the operations management and role and which leaders and managers
play...............................................................................................................................................9
P5 Importance and the value of operations management in achieving the business objectives 11
CONCLUSION ....................................................................................12
REFERENCES .....................................................................................14

INTRODUCTION
Management of operations refers to an administration of the business practices for
creating higher level of the efficiency as possible within the firm. The present report is based
Toyota, a largest automobile company which manufactures best cars for people. Furthermore, the
study highlights different roles played by managers and leaders in company. Moreover, report
also shows the important of proper operation management for attaining objectives of business.
LO1.
P1. Explaining & comparing different features and role of the leader and manager with respect to
company
Manager – They are considered as an individual in an enterprise who manages and design
work of the company in direction of pre-determined goals & purpose of firm. For successful
execution of objectives, task of managers is for developing and establishing the appropriate
strategies, plan and policies for performance of the staff & employees with an aim that they
would perform their assigned task as per the objectives (Salmela, Koskinen and Eriksson, 2017).
Managers are been distributed at several levels in an entity for the purpose of managing the tasks
in different departments. Managers are also been concerned with appraising performance of
employees and they perform such task by way of implementing process of performance appraisal
at regular interval of time.
Leaders- They is one who gets the task performed from staff concerning the objective of
company. They plays vital role in appreciating and motivating employees through their
communication and leadership skills that is inherent to vision of an organization. They make the
employees work in the manner for achieving the goals (Webb, 2020). The man aim of the leaders
is to induce & inspire employees for the purpose of their performance that results to an increase
in the efficiency & productivity of the firm.
Difference between leaders & managers

Often role of the managers & leaders are counted as interchangeable, but their present a
difference between functions that are performed by managers as well as leaders for getting the
employees work for an entity (O’Leary, 2016).
Managers in an enterprise performs task of the setting an objectives according to vision &
mission of the firm and also task leaders is further communicates vision to an employee’s & also
inspire them in the manner that vision of company become as their vision and they follows steps
facilitated by leaders.
 Leaders They persuade an objectives developed by managers, on other side managers
they set an objective of an organization.
 Leaders influence and communicate an employee for working as per the plans, However,
mangers communicate policies to leaders.
 Leaders provide the direction within the team, on other state, managers facilitate the
direction to groups.
 Leaders create an idea for betterment of the company, whereas managers plays role of
executing those kind of ideas into the reality.
 Leaders mainly focus on the people, whereas managers emphasize on the things.
 Leader’s role is inspiring employees for working, whereas While main role of the
managers is the planning in an enterprise.
 Leaders motivate employees for working, while managers direct work to the staff so that
they could perform as per the set standards.
In Toyota, company that deals in automobile sector and is been engaged within the
business activities consisting of manufacture, designing, assembly and sale of passenger car in
countries such as Europe, North America, Asia and Europe (Răducan, 2016). Management of an
entity is said to be efficient when strategies developed by the fire results to increase in
productivity. The manager’s role is been differentiated in effective way with that of the leaders
role in an enterprise. Manager of the Toyota company establishes performance standards for
employee‘s task & leaders in the firm with that of their effective interpersonal communication

talent for getting the work done from employees by considering standards developed by
managers. Such differentiated role of the leaders & managers in company, leads to growth in
business as tasks are been segregated & performed in better manner.
M1. Assessing and differentiating between leader’s role and manager’s function through
effectively applying range of the concepts & theories
Planning- It is the most essential function that is played by managers of Toyota which
means as to plan or set goals of an entity which compiles to an increased revenues and sale of
cars. The strategies framed by the company relating to the goals involve h KAIZEN that
contributes towards continuous improvements in process of production for developing efficient
within the product. Role of leaders in the company is communicating such roles that are been set
by managers to employees and emphasize on effort of employees in achieving the goals and
purpose.
Organizing- It acts as most crucial function as it is concerned about utilizing &
organizing the resources of an entity in effective way for fulfilling organizational goals (Chiu,
Balkundi and Weinberg, 2017). The leader’s role is to allocate resources efficiently and
motivating employees for performing like as available resources are used for best suitable
outcome.
Directing- The managers direct tasks which need to be performed to employees and the
workforce of Toyota but leaders plays the role of creating team & directing the manner in which
work must be accomplished.
Staffing- It means as the function of the managers & leaders are needed to get best out of
staff recruited in the firm. Toyota recruits staff and assigns job as per capabilities and skills of an
individual.
Coordination- In this the managers of company coordinates function of the different
departments like production and finance and also serves the firm with benefit of producing high
quality automobile at reasonable prices (Webb, 2020). However, leaders’ coordinates activity

lies with execution of best practices in the development of coordination within the activities with
help of the communication & better leadership skills.
Controlling- Strategies formulated by managers and execution of such strategies by
leaders in Toyota are been monitored & controlled by company’s managers & leaders for
verifying outcomes of performance of an employees with standards laid down by managers and
guides employees accordingly.
LO2
P2 Role of leader and function of manager
The role of leader can be considered to be one of the most visionary and highly important
for bringing on wider changes and communicate diverse goals of effective synergy within
businesses for developing higher keen technical diversion and for enhancing new operational
efficiency. Leader has the work to potentially yield onto diverse parameters of diverse goals and
motivate various employees working within various departments and for building strong training
platforms for larger effective development programs. Toyota leaders have diverse functional
efficacy synergy onto where there can be factored growth gained within cultural horizons and for
technical development through which targets can be achieved in stimulated time periods.
Role of leaders in diverse working situations pertain onto achieving wider paradigms of
new reflective synergy which potentially enhances new working goals and leverage onto wider
functional development space through which Toyota competitively prepares its employees for
higher diversity. It is under self efficacy roles for gaining increased determinants of wider
business demands and for yielding on new metrics for communicating larger business goals and
motivating employees for various duties and responsibilities where vision is propagated to bring
on. Role of manager being correlated with leader is focused more on complexity parameters
pertaining onto zeal of best innovative procedures implementation and for developing new
technical development further onto wider paradigms for larger innovation and business goal
completion (Koivula, Villi and Sivunen., 2020)
EXAMPLE : While introducing new changes, policies among working scenarios'
manager has to frame major new policies and head towards on strategic planning.

Leaders have role to practically implement new policies, motivate and train employees by
training them actively towards new performance horizons. It can be also analyzed that
managers have role to think on long term basis, keeping in mind company goals. Leaders
on other hand work under monitoring of manger where responsibility to pracitically
implement new decisions taken.
Toyota leaders are focused for bringing best training platforms for all employees within
diverse teams and functionally enhancing their working goals within team performance metrics,
for directing towards company goals and stringent working actions which builds more profits in
business. At various situations leaders are strongly focusing in bringing on diversity within
groups and enabling correct implementations of all functional steps within working grounds.
Manager pools on various wide decisions and implementation of various synergy of
stronger innovative management and also reflectively focus onto new paradigms of growth
within keen progression. Manager has job to monitor and manage all operations where Toyota is
operating its decisions and yielding onto factors where technical goals are worked on for stronger
operative synergy with higher efficiency and more wisdom onto where there is high realisation
of new reflective paradigms progressing ahead. Manager specially focuses for bringing on
diverse actions of innovation within systems , keenly programming on new creative ideas and
actions of keenly programming new work synergy which creates functional advancement within
long run and also to functionally approach creative heads which creatively approach for gaining
higher work synergy.
Toyota applies various innovative managerial approaches for implementing
diverse dynamic goals of work for technically developing various metrics of stronger goal
development, quest building fundamentals among management and for healing on new
determinants where company aims to progressively head on. Manger and leaders are the most
important pillars of power and vision promotion which formally yield onto new reflective goals
which progressively builds on goals formulated to reflect within employees demands and to
focus onto company operational advancement within long term periods (Ollila and
Yström,2017).

Toyota company being one of the most advanced innovative electronics and automobiles
company globally aims to work forward for diversifying various management decisions, highly
cooperatively working on structure for best working on models which further enhances wisdom
and technicality of operations within wider arenas. There has been also demand for new
functional standards of stronger working potentiality leveraged within new operational
parameters where Toyota competitively aims to reach on with higher diversification and more
elaborated wisdom, higher potential synergy goals onto where there shall be active indulgence of
new metrics pertained on (9 Differences Between Being A Leader And A Manager, 2016).
Toyota managers are working for bringing on supervision among working operations, new
working operations synergy and also for technical development among various departments.
Managers on top department plays crucial role in implementing vision oriented strategies,
ideologies which will generate the best productive output.
EXAMPLES: Leader has to focus on best training of employee when new team member is
being employed at company, for further scale creative advancement and to emerge on best
working standards. Leader has to keep the best strategic work vision, corporate scale growth
functionally evolving towards new innovative business connectivity.
P3 Theories and models of leadership approach
There are various theories and models of leadership which will enable to deliver stronger
growth and higher productive motivation among employees within company’s profits and
consumer goodwill goals at Toyota which can be discussed as follows:
Leadership theories
Situational leadership: This is one of the most active and highly important leadership where
dynamic working parameters enable to bring on diverse changes, higher technical advancement
functional order which create higher diversity functional order and for gaining stronger employee
commitment within teams. Situational leadership is highly important through which leaders can
actively conduct business efficacy among various departments to take stringent decisions as per
varied demands and for gaining creatively new work horizons. The situational leadership
actively communicates leaders directions within teams and for motivating employees actions and
for technically new relative demands and for working new horizons where communal aspects are

also focused. There has been various new production designs and new reflective patterns
analysed based on which Toyota is programming its progress ahead and for factoring growth
ahead onto larger goals and actively communicating new goals to company ahead and for
gaining new creative paradigms for training larger goals. Strength of this approach can be
understood as it enables to deliver higher growth= avenues and new keen synergy of larger
actions developing new productive consistency and wider functional innovation among larger
goals (Pozo, Akabane and Tachizava, 2019)
Situational theory has helped strongly to bring evocative solutions on various
problems within working scenarios, and for generating new functional steps where leaders
can take wide workings steps to conduct analysis of varied risks. Toyota company has also
reached on larger brand goodwill by serving customers with best services, with use of
situational leadership where functional innovation is uses and also larger scope to get
work done by effective employees.
Contingency leadership: There are various changes and contingent situations arising within
businesses and in global competitive digital world where companies are facing vast functional
innovation and new explorative working situations for bringing on wider changes and for
yielding on wider form of creativity. Toyota company by working with contingency leadership
shall be actively developing on new functional metrics of working innovation and new working
synergy of progression within various goals and for recreating new functional parameters of
consistency and larger visionary approaches. Strengths and weaknesses of this approach can be
understood as highly important for gaining new functional effective marketing synergy and for
gaining new functional advancement onto parameters, which empowers motivates vision and
creative energy onto various ideas and functional innovation. Weakness of this theory is
understood that many parameters of ineffective structure withdraws unable structured goals and
new working avenues, for creatively developing their new functional standards of higher
synergy within actions. (Leadership theories and styles, 2020).
Contingency approach actively brings employees and leaders close to each other among
market paradigms and for consistently developing new functional innovation among larger goals
where Toyota wants to reach on and for factoring growth within wider paradigms and for
creating stronger determinants. This can be understood as highly important theory which in

active communicates long term vision and larger productive development, keenly programming
new factors of growth and wider functional synergy of operations onto which there has been
larger paradigms proven to be highly stronger (Rajiani and Ismail, 2019). This leadership
enables to form vast working scope segments where functional scope is large, also wider
demand for generation effective working operations as demanded by wide competitive
dynamic business world
MANGEMNT STYLES
Participative management style: This can be understood as highly diverse management styel
where leaders take strong steps for creating varied platforms for communicating vision among
employees and leaders, with various interactive sessions and conducting various seminars which
highly enhances Toyota working culture
Persuasive management style: This can be understood as one of the foremost persuasive
management style where higher synergy and motivation among employees and working leaders
is built for larger decisions, higher force of new innovative direction along with creativity.
This can be evaluated as one of the best style for sinking in dynamic work growth change in
corporate work culture for best functional scale work goals, cooperatively expand on new
imperative work horizons. Also this brings on best productive scale diversity for yearning new
innovation where leaders by being specifically motivating employees for dynamic change will be
able to evolve on new profit horizons.
LO3
P4 Key approaches to the operations management and role and which leaders and managers play.
There are different approaches in operations management and role which leaders and
managers play in these approaches
Total Quality Management
TQM refers to process where the tasks and the activities are seen in desired way for
ensuring that operation are running at sustainable level that will better satisfy organisational
needs. Need for the TQM is to focus over improvement, performance and quality of functions

running in every department of Toyota and for ensuring that balance is maintained within every
process. It is one of the most common operations' management approaches that may use in
context of Toyota to enhance operational efficiencies and increase productivity.
Role of leaders
Leaders with TQM approach play vital role in firm by ensuring productive process of
workforce through involvement and utilising different business functions. Leaders aim at
remaining involved and committed in the departments so that they could provide plan for
supporting organisation.
Role of Managers
Managers have to ensure that organisation focus over both external and internal
customers. They ensure that suppliers of the company are being treated as the business partners
that could provide better service to business.
TQM has been also found to be largely informative among working scenarios where
managers and leaders take high action strategic plans, for technical goal functional avenues , be
innovatively active and also to bring on new quest horizons actively widely among operations
management. Toyota has been also widely focusing on TQM metrics for keeping up high focus
for larger functional enhanced working parameters of ideas, functional enhanced working
productivity.
Just in time inventory
Process of JIT is outlined in process for increasing effectiveness of how organisations
could decrease waste by the acceptance of goods that are required in the production (Gibson and
Parkman, 2018). JIT is the process which allows the management of Toyota in supporting
business to lower the storage space and see goods that are needed at the specific time.
Role of Leaders
Leaders of Toyota may also use this approach to ensure that goods are utilized throughout
production process. They allocate the roles and responsibilities to all employees and ensure they
are properly informed before starting operations. They perform check over all equipments that
are used in productions process.
Role of managers
Managers have to order goods at right time from the suppliers and ensuring that correct
quantity of the material is ordered. They use just in time inventory approach that aligns with