Unit 4: Management and Operations Report on Leadership and Management

This report, submitted by a group of students, explores the fundamental concepts of management and leadership, examining their differences and interrelations. It delves into various management functions, leadership roles, and different leadership styles, including autocratic, democratic, and laissez-faire. The report also analyzes diverse management approaches and leadership theories, such as the classical, behavioral, and contingency approaches. Furthermore, it highlights the application of trait, behavior, participative, and situational theories. The document provides a comprehensive overview of management and leadership principles, offering insights into their practical application within organizations. The report aims to clarify the significance of effective management and leadership for organizational success.

ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 4 HND Diploma in Business
Unit number and title Unit 4: Management and Operations (488)
Submission date 05/08/2021 Date received (1st submission)
Re-submission date 09/08/2021 Date received (2nd submission)
Group number:
Student names & codes Final scores S
1. Nguyen Bui Gia Nguye/ GBH 200888
2. Dang Trung Hung/ GBH 200731
3. Nguyen Dang Khoi/ GBH 200587
4. Ho Thi Hoa/ GBH 18694
5. Vu Minh Ngoc/ GBH 200691
Class GBH 0909 Assessor name
Student declaration
By signing on this front sheet, I certify that my contribution in this assignment submission is entirely my own work an
consequences of plagiarism. I understand that making a false declaration is a form of malpractice.
P1 P2 P3 M1 M2 D1

OBSERVATION RECORD
Student 1 Nguyen Bui Gia Nguyen
Description of activity undertaken
3. Linh between Management and Leadership
5. Management apporoaches and leadership theories (the classical approach; the behavioral
approach; Quantitative approaches )
6. Situational theory
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature: Date:
Assessor
signature: Date:
Assessor
name:

OBSERVATION RECORD
Student 2 Nguyen Dang Khoi
Description of activity undertaken
1. Management and leadership soncepts
5. Management apporoaches and leadership theories (the systems perspective;the contingency
approach)
6. Contingency theory
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature: Date:
Assessor
signature: Date:
Assessor
name:

OBSERVATION RECORD
Student 3 Dang Trung Hung
Description of activity undertaken
4. Management functions and leadership roles
6. Trait theory
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature: Date:
Assessor
signature: Date:
Assessor
name:

OBSERVATION RECORD
Student 4 Ho Thi Hoa
Description of activity undertaken
2a. Management and leadership style
6. Participative theory
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature: Date:
Assessor
signature: Date:
Assessor
name:

OBSERVATION RECORD
Student 5 Vu Minh Ngoc
Description of activity undertaken
2b. Manager and leader characteristic
5. Chaos theory
6. Behavior theory
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature: Date:
Assessor
signature: Date:
Assessor
name:

 Summative Feedback:  Resubmission Feedback:
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Internal Verifier’s Comments:
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* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken
place and grades decisions have been agreed at the assessment board.

SUN GROUP
Table of Contents
I. Introduction: ......................................................................................................................................................... 8
1. Management and Leadership concepts: .......................................................................................................... 9
2. Management and Leadership differences: ..................................................................................................... 11
a. Management and Leadership style: ........................................................................................................... 11
3. Link between Management and Leadership: ................................................................................................. 17
4. Management functions and Leadership roles: ............................................................................................... 18
5. Management approaches and Leadership theories: ...................................................................................... 22
a. The classical approach: ................................................................................................................................... 22
b. The behavioral approach: ............................................................................................................................... 22
c. Quantitative approaches: ........................................................................................................................... 23
d. The systems perspective: ............................................................................................................................ 24
e. The contingency approach:......................................................................................................................... 24
6. The information technology approach and beyond: ...................................................................................... 25
a. Trait theory: .................................................................................................................................................... 26
b. Behavior theory: ......................................................................................................................................... 27
c. Participative theory: ................................................................................................................................... 27
d. Contingency theory: .................................................................................................................................... 28
e. Situational theory: ...................................................................................................................................... 29
III. Conclusion: ...................................................................................................................................................... 30
IV. References: ..................................................................................................................................................... 30
I. Introduction:
For each company to go to success as well as to go in the right direction in development, it is
indispensable for wise managers and leaders. The essay below talks about the meaning and
function of management and leadership for businesses. In addition, the article also allows readers

to better understand the intimate relationship between management and leadership in the
development of the company. Sun Group's management and leadership plans help each reader
better understand management and leadership, along with the difference between management
and leadership.
II. Main body:
1. Management and Leadership concepts:
Management and Leadership are two different definitions. Despite the fact that these
meanings are distinct, they are frequently mistaken. First, about management,
“Management refers to the process of using organizational resources to achieve
organizational objectives through the functions of planning, organizing and staffing, leading
and controlling.” (DuBrin, 2012). Management can be referred to as the process of planning,
organizing, staffing, directing, coordinating, and controlling, at other times it is used to
describe people as the task of managing them. Management can be referred to as the process
of planning, organizing, staffing, directing, coordinating, and controlling, at other times it is
used to describe people as the task of managing them (DuBrin,2012). There are three levels
of management known as Top-level management, Middle-level management and First-level
management (DuBrin,2012). First, Top-level management or C-level management are the
highest people in the company, the organization. This level of manager has the permission to
make important decisions which can affect the result of the company at the present or in the

future. C-levels managers make decisions to lead the company, decide the objective and plan
to get it (DuBrin,2012). For example: chairman, CEO, president, vice president,... The next
level is the Middle level of management; this level of management can be known as a link
between Top-level and Low-level managers by taking part in coordination tasks within these
two levels (DuBrin,2012). These level managers also have the responsibility of putting
programs and policies which were established by Top-managers. For example: director,
brand manager, department chairperson, team leader, etc... can be called middle-level
managers. Last level of management is first level managers, these are the people who will be
in charge of monitoring staff to ensure their operation of the unit or team to achieve certain
goals (DuBrin,2012). These managers are known as managers of specific rooms or
maintenance supervisors,...
The next definition is about Leadership, Leadership is the ability to inspire confidence and
support among the people who are needed to achieve organizational goals. (DuBrin, 2012)
or “Leadership is the ability to positively influence people and systems to have a meaningful
impact and achieve results. (Yukl, 1998). Leaders in the organization direct and guide
followers, knowing that both roles are vital to the organization's success. In organizations,
there is a good interaction between leaders and followers, as well as a distinction between
leadership and management. The approach of leaders can be dictatorial, democratic, or
delegative. In an organization, leaders use power and authority to affect people. Power is the
ability or potential to decide and control resources. Next definition is about authority,
authority is the formal right to control resources and formal right to affect people with their
specific tasks (Yukl, 1998). There are eight tactics that leaders use to influence their followers.
a) Leading by example: the leaders set a positive example, desirable behavior with their
followers in order to affect the group (Yukl, 1998)
b) Leading by value: the leader inspires others by articulating and communicating their
values, displaying values that govern others' actions (Yukl, 1998)

c) Assertiveness : Being assertive means being direct in your requests. It entails stating
what you want done as well as how you feel about it (Yukl, 1998)
d) Rationality refers to using logic and reason to persuade others to like you (Yukl, 1998)
e) Exchange is a strategy of persuading others to comply with your demands by offering
to reciprocate (Yukl, 1998)
f) Coalition is a strategy to gain both affect and power (Yukl, 1998)
g) Joking and kidding are popular to influence followers.When a clear comment could
be construed as harsh criticism, good natured ribbing is highly helpful (Yukl, 1998)
h) Ingratiation is the process of persuading others to like you, which is frequently
accomplished through political maneuvering (Yukl, 1998)
No leader can lead without followers. Similarly, a product is a failure if there are no
consumers of it. Leading, eating and selling are relational concepts. They imply an object of
some sort. Followership is a straightforward concept . It's the capacity to follow instructions,
fall in line with a program, work as part of a team, and deliver on your responsibilities. The
ability of the followers to follow is likely to be just as vital to the success of the company as
the ability of the leaders to lead. Although it may take a back seat to leadership, followership
is crucial. Simply put, when followership collapses, minimal gets done, and what does get
done isn't what was expected to get done. Poor work ethic, low morale, distraction from
goals, dissatisfied customers, missed opportunities, high costs, product quality difficulties,
and low competitiveness are all symptoms of poor followership. At their most extreme, poor
leadership and poor followership are two sides of the same coin, with the same result:
organizational chaos and poor performance.
2. Management and Leadership differences:
a. Management and Leadership style:
According to the contents above, we can understand Management and Leadership and its impact
on businesses. But we need to understand the differences between Management and Leadership,

clearly distinguish Management and Leadership to help businesses orientate future development
as well as uniform work division in the implementation process. project plan.
The difference between management and leadership lies in the concepts they hold and orderliness.
Managers focus primarily on the process, looking for stability and control, and trying to solve
problems quickly, sometimes before they even understand the problem. For the best operation
process, management divides the role into 4 parts: planning; organization and staffing; leadership
and control. In order for the role of management to be best performed, management is divided
into 3 levels: Top-level managers; middle managers and first level managers. There are also
individual contributors (staff and experts). Unlike management, leaders accept clutter and lack of
structure; even willing to delay the closure to really understand the issues more fully. Business
leaders always come up with new creative ideas that benefit businesses compared to managers.
Organizations need both management and leadership to succeed, but growing businesses require
less focus on strategy and reasoning while cultivating an environment that allows for creativity and
imagination. They are trusted by everyone, so they have strength and a voice in the collective. It
affects everyone around, making people unconsciously believe what I say and do. In addition,
leadership also needs a balance between authority and power. To balance Power & Authority,
there should be 8 influence tactics: leading by example; leading by value; assertiveness; rationality
refers to using logic and reason to persuade others to like you; exchange is a strategy of persuading
others to comply with your demands by offering to reciprocate; coalition is a strategy to gain both
affect and power; joking and kidding are popular to influence followers, when a clear comment
could be construed as harsh criticism, good natured ribbing is highly helpful; and ingratiation is the
process of persuading others to like you, which is frequently accomplished through political
maneuvering. At first glance, leadership seems similar to management, but in fact the two concepts
are different. Management is more about administering and making sure the day-to-day things are
happening as they should. Leadership is about getting people to understand and believe in your
vision and to work with you to achieve your goals. You can simply understand that leadership is
directing and management is execution. As Toor and Ofori observe, "leadership involves power