Analyzing Leadership and Management Theories in Operations

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MANAGEMENT AND OPERATIONS

Table of Contents
INTRODUCTION........................................................................................................................2
LO1........................................................................................................................................... 3
P1 DIFFERENT ROLES AND CHARACTERISTICS OF A LEADER ND MANAGER.........................3
M1 ROLE OF A LEADER AND FUNCTION OF A MANAGER BY EFFECTIVELY APPLYING A
RANGE OF THEORIES AND CONCEPTS..................................................................................4
LO2........................................................................................................................................... 7
P2 EXAMINE THE ROLE OF A LEADER AND THE FUNCTION OF A MANAGER........................7
P3 THEORIES AND MODELS OF APPROACH, INCLUDING SITUATIONAL LEADERSHIP,
SYSTEMS LEADERSHIP, AND CONTINGENCY.........................................................................8
M2 THE STRENGTHS AND WEAKNESSES OF DIFFERENT APPROACHES TO SITUATIONS.......9
LO3......................................................................................................................................... 11
P4 KEY APPROACHES TO OPERATIONS MANAGEMENT AND THE ROLE THAT LEADERS AND
MANAGERS PLAY................................................................................................................11
M3 LEADERS AND MANAGERS CAN IMPROVE EFFICIENCIES OF OPERATIONAL
MANAGEMENT TO SUCCESSFULLY MEET BUSINESS OBJECTIVES.......................................12
P5 EXPLAIN THE IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT...................13
LO4......................................................................................................................................... 15
P6 THE FACTORS WITHIN THE BUSINESS ENVIRONMENT THAT IMPACT UPON
OPERATIONAL MANAGEMENT AND DECISION-MAKING....................................................15
M4 ANALYSE HOW THESE DIFFERENT FACTORS AFFECT THE BUSINESS ENVIRONMENT
AND WIDER COMMUNITY..................................................................................................17
CONCLUSION.......................................................................................................................... 19
REFERENCES........................................................................................................................... 20
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INTRODUCTION
The report discussed the role and function of leaders and managers of the company for
attaining the goals and objectives. The models and theories of management and leadership
which can be used by the leaders and managers of the business organization are examined
in the report. The concept and importance of leaders and managers are explained in the
report with reference to the aims and objectives of the company. The functions of managers
and leaders which include planning, staffing, organizing, coordinating, controlling, and
directing the employees and workforce of the business enterprise are examined in the
report. The difference between leader and manager are effectively organized along with the
concept of operations management. The main approaches and components of operation
management are analyzed in the report. Further, the interrelation between leadership and
management are analyzed with reference to their influence on the operations management
of the company.
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LO1
P1 DIFFERENT ROLES AND CHARACTERISTICS OF A
LEADER ND MANAGER
The leader is the person who motivates his employees and followers for increasing their
capabilities and improve work efficiencies for achieving the goals and objectives of the
business organization (Business Dictionary, 2019). Leadership is the ability to utilise the skills
and knowledge of the human resources of the company for reaching towards the goals and
success of the business (Harleigh, 2019).
The manager is an individual who formulates policies, rules, and procedures for different
functions of the company. He manages various activities of the departments and different
areas of the business entity (Arruda, 2016). Management is the science and art which is a
systematic approach of manager for controlling activities and operations of the business.
Functions of management of GlaxoSmithKline are described as follows:
Planning
The function of the manager includes planning the goals and objectives of GlaxoSmithKline
which is a future-oriented activity. The skills of foresightedness are used by the manager for
selecting proper goals and aims for the business organization.
Organizing
The manager has required the authority to manage and organize various activities which
help in subdividing the whole set of tasks into smaller parts to be achieved. The activities of
GlaxoSmithKline are carried on in a comprehensive manner by the manager.
Controlling
The operation of GlaxoSmithKline is controlled by the manager by comparing the actual
results with the standards set by the management. The corrective actions are taken by the
manager for promoting the objectives of the business organization.
Directing
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The manager provides required motivation, leadership, and supervision to his subordinates
for attaining desired objectives of GlaxoSmithKline. The feedback of employees by
communicating with them by the manager of the company.
The roles and responsibilities of leaders are described as follows:
Create and share the vision
The roadmap for the achievement of goals and objectives of GlaxoSmithKline are
established by the leaders of the company. The methods and ways which can be adopted by
the team member for attaining shot term and long term goals are decided by the leader.
Set goals
The objectives and goals of GlaxoSmithKline are set by the leaders for gaining success and
growth in business. This is an important responsibility of the leaders of the company which
decides the fate of a business.
Positive reinforcement
Positive reinforcement is a method of bringing the best from the employees and improving
their skills and capabilities effectively. It is used to motivate the employees for getting better
results and completion of the task on time.
M1 ROLE OF A LEADER AND FUNCTION OF A MANAGER
BY EFFECTIVELY APPLYING A RANGE OF THEORIES AND
CONCEPTS
There are different theories and models which can be used by the leaders and managers of
GlaxoSmithKline for effectively promoting aims and objectives of the company. The theories
of management are described as follows:
Management by Objectives
Management by objectives is a management theory help in providing motivation and
encouragement to the employees and workforce of the company by the managers. It is a
strategic management approach which helps in setting various objectives of
GlaxoSmithKline by the managers. The participation and confidence of employees can be
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increased by following the systematic approach of management by objectives (Business
Dictionary, 2019).
Classical management theory
The classical management theory is a time-based approach which promotes greater
efficiency, reduction in expense, industrial management, and higher quality within the
business organization (Terry, 2011). The employees are motivated with the help of financial
and other monetary incentives which help in increasing productivity and efficiency of the
employees by the leaders and managers (Russ, 2019).
Behavioral theory
The main focus of the behavioral theory is on the behavior and action of the leaders and
managers of the business organization. The theory believes that the leaders are made and
not born and help them to understand the work performance and behavior of the
employees. It is an employee oriented approach which deals with the human resources of
the company.
Contingency theory
The contingency theory works on the basis of the contingent business environment of the
company. The theory allows the manager to take decision according to different situations
and conditions of the business environment. It is a situational approach to the leadership
and management of the company which works on the belief that there is not definite
leadership style for the managers and leaders of the company and they can adjust their
leadership style as per the situation demands.
Hard management skills vs. Soft management skills
Soft management skills
The soft management skills help in managing the employees in an effective manner with the
help of good communication and emotional intelligence. Effective management is achieved
with the help of soft management skills of the leaders and managers of the company (Lucas,
2019).
Hard management skills
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Hard skills are the quality of the leadership that is applied to a specific job or task which
include skills such as computer skills, finance, accounts, designing, web programming, legal
knowledge, and other specific qualities. When the leaders are qualified in a specific field or
area, he is said to achieve expert or hard skills.
Various theories of leadership along with leadership styles, traits, and contingency are
discussed as follows:
Transformational leadership
The transformational leadership style is an important theory of leadership which deal with
the changes within the company and provide a strategic vision to create an environment for
executing change. The commitment of the members are taken for the execution of change
and to encourage the follower to accept and face challenges of the changed circumstances
of the company (Business Dictionary, 2019).
Transactional leadership
The transactional leadership style of leadership is an effective style of management and
leadership where the leaders use a different rewards system for encouraging their
subordinates for working better in the company. Different punishments are given by the
employer to their subordinates for not fulfilling a specified task or job assigned to them. This
leadership style is suitable in the structured business environment where the employees are
required to achieve a specific task (Rouse, 2017).
Action centered leadership
The Action centered leadership is a leadership style which was introduced in the 1960s by
John Adair. There are three major components which are worked in the Action centered
leadership that is achieving the goals, managing the group and team, and managing the
subordinates. The main focus of the theory is on the achieving of the aims and vision as
decided by the management of the company.
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LO2
P2 EXAMINE THE ROLE OF A LEADER AND THE FUNCTION
OF A MANAGER
The leaders and managers play an essential role in achieving the goals and objectives of the
company. The roles and functions played by the leaders help the management of
GlaxoSmithKline for achieving its goals and objectives. Henry Mintzberg has introduced the
roles of management which can be used by the leaders and managers of GlaxoSmithKline.
There are ten main roles and functions of the managers and leaders which are described as
follows:
The leaders and managers play the roles of a leader within the business organization which
direct the functions and duties of their followers. The employees are encouraged by the
leaders and managers of the company for working better and improving their performance.
Leaders also play the role of a figurehead who represent the duties which are related to
ceremonies such as weddings, birthdays, greeting dignitaries, lunch with the customers, etc.
Managers and leaders make contact and relation with different companies and government
in the value chain of the company as a Liaison role. The leader is a monitor which monitor
the business environment and collect relevant data. As a Disseminator, leaders, and
managers of GlaxoSmithKline transfer important information which was collected by him to
its followers and subordinates of the business. He also acts as a spokesperson who
represents GlaxoSmithKline to the parties outside the business enterprise and
communicates information about the company to the people. The leader is also an
entrepreneur who helps in achieving goals and earn profits for the business. The role of
disturbance handler for the leaders and managers of GlaxoSmithKline allows them to create
a healthy and positive work atmosphere and to handle business challenges effectively in the
business organization. The leaders are resource allocator which fulfill the need of resources
of different departments of the company. The negotiator is another role played by the
leader which negotiate effectively with different parties of the company.
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P3 THEORIES AND MODELS OF APPROACH, INCLUDING
SITUATIONAL LEADERSHIP, SYSTEMS LEADERSHIP, AND
CONTINGENCY
There are a number of models and theories which can be applied by the leaders and
managers of GlaxoSmithKline for dealing with the business challenges of the external
environment of the company. These theories and models of leadership and management
are described as follows:
Behavioral theory
The attempt by the managers and leaders of the organization for understanding different
components of human behavior for their subordinates are known as the application of
behavioral theory. The manager and leader of GlaxoSmithKline can use the behavioral
theory to motivate and encourage the efforts of the employees. The theory helps the
managers of GlaxoSmithKline in understanding the factors which affect the behavior of
employees and assist them in creating a satisfactory work environment for the workforce of
the company.
System theory
When the whole set of the business system is considered and divided into two major
systems which are an open system and closed system, it is known as system theory. The
system theory can be used by GlaxoSmithKline for interacting with the complex parts of the
organizational systems for formulating and attaining business strategies and policies. The
system which is affected by the business environment is known as an open system and the
system which is not impacted by factors associated with the outer environment is known as
a closed system (Grimsley, 2018).
Situational theory
The main assumption of the situational management theory is that the leaders and
managers should adopt different leadership style based on their judgment for various
situations and conditions of the business (Cheery, 2019). There is no management style or
concept which suited to every situation of the business and thus the situational
management theory focuses on the development of various personal leadership styles by
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the leaders and managers of GlaxoSmithKline. It provides the flexibility to use own
judgment and leadership decision to the leaders as the situation demands.
Theory X and Theory Y
The theory X and theory Y was developed by Douglas McGregor which is based on mainly
two major assumptions of the nature of human resources of the company. Where the
theory X has assumptions which are pessimistic about the behavior of the employees, the
assumptions of theory Y are optimistic about the workforce. GlaxoSmithKline can use this
theory for accomplishing organizational goals with the help of strict control and direction by
applying theory X and on the other hand improve the confidence level of subordinates by
ensuring their participation in the process of decision making.
M2 THE STRENGTHS AND WEAKNESSES OF DIFFERENT
APPROACHES TO SITUATIONS
Behavioral theory
The advantage of a behavioral theory of management is that the conflicts are resolved on
time by leaders of GlaxoSmithKline which will create healthy work atmosphere. The results
of behavior theory can be easily measured and are a very easy approach which can be
applied by managers of GlaxoSmithKline for desired results. The weakness of the behavioral
theory is that there is less accountability for the work performed by the subordinates.
Reinforcement and punishments are excluded from this theory which reduces the strictness
in the learning process of employees.
Situational theory
The main strengths of the situational theory are that the theory is very useful for
encountering contingencies in the situations and circumstances faced by the company. The
situational management style provides flexibility and freedom to the leaders and managers
of GlaxoSmithKline for adopting various culture and behaviors of the business environment.
The demerit of the situational theory is that it does not lay emphasis on the long term needs
and requirements of the company and focuses only on the short term goals. Its call for
personal judgment which can create confusion and challenges for the business.
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System theory
The strengths of system theory are that the theory builds a win-win situation for the
company by removing obstacles of the business environment. The leaders get help in
managing diversified work culture of the business enterprise. The limitations of system
theory are that the process of introducing changes within the business enterprise becomes
a difficult task. The time taken by the introduction of change within the business reduces its
benefits and include lots of expenses and costs.
Theory X and Theory Y
The strengths of theory X and theory Y of Douglas suggests that the theory is very easy to
implement and understand by the leaders and managers of the company. GlaxoSmithKline
can use this theory for managing employees in both the strict and lenient manner which
promotes organizational goals and aims. The weakness of the theory X and theory Y of
Douglas is that the theory X assumes every employee of lazy and incompetent and theory Y
assumes that all the employees are ambitious and hard working.
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LO3
P4 KEY APPROACHES TO OPERATIONS MANAGEMENT
AND THE ROLE THAT LEADERS AND MANAGERS PLAY
The functions and operations of the business which are carried by the leaders and manager
with a motive to increase the quality of goods and services and improve customers
satisfaction are known as operations management. The process of producing and converting
the raw materials into finished goods by the business enterprise is included in the
operations management. The resources of the company are utilized in a better manner with
the help of operations management by GlaxoSmithKline. The process of planning,
developing, managing, staffing, organizing, controlling, and coordinating different activities
and operations of the business entity.
The people, machines, capital, workers, staff, technological advancements, building,
equipment, information, etc. are the inputs of the operations. The process of research and
development is undertaken by the company for improving its operations of the business and
quality goods and services for the customers. There are various methods and techniques
which can be used by GlaxoSmithKline for promoting operations management within the
business entity.
Six Sigma is the technique of introducing operations management within a business entity
which allows improvements of current defects in the operations and promote higher quality
for products and services. TQM or total quality management focuses on long term prospects
of business by providing customers satisfaction. Continuous improvement helps
GlaxoSmithKline in increasing customer loyalty by serving them with quality products by an
ongoing improvement process. Just in time is another method of operation management
which can be used for inventory management of GlaxoSmithKline. Agile manufacturing is
the process through which feedback of customers can be taken by GlaxoSmithKline for
improving the quality of products and services.
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