Analysis of Leadership and Management in Toyota's Operations

Desklib provides past papers and solved assignments. This report analyzes Toyota's leadership, management, and operational efficiency.

MANAGEMENT AND OPERATIONS

Table of Contents
INTRODUCTION............................................................................................................................. 4
LO1.................................................................................................................................................5
P1 DEFINING AND COMPARING CHARACTERISTICS AND ROLES OF MANAGERS AND LEADERS5
M1 ANALYZING AND DIFFERENTIATING THE ROLE OF A LEADER AND FUNCTIONS OF
MANAGER BY APPLYING THEORIES AND CONCEPTS.................................................................7
LO2.................................................................................................................................................9
P2. EXAMINING THE ROLE OF A LEADER AND FUNCTIONS OF MANAGER IN DIFFERENT
SITUATIONS............................................................................................................................... 9
P3. APPLYING THEORIES OF LEADERSHIP AND MODELS OF APPROACH..................................11
M2. STRENGTHS AND WEAKNESSES OF THE APPROACHES TO THE SITUATION AT WORKING
ENVIRONMENT........................................................................................................................ 12
D1. ANALYZING AND EVALUATING THE THEORIES AND APPROACHES TO LEADERSHIP..........13
LO3............................................................................................................................................... 14
P4 EXPLANATION OF THE MAIN APPROACHES FOR OPERATIONS MANAGEMENT AND THE
ROLE OF MANAGERS AND LEADERS........................................................................................14
P5. EXPLAINING THE VALUE AND IMPORTANCE OF OPERATIONS MANAGEMENT.................16
M3. EVALUATING HOW LEADERS AND MANAGERS CAN IMPROVE THEIR EFFICIENCIES TO
MEET BUSINESS OBJECTIVES....................................................................................................17
LO4............................................................................................................................................... 18
P6. FACTORS WHICH IMPACT ON THE OPERATIONAL MANAGEMENT AND DECISION MAKING
................................................................................................................................................. 18
M4. ANALYSING THE DIFFERENT FACTORS AFFECT THE BUSINESS ENVIRONMENT AND
COMMUNITY............................................................................................................................20
D2. EVALUATING THE APPLICATION OF OPERATIONS MANAGEMENT AND FACTORS WHICH
IMPACT THE BUSINESS ENVIRONMENT...................................................................................21
CONCLUSION............................................................................................................................... 22
REFERENCES.................................................................................................................................23

INTRODUCTION
The assignment report is based on the operations and management of the company Toyota, in
the report manager of Toyota, it will be discussing the various responsibilities and roles of
manager and leaders. By using different approaches and theories to leadership, the role of
leadership at Toyota will be explained in detail.
Toyota is the company whose establishment was taken place in March 1956, the head office of
the company is in Japan and Toyota is known to be second largest automobile company in
whole Japan (Brunner, 2017). The products that are offered by Toyota to its customers are the
hydrogen fuel cell, hybrid electric vehicle etc.
The assignment will also focus on different situations that will take place in at the workplace
and their weaknesses and strengths for giving detailed knowledge of different leadership
approaches. In the next section of the report, the main approaches to leadership and
management will be discussed along with an explanation of the importance of using
management and operations in the process of attaining goals and objectives of the
organization, Also the role of leaders and managers in bringing efficiency at the workplace.
At last applications of leadership and management and they leave an impact on the functioning
of the business environment at Toyota. This assignment, the manager will make clear all the
terms related to operations and management and how they play an important role in
increasing the productivity of the activities at the workplace.

LO1
P1 DEFINING AND COMPARING CHARACTERISTICS AND ROLES OF MANAGERS AND
LEADERS
Manager:
According to Bosworth (2016), Manager can be defined as the person, who takes care of all the
activities that take place at the organization and he is also responsible for analyzing the
performance of employees by keeping an eye on them. At Toyota, all the work and tasks that
are done by others is the responsibility of the manager, and to bring efficiency and productivity
by dividing or assigning the tasks to others is also the duty of the manager (Bosworth, 2016).
Leader:
According to Daly (2017), Leader is the one who is responsible for getting things done by others
or by employees that are already assigned by managers. The leader is responsible to motivate
all the staff members so that they put extra efforts to fulfil those roles and responsibilities
assigned to them (Northouse, 2018). Forgiving commands and to get work done in a team with
coordination and commitment is also the responsibility of leaders at Toyota. The leader can
also state as the person who inspires, and motivate the staff of Toyota to achieve the desired
goals (Daly, 2017).
Comparing characteristics of leaders and managers
Leader characteristics
Leaders usually have the characteristics of spreading positive attitude at the workplace so that
everyone can work by putting extra efforts (Northouse, 2018). Leaders are responsible for
taking blames of others and then guiding them to work for the achievement of goals and
objectives (Sabin, 2018). They also understand the structure of the work, and for whom and for
what they are working and then guide the team to work effectively and efficiently (Daly, 2017).

Manager characteristics
The characteristics of the manager are to assign the tasks and work to all the employees so that
work could be completed on time. The various activities and all the important work of the
management are managed by managers because they have to report the performance of each
employee to a superior person. Another important aspect that could affect the work of the
manager as well other members of the team are the security of job and money (Bosworth,
2016).
Differentiate between leadership and management at Toyota
s.no. Management Leadership
1. The ability to manage all the resources and
activities and to get them done by
employees is known as management
(Bosworth, 2016).
Leadership at Toyota can be defined as
inspiring and motivating others for doing
work to achieve the goals and objectives
of the organization (Daly, 2017).
2. Management activities are termed as hard
skills these involve, staffing, controlling
projects, analyzing activities and making a
schedule of all the tasks and activities.
Leadership work can be said as soft skills
that are responsible for motivating and
inspiring the team by communicating in
an effective manner, by reducing stress
etc., to get the tasks done on time.
3. For bringing stability in the organization
such as Toyota managers are responsible
(Bosworth, 2016).
Leaders at Toyota work to bring change
an the organization and thus they try to
influence employees to adopt new
strategies for increasing productivity.
4. At Toyota, managers are responsible for
short range and they take off all the
activities in the day to day functioning.
Whereas leaders are usually involved in
forecasting activities and motivate others
to work for bringing efficiency for a longer
period (Daly, 2017).
5. Procedures and policies are formulated by
managers at Toyota.
Principles and guidelines are formulated
by leaders at Toyota.

M1 ANALYZING AND DIFFERENTIATING THE ROLE OF A LEADER AND FUNCTIONS OF
MANAGER BY APPLYING THEORIES AND CONCEPTS
Roles and functions of leaders and managers are similar and sometimes different for achieving
the desired work at Toyota. The responsibilities showed by the leaders and the managers to
meet the standards for their performance towards the task by the interactive communication
skills (Brunner, 2017).
The change in the automobile business and change in technologies increase the workload of the
manager at Toyota, and these changes need to increase the quality of running of the managers
and leaders within the organization with the change in the environment for increasing the
productivity.
Difference between the leader and the manager at Toyota:
 Planning
Planning is the process of allocating the resources and a function of management to formulate
the detailed plan to achieve the balance of demand and resources. A manager at Toyota plans
the objective and the leader is liable to execute the plan under the policies and procedures of
the company (Kerzner and Kerzner, 2017). A leader role is to guide and motivate the employees
for working effectively by using their skills for the attainment of the objectives. The strategies
planned by the managers and the leaders and employees follow them.
 Organizing
Organizing is referred to managing the resources and the employees within the organization. A
manager at Toyota involves the function of organizing the resources for the achievement of the
organizational objectives by using resources effectively. The leader performs the tasks of
organizing the resources and train employees to perform effectively in order to achieve the
objectives (Zinovieva, 2016).

 Directing
Directing is a function of management which includes the building of an effective working
environment and creating opportunities for scheduling, disciplining, supervising and motivating
the employees (Zinovieva, 2016). A manager at Toyota directs the leaders for performing the
task by the employees. He provides the strategies and policies to direct the employees for the
attainment of the objectives. The role of the leader is to involve the employees’ ion the task of
attainment of the resources by effectively working (Zinovieva, 2016).
 Controlling
Controlling is also the function of management which includes the comparison of the actual
performance with the set of standards. The process of controlling involves the responsibility of
both managers and leaders for monitoring and controlling the implementation of framed
strategies for the effective result. The leaders guide and motivate the employees by
investigating their performance by comparing with the framed standards (Zinovieva, 2016).
LEADERSHIP THEORIES
Trait theory: it is the study approach for human personality
Behavioural theory: it is the set of different behaviour (Yahaya and Ebrahim, 2016)
Functional theory: it involves then functions of leaders
Transactional theory: it arises from the capability of an individual performance
Transformational theory: it includes the growth and development of the employees
Environmental theory: it focuses on self-awareness and psychology of employees
Situational theory: it is the particular situation for leaders to contribute towards their job
These theories of leadership are defined and explained below (Yahaya and Ebrahim, 2016)

LO2
P2. EXAMINING THE ROLE OF A LEADER AND FUNCTIONS OF MANAGER IN DIFFERENT
SITUATIONS
LEADERSHIP IN CONTEXT TO DIFFERENT ORGANIZATIONAL SITUATIONS
A leader plays an important role for the organization by guiding and motivating the employees
and he contributes extra to the business for achieving the objectives. There are some theories
of leadership which help in the growth and development of the skills of the leadership within
the organization (Zinovieva, 2016).
 Trait theory
It comes with the ideas of leadership from the individual traits and the study approach for
human personality. Applying the trait theory at Toyota includes 6 leadership personal traits
such as- openness to experiences, adjustments, self-efficacy, extraversion, intelligence and
conscientiousness (Yahaya and Ebrahim, 2016).
 Behavioural theory
Leadership is a set of behaviours while Toyota applied the behavioural theory on the style of
leadership types such as democratic- includes the leader is involved and responsible for the
decision, authoritarian- includes that the employees are ordered by the leader, laissez-faire-
includes no participation in the process of decision making by the leader.
 Functional theory
It tells about the responsibility of the leader that is to check the needs of the employees and
ensure to fulfil the needs. This theory includes functions of the leader such as- motivate
employees, monitor the environment, organizes activities, group participation and train and
guide employees (Yahaya and Ebrahim, 2016).

 Transactional theory
It said that the punishments and rewards are performance-based and leadership arises from
the capability of individual performance. This includes the leaders at Toyota guide and provides
training to the employees and calculate the performance after motivating and giving them
training. The evaluation helps leaders to choose the best and authorized for achieving the
reward for the performance in achieving the goal (Yahaya and Ebrahim, 2016).
 Transformational theory
This theory focusing on the communication of the leaders with the employees in terms of
motivating them for the execution of their vision and it is the activity of seeking out the ideas of
the individual for the growth and development of the employees as well as for attaining the
objective of Toyota (Yahaya and Ebrahim, 2016).
 Environmental theory
The theory of environment of leadership focuses on self-awareness and psychology of the
employees. In this type of leadership culture, the leader motivates and excites the employees
for completing the given task for achieving the success of Toyota (Yahaya and Ebrahim, 2016).
 Situational theory
This theory laid emphasis on the leaders and their relationships with employees often by
offering support to them, gaining respect from them and helping which helps in the process of
decision-making. The situational theory based on the situations where the leaders adapt their
leadership style to the particular situation for contributing to the job (Yahaya and Ebrahim,
2016).

P3. APPLYING THEORIES OF LEADERSHIP AND MODELS OF APPROACH
Effective leadership is a complex process which involves the qualities and skills of a leader to
associate with people and their wants along with the needs of the leadership situation.
 Situational leadership
The situational leadership approach in context to Toyota observes and determines the
situational needs of the organization (Yahaya and Ebrahim, 2016). For example, there is a need
of developing a plan and idea to innovate a new car and which needs investment, then the
leaders use their leadership styles of democratic and supportive styles for ensuring the
thoughtful and professional implementation on the new car.
 Systems leadership
The systems leadership in context to Toyota includes the responsibilities of a leader for
managing and controlling the working of the employees at the workplace by communicating
with them effectively in order to achieve the organizational objectives. The systems leadership
style ensures applying of the strategies at Toyota by application of Kaizen which emphases on
the endless improvement of the organization (Yahaya and Ebrahim, 2016).
 Contingency leadership
The contingency leadership theory at Toyota states that the leaders ensure to manage the
situations by punishing and rewarding the employees and leadership arises from the capability
of individual performance (Yahaya and Ebrahim, 2016). This style emphasis on the control of
the groups and solve the issues between the employees effectively.
 Democratic leadership
The employees at Toyota follow the democratic leadership style. This style encourages
employees to participate with the managers and leaders in the process of decision making and
share their thoughts and innovative ideas for performing well and can achieve the
organizational goals (Yahaya and Ebrahim, 2016).