Vodafone Group Plc: Leadership, Management, and Operational Efficiency

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BUSINESS MANAGEMENT AND OPERATIONS
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Executive summary
The study has focused on the managerial functions and leaders’ role so that
organisation can run their business in an efficient manner. In this context, Vodafone
Group Plc is selected. Directive style and supportive style of leadership is
elaborated. For managerial function different situations are mentioned such as fast-
changing situation and slow-to-moderate changing situation. Examples of Vodafone
are also included in this section in an effective manner for understanding
organisational position in market. Following which, several operational methods such
as Total Quality Management, Just-in-Time, Continuous Improvement and others
have been identified along with which two examples in the case of Vodafone Group
plc has been illustrated. Here the role of leaders and managers has also been
stated. The importance of control and distribution systems, process design, capacity
management and others have been illustrated. Finally effectiveness in the case of
Vodafone Group plc through two recommendations on the case of two product
services such as SMS for life and M-PESA has been illustrated. Different factors of
business environment have been discussed.
Additionally, the impact of these factors on the decision-making process has been
analysed. Elements of environment such as stakeholder, sustainability, corporate
social responsibility and intrapreneurs have been analysed for providing better
understanding.
Table of Contents
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Introduction................................................................................................................. 4
LO1 Difference between role of leader and function of manager................................5
LO2 Apply the role of a leader and the function of a manager in given contexts........8
LO3 Demonstrate an appreciation of the role leaders and managers play in the
operations function of an organisation......................................................................13
LO4 Demonstrate an understanding of the relationship between leadership and
management in a contemporary business environment............................................16
Conclusion................................................................................................................ 19
Reference list............................................................................................................ 20
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Introduction
Modern business management requires the presence of effectively leader at the
helm of an organization and an effective manager among the staff to conduct the
provided task. The aim of this report lies in the analysis of the impact of leaders and
managers on the operations of Vodafone Group Plc, a British telecommunication
giant. The scope of this report however lies in the analysis of the different roles of the
leaders and managers of the organization relative to multiple theories and models.
The objectives of the same include the use of classical and behavioural theories
against the organization.
The Vodafone Group Plc is involved in the business of telecommunication all over
the globe. The headquarters of the organization is in Newbury and London. The
operational area of the organization includes the UK, the EU, Asia, Africa and Asia
pacific. The workforce of the organization is currently 111556 individuals that provide
annual revenue of 46.571 billion GBP. The operating profit of the organization in
2018 has been 2.788 billion GBP, which has seen a rise from the last financial year
(Vodafone.com, 2019). Despite the huge turnovers and revenue associated with the
organization, it was essentially founded 27 years ago. However, Racal Telecom that
became defunct in 2000 previously owned it.
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LO1 Difference between role of leader and function of manager
Definition and comparison of different roles and characteristics of a leader and
a manager
Managers are those individuals that plan and organize activities associated with an
organization for the achievement of the goals (Kietzmann, 2017). However,
leadership could be defined as the art in which the behaviour of a human individual
could be influenced.
In the segment of roles, there are essentially ten roles of a manager and these are
divided into three segments. The segments are:
 Interpersonal roles- This role is characterized by the being one of
figurehead, leader and liaison for a team or a group of individuals. The main
profile of these types of managers includes motivating the team member to
boost up the productivity and efficiency of the team (Alfes et al., 2016).
 Informational-This role is characterized by the being one of the monitors of
the groups or the disseminator coupled with spokesperson for the group. The
main characteristics of this managers includes the effective and optimum
sharing of information for the completion of the given task under the provide
deadline (Hemmer and Labro, 2019).
 Decisional roles- Individuals in this role are mostly entrepreneurs,
disturbance handler, resource allocator and negotiator. The major
characteristics associated with this task include providing decisions against a
particular issue for the effective and smooth running of the business or the
business segment.
In the segment of leaders, the roles of the same include extensive influencing of
individuals using the power provided to them or through their personal qualities. A
leader projects several characteristics like commitment, effective communicator,
taking accountability and others.
However, different characteristics are associated with the different styles of
leadership. Some of the style of leadership is:
 Transformational leadership-Characterized by concentration on changes in
organization with sustainable development for all
 Transactional leadership-Characterized by maintenance of status quo or
exchange process for any resources in a operational chain
 Autocratic leadership-Characterized by being centre around the single boss
or the management
 Democratic leadership-Characterized by inclusion of subordinates in taking
critical decisions regarding company policies or sales orders
 Laissez-faire-Leadership-Characterized by providing authority to all
employees so that they could work with minimal interference
Analysis and differentiation between role of leader and function of a manager
by application of theories
According to the Henry Fayol management theory, every manager has four essential
functions.
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Figure 1: Henry Fayol management theory
(Source: iEduNote.com, 2018)
The planning phase includes the setting up of goals and defining the necessary
actions that would be required to the achievement of those goals. This segment
additionally includes the identification and development of the budget of the project
and the developing projections of sales volume or performance efficiencies
associated with the goals (Chukwuemeka and Onuoha, 2018).
The organizing phase includes the development of the processes associated with
the project. It additionally includes the segmentation of the job to respective
individuals based on the capability, history and potential of the same (Khorasani and
Almasifard, 2017). Overall, additional feature of this segment includes leading the
team in an efficient manner and controlling any risks associated with the conduction
of the project.
The leading segment includes the providing motivation and direction to the team
members as well as those members that are indirectly linked with the project as well
as the organization. The controlling function includes the following attributes:
 To monitor the performances team members as well as the organization over
longer periods of time
 To identify the deviations between the projected and actual figures in terms of
sales, deadlines, feedbacks and other parameters as deemed fit by the
management and industrial standards
 To identify those processes by which the task would be coordinated and
managed by the staff in regular tenure and during situational tenures
For an organization like Vodafone, the function of managers essentially includes the
management of the individual zones of the global telecommunication business in
terms of sales volume and attainment of average revenue per user. This additionally
includes the management of the dynamic situations associated with the macro
environment of the business operations.
However, the role of situational leadership theory is segmented into four different
components.
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Figure 2: Situation leadership theory
(Source : Todorov, 2017)
The situational leadership theory states that the role of leader is dependent on the
situation and the attributes required for the same could be developed.
The role of a leader is essentially divided into three levels. They would be in the
order of strategic leader, the operational leader and the team leader.
 In the segment strategic leader, the individual is placed at the helm of an
organization. Unlike the planning function of a manager, a strategic leader is
responsible for providing major decisions regarding operational process as
well as investments (Thompson and Glasø, 2015).
 In the segment of operational leader, an individual is more concerned with
departmental function. Unlike the organizing function of a manager that
involves decisions regarding overall organization, this role is limited to a
certain team and forms the communication link between the staff, the team
and the management.
 In the segment of team leader, the role is extensively limited to the team itself.
The prime responsibility of the team leader lies in ensuring that the task
provided to the team is completed with standard efficiencies and in desired
time (Willis et al., 2017). This role is similar to the controlling function of
associated with a manager.
For an organization like Vodafone, leadership is mostly concentrated on the strategic
segment. This includes the domain of conduction of deals with other organizations,
suppliers and the government for the allocation of relative spectrum to the
organization. Leadership includes the identification of the most effective bid through
the module of corporate espionage.
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LO2 Apply the role of a leader and the function of a manager in given contexts.
P2 Application of manager’s function and leader’s role along with examples
Role of leaders in different situation
Figure 1: Path-goal theory of leadership styles
(Source: Influenced by Yang and Lim, 2016)
As per the viewpoint of Yang and Lim (2016), leaders follow various styles or roles
such as directive, participative, supportive and achievement oriented style in order to
manage different situation in an effective manner. It is also monitored that these are
under path-goal theory.
In the opinion of Walker and Aritz (2015), directive style is applicable where, skills
of employees are low and they need to play in different aspects. In this context,
leaders give instruction to members, where their development is required. For
example, as per the report of bbc news, it is found out that customer executives of
Vodafone are instructed that they need to develop their technological skills as
company is going to change its shape for getting competitive advantage (bbc.com,
2019). In this situation, the operations manager of Vodafone has observed that
company provides direction to their leaders so that they can convey it to the
members for developing members’ skills effectively.
On the other hand, in case of supportive role, when, employees feel bored by
conducting their work, leaders should provide example on how to do the task. It
helps members to work properly. In addition to this, if the tasks are stressful, leaders
try to guide the workers for removing the disgust of workers in time of working. As
Vodafone brings changes in their organisational shape, it makes employees angry.
In this situation, leaders announce that proper training will be provided and it helps
the members to learn from the organisation.
Functions of manager in different situation
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Figure 2: Different types of organisational situation
(Source: Influenced by Ottosson, 2018)
According to Ottosson (2018), the main functions of managers are planning,
organising, leading and controlling. In addition to this, different types of
organisational situation are also noticed such as stable situation, slow-to-moderate
situation and fast-changing situation. For example, in case of Vodafone in England,
they are going to change their organisational shape very quickly for responding with
technological giants and this situation can be taken under the concept of fast-
changing situation. Hence, manager organises training session for the leaders so
that they can guide their members properly. As an operation manager, it can be
stated that Vodafone will be able to increase their profit in market.
On the other hand, in case of slow-to-moderate changing situation, it denotes that
an improvement is introduced in the venture for gaining organisational profit in
market. For example, in case of Vodafone, as mobile providers, only 50% customer
satisfaction is monitored (theguardian.com, 2017). Therefore, manager plans to bring
improvement in the skills of leaders and updated technology will be used in mobile
phones. It helps to increase the satisfaction level of customers in competitive era.
P3 Various theories and models such as system leadership, situational
leadership and contingency
Situational leadership
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Fast-changingsituationStablesituationSlow-to-moderatechangingsituation

Figure 3: Situation leadership theory
(Source: Influenced by Thompson and Glasø, 2015)
As suggested by Zigarmi and Roberts (2017), situational leadership theory reflects
that according to the situation, leaders need to guide the members so that they are
able to complete the task in an efficient manner. It helps to gain organisational aim
within its deadline. Moreover, organisation is able to hold their reputation in
contemporary market. For example, as an operation manager of Vodafone, it is
found that management is going to change the organisational shape for responding
with technological giants. Hence, they provide training to the leaders. Leaders also
convey it to members for achieving organisational success in market.
System leadership
Figure 4: System theory
(Source: Influenced by Cabeza Pulles et al. 2017)
On the other hand, Cabeza Pulles et al. (2017) commented that system theory
includes different aspects such recruitment system, promotion system, production
system and many others. Here, if organisation follows the requirement of the
customers, they need to develop their products accordingly for getting fruitful
outcome. For example, as an operational manager of Vodafone, it is shown that only
50% customers are happy about their mobiles (theguardian.com, 2017). Hence,
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using updated technology, Vodafone can increase their sale of mobile phones in
market. Therefore, it can be stated that proper system helps to maintain discipline in
venture along with earning profit.
Contingency leadership
In contingency theory, it refers that if internal such as corporate strategy and external
situation such as customer expectation are changed, leadership and management
styles should be improved for adjusting in that situation (Villoria, 2016). For example,
in case of Vodafone, customers want to use updated technology and network so that
they can communicate with people, even in time of travelling in metro. Therefore,
management brings development in their broadband services for achieving customer
satisfaction. The management gives training to employees so that they can give best
service for the venture.
M2 Assessment of strengths and weaknesses of approaches related to
situation
In context of leaders’ role, strengths and weaknesses are followed by-
Strengths
Directive style
 Work can be completed properly
 Guidance is provided
Supportive style
 Leader can participate to encourage members
Weaknesses
Directive style
 If leaders do not give proper instruction, entire project can be wrong
 Creativity of leaders can lead the project in a wrong manner (Shonhiwa,
2016)
Supportive style
 Employees can be dependant
In case of Vodafone, it is seen that leaders give support to the members and it
makes them dependant on the leaders. However, as leaders give proper direction,
their service quality is improved day by day.
On the other hand, in case of managerial functions, strengths and weaknesses are
followed by-
Strengths
Fast-changing situation
 Having strength to compete with rivals
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Slow-to-moderate changing situation
 To bring improvement in services
Weaknesses
Fast-changing situation
 Employees may feel angry
Slow-to-moderate changing situation
 Company cannot be updated based on market trend and it can leave negative
impact
In case of Vodafone, it is noticed that they bring changes in their organisational
shape for holding market place. On the other hand, as customers do not feel
satisfied using the mobile services, they provide training slowly to the employees for
getting outcome. Slow changes are not that much of effective for the venture.
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