LO1 Differentiate between the role of a leader and the function of a manager

P.1: Define and compare the different roles and characteristics of a leader and a manager

• 1.1: Provide two academic definitions of leader;
• 1.2: Provide two academic definitions of manager;
• 1.3: Explain (with relevant examples) the similarities and differences between a Modern Leader and a Manager in the case company.

1.3.1. The first basis for comparison is between the: Meaning, Approach, Attribute and subordinate roles. For example:

• The meaning of a leader is a person who influences his subordinates to achieve a specified goal; whereas, a manager is a person who manages the organisation and is responsible for planning, direction, coordination and control.

• The approach of a leader is to set the direction; whereas, the approach of a manager is to plan detail.

• A principal attribute of a leader is to demonstrate foresightedness (foresight); whereas, a manager would focus their mind (awareness).

• Leader would have subordinates who were primarily followers whereas, a manager would have subordinates who were employees.

1.3.2. The second basis for comparison is between the: Style, Decision, Aim and focus roles. For example:

• Style

• Decision

• Aim

• Focus

1.3.3. The third basis for comparison is between the: Change, Conflict, People and striving roles. For example:

• Change

• Conflict

• People 

• striving

See link to Difference between Leader and Management for guidance.

Merit grade: LO1: M1

LO2: Apply the role of a leader and the function of a manager in given contexts

P.2: Examine examples of how the role of a leader and the function of a manager apply in different situational contexts.

Leadership

Function of a manager

Think of different situational contexts (e.g., deal with uncertainty, strategy formulation, goal settings, etc.) in the context of Part 1: Page 3 of the Assignment Brief; and then examine those situations to show how the role of a leader and functional of a manager react into those particular situations. 

• Uncertainty      The Uncertainty Model

Strategic buckets (also known as budget envelopes) allow you to align your project activities with the corporate goals and strategies defined in the roadmap. Organizations first define dimensions to budget against, such as strategic goals, product lines, project types, and geography.

Use Strategic Buckets to achieve balance while improving your idea discovery success rate

To achieve a balance between risk and reward, you can use horizon zones to define the mix of products in your product portfolio. Horizon 1 are the “sure bets” but also represent incremental growth. Horizon 2 has more upside than horizon 1 but are still within reach of current knowledge  base inside and outside the enterprise. Whereas horizon 3 has lots of risk but represents potentially breakthrough innovation.

Managing in the zone

Each horizon zone should be managed with the right set of processes and tools specifically tailored to address the knowledge gap that exist in each horizon. Don’t forget that the very front end processes – i.e. discover and ideation – should also be managed with separate methods and tools to discover ideas that match the zone under management.

By recognizing the front end processes also need to be tailored to match the specific zone characteristics, you will improve your changes of discovering and selecting quality ideas that provide the fuel for future growth  within each zone while achieving balance in your project portfolio.

• Strategy formulation

• Goal setting

P.3: Apply different theories and models of approach, including situational leadership, systems leadership and contingency.

Application of leadership and management theories: (e.g., select a theory and explain with examples how it could be applied to different operational situations  in the context of Part 1: Page 3 of the Assignment Brief), You must consider situational leadership, system leadership and contingency leadership.

• Situational leadership: Directing, Coaching, Supporting and Delegating

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Systems Leadership. Systems Leadership enables the leaders in an organisation to create the conditions where people at all levels can work productively to their potential. It uses sound principles about human behaviour to create models of goodleadership, organisational strategy, systems design and social process

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Fiedler's Contingency Model

Merit grade: LO2: M2

LO3: Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation

P.4: Explain the key approaches to operations management and the role that leaders and managers play.

Explain the key approaches to operations management used by Corus and the role that leaders and managers play in working of these approaches. 

You could think of different key management approaches such as Six Sigma, Lean Production, TQM, JIT, etc; you must explain the role of a leader and a manager in executing each of the management approach identified in the case company.

Corus key markets: Crossword

Case study: Gap exercise

Case study: Lean Production



P.5: Explain the importance and value of operations management in achieving business objectives.

Explain the importance and value of operations management in achieving business objectives of Corus.

You could think of different aspects of operations management such as Control and Distribution system, Process design, Capacity management, Logistics and inventory management etc.; you must explain the importance and value of each of the aspect of management operations in the case company.


Merit grade: LO3: M3

LO4: Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment

P.6: Assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers.


Merit grade: LO4: M4