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Introduction

The management of every business organization plays a vital role in developing usiness prospects by managing all its operations effectively and systematically. Better management of organizational operations will help business to flourish and prosper thereby attaining best customer base and recognition (Fitzsimmons, et. al., 2006). In this study, The Ledbury restaurant of London has been considered whose Leadership Management Development programme will be discussed in detail. All the staffs or employees are considered to be most significant stakeholders in the organizations and thus in order to manage all operations effectively, it is of utmost importance for the management of The Ledbury to imbibe proper leadership qualities and attributes which will make all staffs motivated and thus increase their performance standards (Stevenson & Sum, 2002). The purpose of this study is to point out exact differences between leadership and management and impact of applying the Situational and Contingency theories of leadership over the success of a restaurant. Moreover, it will discuss how a manager of the restaurant is capable of becoming an effective leader by increasing quality, efficiency and responsiveness of business. For gaining competitive advantage and profit, the management of restaurant should manage and control all the operations and responsibilities by taking effective decisions which can ensure delivery of best quality of food and services to its customers.

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Task 1

Leadership and management are two most significant and considerable terms which focuses upon the success and competitiveness of the organizations. It is much likely that leadership and management must go simultaneously hand in hand. Though they are not the same thing, but they are linked with each other. It can be said that both these concepts complement each other in carrying out the business prospects proficiently. Without proper leadership and management practices, it is impossible for any organization to maintain stability and effectiveness of their operations. In order to assess whether all the operations of The Ledbury restaurant are managed well and effective services are being delivered to the customers by staffs, it is important to study the actual concepts of leadership and management in detail.

a. Differences Between Leadership and Management

Though both the terms ‘leadership’ and ‘management’ are essentials for maintaining high quality standards of operations but they differ from each other considerably. In the restaurant business, managers need to develop certain leadership qualities or skills that will help them to gain trust and loyalty of the employees as well as motivate them to stay connected to their workplaces. Both leaders and managers play a significant role in improving the quality of operations carried out in organizations. It is the duty of managers to plan, decide, organize and coordinate all activities with the employees so as to make them understand their job roles. On the other hand, leaders are likely to inspire and motivate the staffs so as to encourage them at work. The differences between this two can be best highlighted with help of the following table:

Differences between leadership and management

Differences between leadership and management

Differences between leadership and management

As per this case scenario, it can be said that the management of The Ledbury should follow effective leadership qualities and attributes as highlighted in the above table so that employees can be motivated and perform their job roles proficiently (Voss, et. al., 2002). This will increase operational quality standards of employees thereby delivering best food and services to the customers.

b. Examine with examples how role of a leader and functions of a manager are applied in different situations within your organisation

The application of the successful strategies in a business is itself a process to justify the abilities and skills of a leader. Moreover, the need of structuring the work in a team is one of the integrated approaches that are taken into consideration to lead an organizational life. There are several scholarly works that are the proofs in discovering how effectively leaders can mobilize the teamwork in correspondence to training and development related services. Leaders usually play an important role in facilitating the team building adaption procedures (Schein, 2010). Leaders in any organization especially in food industry, usually work effectively for facilitating and motivating their teams so that they can end up with effective results. Some of the scholarly works also put first, it is because of their personal as well as professional traits that help them in turning out to be effective leaders. Efficient leaders usually tend to become accustomed with the situational leadership model for facing different challenges and adapting the changes in the external as well as internal environment. The role of an effective leader can be demonstrated as follows:

  • A leader tends to communicate with the employees such a way that he is able to put the resources and accordingly is able to transmit the vision of the teamwork.
  • The food industry is an emerging industry and since the same requires effectiveness, leaders must be able to implement changes in management strategies even when the company would require the need of urgency of the entire company.
  • A leader is vested with the responsibility of monitoring and supervising this dynamic process of management in any situations
  • Since leaders usually evolve differently in different groups, leaders are vested with the responsibility to practice communicative behaviours and attitudes such that it impacts the processes of adopting changes according to scenario (Northouse, 2012).
  • During the transition phase, a leader can facilitate the process of developing positive team norms and accordingly can help in performing the strategy and can also assist in understanding the shared values of the team members as these functions will actually help the team leader to monitor the individual outputs made by the team.

Again, apart from a leader, a manager also plays an important role in adapting changes and strategic decisions in the field. Functional managers in food industry are treated as the specialists and they are held responsible for monitoring the operations, marketing and financial performance of the business. The roles of a manager in the food industry can be illustrated as follows:

A manager must look after preparing proper schedule of the food production rates and adopt strategies in varied situations to maintain the schedule.
He must also look after the quality, safety and hygiene of food products
The manager shall be held responsible for implementing and supervising the optimum nutrition contents of the recipes (Selznick, 2011)
A manager in the food industry shall develop new food products and must promote the same in such a manner that the business is able to switch over to beneficial stages effectively.

c. Theories and models of leadership approach

The success of the restaurant is in the hands of its employees. Thus the manager of any concerned restaurant should implement good and fruitful leadership approaches and models to motivate employees and drive their concentration and attention towards the delivery of appropriate services and food to the customers (Gaither & Frazier, 1999). The leaders should treat all the staffs as human beings and help them to develop their professional skills and efficacies which are beneficial to achieve the operational objectives of organizations. The management of The Ledbury restaurant should apply certain relevant models and theories that will help them to lead the staffs in a proper way and narrate them their respective job roles. This will help the employees to understand their activities.

Situational Leadership Theory:

The situational leadership theory or approach is referred to one of the most effective and proficient leadership styles proposed by Kenneth Blanchard and Paul Hersey which indicates that managers or leaders of the organizations should adjust their approach or style in order to develop the skills of the employees thereby influencing them (Slack, et. al., 2010). According to Hersey and Blanchard, the management should realise the time when they have to change their leadership style to fit according to the employee perspectives and expectations. In this case, with the implementation of situational leadership, the management of The Ledbury can motivate and support employees by thereby inspiring them to stay committed to the organization. The situational style of leadership encompasses in following four steps:

situational leadership theory

Directing

Through the implementation of this style, manager of the restaurant will direct and inform the employees the goals of the work. It is a top-down approach where the manager should communicate with the staffs to tell them what exactly needs to be done.

Coaching

After distributing the work responsibilities to the staffs, proper training and coaching should be provided to them for developing their professional skills.

Supporting

The leaders must support the employees at work and should pass on the job responsibility in their hands to encourage them to take effective decisions for the organizational well-being (Northouse, 2012). Proper direction will be provided to them but the decisions however will rest in the hands of employees. This will increase their confidence and will motivate them to get their tasks completed and cope up with the challenges.

Delegating

Leaders should delegate the authority and responsibility to employees to let them choose the tasks and take appropriate decisions to accomplish their works. In this style, the employees are aware of their role and accordingly they perform by taking little supervision and guidance from the management.

For example, in case of The Ledbury restaurant, the manager follows the authoritative leadership style and instructs the employees regarding their operations (Heizer, 2004). But with the increase in market competition, the restaurant might encounter some risks that can hamper the organizational efficacy. Thus, the manager should adopt the situational leadership style to make the employees able and efficient in dealing with the situation effectively so as to ensure organizational stability.

Contingency Leadership Theory

Contingency leadership style is actually based on how managers or leaders change themselves according to the circumstances of organizations. The nature of leadership is structured by the contingency theory which focuses mainly upon the relationship between the leaders and the subordinates. With the help of this leadership model proposed by Fiedler, the managers can be able to meet the requirements of a particular organizational situation thereby deriving effectiveness (Fiedler & Chemers, 2007). This theory empowers the managers to take up specific and fruitful solutions which can solve the internal issues of the workplace and in turn meet the organizational goals. For instance, in The Ledbury restaurant of London, if the manager delegates the authority or control fully to the employees, then sometimes it can be perceived that they are not performing effectively and are unable to meet the customers’ expectations. Thus the manager might feel difficult to handle this pressure efficiently as he is the one who is responsible for allocating jobs to different staffs in the restaurant. Therefore with the contingency approach, the manager can be able to control the behaviours of the employees by controlling them and giving them exact job descriptions so that success can be achieved.

Task 2

a. Key Approaches to Operations Management and the Role that Leaders and Managers Play

The Ledbury restaurant needs a proper management approach to increase the quality, efficiency and responsiveness of the firm. In this way, the restaurant can become more competitive by reducing cost and improving the service targets. In order to sustain competitively in the market environment of London, the management is required to ensure that food items and services which are delivered to the customers are best to meet their expectations (Yukl, 2002). To serve this purpose, managers or leaders of the restaurant must incorporate effective approaches and strategies so that the staffs can be motivated and the operations can be managed well. The following approaches must be followed by the manager for managing the restaurant operations effectively:

Operations Manager Must be Realistic

In order to be a strong and effective operations manager, it is required to consider all staffs as the valuable resources for the organization. Communication between the operations leader and the operations staff must be encouraged so that both can understand the requirements and carry out their operations effectively. If the manager encounters that the production is going down and the company revenue is increasing, then he can slow down the expenses and ensure more productivity. The operations manager of the restaurant should impress the employees and ensure that the operations carried out are improved and of best quality.

Managing Proper Resources

The operations manager of The Ledbury restaurant should play a leading role in the management of all the financial resources, human resources and raw materials. The purchase of fresh vegetables, fruits, ingredients, etc. should be done under the acknowledgement and monitoring of the operations manager (Hughes, 2003). Also the inventories and supplies should also be managed by the manager. Moreover, the operations leader should adopt the leadership quality to take care of the staffs and make sure that they are motivated and encouraged to their job roles.

Operations Manager Looks for Efficiency

The operations manager or leader of The Ledbury restaurant looks for efficiency in the workplace and thus skilled and efficient staffs must be hired so that the efficacy of the operations can be ascertained.

Focusing Upon Quality

The operations manager must make sure that the staffs are performing in a better way and are delivering quality food and services to the customers to attain their loyalty and satisfy them. Quality enhancement is the main focus of the operations manager as it will help to increase the business prospects and operations.

Leadership Quality of Operations Managers

The operations managers must be supportive and stay as a guide to the employees. At The Ledbury restaurant, the manager should ensure that the staffs are encouraged to perform their duties at their best and thus they should be provided with necessary tools and guidance that will help them to proceed forward and accomplish their tasks effectively.

All these approaches are relevant and effective enough for the operations managers to encourage the employees and motivate them to give their best outputs at their work and deliver proper food and services to the customers (Bass & Avolio, 2007). By adopting these leadership approaches, operations manager of the restaurant can gain effective customer base and increase their revenue by attaining success in the overall competitive food and beverage industry of London.

b. Importance and Value of Operations Management in Achieving Business Objectives

It is of utmost importance for the organizations to have proper operations management techniques and approaches which will drive them to the highest peak of success and sustainability in the entire business environment. In order to survive the competition in the London food industry, The Ledbury restaurant must include effective operations and innovative thoughts so that success and revenue can be achieved. It is very much common that the operations management is required for all the organizations especially in the hospitality and food & beverage industry to meet the customer demands (Bass, 2005). With the help of effective operations management processes, the restaurant can be able to understand their needs of the customers and deliver them with the accurate food items and services as expected by them. Thus to satisfy the customers, operations manager must see that the staffs recruited therein are skilled and efficient enough to deliver necessary services to the customers.

c. Factors within the Business Environment that Impact upon Operational Management and Decision-Making by Leaders and Managers

Factors within the business environment which impacts operational management and decision making are as follows:

  • Existing market competition
  • New market entrants in the industry
  • Changes in trends and habits of the customers
  • Supply chains and production network
  • Economic crisis
  • Government policies
  • Organizational structure and culture
  • Available human resources

Conclusion

From the overall analysis of this paper, it could be understood that managing all the operations or activities of the organizations is the most effective and needful area in the management field. The operations managers have to stay more focused and concentrated over the designing, administering and controlling all the processes of the activities so that effectiveness of the organizational practices can be ensured. It is required for the management of The Ledbury to make sure that the restaurant operations are managed properly and the staffs are skilled enough to provide proper food items and services to their customers (McCarthy, 2005). It has been observed in this study that, leaders differ extensively from managers which affect the operations carried out by the restaurant staffs. While managers emphasise upon the outcomes, leaders make sure that they recruit the right staffs for right jobs to gain fruitful outcomes. Proper leadership qualities and theories must be adopted and applied by the operations managers to make sure that the employees are motivated and encouraged to perform their works in a better and proficient manner.

References

  • Bass, B. M. (2005). Leadership and performance beyond expectations. Free Press; Collier Macmillan.
  • Bass, B. M., & Avolio, B. J. (2007). Full range leadership development: Manual for the Multifactor Leadership Questionnaire (pp. 43-44). Palo Alto, CA: Mind Garden
  • Bass, B. M., & Stogdill, R. M. (2000). Handbook of leadership (Vol. 11). New York: Free Press.
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  • Chase, R. B., Aquilano, N. J., & Jacobs, F. R. (2004). Operations management for competitive advantage. McGraw-Hill Companies.
  • Fiedler, F. E., & Chemers, M. M. (2007). A theory of leadership effectiveness.
  • Fitzsimmons, J. A., Fitzsimmons, M. J., & Bordoloi, S. (2006). Service management: Operations, strategy, and information technology. New York: McGraw-Hill.
  • Gaither, N., & Frazier, G. (1999). Production and operations management. Thomson South-Western.
  • Heizer, J. (2004). Operations Management, 11/e. Pearson Education India.
  • Hughes, R. L. (2003). Leadership: Enhancing the lessons of experience. Richard D. Irwin, Inc., 1333 Burridge Parkway, Burridge, IL 60521.
  • McCarthy, S. (2005). The leadership culture performance connection. [Place of publication not identified]: Human Synergistics International.
  • Northouse, P. G. (2012). Leadership: Theory and practice. Sage.
  • Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.

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