Walsh, and the improvement and growth depends on

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Walsh, and the improvement and growth depends on

Walsh, J. (1980). Management
tactics. New York: McGraw-Hill.

Lambin, J. and
Schuiling, I. (2012). Market-driven management. Basingstoke (England):
Palgrave Macmillan.

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Badmin, P.,
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Longman.

Terry, G. and
Franklin, S. (1997). Principles of management. New Delhi: AITBS
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SLACK, N. (2018). OPERATIONS AND PROCESS
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Neider, L. and Schriesheim, C. (2002). Leadership.
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Mann, L. and Atkins, L. (2005). Leadership,
management, and innovation in R & D project teams. Westport, Conn.:
Praeger.

Evans, D. (2004). Supervisory management.
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Drucker, P. and Maciariello, J. (2009). Management.
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Drucker, P. (2012). The practice of
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References

 

 

 

 

leaders and managers are
the driving key of an organization and the improvement and growth depends on
their proper strategy making, understanding the market and monitoring. For
performing the leadership activities properly managers should be more flexible.
Also as the current system of managing focuses on environmental protection that
means producing but not hampering the environment. So the managers of 21st
century also should focus on this important issue

Conclusion

Systematic leadership can
be understood by thinking of the activities performed by Unilever’s executive
managers where the whole organization is a system and the operational
activities are looked after by executives. The activities of producing a
product from planning to promoting and marketing is a system in every
organization. This theory begins with a clear aim and goal and the whole
activities are designed to attain that goal.

Systemic theory of Leadership

Two mainstream models of
situational leadership are described by Daniel Goleman Ken Blanchard.
Situational leadership is easy to use and which is most important is that this
style is comfortable also leaders have the ability to change management style
according to necessity.

A flexible type of
leadership which is adaptive also. It is not based on specific skill of the
leader instead the style of management is modified to suit the requirements of
the organization. Situational leadership is mainly based on adaptability which
means leaders must be able to move from one leadership style to another.

Situational Theory of leadership

Leader is the one who holds
the qualities of a leadership and inspires others and directs them to do
something extra-ordinary. Thought there are differences between leadership and
management but they are mostly related. A manager must have the qualities of a
leader and leadership skills because leadership and management both are
important in an organization. There are different styles and theories of
leadership and management in the business world.

 

In the workplace managers
deals a lot of problems created by his employees so managers perform the role
of problem solver. For example, there can be poor performance by the employees
which can be solved by additional training, monitoring and coaching. Sometimes
the job responsibility of employees is not according to their skills for which
they can’t perform better. Recognizing these problems and solving is the role
of a manager.

Managers play the role of
a leader for which a manager must have the leadership skills which will help
him to guide and give directions to his sun-ordinates. A good manager offers
job training, coaching and support for which he needs leadership skills and
also the performance of his team depends on his to empower them.

Managers make decisions
daily more specifically, in every minute and his day to day decision is based
on what’s important, what’s right and not right.

Managers play the role of
planner to achieve goals and commit strategies. Just only planning the goal is
not everything, managers must break down and clarify the goals that the
sub-ordinates have to perform, assign work strategies and schedules to them.
Planned goals and deadlines keep employees focused and motivated.

Managers play the role of
middle man in an organization between the workers and the top management
through communicating the orders of top management to the workers and
delivering the demands of workers to the top management.

Different roles that managers play in an organization

Working in different
levels of the organization Managers perform the work of planning, organizing,
directing and controlling and for becoming a manager they must have some skills
and personal traits. A good manager practices empathy and respects the personal
values, opinions and ideas of the people he interacts with. When managers
perform the role of a boss, they must have the ability to develop trust and
control, resolve problem and issues.

 

Coaching and mentoring
employees is also a role of leadership which includes selecting the right types
of people for performing a work, getting employees acclimated to the work
culture. It also includes the activity of developing employees to set a common
starting point also helping them find their opportunities, offering feedback.

Leaders are the decision
makers of a company and they also direct the company. The ability to make
decisions are not everything, but making them worthy for getting the market
position and competing the competitors is must and a very important quality of
a leader as a decision maker.

Every people has their
own ambitions and so do the employees. A primary leadership role in a company
is creating a vision and motivating the sub-ordinates and employees to follow.
Leaders must decide the objectives and pathway to success, and then communicate
it effectively which ensures a strong organizational culture

A common leadership role
in an organization is the role of supervisor they are very important as they
are directly related with the workers. For example, we can about the supervisor
of Unilever. His activities include delegation of tasks, monitoring of work
performance, communication and these all are his formal leadership activities.
His informal leadership activities are motivating workers to work, his
charismatic leadership, his capacity to influence people.

Organizational situation in which leadership roles are exercised

Leader influences and
directs a group of people and leaders do this with their formal and informal
role and they are able to perform these roles because they have some personal
traits and qualities. When leaders perform a formal role, they a designated
responsibility within their position which causes employees to follow them. Informal
roles are situational in which personal traits are the tool of leaders, for
example: inspiration, charisma, compassion to naturally, empathy etc.

Different roles of management and leadership in different
organizational situation

VIII.                 
Management evaluates people by their name,
past records, present performance on the other hand leaders evaluates people by
their potentiality.

 
VII.                 
Management is reactive but leadership is
proactive.

    
VI.                 
Management is more of science as the
managers are exact, planned, logical on the other leadership is an art in an
organization

      
V.                 
Management deals with the job content or
the technical dimension while leadership deals with the people aspect in an
organization

    
IV.                 
While leadership is mostly based on verbal
communication, management is based mostly on written communication.

    
III.                 
Managers follow a structure and they
exercise authority also performs their works according to their job
responsibility on the other hand, leaders provide direction to develop
organizational vision and communication.

       
II.                 
Managers include focus on planning,
organizing, staffing, directing, controlling on the other hand leaders focus on
listening, inspiring, building teamwork, motivating, persuading the followers.

          
I.                 
Leaders gets authority from his followers
where manager gets it through the power of position.

Leadership and management
differs in various senses:

Comparison between Leadership and Management

The concept and
activities of leadership seems like same but it is essential to understand that
there are differences between these two and leadership is an essential part of
effective management. A manager must have the traits of a leader. Leaders may not
be a manager of a company, they play the role of an influencer to drive people
for example, the leader of a country.

Leadership and Management

For
example, Paul polman through his successful decisions and
leadership quality inspires many manager of the Unilever to become the next
leader of the company or other companies.

More broadly, leadership
is the ability to evaluate and or forecast a long term plan or policy and
influence the followers towards the achievement of the said strategy. Adeoye
Mayowa

Simply leader is person
who leads a group of people, an organization or a country.

Leader

For
example, to fulfill the role of the manager the executives of
unilever manage profit and loss, operates the human resources also exercises
authority in them, perform activities in order to achieve company goals.

More elaborately, Manager
is person who makes people’s strength effective and their weakness irrelevant,
enhances their ability to contribute, integrates people in a common venture,
enables the enterprise and its members to grow and develop, ensures that
everyone know what needs to be accomplished. Peter f. Drucker

Simply, manager means a
person who manages something or some work.

Manager

Hansh Manwani

 

President Asia Africa
 

 

President Western Europe

 

President Americas

 

CEO

 

Non-executive Chairman

 

James Lawrence

 

Sandy Ogg

 

Genevieve Berger

 

Vindi Banga

 

Doug Baillic

 

Michael Pollc

 

 

 

Michael Treschow

 

Paul Polman

 

A Global Management Team of Unilever

 

Global management team of unilever looks
after the global business of unilever in various countries and are the main leaders
of unilever.

 

For ensuring that the
board of unilever consisted of both executive and non-executive members have
all the necessary information to make appropriate in time decisions on both
operational and strategic basis, there are three senior corporate officers.
Their job responsibility is to assure that the structure and strategies of
Unilever are suitable for the company and information which is the base of all decision
is also proper.

 For managing profit and loss, operational functions
the executives of Unilever are responsible who are ten in number and known as
operational and executive directors being qualified in the fields of science,
technology, business.

For serving the
independent element in Unilever’s governance it has ten non-executive directors
who are highly experienced having a wide range of backgrounds.

The members of Executive
Directors, Paul Polman who is the CEO of Unilever and dev Jean-Marc Huet who is
the CFO of Unilever, serves as figureheads.

 

 

 

 

 

 

Being a dual listed
company it has headquarters in Rotterdam and London but the company has a
common board of directors and is operated as a single business. It follows a
four tier hierarchical structure because it believes that this structure helps
the company to funnel information into the business also helps to take decisions
analyzing appropriate available data.

Management Structure of Unilever

Unilever, one of the
oldest multinational companies, is a dual listed company which had been formed
by merging Dutch margarine producer Margarine Unie and British soap maker Lever
Brothers. So it is addressed as a British-Dutch transnational consumer goods
company and also known as world’s largest consumer goods company. Its products
include food, beverages, cleaning agents and personal care products. In around
190 countries, Unilever has its products and we can hardly find any household
not having Unilever’s products. It owns over 400 brands including Lux, Dove,
Vaseline, knorr, Rexona, Tresemme, Sunsilk, Lipton, Surf, Magnum, Omo etc.

Unilever

 

This report discusses about
management and leadership and also defines the role of leadership and functions
of management. This report also discusses the difference of management and
leadership that managers and leaders play in different organizational
situations which is supported by concepts. There is a discussion about situational
and operational leadership and recommendations for the managers of 21st
century after researching the whole process of management and leadership.

Introduction

 

 

Table of Contents
Introduction. 3
Unilever. 4
Management
Structure of Unilever. 4
A
Global Management Team of Unilever. 5
Manager. 6
Leader. 6
Leadership
and Management. 6
Comparison
between Leadership and Management. 6
Different
roles of management and leadership in different organizational situation. 7
Organizational
situation in which leadership roles are exercised. 7
Different
roles that managers play in an organization. 7
Situational
Theory of leadership. 8
Systemic
theory of Leadership. 8
References. 10
 

 

Management
and Operations

 

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