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MANAGERIAL ACCOUNTING
Student Name: ____________________________
Student ID: ____________________________
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Qualification Pearson BTEC Level 5 HND Diploma Business (Management)
Unit Number & Unit Title Unit 4 MANAGEMENT AND OPERATIONS
Assignment Title: GREGGS
Table of Contents
Task 1    4
1.0 Report on the roles and functions of leaders and managers in Greggs    4
Introduction    4
(1a)    4
Who is a Manager?    4
Who is a Leader?    4
Characteristics/qualities of a Manager    4
Roles of a Manager    4
Characteristics/qualities of a Leader    4
Roles of a Leader    5
Comparison between the Characteristics of Managers and Leaders    5
(1b)    5
Management Theories    5
a) Scientific Theory of Management- by Fredrick Taylor    5
b) Administrative Theory of Management – by Henri Fayol    6
c) Human Relations Theory – by Elton Mayo    6
Leadership Theories    6
a) Action-centred Theory of Leadership – by John Adair    6
b) Transformational Theory of Leadership    6
c) Transactional Theory of Leadership    6
2.0 Application of the Roles and Functions of Leaders and Managers    7
a) Using Greggs, Examine Examples of how the Function of a Manager applies in Different Situations    7
b) Using Greggs, Examine Examples of how the Role of a Leader Applies in Different Situations    7
3.0 Application of Different Theories and Models of Approach on the Roles and Functions of Leaders and Manager at Greggs    8
a) Situational Theory (Hersey-Blanchard Theory)    8
b) Contingency Theory (Fiedler's Contingency Theory)    8
c) Systems Theory    8
4.0 Assess the strengths and weaknesses of the approaches you have explained in 3.0 in different situations within the work environment (Greggs)    9
Task 2    10
1.0 Role Leaders and Managers Play in the Operations Function of an Organisation    10
Introduction    10
2.1 Key approaches to Operations Management    10
Six Sigma    10
Lean production    11
Total Quality Management (TQM)    11
2.2 The role that leaders and managers play in operations management    11
3.0 The importance and value of operations management in achieving business objectives    11
Business objectives    11
Importance and Values of operations management in achieving business objectives    12
Key decisions taken by operations managers (Briefly state with examples some of the key decisions operations managers make)    12
4.0 Factors within the business environment that impact upon operational management and decision-making by leaders and managers    12
Corporate Culture    12
Corporate Values    12
Corporate Ethics    12
Corporate Social Responsibility    13
Expectations of Stakeholders    13
5.0 Evaluate how leaders and managers can improve efficiencies of operational Management to meet business objectives successfully    13
6.0 Evaluate the application of operations management and factors that impact on the wider environment    13
References    14
Task 1
1.0 Report on the roles and functions of leaders and managers in Greggs
Introduction
The management is the department of an organisation that manages and regulates complimentary efforts coupled with various resources and formulate the functioning power of organisations that generate a consistency of performance, churning of profit and contribute in quality of product or services. Leadership on the other hand leads the taskforces to success and makes them aligned with managerial demands.
(1a)
Who is a Manager?
A manager is a person, who with the help of the theoretical knowledge and practical experience manages the performance of employees in a way that generates consistency of profiting. As stated by Glinkowska and Chebotarov (2018), a manger is a person who is has the right set of knowledge that leads a particular group to attain the goals of the organisation.
Who is a Leader?
A leader in an organisational setting is seen as a person who is uses motivational techniques and personal attachment with the taskforce to optimise their performance to be best attainable level. As mentioned by Brohi et al. (2018), leader aim at developing organisational culture and has significant role to play in organisational success.
Characteristics/qualities of a Manager
A manager must have ample knowledge about organisational management, both theoretical as well as practical. Capable managers are visionary, have great ability of human resource allocation, ample skills to tackle any given situations and are dedicated to their respective organisations and their teams.
Roles of a Manager
Organisations generate consistent and profitable performance based on collective efforts. A manager, as described by Steelman and Wolfeld (2018), in an organisational setting uses the theoretical skills and knowledge of the organisational goals to make employees of a department complement each other’s efforts as a team and collectively help other departments to reach the final goals of the organisation without being focused on individual goals.
Characteristics/qualities of a Leader
The ability to take decisions for an organisation, or any of its department or a taskforce, personality that helps in motivating others, capability of communicating and inspiring employees, ad showcase confidence are some of the most notable quality traits of a leader. A leader also empowers employees, encourages innovation, enhances productivity and gains the trust of the employees.
Roles of a Leader
Unlike a manager the leader does not aim at figurative consistency of performance, which is measured by numeric data; instead, a leader plays the role of a motivator, a visionary person who makes employees believe in the organisational goals. As supported by Soderhjelm et al. (2018), a leader motivates the behaviour of the employees that makes the organisational culture attuned to its goals, offering profitability to the organisation.
Comparison between the Characteristics of Managers and Leaders
    AREAS OF COMPARISONS
    MANAGER
    LEADER
    VISION/GOAL SETTING
    Short-term goals based on market condition
    Long-term goals based on organisational goals
    STRATEGY
    Organise the Employees
    Motivate the employees
    GOVERNANCE/POWER
    The area of exerting governance in limited and fixed
    The area of exercising power of governance is flexible
    FOCUS /THINKING PROCESS
    Managers plan meticulously and disburse the tasks carefully to minimise risks, earn maximum profit, remain consistent
    Leaders gain the trust of the employees, take risks in the form of challenges to develop the culture of working as a team, retain quality and improve skills
    EMPLOYEE RELATIONS
    Authoritative
    Emotional/ Sentimental
    RISKS
    Take less risk for safer business
    Take calculated risk as challenge
    OPERATIONS/ EFFECTIVENESS
    Managers generate consistency of performance, emphasises co-ordination
    Leaders generate motivation that contributes to workplace dedication, emphasises organisational culture
(1b)
Management Theories
The following are the theories, which have contributed to Management theories. 
a) Scientific Theory of Management- by Fredrick Taylor
The scientific theory of management by Fredrick Taylor focuses on the short term goals and incorporates the importance of profit making. The scientific theory of management, as mentioned by Haveman and Wetts (2018), expects a manager to focuses on planning production line for improving productivity, faster performance and cooperation of manager-employee sides. The theory also expects that managers guide the employees at their respective roles instead of allocating the tasks only.
b) Administrative Theory of Management – by Henri Fayol
The administrative theory by Henri Fayol is related to the management of the human resource of organisations and focuses on five key areas that a manager must take into consideration to generate consistently high performance that help organisations to earn profits. As identified by Dahlgaard-Park et al. (2018), Henri Fayol’s administrative theory considers the sequence of planning, organising, commanding, coordinating and controlling as the way to generate profitability of organisations.
c) Human Relations Theory – by Elton Mayo
Elton Mayo with his human resource relation theory stated that every workers being a human deserves and expects attention, significance and recognition to perform better and retain consistency. As stated by Lloyd and Mertens (2018), Elton Mayo’s human relationship theory brings forth the fact that best strategies, use of modern technology, effectiveness of work segregation would not generate satisfactory results if employees do not feel cared, given attention and their work significant for organisational functioning, therefore, prioritisation of employees through motivation is necessary.
Leadership Theories
The following are some of theories, which have contributed to Leadership theories. 
a) Action-centred Theory of Leadership – by John Adair
John Adair in his action-centred theory of leadership stated that fulfilment of the tasks; the managing of the team and the focusing on the individuals in the team are the core and overlapping aspects that a leader must take into consideration in order to generate consistent performance and profit in organisational management setting (Upadhyay and Gangele, 2018).
b) Transformational Theory of Leadership
Due to the changes in the market trends, the existing functional structure of the production line, service delivery system and human resource allocation set-ups must be changed, for which leaders are needed. As mentioned by Frieder et al. (2018), the transformational theory of leadership focuses on the idea that leaders must decide and execute changes with the help of motivation that form a group of loyal employees who dedicatedly contribute in organisational changes.
c) Transactional Theory of Leadership
According to the Transactional theory of leaderships, as leaders reward and punish employees for their good and bad performance respectively, the employees develop a tendency to receive the reward only and perform better. As mentioned by Kark et al. (2018), autocratic leaders use transactional leadership theory as they force employees to perform better, compensating with monitory and non-monetary benefits and punishing through deducted salaries and even dismissal from job.
2.0 Application of the Roles and Functions of Leaders and Managers
a) Using Greggs, Examine Examples of how the Function of a Manager applies in Different Situations
Greggs is bakery-selling organisation that has expanded its business in UK, having more than 1500 outlets and takeaway zones. The organisation has depended highly on the performance of its staffs and therefore, has adapted a flat organisational structure (Greggs, 2018). Being flat in structural aspect of organisation, and a bakery in nature, the managers of the organisation have focused on the blended use of scientific theory of management and the use of the human relations theory. As a part of the scientific theory of management, the managers have focused on planned human resource allocated structures that generate higher productivity. It is seen that at Greggs’ outlets the managers take care of the database, while the lower level employee use culinary machines and modern techniques to prepare healthy and high quality foods. As a part of the human relations theory of management the managers have empowered the employees in its various outlets to control the quality as well as quantity of the foods sold to the customers and retain the highest possible standards for making the organisational name clear of criticism and negative feedback (Greggs, 2018).
b) Using Greggs, Examine Examples of how the Role of a Leader Applies in Different Situations
Greggs has to deal with the changes on the taste preferences, food ingredients nutrition values, the quality of the service and justification of the pricing on consistent basis. The leaders of Greggs, therefore, have aligned their actions with the transformational leadership style. The leaders’ use their dedicated team, which generally includes the managers who guide the lower level employees about the new techniques of using newly included technology, food items and preparation techniques. The lower level staffs are the ones who interact with the customers and maintain the inflow of cash, reputation of the organisation and quality of the delivered bakery items (Greggs, 2018). The leaders formulate the final decisions considering the necessary changes while the employees gradually attune to the changes based on the motivational encouragement of the leaders.
3.0 Application of Different Theories and Models of Approach on the Roles and Functions of Leaders and Manager at Greggs
a) Situational Theory (Hersey-Blanchard Theory)
Hersey and Blanchard gave a refined assessment of the situational theory of management, which is very similar to that of contingency theory of management in its nature of functioning. As assessed by Hunt and Fitzgerald (2018), Hersey-Blanchard theory segregates the leadership styles in four sections – telling, selling, participating and delegating. It is observed that at Greggs, the leadership style is more of the selling type coupled with a maturity level of the taskforce; employees get motivated as they buy the ideas of their leader but lack the skills to fulfil the tasks and hence seek the help of the leaders as well as the managers. As Greggs, the leaders motivate the staffs with the social focus on delivering best quality fresh food to the customers and keep the pricing as low as possible by developing company owned supply chains (Greggs, 2018).
b) Contingency Theory (Fiedler's Contingency Theory)
The managers at Greggs believe in the principles of contingency theory. As stated by Popp and Hadwich (2018), contingency theory by Fiedler, adapts changes in the managing practices as it is considered a fact that no leadership or managerial styles are universally effective in terms of generating performance and consistency at the workplace. As seen in the case of Greggs, the leaders retain their prioritisation of the organisational goals of providing the customers fresh made foods at great prices. While the managers empower the lower level culinary staffs and employees at the order counters to use their personal skills at outlets, which are consistently generating profit and use authoritative transactional theory of management to churn out the best performance from the staffs where the competition is high and margin for error is less.
c) Systems Theory
At Greggs, the leadership of the organisation only focus on retaining their goals and treats the market as a vital factor that affects the organisation as a whole. The consideration of the external factors such as market, by an organisation as identified by Haimes (2018), hint at the fact that the organisation sees itself as an open system working as a single unit with corresponding departments as the internals. At Greggs, the leaders consider the teamwork of separate department important and the employee retention policies of the company an effective way of retaining the unitary structure of the organisation intact. The leadership of the company has bought supply chains to bring the production cost down, to offer its employee ample salaries despite generating margin out of low priced food items. As the company offers food items through mobile food-vans, they provide ample health covers, scope for socialising by reducing the duty hours and lastly, offer monitory bonus as a form of reward in exchange of dedication and quality performance.
4.0 Assess the strengths and weaknesses of the approaches you have explained in 3.0 in different situations within the work environment (Greggs) 
It is observed that, at Greggs the organisational leadership had aligned their functioning process and decision-making principles on the basic parameters of situational theory. The leaders at Greggs therefore, change their approach to business as per the demands of the market trends, which is beneficial from the perspective of business. As supported by van Assen (2018), aligning leadership styles with the changes of the market strand makes business less risky and the performance immune to market fluctuations. At Greggs, on the managerial levels, the adaptation of the contingency theory proves to be beneficial for the company from the perspective of organisational management. The managers change their exercising of power as per situation demands and give liberty to the employers when the business is consistent and use authority at the time of tackling fluctuations and aiming for high sells targets. Lastly, system theory makes the business very stable as the leaders and the managers try to make the taskforces complement each other and work as a single unit. However, on the downside the use of occasional autocratic leadership leads to moderately high employee turnover, which makes development of skilled employees a problem.
Task 2
1.0 Role Leaders and Managers Play in the Operations Function of an Organisation
Introduction
Placing organisational profit at the centre of priorities, operational function focuses on the best possible use of available resources by developing framework that minimises the consumption of time, saves costs and offer highest quality products on the highest possible production rates. As mentioned by Lovelace et al. (2018), operation management is the ideal organisational performance, generated through the effective role-playing of managers and leaders.
In order to make the production rate highest and consumption of resources least, leaders take into consideration the internal and external aspects of business in a collective manner and make decisions that not only fulfils the organisational goals but also makes the production planning capable of offering better performance, more ease of work and heightened production rate. As noted by Shevchenko et al. (2018), following the directive guidelines of the organisational goals and using the path directed by leaders, the managers help in bringing in changes in the working framework and makes employees follow the directions of the leaders. The managers’ use their skills and knowledge to formulate strategies, which would make the performance better, resources least, wasted and employees more skilled. The interplay of leaders-managers and employees make organisations attuned to changes and capable of refinement.
2.1 Key approaches to Operations Management
Six Sigma
Taking a different approach that traditional application of better business planning, Six Stigma appears as a management tool, which focuses on refining the existing production line, to minimise the errors and manage wastage. There are five phases of six stigmas, such as define, measure, analyse, improve and control. Six stigmas help in identification of unnecessary areas of value chain and reduce production cost. As seen in the context of Greggs, it is found that Six Stigma has been used to reduce the manufacturing cost of the bakery food items, despite retaining the quality and preference to freshness. The management of Greggs has investigated the entire supply chain and has realised that in order to minimise the cost of production in the highly competitive market, it has to buy the ownership of raw material suppliers, instead of dealing in contracts with the independent supplier (Greggs, 2018).
Lean production
One of the basic aspects of operation management is the increase of productivity from an existing production line without expansion and maximise profit earning. Lean production, as stated by Soliman et al. (2018), is the process, through which existing production lines, value chains and supply chains are made simpler, reduced in sections to offer better flow of work, without compromising on the quality or quantity. At Greggs, the supply chains have been included in the organisational frame to minimise control issues and cooperation and has been responsible for job cuts to reduce waste of money (Greggs, 2018).
Total Quality Management (TQM)
By focusing on the long-term goals of business, all the aspects of quality, that influence the level of customer satisfaction, in regards to their usage of products and services, the tool, Total Quality Management (TQM) has been formulated. The objective of TQM, as noted by Gutierrez-Gutierrez et al. (2018), is to make the products and services aligned to the customer expectations and needs. It also incorporates the importance of collective efforts of entire workforce, integration of processes used in value chain and fact based decision-making. At Greggs, it is found that the leaders motivate the managers as well as the employees, the managers’ guide the employees and the employees contribute to TQM by meeting their managers and leaders’ directions.
2.2 The role that leaders and managers play in operations management
The leaders of an organisation such as Greggs, being placed on the top of organisational structure get the chance of seeing the entire organisational functioning from a birds-eye-view. The supply chains of resources that maintains the flow of elements that generate services and products, get modified, optimised, strategized and redesigned by the leaders and the decision taken on the part of the leader. A manager on the other hand, as mentioned by Boon et al. (2018), manages the human resource by incorporating the decisions of the leaders into the redesigned production line, use of assets and management of cost. At Greggs, the operation manager manages the aspect of cost effective strategy development and the leaders give managers the liberty of strategizing only bringing forward the changes on goals and decisions made.
3.0 The importance and value of operations management in achieving business objectives
Business objectives
Business objectives are the consistent and long-term goals of an organisation, based on which the organisation formulates its priorities and strategies. The objectives of an organisation reflect the uniqueness of the approach and often holds hint to the organisational success. As seen in the case of Greggs, it is seen that the aim of the company is to become the favourite option for bakery food for the customer on the go (Greggs, 2018).
Importance and Values of operations management in achieving business objectives
Operational management focuses on the optimum optimisation of supply chain and value chain and therefore, it is able to generate consistent performance, lower production cost, and errorless production, which ensures inflow of profit, market growth, more capacity, giving organisations more choice to attain its objectives. Greggs can offer fresh food at lower pricing due to the success of its operational management, which makes the production cost low.
Key decisions taken by operations managers (Briefly state with examples some of the key decisions operations managers make)
An operation manager is responsible of taking the decisions regarding quality management, production line designing, location strategy, supply chain management and the process of maintenance. At Greggs, it is found that operation managers determines the best possible level of food provided to the customers on lowest possible prices (Greggs, 2018).
4.0 Factors within the business environment that impact upon operational management and decision-making by leaders and managers
Corporate Culture
The corporate culture of an organisation generates from the consistent interaction and management of employees within an organisational facility, where the managers lead and the employees oblige, gradually developing a mutual understanding and connection with organisation. The mutual communication and attachment to the organisation helps in performance optimisation of the supply chain, which again is the main purpose of operation management.
Corporate Values
Core values, are collective essence of organisational aims and objectives, which regulates the decision making process of leaders and managerial tasks of managers as it aims not only on profit-making, but also considers social responsibility the company has aimed at.
Corporate Ethics
Business ethics uses the moral principles of ethical norms and apply them in the organisational frame, especially at the time of leadership and managerial actions. As stated by ElGammal et al. (2018), leaders and managers are guided to include the organisational role in social aspects at the time of decision-making.
Corporate Social Responsibility
All business organisations have their role in social development and the collective forms of socially aimed actions are termed as CSR or corporate social responsibilities. As mentioned by Jamali and Karam (2018) CSR undermines the full potential of profit making, however, increases the ethical alignment of corporate actions.
Expectations of Stakeholders
The board of directors of Greggs expect to retain their organisational objectives and gradually grow their business in UK by opening 2000 on the go retail outlets. The management expects personal growth, while the employees focus on growth of skills, improvement in salaries. As for the external stakeholders, the customers expect fresh food on low price consistently (Greggs, 2018).
5.0 Evaluate how leaders and managers can improve efficiencies of operational Management to meet business objectives successfully
The Leaders use broad perspective of the market, in which the organisation performs, therefore they give better overview of the functional performance as they connect the interplaying sections of separate departments. The scope of viewing from broad perspective makes the operation management oriented decisions of positive, however, the leaders often failed to consider the dip in performance as changes take place. Managers use their skills and experience to optimise the functioning structure of facilities, which makes performance improvement fast, aligning with positive operational management.
6.0 Evaluate the application of operations management and factors that impact on the wider environment
Operation management reduces the unnecessary bits from the production line and in this effort to maximise the profit, often reduces the scope of employment, sometimes causing employees to lose their jobs. Operation management is affected by corporate culture, where employee-employer relationships degrade as new scheduling of tasks is done. On the other hand, operation management improves the profit margin drastically and leads organisations to offer their employee better salaries and it customer better products, services on consistent basis.
References
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