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LO1 Differentiate between the role of a leader and the function of a manager: Management theory: Contemporary and seminal theories of management such as management by objectives, classical management

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LO1 Differentiate between the role of a leader and the function of a manager: Management theory: Contemporary and seminal theories of management such as management by objectives, classical management theories, behavioural theory and contingency theory. Leadership vs management: The definitions and differences of both a leader and a manager. Management functions such as planning, organising, controlling and directing. Theories of leadership traits, style and contingency. Transformational and Transactional Leadership. Action Centred Leadership. ‘Hard’ manag...

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LO1 Differentiate between the role of a leader and the function of a manager: Management theory: Contemporary and seminal theories of management such as management by objectives, classical management theories, behavioural theory and contingency theory. Leadership vs management: The definitions and differences of both a leader and a manager. Management functions such as planning, organising, controlling and directing. Theories of leadership traits, style and contingency. Transformational and Transactional Leadership. Action Centred Leadership. ‘Hard’ management skills and ‘soft’ leadership skills LO2 Apply the role of a leader and the function of a manager in given contexts How situations affect the role of a leader and function of a manager: Situational leadership, systems leadership, task or relationship-orientated approaches. The application of chaos theory and management by objectives LO3 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation Theories of operations and operations management: Six sigma, lean production and queuing theory. Different operations management approaches: The use of different management approaches: Principles of Total Quality Management (TQM), Just-in-Time Inventory and the concept of continuous improvement (Kaizen) Operational functions: Control and Distribution Systems. Transformation of raw material into finished goods/services. Process design. Capacity management. Logistics and inventory management. Scheduling. LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment Different dimensions of contemporary business environment: The relationship that leadership and management have in the context of corporate social responsibility; culture, values, ethics and sustainability. The relationship with stakeholders and meeting stakeholder expectations in the context of encouraging, developing and sustaining entrepreneurship and intrapreneurship.

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Introduction

In the phase of industrialisation, the leaders and managers were expected to create efficient processes and works in the organisation. But nowadays more emphasis has been given to leadership and managers. It has been seen over a period of time that it is not just the process and techniques used in the factory and manufacturing processes but the leadership and management skills in which the

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