Omar El-Tal 3/4/2020

Omareltal@yahoo.com
Difference between Manager and leader

Assignment1.

Manager

Definition: Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.

Function & roles

function:

Planning: is the process of thinking about the activities required to achieve a

desired goal. It is the first and foremost activity to achieve desired results.

 Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

Organizing : the establishment of effective authority relationships among

selected work, persons and work places in order for the group to work together
efficiently. Or the process of dividing work into sections and departments.

 Arranging and structuring work to accomplish organizational

goals.

Leading: is another of the basic function within the management process

"Leading is the use of influence to motivate employees to achieve
organizational goals.

 Working with and through people to accomplish goals.

Controlling: is a primary goal-oriented function of management in an

organization. It is a process of comparing the actual performance with the set
standards of the company to ensure that activities are performed according to
the plans and if not then taking corrective action.

 Monitoring, comparing, and correcting work.

Roles:
Interpersonal roles : The interpersonal roles are ones that involve people
(subordinates and persons outside the organization) The three interpersonal
roles are figurehead, leader, and liaison.
1- Figurehead / Leader / Liaison.
Informational roles : Informational roles. The informational roles involve
collecting, receiving, and disseminating information. The three informational
roles are monitor, disseminator, and spokesperson.
2- Monitor / Disseminator / Spokesperson.
Decisional roles : decisional roles are entrepreneur, disturbance handler,
resource allocator, and negotiator. Managerial roles that revolves around
making choices.
3- Entrepreneur / Disturbance handler / Resource allocator / Negotiator.

Skills:
Hard Skills : Hard skills are teachable abilities or skill sets that are easy to
quantify. Typically, you'll learn hard skills in the classroom, through books or
other training materials, or on the job. These hard skills are often listed in your
cover letter and on your resume and are easy for an employer or recruiter to
recognize.

Skills Managers Need

 Technical skills
 Knowledge and proficiency in a specific field.

 Human skills
 The ability to work well with other people.
 Conceptual skills
The ability to think and conceptualize about abstract and
complex situations concerning the organization.

Characteristic: Leadership/ Experience/ Communication/ Knowledge/

Organization/ Time Management/ Reliability/ Delegation/ Confidence/
Respect for Employees..
Leader

Definition: Leadership is both a research area and a practical skill encompassing the
ability of an individual or organization to "lead" or guide other individuals, teams, or entire
orgatinizaons.

function:
1. Setting Goals:

A leader is expected to perform creative function of laying out goals and policies to persuade
the subordinates to work with zeal and confidence.

2. Organizing:

The second function of a leader is to create and shape the organization on scientific lines by
assigning roles appropriate to individual abilities with the view to make its various
components to operate sensitively towards the achievement of enterprise goals.

3. Initiating Action:

The next function of a leader is to take the initiative in all matters of interest to the group. He
should not depend upon others for decision and judgment. He should float new ideas and his
decisions should reflect original thinking.

4. Co-Ordination:

A leader has to reconcile the interests of the individual members of the group with that of the
organization. He has to ensure voluntary co-operation from the group in realizing the
common objectives.

5. Direction and Motivation:

It is the primary function of a leader to guide and direct his group and motivate people to do
their best in the achievement of desired goals, he should build up confidence and zeal in the
work group.
6. Link between Management and Workers:

A leader works as a necessary link between the management and the workers. He interprets
the policies and programmers of the management to his subordinates and represents the
subordinates’ interests before the management. He can prove effective only when he can act
as the true guardian of the interests of his subordinates.

Roles:
Coach: As a leader you have a responsibility and need to develop others to succeed in their
roles and prepare for future roles.

conflict manager: define as the ability to identify and handle conflicts efficiently and fairly.
Leder's must deal with conflict management on a daily basis.

trouble shooter : a skilled worker employed to locate trouble and make repairs in machinery
and technical equipment.

liaison with external constituencies : represent your team's needs and concerns to superiors,
deal with customers and other teams

Skills :
soft skills : are subjective skills that are much harder to quantify. Also known as "people
skills" or "interpersonal skills," soft skills relate to the way you relate to and interact with
other people.

Communication /Flexibility / Leadership / Motivation/ Patience/ Persuasion/ Problem

Solving Abilities/ Teamwork/ Time Management/ Work Ethic.

Characteristic:
Having patience to share information.
Being able to trust others and to give up authority. Understanding when to intervene.

Management by Objectives (MBO):

Management by objectives  (MBO), also known as management by results  (MBR),
was first popularized by  Peter Drucker  in his 1954 book The Practice of
Management.
[1]
  Management by objectives is the process of defining specific objectives within
an organization that management  can convey to organization members, then
deciding how to achieve each objective in sequence. This process allows managers
to take work that needs to be done one step at a time to allow for a calm, yet
productive work environment. This process also helps organization members to
see their accomplishments as they achieve each objective, which reinforces a
positive work environment and a sense of achievement.
[2]
  An important part of MBO is the measurement and comparison of
an  employee's actual  performance  with the standards set. Ideally, when
employees themselves have been involved with the  goal-setting and choosing the
course of action to be followed by them, they are more likely to fulfill their
responsibilities.
[3]
  According to George S. Odiorne, the system of management by objectives can
be described as a process whereby the superior and subordinate jointly identify
common goals, define each individual's major areas of responsibility in terms of
the results expected of him or her, and use these measures as guides for operating
the unit and assessing the contribution of each of its members.

The roles that the manager plays:

Specific performance goals are jointly determined by employees and managers.

Progress toward accomplishing goals is periodically reviewed.

 • Rewards are allocated on the basis of progress towards the goals.

Scientific Management :

Fredrick Winslow Taylor

 The “father” of scientific management

 Published Principles of Scientific Management (1911)

Scientific management is a theory of management that analyzes and

synthesizes workflows. Its main objective is improving economic efficiency,
especially labor productivity. It was one of the earliest attempts to apply science
to the engineering of processes to management. Scientific management is
sometimes known as Taylorism after its founder, Frederick Winslow Taylor.

These include: analysis; synthesis; logic; rationality; empiricism; work ethic;

efficiency and elimination of waste; standardization of best practices; disdain
for tradition preserved merely for its own sake or to protect the social status of
particular workers with particular skill sets; the transformation of craft
production into mass production; and knowledge transfer between workers and
from workers into tools, processes, and documentation.

The roles that the manager plays : ‘one best way’

1-Putting the right person on the job with the correct tools and equipment.

2-Having a standardized method of doing the job.

3-Providing an economic incentive to the worker.

Transactional Leadership :

Transactional leadership is a style of leadership in which leaders promote

compliance by followers through both rewards and punishments. Through a
rewards and punishments system, transactional leaders are able to keep
followers motivated for the short-term.

Unlike transformational leaders, those using the transactional approach are not
looking to change the future, they look to keep things the same. Leaders using
transactional leadership as a model pay attention to followers' work in order to
find faults and deviations.

The roles that the Leader plays:

followers in the direction of established goals by clarifying role and task

requirements.

Transformational Leadership :
Transformational leadership is a theory of leadership where a leader  works
with teams to identify needed change, creating a vision to guide the change
through inspiration, and executing the change in tandem with committed
members of a group; it is an integral part of the Full Range Leadership  Model.

The roles that the Leader plays:

 Inspiring employees for the organization by clarifying role and mission
requirements.

The End.
Assignment2.

Situation 1:

Style name Definition of style Nature of tasks

1-It is most effective in
The leader sets challenging goals for professional work
her followers, expects them to perform environments. Such as
at their highest level, and shows technical, scientific or
confidence in their ability to meet this achievement environments.
Hisham Achievement  expectation. It is most effective in
professional work environments, such 2-Complex tasks.
as technical, scientific; or achievement
environments, such as sales. 3-Highest level of
experiences.

It is a type of management that 1-It is most effective when

encourages employees at all levels to subordinates are highly
contribute their ideas towards setting trained and involved in their
Zain Participative and setting organizational goals and work.
solving problems and other decisions
that may directly affect them. It is a 2- The employees have a lot
practice that enables members of a of experience
group, such as community employees,
to participate in organizational
decision-making. It is used as a
substitute for traditional horizontal
management structures that have
shown to be less effective as
participants become less interested in
their leaders ’expectations due to not
recognizing their efforts or opinions.
It is also referred to as 1-It is most effective when
the administration people are unsure about the
specifically. It is one of task or there’s a lot of
uncertainty in the
Fares Directive the administrative environment. (New
methods that depend on employee , complicated
directing workers and tasks).
informing them of the
tasks that they must
perform using them in
their performance. This
is what this method does
when performing a
complex task by
employees who do not
have sufficient
experience to execute it
without directing or
explaining how it is
performed.
It is one of the 1-It is most effective in
leadership styles that situations in which tasks and
has emerged from the relationships are physically
and psychologically
Path-Goal Theory, where challenging.
the support leader tries
to reduce employee 2-Employees have little
stress and frustration in commitment of their jobs
Ahmad Supportive the workplace. This
method is effective when
staff work tasks are
dangerous, boring, and
stressful. But it is not
really effective if
employees' work tasks
are motivated
fundamentally because
there are no motivations
to do this work.

https://www.meemapps.com/
http://www.nwlink.com/~donclark/leader/lead_path_goal.html
Situation 2:

Hisham is supervisor working in Aramco  group at Marketing department  his daily work
demands develop marketing strategy and written action plans in order to achieve specific
objectives and develop marketing programs when needed, also he coordinates with leaders in
other organizations in order to share ideas and marketing  plans. 

Examine how Hisham can perform the role of a leader and the function of a manager in this
situation?
Hisham   is performing the ____Planning___ Managerial Function and ___system_
__Leadership Approach.

Explanation (how Hisham  is applying this)

Managerial Planning :
Function develop marketing strategy
written action plans
develop marketing programs

Leadership System leader system because he coordinates with leaders in other

Approach organizations in order to share ideas and marketing  plans

Situation 3:

Omar do three managerial functions:

Samer  (10 years of experience ) Ali  (new employee)
Planning MBO Directions
Because of his long work Lack of sufficient knowledge and
experience. experience at work.
The basis of the MBO is to
 share goals and decisions
with employees
Organizing No Need Need
To know enough about the company's Because it is new and lack of
work through his long experience knowledge of the mechanism and
the way the organization works
Controlling No Need Need
Because of sufficient knowledge and Because he is a new person who
experience needs training and guidance

Leadership Style of leadership for  Samer  (10 years of Style of leadership for  Ali 
Theory name experience ) (new employee)
D4 (High competencr, high commitment) D2 (Low competence and
Delegation low commitment )
high competence, high commitment, high Telling
skills ,high rewards, low directive and low maybe loe skills, no
supportive behavior. rewards, high directive and
low supportive behavior.

Assignment3.

Demonstrate an appreciation of the role leaders and managers play in the operations
function of an organizations

You need to explain the key approaches to operations management and the role that
leaders and managers play in the application of these approaches. (P4) Use this table.

Approach name: Six sigma

Approach explanation:
 A quality control program established in 1986 by Motorola that improves duty cycle time and reduces
manufacturing defects to a level of not more than 3.4 per million. As of 2016, Six Six Sigma standards
evolved into a more general business philosophy focused on meeting customer requirements,
maintaining clients and improving and sustaining commercial products and services. Six Sigma
standards apply to all industries and a number of clients (including Motorola itself) provide training on
Six Sigma standards ; special certification certificates Yellow Belt, Green Belt, and Black Belt.

The Function Of a Manager The Role Of a Leader

1. Planning by setting strategies for improvement 1. Master Black Belts, identified by champions, act as in-
and quality Understanding business environment house coaches on Six Sigma. They devote 100% of their
2. Staffing skilled, qualified employees time to Six Sigma. They assist champions and guide Black
3. Setting standardized for work, polices, rules. Belts and Green Belts.
4. CEO They are responsible for setting up a vision 2. Black Belts, operate under Master Black Belts to apply
for Six Sigma implementation. Six Sigma methodology to specific projects.
5. Champions take responsibility for Six Sigma 3. Green Belts are the employees who take up Six Sigma
implementation across the organization in an implementation along with their other job
integrated manner. responsibilities, operating under the guidance of Black
Belts.
4. Improve the relationship with the customer. to take
feedback from them.
5. They assist champions and guide black belts and green
belts.
Approach name: Total quality management
Approach explanation
 : Also called Continuous Improvement, it is one of the basic principles of Total Quality Management,
and refers to the total activities aimed at increasing the ability to achieve quality requirements through
making gradual or sudden improvements in every process and system in the company with continuous
supervision. Among the main goals of this process are to reduce waste, reduce response time, and
simplify the production or design process of products.

The function of a MANAGER The role of a LEADER

1. -build quality into the processes for producing 1. empowered employees' decisions to improve a process
products or providing services. and are provided with continual training to develop their
2. developed and tested approach to ensure the skills.
product or service's quality. 2. fosters a single-organizational culture of excellence.
3. Hired skilled employees which making 3. making sure suppliers offer quality supplies needed to
improvements and seeking for excellence all time produce products.
4. Create a plan and standard for the production 4. Coordinate tasks between departments.
process. 5. Leadership will have to empower the management to
5. take care of its customers. Their feedbacks are work with each other to achieve a common goal and to
essential. A great amount of planning and motivate their teams to adopt this in their day-to-day
research is needed for managers to initiate and working style
implement TQM.
Approach name: Just-in-time
Approach explanation
 It is a management strategy that aligns raw-material orders from suppliers directly with production
schedules. Companies employ this inventory strategy to increase efficiency and reduce waste by
receiving goods only when they are needed in the production process, thus reducing inventory costs.
This method requires producers to be able to accurately forecast demand. The "on-time" stock supply
system is a shift away from other "Just In Case" (JIC) strategies, in which producers maintain large
stocks to obtain enough products to accommodate the largest market demand.

The function of a MANAGER The role of a LEADER

1. Good inventory planning to make sure
operations are run smoothly
2. coordination between manufacturers and
suppliers.
3. Planning for investment in the technological
infrastructures necessary to implement JIT.
4. manages inventory based on demand.
5. need to effectively implement the validity of
JIT DELL
1. Encourage communication and good relations between
departments.
2. provide inappropriate direction and support
3. Develop individual contributors' (ICs) proactive self-
leadership skills.
4. Know when to facilitate problems, rather than solve
them.
5. successfully developing the proactive self- leadership
skılls and self-reliance of your individual contributors

You also need to explain the importance and value of operations management in achieving
business objectives. (P5) You need to

 Define operations management

 Explain the importance of operation management in achieving goal of business

Define operations management

Operation management is a process that involves planning, organizing, managing, controlling,

and supervising the production and manufacturing processes. The major aim of an operation
manager is to ensure timely delivery of the products and to successfully turn the raw materials
into the finished products (input to output). Operations Management plays a vital role to run
any project successfully. Its benefits include

Importance of Operations Management

In any organization, the importance of operations management includes all the managerial
actions and activities dealing with the transformation of the resources or the inputs into the
outputs or the products of the company and doing it in such a way to ensure the most effective
and efficient utilization of the resources thus minimizing the costs and maximizing the quality of
the outputs. The scope of the operations management deals with the production of the outputs
that are valued by a user of the company products or services. Thus the main concept of the
organizations involving in management of operations or production activity is the creation of
value for the firm through its outputs. If a firm manufactures a product but it has neither low
costs nor good quality then it cannot attract the target markets to buy it thus the process of
adding value to organizational actions is the main agenda for operation management. The
main resource input that undergoes in the process of production includes raw materials, human
resources, technology, information, etc. The main output in the case of commercial firms is
profit generation while in the case of nonprofit organizations are the betterment of the services
provided. Thus modern business organizations engage in the management of its operations to
create value for customers or service users. In the case of the bread manufacturing company,
the operations management helps to decide the plant capacity, to make use of workflow
analysis, take decisions regarding the plant facilities including machines, to manage materials
inflows and to maintain the quality of outputs. Thus it helps the company to achieve
productivity with the best quality and reduced costs of operations in production.

Evaluate how leaders and managers can improve operational management to meet business
objectives successfully. By assessing the points of strengths and weaknesses of the operation
management processes and stating your personal opinion. (M3)