Management and Leadership

Team: One for all and all for one. Working together to be the provider of choice.

Understanding the difference and similarities between managers and leaders can be enlightening. Managers develop and manage plans that impact the strategic vision of an organization while leaders set strategic visions for the organization. Managers establish plans, support strategic plans, and organizational objectives. Managers also evaluate and track the achievement of tactical plans that have been assigned to specific staff. While on the other hand leaders motivate staff to achieve the object and task set forth. Managers serve as problem solvers. Managers are the people who assign resources to groups. On the hand leaders serve as persuasive change agents.

Both managers and leaders are responsible in assisting and keeping the hospital or organization running and promoting the organization to continue into the future. Managers and leaders have different distinct roles, but the ones that are the most effective, are the ones that will combine the roles and functions into their workday everyday. There roles and responsibilities can be similar, but also can be different. A manager can be a leader, but a leader isn’t necessarily a manager (GCU, 2011).

Market Basket opened the first store in Lowell, Massachusetts in 1916, and almost one hundred years later, the family owned and operated company has expanded its chain to seventy one supermarkets across Massachusetts, New Hampshire, and Maine. By all accounts, the grocery store chain has been very successful, generating four billion dollars in revenue in 2012, and making a profit of over 200 million. (Kohn, S. 8/1/2014 Market Basket Workers are Right; Retrieved from: www.wcvb.com) However, a change in leadership has brought on a temporary demise of the company, providing evidence that a great leader is the backbone upon which an organization thrives.

“Collaboration, teamwork, and communication”, make for a better work environment (Oberoi, 2013, para. 10). “The Whole Foods culture is premised on decentralized teamwork” which is supported by collaboration and furthered by communication (Fishman, 1996, para. 7). However, collaboration, teamwork and communication do not work in the absence of trust. Accordingly, Whole Foods looks to create an environment in which employees trust one another and the organization as a whole. Whole Foods created their culture to oppose the usual bureaucratic style which is mistrusted by many. Instead, Whole Foods relies on teamwork to support their success. In large companies, like Whole Foods it is easier for employees to get lost in the shuffle. The company believes the formation of smaller teams to be more intimate and more likely to result in a “familial” feeling, trust is easier to accomplish, and communication flows freely (Mackey, 2009, para. 12).

One of the most successful companies of recent memory is Whole Foods, the all-organic grocery store that caters to customers who are concerned about the 'sourcing' of their foods. A cornerstone of Whole Foods' success is its use of team leadership to enable the organization to fulfill its functions and mission. This paper will evaluate how Whole Foods uses teams to advance its interests and create a positive corporate culture.

As we know that, leadership is nothing. But the influencing flowers. Leadership includes three fundamental clusters of skills creating vision, garnering commitment to that vision, an managing progress toward the realization of that vision. powerful and effective leaders plays very vital role to reach the maximum production for any organization.

This individual report will examine Trader Joe’s organizational leadership approach and effect. Two views of the structure will be examined. The first view is the way Trader Joe’s describes and advertises its leadership structure. The second view will focus on the implementation of leadership process at the store level as evidenced through observations. This analysis will utilize published resources to establish the corporate view of the organizational leadership, while direct observations will be used to provide evidence of the local-level implementation. Following the analysis and discussion, a summary conclusion will be provided with recommendations for improvement if necessary.

The difference between managers and leaders is that leaders have visions, strategies, and influences on people, while managers are more focused on implementing these elements (Robbins et al, 2012).

When I was in junior high and high school, I worked at a local retail store. During the school year, I worked at the store every day after school and on Saturdays. During the summer I would work every day (except Sundays). This job was very essential to my growth as a person. The owner of the store was a very effective manager and leader. The manager role involves many different functions, but it can all be summed up as: “managerial work involves interpersonal roles, informational roles, and decisional roles” (Mintzberg et al., 1998, p. 1) which requires several skills including “developing peer relationships, carrying out negotiations, motivating

In this paper you will read about how Costco uses effective leaders within its company to empower their employees and create a working environment that is enjoyable. This paper will aim to answer three questions: 1.) How does the flexible leadership theory apply to Costco’s operations? 2.) What is the CEO’s role in all of this? 3.) Can this work in your organization? If not, why?

Walmart practices the goal setting theory by having leaders that are active in implementing and motivating individuals to meet the organization’s overall plans and goals. The main goals being respect for all individuals, providing service to customers, and striving for excellence. Along with improving integrity and respect among individuals working for the company, Wal-Mart Stores Inc. provides stock options for their employees; giving them a sense of belonging and motivating the individuals to work hard. Walmart also has an open door policy, where any employee has the ability to express their conflicts or concerns and allows them to give recommendations to further the business’s effectiveness. The leaders, in turn, will take that information into consideration and the recommendation will then be discussed with top store management. The retail giant also works through a servant leadership style that allows leaders and managers to try “his or her best to meet the needs of the team” (Goyal, n.d.).

Nowadays, with the development of globalization and commercialization, the contemporary business environment becomes more and more complex, chaotic, and dynamic and interactional. Therefore, some leadership and management scholars suggested that some of the conventional approaches to leadership might be ill suited to the current business environment and organizations. In fact, in the early 1990s, some organization leaders had realized that finding a new way to manage their organizations is crucial to survive and coping with the rivalry in the changing environment. And, as Gibb (2004: 743) suggested ‘ during the 1990s, organizations sought to find out the ways of engaging their staff in evolving new organizational cultures and commitments, rather than “ instructing” them in what to think, feel and believe’. Hence, how to mobilize staffs’ intrinsic motivation and make leaders to be more inspirational and effective in modern business environment becomes a popular issue in the leadership and management study fields. Nevertheless, arts-based approaches to leadership have provided a new direction for leadership and management development; because’ arts have a long history of transforming our experiences (cognitive-emotional elations) of the environments which we inhabit’ (Sutherland, 2012:30). Also, some scholars believed that ‘arts-based approaches to leadership provide effective learning through engaging participants in an enjoyable and entertaining environment for

Team building is “…an effective approach to improving teamwork and task accomplishments…” (Cummings and Worley, 2009). Teams are an integral part of Superb Caterers Ltd, and there are two methods used by the management to build teams; a formal and an informal method. Formally, the Managing Director and Operations Manager sit on a day-to-day basis and look at workflow, geographical location of employees, and most importantly client suitability. If a client has requested a particular employee due to past experiences, the organisation tries its best to accommodate. The Human Resource Manager also gives input on how to make teams more productive. She sits with the various teams and ensure that they know what goals they are working towards (the organisational goals and missions), and updating them on their competitors. This instils a sense of unity in working towards a common goal. Employees, however, do not get a say with whom they wish to work with in a team as this can arise to conflict. As a result, it is left strictly up to the managers’ observations of various factors,

We know that to be a successful company we must work together, frequently transcending organizational and geographical boundaries to meet the changing needs of our customers. We want all of our colleagues to contribute to the best of their ability, individually and in teams. Teamwork improves the quality of decisions and increases the likelihood that good decisions will be acted upon. Teamwork sustains a spirit of excitement, fulfillment, pride and passion for our business, enabling us to succeed in all of our endeavors and continually learn