Southbank Centre is the UK’s largest arts centre and one of the UK's top five visitor attractions, occupying a 17 acre site that sits in the midst of London’s most vibrant cultural quarter on the South Bank of the Thames. We exist to present great cultural experiences that bring people together and we achieve this by providing the space for artists to create and present their best work and by creating a place where as many people as possible can come together to experience bold, unusual and eye-opening work. We want to take people out of the everyday, every day. The site has an extraordinary creative and architectural history stretching back to the 1951 Festival of Britain. Southbank Centre is made up of the Royal Festival Hall, Queen Elizabeth Hall, Purcell Room and Hayward Gallery as well as being home to the National Poetry Library and the Arts Council Collection. It is also home to four Resident Orchestras (London Philharmonic Orchestra, Philharmonia Orchestra, London Sinfonietta and Orchestra of the Age of Enlightenment) and four Associate Orchestras (Aurora Orchestra, BBC Concert Orchestra, Chineke! Orchestra and National Youth Orchestra of Great Britain).
One of the key examples of how the importance of organisational structure impacts an operation is the creation of specific job positions within the organisation and the assignment of responsibilities to each of those positions. Without clear, concise assignments, both employees and managers would be limited in how to respond and carry out essential tasks. By establishing the positions and determining how they work in tandem, order is brought to the operation, allowing the enterprise to effectively pursue its goals.
Leaders or managers, this is the problem. While managers can be leaders, the reverse is not a must. In fact, these two roles are often separate. After all, modern businesses seem to prefer it this way. While leaders lead, managers manage. On the other hand, every organisation strives for success. Hence, any team wants to achieve, above and beyond. However, most often, management does not have a leadership role. In fact, management often deals with quality control and compliance. Also, they exercise control and offer accountability. Modern managers do all sorts of things, yet effective leadership seems to not be on the list. Leaders paint a picture of what they see as possible and inspire and engage their people in turning that vision into reality. They think beyond what individuals do. They activate people to be part of something bigger. They know that high-functioning teams can accomplish a lot more working together than individuals working autonomously. Managers focus on setting, measuring and achieving goals. They control situations to reach or exceed their objectives.
Some authors view management as a process because it involves a number of functions. Management refers to all involves different a manager does. Various functions which are performed by managers to make the efficient use of the available material and human resources so as they achieve the desired objectives are summed up as management. Thus, the functions of planning, organising, staffing, directing, co-coordinating and controlling fall under the process of management.
‘’To manage is to forecast and plan, to organize, to command, to co-ordinate, and to control.’’ Fayol described management as a process of five functions such as planning, organizing, commanding, coordinating and controlling. Modern authors, however, do not view co-ordination as a separate function of management.
A leader is a person who influences his followers to achieve a specified goal. He is a person with a vision and inspires his followers in such a way that it becomes their vision. He helps them in making the strategy to achieve the goal and possesses a good foresightedness along with the other qualities like- motivating the subordinates, creating teams, innovation, developing trust among the stakeholders, etc. A leader is required at all levels of the organisation which acts as a representative of the organisation. He encourages the whole team to work together and supports them in accomplishing their tasks, as a guide or a philosopher.
Steve Jobs is a classic example of someone who was probably not born to be a leader. After starting Apple Computer from his garage in 1976 he was fired by the board of directors in 1985 when the company was under intense competition and he disagreed with the CEO one of the future direction of the business. After founding Pixar Animation Studios and NeXT Computer he was eventually rehired by Apple in 1997 as CEO and went on to develop the revolutionary iPod, iPhone, and many other products. By all accounts, Steve Jobs was a very mercurial genius who early in his career routinely yelled at employees, co-workers, partners, and vendors. According to some ex-employees of Apple and NeXT, he was intolerant of anything he viewed as a failure and his foul-mouthed tirades were the stuff of legend. He apparently believed in being brutally honest with others and that their feelings were irrelevant. He did not conduct formal reviews with employees and was very sparing with praise for a job well done. However, according to biographies, such as "Steve Jobs" by Walter Isaacson, as he matured his management style began to shift and he began to moderate some of his more negative traits and have more empathy for others, realizing that people had limits. Upon his return to Apple, he was forced to cut staff and was quoted as expressing concern for families of employees that were laid off.
Leader, manager, and boss are effectively all the same position, but the titles themselves have different implied meanings. The difference can be seen in the definition of the words. As defined by Merriam-Webster, to manage is to direct or carry on business or affairs, and to lead is to direct operations, activity, or performance. Based on these definitions, management focuses on the business processes whereas leaders focus on the people. The best leaders understand how to focus on both, therefore making their title of little importance. Unfortunately, perception is king and titles are given an importance they shouldn’t necessarily have. The Leader tends to elicit a more positive reaction from employees, whereas the manager tends to be synonymous with bossiness, which people think negatively of. Leadership is often viewed as being more open and inclusive, whereas management is often viewed as rigid and authoritarian. It’s not the title that matters, but rather the way that you work. Managers can choose to lead, and leaders can choose to manage. The most successful people are able to both lead and manage, and know exactly when to do each. Finding balance is important as both leadership and management are necessary in workplace success. Regardless of your title, you should strive to build connections with your employees and help them develop and grow. The more involved you are with your employees, the stronger the relationship will be. This leads to increased employee engagement, job satisfaction, performance, and loyalty. Actions speak louder than words, and in this case, your employees are always listening.
The leaders try to influence the followers by setting effective goals and objective at the workplace. On the other hand, the managers are responsible for developing strategic planning, executing the planning in the organisation and running the business operational activities efficiently. The role of leaders is different from the functions of the managers, where the leaders try to develop the vision and create goal and objective of the organisation to develop clear picture and set strategies. In this context, the managers try to establish the agenda to work, set timetables and allocate the organisational resources and capabilities to fulfil the vision and goals, set by the leaders. Aligning the people in the organisation through enhancing communication and seeking commitment well as building team and coalition, is the major role of the leaders, where the leaders aim to develop strong team, where the employees are efficient to perform proficiently in the organisation. On the other hand, the managers are involved in organising and staffing, where the managers try to provide structure, make job placement and establish the rules and procedure to work peacefully at the workplace. Motivating and inspiring the employees are the responsibility of the leaders at the workplace, where the leaders try to inspire and energise the staff members, empower the subordinates in the organisational decisions making practice as well as satisfy the employees by creating values for them. On the other hand, the managers try to control the workplace and contribute positively in the problem solving activities of the organisation, through restructuring incentives, generating creative solutions and taking corrective actions at the workplace. For example, the leaders and managers of South Bank Centre are efficient to run the institution efficiently, where the managers try to develop effective strategic planning to manage the performance venues and create values in arts by maintaining the artistic gallery. The leaders are efficient in developing the vision of creating art gallery and provide efficient service to the visitors by keeping the artistic activities efficiently. On the other hand, the managers at South Bank Centre are also proficient to manage the employees and staff members in the institution to manage the venue and maintain safety and security of the visitors, which are the major aim of the institution to serve the customers efficiently. Hereby, the leaders in South Bank Centre develops the vision and goal and on the other hand, the managers aim to develop proper strategy to manage the team members and maintain the workplace efficiently so that it is possible to manage the subordinate and empower them positively in the organisational decision making practice. The managers of South Bank Centre are also responsible to restructure salary and improve the incentive and rewards for the employees to execute the planning with proper cooperation and collaboration with the staff and lead them towards achieving the organisational success. On the other hand, for example, the Museum of Fine Arts is another organisation, where the leaders and the mangers are efficient to manage the workplace, and develop strong management team so that all the members can contribute positively in serving the visitor efficiently. The leader of the organisation develops the strategy and aims of serving the visitors efficiently and the managers are also efficient to develop suitable working culture with harmony and mutual respect, for which the organisation is efficient to serve the visitors properly. The leader and the managers try to collaborate to choose the international artists and develop creative art to attract the visitors. Hereby, the role of the leaders and the function of the managers are necessary to be implemented properly in the organisation in order to run the operational activities and lead the employees towards achieving future success.
The difference between leader and manager can be drawn clearly on the following grounds:
1. A leader influences his subordinate to achieve a specified goal, whereas a manager is a person who manages the entire organisation.
2. A leader possesses the quality of foresightedness while a manager has the intelligence.
3. A leader sets directions, but a manager plans details.
4. A manager takes decision while a leader facilitates it.
5. A leader and the manager is that a leader has followers while the manager has the employees.
6. A manager avoids conflicts. On the contrary, a leader uses conflicts as an asset.
7. The manager uses transactional leadership style. As against this, transformational leadership style is used by the leader.
8. Leaders promote change, but Managers react to the change.
9. A leader aligns people, while a manager organizes people.
10. A leader strives for doing the right things. Conversely, the manager strives for doing the right things.
11. The leader focuses on people while a manager focuses on the Process and Procedure.
12. A leader aims at the growth and development of his teammates while a manager aims at accomplishing the end results.
The present world is moving very fast and things become changed very quickly. Due to the globalization and brand awareness in consumers’ minds, companies can never articulate that they are doing business in simple and stable environment. Now the companies are working in such an environment that not only changes within a short span of time but also unpredictable. It is the duty of the managers to produce results in the time of rapid social and technological changes. By performing these tasks, there are several methods which are designed for the continuously changing business environment. Two methods are discussed in this report, one is chaos theory and other is management by objectives.
The term “Chaos” can be elaborated as unsure change which cannot be judged or predicted. Chaotic systems can be expressed as a mixture of order and disorder behaviours that can display a wide range of behaviour. Chaos theory is the study of these systems whose variables are non- linear and can be changed with the short passage of time. This theory is used in bringing together the unpredictable variables of market with the distinctive patterns which can be helpful in making short terms decisions (Cartwright, 1991).
The “Management by Objective” also known as MBO is the type of approach in which all the managers require to set specific objectives which has to achieved in the future and continually ask what more can be implemented. These objectives and goals are assigned by every subordinate in group effort with the knowledge of the superior at the initial time of the appraisal period. The theory behind (MBO) is to make sure that everyone within the company has a clear understanding of the goals or objectives, of that company, as well as attentiveness of their own functions and responsibilities in obtaining those goals (Howell, 1967).
Companies in current tough competitive surroundings need to take on continuous change and implement innovative ideas to outlast. In these surroundings where competition at its peak with continuously changing scenarios of business day by day due to the advent of modernization, survival of the company by using conventional management approach would be a waste.
The leadership and management controls and commands its followers or employees depending upon their ability to fully fill the task in different situations, hence this situational context can be applicable on both micro and macro levels (Bainbridge & Thomas, 2002). Leadership and management must deal with the changing abilities of the employees or followers and changing complexity of the jobs as they approach toward goal accomplishment and the maturity of that job. Job maturity clearly defines the individual’s ability to complete the job with different phases so that it is up to the leadership and management that how should they tackle with this situation (Mark et al., 2009). In situational context, the job maturity subordinates are the primary situational factors describe the roles of leaders and functions of manager. Hersey and Blanchard in 1996 put forward a model of situational leadership and management which described the roles of leaders and managers on different stages of task performance. Components of this model hold the concept that each situation requires a special leadership and management style and the finest course of action is reliable on the situation at hand. This model is comprised of four styles in the scale between directive behaviour and supportive behaviour. These four leadership and management styles are given below:
One of the core leadership styles is directing. The Leader or Manager provides a lot of guidance and direction to his/her followers or employees by telling them what to do and how to do the task but provide less supporting. The top management should clearly identify the employee and personally delegate the work to their attention. In large organisations, the top management deals with the managers who disseminate the work to other employees. The leader in the organisation South Bank Centre is efficient to direct the workforce so that they can get proper direction and acknowledge the organisational information to work properly. In this regard, arranging the training and development program as well as give proper direction to perform efficiently. The knowledge and technical skill of the employees at South Bank Centre can be improved through the direction of the leader and the managers at the institution.
The second leadership style is coaching. The leader or manager shows intense amount of both direction and support behaviour. Leadership and management tell followers what to do but also encourage them and support them. The top management needs to take time to instruct and show the managers what is required in the job and how to go about it. Coaching is considered to be an effective way and leadership style to lead the employees towards achieving success in the organisational context. In the organisation South Bank Centre, the leader also focuses on coaching style, where there is high directive and high supportive behaviour. In this context, the organisational leader tries to focus on creating values for the workforce by supporting them and creating values for them. Additionally, the leader and the mangers try to arrange training program and introduce incentives and performance related pay to encourage the employees to support and direct them in a right way to achieve future success.
In this phase, Leaders and Managers engage in supporting behaviour by forming two way communications with followers but provide less direction. Management needs to take time to provide support to the managers when they need it. The CEO also should reward the employees when they perform excellent tasks in order to motivate them. Supporting the workforce in the organisational context is necessary, where the organisations need to support the whole workforce, in order to empower them and share information so that they can feel valued and contribute positively in the organisational success.
The leadership and management do little to support or direct. The top management should frequently and randomly check the progress of the work they have allocated. Good leaders also delegate duties based on their preferences or skills of the employee. Delegating is not good for the organisations, where delegating leadership style refers to low supportive and directive behaviour, where the leaders and the managers fail to interact with the employees and build strong relationship with them. It is essential for the management team to develop effective team with cooperation n open communication, so that it is possible for the firm to support the employees and lead them towards organisational success.
Leadership and management deals with their followers and employees with many different models, many authors have put forward different theories related to leadership and management working models.
Systems leaders are those individuals who design strategies to a whole system to optimize all types of organisational entities (individuals, groups, business units and whole company) for constant great performance. Those leaders see the system as a whole and act such a way that it replicates the awareness of the large picture. They put their effort to keep their peers across multiple levels and layers (Fullan, 2005). Systems Leadership is committed to altering the contexts at all levels. The leadership maintains both micro and macro perspectives. Systems leadership has a full understanding of macro level patterns that drive the micro level patterns in organisation. It has the knowhow of the dynamics at micro level, such as the issues of employees and their feelings in working at this level. The understanding of micro and macro dynamics allows the systems leadership to grasp the control of the whole system, not just a part or a particular level (Heifetz &Linsky, 2009). It is the duty of the manager to analyse the micro and macro aspects of the organisation to fully understand the whole system and work for the betterment of his/her employees which can ultimately help the manager to attain the goals.
Leaders analyse the condition in which they are involved and then adopt a style that is suitable to their specific surroundings. This necessitates the leader to correct his/her style to the condition that he/she faces. The contingent theory was put forward by Fiedler (1967) which is based on the three main factors:
The relationship between the leader and his followers are built upon trust which defines the willingness of the follower that how far they follow the command of their leader. It is necessary for the leader to play their role in the organisation by motivating and encouraging the staff members through monetary and non-monetary in rewards which in turn help to enhance collaboration and communication at the workplace. Additionally, the organisational management team tries to develop relationship and bonding at the workplace, so that the staff can cooperate with each other and develop trust and mutual understanding to work efficiently.
he job structure includes the extent to which the job is clearly described and the standard procedures required to complete the job on time. Job structure needs to be clear, and it is the role of the leader to share the organisational aims and objectives with the employees and give them appropriate job structure and personal responsibility, so that the workforce can be motivated and they become interested to cooperate with the leader to perform better. The leader of the organisation South Bank Centre also needs to be cooperative and share the organisational information, responsibility of the employee and provide clear and concise job structure to motivate the people in the workplace.
∙ Leader’s Power: This describes the position of the leader in the company and the degree to which he/she influence the followers by giving rewards or imposing sanctions. The power of the leader is effective in the organisational context, where the leaders set the strategy and develop the planning and the managers follow the strategies and develop effective practice to implement the strategy. The leader’s power needs to be utilised properly in the organisation where the leaders must be supportive and cooperative with the employees so that they can lead the workforce towards achieving future success.
After discussing a lot about the difference between a leader and a manager, we can conclude that both are necessary for the organisation success. A good leader and manager can help the organisation, to survive in the long run and compete with its competitors. The role of a leader is positive, wherein he figures out the hidden talent in his followers and gives them a proper guidance to achieve the goal. While the role of a manager is a little negative, wherein he criticizes its employees just to make them best in their fields, but not to demoralize them. They are a national arts organisation and a registered charity. They receive 40% of their funding from Arts Council England. The rest of their income comes from ticket sales (although a high proportion of our artistic programme is free), commercial partnerships, sponsorships and individual donations.
A cornerstone of their festival approach is the integration of commercial entrepreneurship with the arts, which has seen their self-generated income increase steadily over the last five years. Today it makes up 58% of their total income – compared to 43% in 2010 – and helps fund their extensive free programme. In 2014/15 their commercial ventures and partners continued to generate almost a quarter of their total income. These include their design-led Southbank Centre Shops, 14 leasehold restaurants, cafes and bars, and their longstanding partnership with Underbelly Ltd. Their thriving Membership programme also showed a 9% increase in income.
As a registered charity, they could not continue to develop their artistic programme without generous contributions from the companies, individuals, trusts and foundations and audience members who generously supported their work in 2014/15. And of course, it would be impossible to maintain this complex 17 acre site without the substantial funding provided by Arts Council England.
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Fiedler, F.E. (1967), A Theory of Leadership Effectiveness, New York: McGraw Hill
Fullan, M, (2005) Leadership & sustainability: Systems thinking in action, California, Corwin Press.
Heifetz, R. A., Grashow, A., &Linsky, M. (2009). The practice of adaptive leadership. Boston, MA: Harvard Business Press.
Howell, R.A. (1967), "Management by Objectives: A Three-stage System" Business Horizons.
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