LEADER VS MANAGER 9

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LEADERVS MANAGER

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Inhuman lives, people end up leading at some point it could be in thefamily, at school, in sports, in social organizations, among others.The characteristics that a leader ought to possess are not exhibitedby every other person. However, it is imperative that that theleadership of skills of chief executives and their management teamsbe refined in order to yield maximum yield.

Thereare various concrete differences between a leader and a manager.However, in most cases, the leadership and management skills ought tobe combined by an individual in order to fulfill the required tasksand responsibilities. Such as, an instance is during delegation wherean individual plans for the activities and then persuades anotherperson to carry out the task. The most outstanding difference betweenmanagement and leadership is that the later deals with people whilethe earlier is concerned with “things,” such as systems, physicalassets and processes. By the term “people,” the definition refersto such stakeholders as customers, the workforce, internal andexternal partners to the organization.

Inthe scenario provided for this paper, provides a case where Ted, thechief executive of Wine Lovers Enterprise is faced by variouschallenges in the organization that threaten its future. The problemsare solvable through the formulation of a strategy for change, andits effective implementation. The aim of this paper is to guidethrough the most viable solutions for the problems that theorganization faces. The paper formulates a vision and mission for thefirm that is in line with the corporate objectives develops aneffective organizational structure proposes a possibleorganizational culture and assesses the environment for change inWine Lovers Enterprise.

    1. Organizationalpurpose and goals

WineLovers Enterprise is for profit business, in this case a family ownedenterprise. Its location is in Finger Lakes, New York. The companymakes synthetic corks and labels, and wine bottles. Ted Baker is WineLovers’ president having inherited the position from his father.Jacob, his younger brother is the vice president. Having run thecompany for about 10 years, Ted has done a good job in ensuringprofitability but, however, there are a number of challengesthreatening the company’s profitability and stability. The majorconcern Ted has is the cheap and surplus Chinese imports that areflooding the market. Another concern is an in-house gender tension.To keep the company profitable and stable excellent leadership needsto be exhibited. &nbsp&nbsp

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    1. Vision and Mission Statements

Thedefinition of a mission statement could be viewed as the expressionof what a business is about and how it intends to achieve itsobjectives.&nbsp A vision statement, on the other hand, isformulated to stipulate the company’s purpose of operation anddefining values that the organization intends to uphold towards therealization of long term goals and objectives. The mission and visionstatements are formulated by the leaders in the organization for thepurpose of, concisely and clearly, conveying the direction into whichthe organization is headed. The management is able to communicatepowerfully the motivations and intentions of the management teamtowards the realization of an attractive future for the business. Asthe president, my purpose is to ensure that the mission and visionbecome winning statements.

2.1Mission

Themission statement is also adequate in that it addresses thecompetencies (Spence, 2014). The last part of the statement states,“Providing strong, reliable, trustworthy and forward-thinkingsolutions for our clients’ by being the best employer andproducer.” This statement will be used by the organization to showtheir competence by paying attention to every detail there is aboutany concern. The clause presents are a stern expression about whatthe business is ought to be remembered for doing. The specificobjectives are outlined clearly and concisely.

Bythe use of the word “strong,” the management insinuates that theorganization will gear all it efforts towards the production ofeffective solutions and products that will be availed to customersproduct that are comprehensive to cover for all the consumer needs.“Reliable” represents the management s intention to ensure thatit creates confidence in their consumers by ensuring theirsatisfaction, hence, creating consumer loyalty. Trustworthyunderlines the good intentions of the management to ensure that theydeliver quality to their consumers. “Forward-thinking” expressesthe intent by the management to ensure that they customers progressby according them the necessary support. It could also be construedto explain the management’s objective to advance and growbusiness-wise. The mission statement is also adequate as it isinspiring. The images formed in the minds of employees and otherstakeholders prompt them to focus on organizational goal achievement.The mission statement is, therefore, appropriate and efficient.

    1. Vision

Thefirst part represents the vision statement stating the long termprospects for the organization as well as defining the purpose of thebusiness. It states, “To be the most professional brewer in theworld.”By aspiring to be the most professional in the provision ofits products and services, the management seeks to communicate thedirection the company is facing as well as setting a benchmark tofuel the coordination of activities to uphold corporate valuestowards the attainment of the position.

Thevision statement is sufficient in the sense that it is focused oncustomer satisfaction (Spence, 2014). This part evince that theorganization is committed to ensuring the customer is satisfied andeven exceed their expectations it is all it takes to be the best.The statement also insinuates that the management will employ betterstrategies to become better than the other players in the industryit is because it has to be in possession of competitive advantage.This mission statement is effective as it is audacious (Spence,2014). The organization not only wants to provide high qualityservices for customers, but also possesses views of being outstandingagainst competitors.

    1. Theorganizational structure: Democratic

Thedemocratic organizational structure is also referred to as theparticipative leadership style (Amagoh, 2008). This is where theemployees are encouraged to play their role in the decision makingprocesses within the organization. The role of the manager in thistype of organizational structure is to keep the employees informedabout all the activities and conditions that influence their work.The democratic manager also informs the employees about theirexpected role in decision making and shares the problem solvingproblem with them.

AsTed, the democratic organizational style is the best for Wine LoversEnterprise. The structure will allow equality in the organization,such that every employee will feel as part of the decision makingprocess. The issue of gender disparity in the composition of thetaskforce and that of the top management will be diminished. Thedemocratic organizational structure will suppress bureaucracy afactor that would have led to the ladies’ agitation for theintervention of the union and their threats to leave the firm.

Thedemocratic organizational structures will also enhance therelationship that exists between the top management and theemployees. As the president, there will be more expectation that I todeal more with the information role. This will offer a room for thedynamics of being more of a leader than just a manager at the workplace. Through such interaction, the top management will learn moreabout the employees’ grievances, and not only hear about themthrough hearsay, as was the earlier case. This is not to mention thatthe productivity of the workforce is enhanced by the democraticleadership style. When the employees feel that they are part of thedecision making process, their morale to work improves. The adherenceto rules and regulation is also easy as they are readily willing tocomply with those that they are part of their formulation (Amagoh,2008).

    1. Organizational Culture

Thefirm being a family owned and run makes it is particularlyconservative. However, in this dynamic and ever changing businessenvironment, change is inevitable(Heathfield,2014).In coming up with an organizational structure involvement isparamount so as to minimize resistance among the differentstakeholders. Involving all stakeholders ensures that the new culturewill be embraced and taken to heart by all. Individuals selected fromthe various company departments to spearhead the process need to havea clear perspective for the cultural change. Their determinationtoward the new culture will be infectious to the rest, therefore,ensuring an effective process.

Resistanceto transformation is unavoidable given that it takes a lot of effortand time to change the things that people are accustomedto(Heathfield,2014).It is therefore, imperative to create readiness by identifying theadvantages of a new organizational culture as also recognizing thedetrimental effects of not changing at all. The various companyfactions including the suppliers and customers need to be explainedto the reason change is essential. This way any resistance is boundto subside. Conclusively, it is important to make people understandwhy change is needed(Heathfield,2014).All stakeholders need to be involved in a bid to come up with anall-inclusive process and outcome.&nbsp &nbsp&nbsp &nbsp

    1. Theenvironment for change

Thereshould be a firm mechanism built so as to enhance change. Thestructure of your business should be well planned so as to havesmooth moving as you venture into your profitable business. Majorchange takes time and a lot of undivided attention and effort amongall stakeholders (Franklin, 2013). In this case, using the rightpeople is a prerequisite for its success.

Middlemanagers will be given a chance to work together. Doing so willensure that their subordinates will free to express their opinionsand ideas. The main idea will be to confront the status quo(Franklin, 2013). Chosen members of the project team will be selectedon the basis of ambition, drive and the courage to abolish the statusquo. Members of the executive will be highly visible but will spendless time on the plan. Time is an important factor and no time willbe wasted on redundant analyses or not fully formed ideas.Accountability is important for full implementation (Franklin, 2013).All involved members will be held accountable and responsible fortheir actions.

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References&nbsp&nbsp

Amagoh,F. (2008). Perspectives on Organizational Change. The Public SectorInnovation Journal, 13 (3), 102-109.

Franklin,M. (2013). Creating the Right Environment for Change. Kogan Page.Retrieved fromhttp://www.koganpage.com/news/creating-the-right-environment-for-change

Heathfield,S. (2014). How to Deal With Dysfunctional Organizational Culture.About. Retrieved 30 August 2014, fromhttp://humanresources.about.com/od/organizationalculture/a/culture_change.htm

Spence,R. (2014). Vision vs. mission | PROFITguide.com. Profitguide.com.Retrieved 10 June 2014, fromhttp://www.profitguide.com/manage-grow/strategy-operations/vision-vs-mission-30408