B Eng (Honours) in Manufacturing Systems Engineering

ENTERPRISE MANAGEMENT

Individual Assignment

Supervisor: Bridget Price

School Of Engineering

ABSTRACT

This report aims to answer the frequently posed business conundrum of how someone can be a manager but not a leader, a leader but not a manager, and both a manager and a leader. It will examine evidence for all sides of the debate and provide conclusions for consideration of the reader.

CONTENTS

List of figures 4

1. INTRODUCTION 5

2. RECENT CHANGES TO THE BUSINESS CLIMATE 7

3. DISCUSSION 8

4. CONCLUSIONS 14

Notes 16

References 17

LIST OF FIGURES AND TABLES

Fig – 3.1: A leadership model highlighting key traits of Leadership 9

Fig – 3.2: Typical Leadership-Management Overlap model 10

Fig – 3.3: Model of modern balanced manager 11

1 INTRODUCTION

Managers and Leaders in today’s business environment are seen as an integral cog in the wheels of industry and essential to the effective running of any organisation however large or small. Both roles are seen as pivotal in both the setting and driving of targets and raising and maintaining employee morale and energy.

When reviewing history, it was the industrial revolution which saw the first generation risings of “the manager” as a role within an organisation. This role was prompted by the development of automated production, as the new machine based environment required someone who was to be seen as the organiser of the business and someone who ensured the day-to-day running of the factories and mills. These managers had little regard for personnel and their big focus was on product output and profit margins. In contrast to this, the 1980’s saw a dramatic change in attitudes towards this vital business role. The climate was such in the 80’s that businesses became stretched due to a change in the industrial pace - inspired by the rise of the