Kofi's Monday afternoon: Kofi manages the Market Square shop, one of Lena's Bakery's three. Three counter staff work for him, and every Monday afternoon he does the same four jobs.
Kofi's four Monday jobs
Write the rota
He writes next week's rota, so the counter is covered from seven every morning.
Order the bread
He sends Mill Lane the order for tomorrow's bread before four.
Count the till
He counts the till against the day's sales sheet.
Check the waste
He checks how many loaves were thrown away against the target Lena set: no more than 5 in every 100.
None of it is exciting. But on Tuesday at seven the shelves are full, the counter is staffed and not a dollar is missing.
What Kofi does is management: getting a business's objectives met through other people and resources, by deciding what has to be done, arranging the people and things to do it, and checking that it was done. The person given that job is a manager. Aisha and Jonas do the same for the other two shops.
What makes it management
The authority comes with the job
Lena appointed Kofi manager of Market Square, so the counter staff report to him. His right to give instructions comes from his position (formal authority). Give the job to someone else and the authority goes with it.
It is about tasks and resources
Rotas, orders, cash, waste: things that can be planned, counted and checked. Most of Kofi's working day goes on getting them right.
It aims at clear, near targets
No more than 5 loaves in 100 thrown away; this week's sales target reached. Kofi knows by Friday whether he has met them.
It keeps things steady
A well-managed shop opens at seven every day, to the same standard, with the same checks. Because everything is measured, a problem shows up early: a till $20 short, waste creeping up.
Doing things right: Management is often summed up as doing things right: the right bread, the right staff at the right time, and no money missing.
A well-managed business is efficient. It gets the most out of its people, its time and its money.
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The first week at Mill Lane: In March all the baking moved to the bakehouse on Mill Lane, on a night shift that starts at 2 a.m. (2.1.1). The first week goes badly.
What went wrong
- The big new oven burns two batches.
- The vans leave late for the shops.
- The bakers are tired, and Rosa, who baked at the High Street shop for eleven years, says the whole idea will never work.
The rota is right and the flour has arrived. What the bakers lack is a reason to want it to work. On Thursday, before the shift, Priti, the head baker, gathers the six of them. She tells them why the bakehouse matters: one oven and one recipe, so the same good loaf is on the shelf in all three shops by seven. She gives them one goal for the week: every loaf on the vans by five. Then she works the new oven beside them, night after night, until they know it. By the next Friday the vans leave on time, and the bakers are proud of it.
Leadership: Priti was showing leadership: influencing and inspiring people so that they work willingly towards a goal.
A leader is someone other people choose to follow.
Set a direction
- She said where the team was going and why: the same good loaf in every shop by seven
- A picture of where the business is heading is a vision
Win people over
- The bakers followed because they trusted her, not because the rota told them to
- She worked the oven beside them, so they could see she meant it
Lead the change
- Mill Lane was a new way of working, and she brought the team from resisting it to owning it
- One clear goal, vans out by five, made the change feel possible
Rosa, a leader without a title: Rosa is in charge of the recipes, but she manages nobody: no one reports to her.
Yet the night she stopped saying it would never work and began showing Tom how to load the new oven, the grumbling stopped. The others listen to Rosa because of her eleven years at the ovens.
Informal leadership: Leadership comes from people's trust and respect, not from a job title. Rosa is an informal leader.
Leadership is often summed up as doing the right things: choosing where the business should go, and getting people to want to go there.
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Kofi and Priti both work with people towards the bakery's objectives, and both are good at their jobs. But put Kofi's Monday next to Priti's Thursday and the two kinds of work look different.
| Management (Kofi's Monday) | Leadership (Priti's Thursday) | |
|---|---|---|
| What it is about | Tasks, systems and resources: the rota, the order, the till | People and direction: why the bakehouse matters and where the team is going |
| Where the authority comes from | The job: Kofi was appointed, and his staff report to him | Trust and respect: the bakers chose to follow Priti, and they follow Rosa with no title at all |
| What it looks at | This week's targets: waste under 5 loaves in 100 | The longer goal: the same good loaf in every shop |
| What it does with change | Keeps things steady and runs the plan | Starts change and brings people through it |
| Why people do what is asked | Because it is their job, and the manager checks | Because they want the goal too |
| The people around them | Subordinates: people who report to the manager | Followers: people who choose to go with the leader |
| In three words | Doing things right | Doing the right things |
Two kinds of work, not two kinds of people: The table compares two kinds of work. It does not sort people into two boxes, and most people in charge do some of each.
Having the title of manager gives you authority. It does not give you followers: those have to be won.
Kofi: manages
- Runs Market Square to plan: rota, orders, till, waste
- His staff do what the rota asks, reliably; so far he has not had to lead them through a change
Priti: manages and leads
- Manages: plans the night rota and checks every batch
- Leads: gave the bakers a reason and a goal, and won them over to Mill Lane
Rosa: leads without managing
- No one reports to her
- The other bakers follow her because they respect her skill
So a manager can also be a leader, and a leader need not be a manager. Where the two overlap is the purpose: both are ways of getting people to reach the business's objectives. Management does it through the job and the plan; leadership through trust and a reason to care.
The notice on the wall, again: Look back at how the move to Mill Lane was announced (2.1.1). The plan itself was good management: the bakehouse was costed, the oven ordered, the night rota written.
How the bakers heard: But the bakers learned about it from a notice pinned up in each shop. Nobody explained why, and nobody asked them. Rosa said she would not go.
The plan was right and it nearly failed, because nobody had made the bakers want it. That is management without leadership. The opposite fails too. Priti's goal of every loaf on the vans by five only worked because the rest had been planned: Marco's new van routes, the flour ordered the afternoon before, a baker to cover each night off. A goal nobody plans for stays a wish.
Management without leadership
- Done to the letter. Staff do exactly what the rota says, and no more.
- Change resisted. A sound plan is met with 'I will not go', like the notice on the wall.
- Ideas stay at the counter. Nobody thinks it is worth suggesting a better way.
- People leave. Good staff go where they feel they matter.
Leadership without management
- A goal and no plan. Everyone wants the vans out by five; nobody has planned the routes.
- Waste and muddle. Orders go wrong, shifts are left uncovered, money goes missing.
- No one checks. Problems are found late, when they cost the most.
- Enthusiasm runs out. A team that keeps missing its goal stops believing in it.
Why a business needs both: Management makes today's work happen: the right bread, in the right shop, at the right cost. Leadership gives people a reason to do it well and a direction worth going in.
Which matters when: They matter most at different times. In a steady week, good management carries the shop. In a big change, like the move to Mill Lane, leadership decides whether the plan works.
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How this comes up: As a short definition, for two marks: define the term management, or define the term leadership.
Then applied to a case
- Two marks. Explain one reason why a business needs both management and leadership.
- Four marks. Explain two differences between management and leadership in the business in the case, using the people the case describes.
The four-mark pattern
- Name the first difference. Management gets its authority from the job; leadership from the trust and respect of the people who follow.
- Show it in the case. Kofi's counter staff follow the rota because he is their manager; the bakers follow Rosa although no one reports to her.
- Name a second, different difference. Management keeps the work steady and on target; leadership sets a direction and carries people through change.
- Show it in the case. Kofi keeps Market Square's waste under 5 loaves in 100; Priti gave the bakers a goal and brought them through the first week at Mill Lane.
Trap: one difference said twice: 'Managers control, leaders inspire' and 'managers direct, leaders motivate' are the same difference in other words. Take two from different rows of the table: authority, focus, time, change.
Trap: describing people instead of the difference: 'Kofi does the rota and Priti talks to the bakers' is a description. Say what kind of work each one is doing, then use the people as the proof.
Explain two differences between management and leadership at Lena's Bakery Ltd.
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