You are required to choose one leadership research topic and conduct an in depth analysis of the academic leadership literature.
Management and leadership comprise various skills such as decision making, delegation, meeting management, problem-solving, individual management, as well as communications. The outlined skills are seen as a foundation where managers and leaders develop improved skills. Management and leadership are two different concepts but they cannot be separated (Schedlitzki, Case & Knights, 2017). For instance, a leader engages in innovation while a manager administers. Therefore, this paper analyzes ways of leading the non-Anglophone contexts where expressing, enacting, and representing takes place in the English-speaking nations focusing on food and beverage industry. Anglo-centricity is analyzed in the context of leadership and also the impacts on the non-English speaking languages are examined.
In defining food and beverage industry, is entails companies which engage in manufacturing beverages and food. These companies within food and beverage industry process raw materials and convert them into food and beverage products after which they distribute them using various channels (?liwa & Johansson, 2014). The food and beverages are demanded by individuals for personal consumption and also for commercial purposes. Anglo-centricity is critiqued in relation to the food and beverage industry is among those industries that persons cannot ignore and as a result, it is developing very fast. The main reason is that food is a basic need that people cannot live without while beverages quest their thirst.
In describing the food and beverage industry in terms of size, it estimates over 5650 billion US dollars. This industry extends into market segments which include the alcoholic and non-alcoholic drinks, tobacco, meat, grain products, pet food, seafood, vegetable, dairy, poultry, and others (Odunlami & Matthew, 2014). Moreover, the food and beverage industry has shifted to making natural ingredients which attracts a large number of customers. Most of the producers and manufacturers in the food and beverage industry have minimized use of flavors and artificial colors. Also, the food and beverage industry is highly complex as it integrates various activities. For instance, it encompasses farming and agriculture, research and development, processing, manufacturing, marketing, financial services, and regulation (Labassi, 2009). Clearly, the size and complexity of this industry is associated with specific challenges which may be addressed using technology. In regard to leadership context, food and beverage industry require good and effective leadership to attain sustainability (Nicolae, 2016). Sustainability in this industry means that consumer engagement increases day by day. Consumers focus on the organizations which have good leadership who facilitates sustainability efforts in the organization. For instance, the leaders ensures communications and initiatives are achieved (Dopson & Hayes, 2015). In addition, leaders participate in enhancing corporate social responsibility in the companies within food and beverage industry. In addition, good leaders ensures behaviors and attitudes that facilitate consumer satisfaction are achieved.
Leadership in non-Anglophone contexts guides, governs, conducts, and directs institutions as the are enacted and understood across other languages other than English. Therefore, leadership in non-Anglophone contexts examines the cultural, political, and historical roots of leadership within food and beverage industry helps in setting a pace to achieve the common goals (Jung & Yoon, 2012). Leaders in this industry help in outperforming the competition as well as inspiring other individuals to perform well. Leaders provide the right direction, implements strategies, and motivate people. Moreover, they focus on increasing customer satisfaction to increase their loyalty. This industry is adopting effective marketing trends which keep it going.
Leadership in non-Anglophone contexts has various implications on food and beverage industry. For instance, leadership ensures there are new innovations, proper packaging, and application of solutions which help to explore new market as the non-English speaking individuals are helped to understand (Jean-Marie, 2013). Also, efficiency, profitability, and reliabili8ty are facilitated through leadership to ensure product quality is enhanced. Finally, leadership helps in acquiri8ng and upholding full government compliance by ensuring the regulations in the food and beverage industry are followed as well as worker safety.
The impacts of leadership in non-Anglophone contexts and non-English speaking persons affect the food and beverage industry is that it has developed and extended technologies in the financial systems. Moreover, the technologies help in running operations within the food and beverage industry (Zopiatis & Constanti, 2012). Also, the food and beverage industry has changed to combined supply chains, complex organizations, as well as multinational export and import networks (Harrison & Jackson, 2013). Finally, companies within the food and beverage industry will encounter challenges to solve problems related to customer services.
Conclusion
To summarize, the food and beverage industry is developing fast based on the individual model lifestyles. This industry is discussed in terms of size, complexity, as well as leadership context. Leadership in Anglophone contexts brings various implications on food and beverage industry such as new innovations, proper packaging, and application of solutions. Also, leadership in Anglophone contexts has various impacts on this industry such as development of technologies as explained in this paper.
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Article |
Description |
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Schedlitzki, D., Case, P., & Knights, D. (2017). Ways of leading in non-Anglophone contexts: Representing, expressing and enacting authority beyond the English-speaking world. |
This article talks about the leadership in the non-Anglophone contexts. |
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?liwa, M., & Johansson, M. (2014). How non-native English-speaking staff are evaluated in linguistically diverse organizations: A sociolinguistic perspective. Journal of International Business Studies, 45(9), 1133-1151. |
This article focuses on the non-native English employees are examined in different linguistic institutions. |
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Odunlami, I. B., & Matthew, A. O. (2014). Compensation Management and Employees Performance in the Manufacturing Sector, A Case Study of a Reputable Organization in the Food and Beverage Industry. International Journal of Managerial Studies and Research (IJMSR), 108-117. |
This article outlines the employee performance as well as compensation in the food and beverage industry. |
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Labassi, T. (2009). Periphery Non?Anglophone Scholarship in English?only Journals: Conditions of a Better Visibility. Changing English, 16(2), 247-254. |
This article talks about the margin of non-Anglophone contexts and the English scholarships. |
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Nicolae, M. (2016). Study Programs in English in Non-Anglophone Countries: Looking at Impacts and Challenges from a Romanian Perspective. In Challenges, Performances and Tendencies in Organisation Management (pp. 97-106). |
This article outlines about the learning programs which are found in the non-Anglophone coumtries. |
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Dopson, L. R., & Hayes, D. K. (2015). Food and beverage cost control. John Wiley & Sons. |
This article talks about cost control in the food and beverage industry. |
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Jung, H. S., & Yoon, H. H. (2012). The effects of emotional intelligence on counterproductive work behaviors and organizational citizen behaviors among food and beverage employees in a deluxe hotel. International Journal of Hospitality Management, 31(2), 369-378. |
This article focuses on good leadership and how it impacts behaviors of employees in the food and beverage industry. |
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Jean-Marie, M. C. B. G.2013 The challenges to and the need for international research in educational leadership. |
This article outlines the issues connected to the research conducted internationally in the context of educational leadership. |
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Harrison, P., & Jackson, M. (2013). Integrated marketing communications and power imbalance: the strategic nature of marketing to children and adolescents by food and beverage companies. In Advances in communication research to reduce childhood obesity (pp. 33-76). Springer, New York, NY. |
This article explores the nature of marketing to children based on food and beverage. |
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Zopiatis, A., &Constanti, P. (2012). Extraversion, openness and conscientiousness: The route to transformational leadership in the hotel industry. Leadership & Organization Development Journal, 33(1), 86-104. |
This article talks about impacts of transformational leadership on hotel industry. |
References
Dopson, L. R., & Hayes, D. K. (2015). Food and beverage cost control. John Wiley & Sons.
Harrison, P., & Jackson, M. (2013). Integrated marketing communications and power imbalance: the strategic nature of marketing to children and adolescents by food and beverage companies. In Advances in communication research to reduce childhood obesity (pp. 33-76). Springer, New York, NY.
Jean-Marie, M. C. B. G.(2013) The challenges to and the need for international research in educational leadership.
Jung, H. S., & Yoon, H. H. (2012). The effects of emotional intelligence on counterproductive work behaviors and organizational citizen behaviors among food and beverage employees in a deluxe hotel. International Journal of Hospitality Management, 31(2), 369-378.
Labassi, T. (2009). Periphery Non?Anglophone Scholarship in English?only Journals: Conditions of a Better Visibility. Changing English, 16(2), 247-254.
Nicolae, M. (2016). Study Programs in English in Non-Anglophone Countries: Looking at Impacts and Challenges from a Romanian Perspective. In Challenges, Performances and Tendencies in Organisation Management (pp. 97-106).
Odunlami, I. B., & Matthew, A. O. (2014). Compensation Management and Employees Performance in the Manufacturing Sector, A Case Study of a Reputable Organization in the Food and Beverage Industry. International Journal of Managerial Studies and Research (IJMSR), 108-117.
Schedlitzki, D., Case, P., & Knights, D. (2017). Ways of leading in non-Anglophone contexts: Representing, expressing and enacting authority beyond the English-speaking world.
?liwa, M., & Johansson, M. (2014). How non-native English-speaking staff are evaluated in linguistically diverse organizations: A sociolinguistic perspective. Journal of International Business Studies, 45(9), 1133-1151.
Zopiatis, A., &Constanti, P. (2012). Extraversion, openness and conscientiousness: The route to transformational leadership in the hotel industry. Leadership & Organization Development Journal, 33(1), 86-104.
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