Leadership and Management in Operations Management: A Case Study of Marks and Spencer

Marketing Management Operations
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Table of Contents
Introduction......................................................................................................................................3
P1: Define and compare the different roles and characteristics of a leader and a manager............4
P2: Examine examples of how the role of a leader and the function of a manager apply in
different situational contexts............................................................................................................6
P3: Apply the different theories and models of approach, including situational leadership,
systems leadership and contingency................................................................................................7
Task 2...............................................................................................................................................9
P4: Explain the key approaches to operations management and the role that leaders and managers
play..................................................................................................................................................9
P5: Explain the importance and value of operations management in achieving business
objectives.......................................................................................................................................10
P6: Assess the factors within the business environment that impact upon operational
management and decision-making by leaders and managers........................................................11
Conclusion.....................................................................................................................................12
Reference List................................................................................................................................13
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Introduction
An organization can be considered as a human community and the workforce its asset and that
customer is the moving force behind any business. In this context, the role of a manager is dual
carrying out the function of both a leader and a manager. The manager is person who wields
leadership skills and managerial acumen to guide, coordinate and supervise the work of the
employees in order to achieve the bigger business goals.
The chosen organization for this report is Marks and Spencer, UK. This report aims at
understanding the role and function of a manger and how different situational contexts in a
company demand the manger to adapt the skills and managerial attributes. It will analyse
theories to understand the concepts of operations management as both a function and a process,
under two broad heads – management and operations. This report attempts to understand how
effective management and leadership contribute in achieving business goals.
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P1: Define and compare the different roles and characteristics of a leader and a manager.
A manager of an organization, at any level, plays the dual role of that of a leader and a manager
to contribute effectively to achieve the business goals. An effective manager is one who can lead
and manage in different situations that an organization undergoes. In terms of leadership he
guides, motivates and communicates with the workforce to ensure higher productivity with least
inputs. His managerial attributes comes to fore when he initiates and leads effective and efficient
processes and operations.
Role and Characteristics of a Leader and a Manager: Roles are specific actions, behaviours
or characteristics that a manager is expected to possess. An entry level the manager at M&S is
expected to know his techniques and processes the most efficiently. The manager’s skills as
effective communicator should come next and the knowledge of concepts can follow.
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Figure 1: Mintzberg’s Managerial Roles
(Source: Kumar, 2015)
Henry Mintzberg chalks out 10 managerial roles grouped under 3 broad categories –
interpersonal, decisional and informational. According to him the role of a leader falls under the
broad head of interpersonal roles (Kumar, 2015). An entry level manager is expected to display
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