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

This assignment explores the critical roles of leadership and management in enhancing the operational efficiency of Marks & Spencer, a renowned retail chain. It delves into the distinctions between leadership and management, examining various theories and models like situational leadership, systems leadership, and contingency theory. The report analyzes the impact of external factors on operational management and decision-making, highlighting the importance of strategic planning and adaptability in a dynamic business environment. By evaluating the strengths and weaknesses of different approaches, the assignment provides insights into how Marks & Spencer can leverage leadership and management principles to achieve its business objectives and navigate the complexities of a globalized marketplace.

Operations management
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Table of Contents
Introduction......................................................................................................................................4
Part 1................................................................................................................................................5
LO1 Differentiate between the role of a leader and the function of a manager..........................6
P1 Define and compare the different roles and characteristics of a leader and a manager.....6
M1 Analyse and differentiate between the role of a leader and function of a manager by
effectively applying a range of theories and concepts.............................................................9
LO2 Apply the role of a leader and the function of a manager in given contexts.....................11
P2 Examine examples of how the role of a leader and the function of a manager apply in
different situational contexts..................................................................................................11
P3 Apply different theories and models of approach, including situational leadership,
systems leadership and contingency......................................................................................13
M2 Assess the strengths and weaknesses of different approaches to situations within the
work environment..................................................................................................................15
D1 Critically analyse and evaluate the different theories and approaches to leadership in
given contexts........................................................................................................................16
Part 2..............................................................................................................................................17
LO3 Demonstrate an appreciation of the role leaders and managers play in the operations
function of an organisation........................................................................................................17
P4 Explain the key approaches to operations management and the role that leaders and
managers play........................................................................................................................17
P5 Explain the importance and value of operations management in achieving business
objectives...............................................................................................................................19
M3 Evaluate how leaders and managers can improve efficiencies of operational
management to successfully meet business objectives..........................................................20
2

LO4 Demonstrate an understanding of the relationship between leadership and management in
a contemporary business environment.......................................................................................21
P6 Assess the factors within the business environment that impact upon operational
management and decision-making by leaders and managers................................................21
Laws.......................................................................................................................................22
M4 Analyse how these different factors affect the business environment and wider
community.............................................................................................................................23
D2 Critically evaluate application of operations management and factors that impact on the
wider business environment..................................................................................................24
Conclusion.....................................................................................................................................25
References......................................................................................................................................26
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Introduction
This assignment is formulated in order to thoroughly evaluate the necessity of management and
leadership for increased competency of Marks & Spencer performance. For easier understanding
difference between management and leadership is presented. Diverse manager's functions are
described that can enhance the organisational performance. Leadership importance is highlighted
those can be suitably adopted for organisational benefits. Further significant approaches and
concept for effective operational management at Marks and Spencer are being evaluated.Role of
management has been illuminated for efficient operation execution in the firm.Organisational
factors for decision makingare identified as well.
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Part 1
Introduction
Marks & Spencer is a very popular retail chain group which specializes in clothing selling. The
134 years old firm is having 979 stores across the UK. The company is planning to grow
international and is need to expand its staff along with some major change introduction for
performance enhancement. The workforce is in need to prepare for future introduction thus are in
need to be properly introduced with various beneficial management and leadership forms.
Executive summary
A report is presented here regarding various leadership theories and their proper adoption
impacts on Marks & Spencer. For enhanced efficiency level while growing in size and market,
the company and its workforce are in need to understand the importance of good management
and leadership that can help attain their aligned goals.
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LO1 Differentiate between the role of a leader and the function of a manager
P1 Define and compare the different roles and characteristics of a leader and a manager.
Leader
The term can be defined in various aspects as a person with an art of leading. Leader must be
possessed with a course of accountable actions that provide the followers with significant
motivation, vision, support, and improvements with effective attitude (Hitt, et. al., 2016).
Leadership comes with responsibilities to provide followers with effective information,
knowledge and methodologies to attain their vision. Leadership skills are engaged to make
multiple minds follow a converging direction.
Several characteristics of a good leader are:
 Considering the process of working as an interpersonal process in which proper guidance
and influence are required.
 The processing is a group effort that involves some effective integration (Kato, et. al.,
2015)
 Understanding that an impacting leadership is about being situational and must always be
adaptive thus moulding the workforce behaviour.
Manager
A person with a bunch of responsibilities for administrating workforce or an organisation with
skills to manage resources is known to be a manager. Management is to organise and control and
guide workforce to work for the organisation.In business streams managers work with their
knowledge and specialities to make the most possible profit for the organisation they work for
(Hitt, et. al., 2016). Firm’s activities and employees are to be seen by manager with required
supervision. Work alignment and goal attainment are the benchmarks that managers can help
reach.
A few characteristics of a good manager are:
 To be able to become a good leader to lead employees effectively
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 Possessing significant amount of knowledge and experience to work with and for
diversity at organisation for organisational goal attainment
 Appreciable utilization of resources while bringing the best possible results
Comparative analysis between leader and manager
Leader Manager
Workforce They have people who follow
them willingly
They have people working under
them and for them
Accomplishment for workforce Leaders provide vision at M&S
for their followers for them to
become reality
Managers are goal oriented and
are focused on controlling the
situations to achieve the same
(Walker, et. al., 2015)
Existence value Leaders are focused to induce
change and find better ways to
improvise, thus are known to be
change agents (Hitt, et. al., 2016)
Managers tend to stick to what
they are supposed to work while
at the same time structuring and
refining the process the flow for
betterment at M&S
Roles and responsibilities Leaders are responsible to build
relationships and stay focused on
people. And in order to realise
their vision, they need to
influence their stakeholders while
generating sense of trust and
loyalty (Walker, et. al., 2015)
Leaders coach their followers to
their potential and help them
grow optimistically
In order to attain goal and
achieve success they are more
dependent on analytical system;
thus focusing on necessary set of
structures for attainment of
desired outcome.
Managers are more of formal and
provide tasks while providing
necessary guidelines to execute
them successfully
Authority and power Leaders in Marks & Spencer
have the power to influence their
followers. This is the basic level
where leaders need power.
However, they may not have the
same level of authority or rank
Managers have more of authority
than common leaders working
under them. They have formal
right to provide order to people
working under them. However, it
is not necessary that they possess
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via official post same levelof power over workers
(Hitt, et. al., 2016).
Risk-taking They are always ready and
willingly take on risks to try new
while failing numbers of times
and then attaining unique success
(Hitt, et. al., 2016)
Managers try to work in a
manner to reduce the risk factor
while controlling and avoiding
problems (Walker, et. al., 2015)
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M1 Analyse and differentiate between the role of a leader and function of a manager by
effectively applying a range of theories and concepts
Hard and Soft powers of leadership
For leadership to be effective a perfect bed of hard and soft skills is necessary since the major
responsibility of leader is to influence. Two majorly important hard powers to be significantly
used by leaders are political skills and organisational capacity (Kato, et. al., 2015).Organisational
capacity at M&S can be referred as hiring, firing and compensation for strategy development.
Political skills include beneficial arrangements, inspirations, trust network development, etc.
A set of soft skill required for leaders at M&S is communication, emotional intelligence and
vision. Emotional intelligence is the empathetic capacity of leader that channel personal passion;
further, he must possess effective communication capabilities (Mahadevan, 2015). In addition to
them to have attractive and inspiring vision is another soft skill.
Mintzberg's Management Roles
The management roles can be categories to be important of three forms interpersonal, providing
informational ideologies, informational, involvingprocessing of the information and decisional,
involves the using up of the information. In accordance with theMintzberg's theory, as
illuminated by Madanayake& Gibson (2015), the ten roles can be categorised as:
Category Roles
Interpersonal Leader
Liaison
Figurehead
Informational Disseminator
Monitor
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Spokesperson
Decisional Disturbance handler
Entrepreneur
Negotiator
Resonance allocator
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LO2 Apply the role of a leader and the function of a manager in given contexts
P2 Examine examples of how the role of a leader and the function of a manager apply in
different situational contexts
Henry Fayol had introduced the concept of 5 functions he identified that must be performed in
daily functions while executing roles as leader and manager (Crane &Matten, 2016). A brief of
these five functions are:
Figure 1:Fayol’s 5 managerial functions
(Source: Author)
 Planning
Significant planning for unpredictable future, while developing strategic objectives to
attain set goals, is necessary for Marks & Spencer. It can optimistically shape the
company. Organising
Efficient organisation of workforce and structure as per the need of Marks & Spencer is
termed as an organisation (Kerzner&Kerzner, 2017). This involves engagement and
training of right people for right job. Commanding
For Marks & Spencer to achieve its goals, seamless communication of policies and vision
is necessary. Standards must be followed while treating subordinates and supervising
them. Coordinating
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Harmonising the activities and processing of Marks & Spencer for meaningful outcome is
effective coordination. Company and workers must compliment via adjustment provided
by managers (Crane &Matten, 2016). Controlling
Workforce activities and actions must fall in-line with the company’s objectives and
policies. Managers must thoroughly observe and then report any noticed deviation thus
enjoying controlling power.
Marks & Spencer’s complexities may not be completely covered under presented factors but for
functional view, the workforce management base can be set thus enhancing work output and
relationship among workforce (Kerzner&Kerzner, 2017).
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P3 Apply different theories and models of approach, including situational leadership,
systems leadership and contingency
Situational leadership
Those initiative hypotheses that accentuate certain particular circumstance that may cause
absence of progress are known to be Situational leadership. It alludes to when the pioneer or
supervisor of an association must alter his style to fit the advanced level of the adherents he is
endeavouring to impact. The principle obligation of a leader is to build profitability for the
association (McCleskey, 2014). Marks and Spencer can assemble assurance among
representatives and make a profitable domain with Situational leadership.
Figure 2: Leadership styles in phases
(Source: Whitehead, 2016)
Majorly supported leadership styles under this theory are:
 Directing. For proper management of new roles with no experience a directing or direct
reporting style must be acquired by Marks & Spencer leaders (Lynch, 2015)
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 Coaching. To expand relationship development and attain trust proper encouragement is
engaged in such style.
 Supporting.Not much of instructions and monitoring is done however complete support
is provided focusing hard on relationship building but the task (McCleskey, 2014).
 Delegating. Praising is provided with lesser of attention to task driving and monitoring is
provided.
Fiedler’s Contingency Model
Ratings are considered by the least preferred co-worker or LPC that reflects the personality traits
of leaders andtheir effectiveness. There are further two divisions, low-LPC and high. The latter is
focused on task execution and delivery (Lamminen, et. al., 2015). The other High-LPC is more
of employee oriented.
At Marks & Spencer, the leadership controlling can be executed by accessing property. Further
relationship with members and leadership is reflected by their support. Task structuring and
position power to achieve organisational goals are majorlypreferred at M&S.
The Normative Leadership Theory
Normative Leadership Theory model accentuates an authoritative culture where the necessities
of the gathering and the individual are in a condition of adjusting with one another (Vroom, et.
la., 2015). The standard is to be steady, yet difficult of ourselves and each other with a specific
end goal to augment the gathering and individual potential.
Whenever strife or group issues emerge every day, the Normative Leadership information and
aptitudes fill in as a casing of reference for "how to" usefully resolve them (Miner, 2015). The
individuals who endeavour to conceal or "turn" reality to stay away from responsibility for their
activities, discover they have issues to cover up when the Normative Leader utilizes his/her
aptitudes to sensibly, professionally and unquestionably, peel away the symptomatic layers of
political talk to reveal the actualities and truth in tending to the genuine issue
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M2 Assess the strengths and weaknesses of different approaches to situations within the
work environment
Every aspect has its pros and cons. For situational leadership these states are described as
following:
Strengths
For its implication at Marks & Spencer which has a very huge staff, the theory is very simple to
understand and implement.Adjustments made by leaders and management under this theory are
fruitful for most cases (Kerzner&Kerzner, 2017).
Also, this style puts the relationship that is maintained between manager and employees at the
centre of management experience within Marks & Spencer.
Further, this leadership form realises the need for flexibility, this saves the workers from being
demoralised in many situations
.Weaknesses
The flexible characteristic can be too emphasised on worker’s immediate needs in several
situations. This can shift the long-term objectives of Marks & Spencer (Bolman& Deal, 2017).
In addition, there may arise several situations where the managers of Marks & Spencer find it
difficult to become flexible where they must be task-oriented for the sake of company benefits.
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D1 Critically analyse and evaluate the different theories and approaches to leadership in
given contexts
When it comes to the situational leadership model the impact of the four traits’ competency may
fluctuate as per the company processing for managers and leaders.
 Directing. The managers with extreme flexibility have chances to be compromising with
company standards of Marks & Spencer. Whereas too stiff protocols can be demoralising
for workers and candidates.
 Coaching. Adoption to worker-friendly coaching style is necessary in today’s world for
proper cooperation (Grant, 2016). Too much of the extent can break the regulatory
behaviour of workers thus affecting the work environment.
 Supporting. Leaders must support the workers to the point where they are improving.
However, the boundaries where Marks & Spencer firm is being compromised must be
avoided and conserved for brand loyalty (Bolman& Deal, 2017).
 Delegating. Every action taker is in need to be praised for significant motivation. Excess
of such course can lead the worker into delusion and can spoil the work behaviour
recoiling at the Marks & Spencer management.
Conclusion
With the report so formulated, a proper sketch of leadership and management roles is drawn that
can help the workforce of Marks & Spencer understand the difference and importance of each
term. As the company expands the newer introductions can thus be exposed to the situational
leadership style which can be applied under some company controlled regulation to stop it from
going overboard and spoil the organisational behaviour (Bolman& Deal, 2017). It is highly
recommended to choose the leaders and managers very carefully keeping the difference in role in
focus.
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Part 2
LO3 Demonstrate an appreciation of the role leaders and managers play in the operations
function of an organisation
P4 Explain the key approaches to operations management and the role that leaders and
managers play
Several operational management models are discussed as follows:
 Total quality management (TQM)
It is a Japanese style management for operational quality improvisation.According to
Jaques (2017), it is very popularly known to be an umbrella methodology that
continuously improves the process quality while working on knowledge of various
principles & practices such as the analysis of quantitative and non-quantitative data,
behavioural sciences, process analysis & economics theories.
Figure 3: The TQM circle
(Source: Haque, 2016)
 Just in time (JIT)
It is more of strategy driven approach for production. It emphasises improving the
investment of business via reduction of business inventories and carrying cost. This scan
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is attained by improving the employee involvement, fastening flow of production and
enhanced quality (Grant, 2016).
Figure 4: Improving operational capabilities
(Source: Haque, 2016)
 The 5S methodology
It consists of a list of how organisational workspace can be improvised for effective and
efficient operation. The list includes: sorting, systematic Cleaning (Shine), standardise,
straightening or Setting in Order to Flow & Service (Bolden, 2016). These can help in
improving the safety at M&S. Further, it can elevate employee morale, establish control
and convenience in work practices or operations.
According to Armstrong & Taylor (2014), major responsibilities of an operational manager
include:
 Cost management - Reduction in cost of production and services till delivering them to
customers is an ideal case for Marks & Spencer. For some associations in the private
division, driving down expenses through effective activities administration gives them a
basic aggressive edge.
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 Human resource management–Management of people who work directly and indirectly
in providing support is the key to operation management for Marks & Spencer. People of
firm are the major resource of all.
 Asset management – Significant management of the firm’s facilities, buildings,
equipment and the stocks heavily support the operation execution.
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P5 Explain the importance and value of operations management in achieving business
objectives
The implication of operation management adds significant value to M&S’s services and products
range. This is particularly attained with the enhanced quality control that is brought about in
production system. Value to product is brought with basic responsibility distribution and
management. It also airs the long-term planning execution with maintaining the health of Marks
and Spencer. The product quality and relationships with their customers are essentially
improvised that stabilised the operational and financial health of the firm (Armstrong & Taylor,
2014). This stability has provided the company with ample opportunities to realize recognise and
plan for new products and innovations.
.A successful operational management aids in administration of product and service production,
support and distribution. The direct impact of a successful operational management is on the
quality and cost. When executed effectively, it can help in enhancing product features via
feedback management and product development (Grant, 2016).Manufacturing and quality issues
of Marks &Spencer can be eliminated simultaneously.
The value-added processing can prove to be a huge leap towards the objective attainment of
Marks & Spencer. The firm can now provide the best possible quality of their product to the
satisfactory level of its customers. This not only helps the firm to grow but to grow strong in
market competition while adding to the brand value (Bolden, 2016). By connecting working
techniques and activities with the general procedure of the association (counting engineering,
monetary, marketing, and data framework methodologies) cooperative energy can come about.
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M3 Evaluate how leaders and managers can improve efficiencies of operational
management to successfully meet business objectives
Operational excellence can be understood as is the outline and the execution of the coordinated
frameworks and procedures that make continuous changes and greatness in an organization's
vital, aggressive and operational qualities through speed, adaptability and cross-reason
versatility, while likewise concentrating on the client's needs and keeping the workers positive
and enabled with key reason (Teece, 2016).
Via good communication, long-term marketing & relationship building, collaboration, etc.
alignment in vision of workforce can be visibly practiced. Well established R&D and customer
immersion lab enable M&S to make new advancements, items, administrations and systems,
which will enable it to get into new markets previously others in your industry (Bolden, 2016).
Making a long haul area and hazard administration examination and reconfigure the business as
needs be can aid in executing long-term planning. M&S makes magnificence in unpredictability
administration while creating and actualizing powerful lean procedure.
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LO4 Demonstrate an understanding of the relationship between leadership and
management in a contemporary business environment
P6 Assess the factors within the business environment that impact upon operational
management and decision-making by leaders and managers.
Considering the adoption of a successful operation management for Marks &Spencer,there is
also a need to consider the external factors those can predict the future of outcomes.The firm is
expected to have contingency plans to successfully deal with them to negate the effects of these
factors:
Factors Impacts
Finance Big banks' solvency and financial institutes have a
huge impact on the lifespan of Marks & Spencer
(Teece, 2016). It can indirectly affect the interest
rates on which the business is running. The credits
and customer loans are the factors that the firm
must be considerate about.
Weather One very influencing factor that affects the
decision making in operational management of
Marks & Spencer is weather (Boyd, et. al., 2017).
The decision to open the doors, the product range
to be displayed, the offers to be made available etc.
are governed by this factor.
Economy A globally rising factor that can potentially rise and
affect the business of Marks & Spencer. He
retailing price, selling and buying as well as all the
strategic plans are dependent on this factor for
execution. Market fluctuation and currency
devaluation are two potential example of
unexpected commercial recoil.
Customer Base The target demographic may undergo changes over
any period of time. Every such change brings about
the need to induce some strategic planning. Even
the cultural base can highly affect the negativity
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and positivity of any decision at Marks & Spencer
with changing demographics (Grant, 2016).
Laws The federal and local laws can severely impact the
business and service of Marks & Spencer. The
products sold by the firm are in need to meet with
regulations set by the government of UK.The
setting up of theseregulations is beyond control
however it adversely affects the business deals.
Infrastructure Marks & Spencer is a very popular site for visitors
in order to meet requirements of daily to fashion
needs. Changes in personal and local area can be
very much fortuitous or disastrous for the company
(Boyd, et. al., 2017). The location success in retail
sector is no hidden factor.
Trends With changing technologies and marketing
statistics, there are various changes that are in need
to be addressed in time. Use of social media is what
Marks & Spencer have recently aimed to expand
internationally. Remaining on the wrong side of
any trend can be harmful to the firm.
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M4 Analyse how these different factors affect the business environment and wider
community
Several of the factors have been analysed against Marks & Spencer work-environment. The
factors are evaluated for the management decisions responds and their impacts.
Customer base
For the condition where the firm suffers sudden changes in demographic taste, the management
must be prepared to induce simultaneous changes. Proper customer service training is in need to
be provided with significant guidance (Boyd, et. al., 2017). Feedback management and action in
accordance can be taken by leaders to keep in touch with even minute changes that may occur.
Technology
Management must be well qualified and technologically trendy to be alert enough to understand
the need for Marks & Spencer in reference to customers. What is essential for the market
competition must be executed well enough while satisfying the needs of their customers (Bolman
Deal, 2017). Growing international askes for adjustments with the hosting boundaries, this must
be managed.
Finance
Managers can optimally utilise the exposure of resources for use and to be kept in stock as per
the market and company's financial states. Strategic plans and offers can be made with
significant use of workforce under effective leadership beneficial for Marks & Spencer.
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D2 Critically evaluate application of operations management and factors that impact on
the wider business environment
Marks & Spencer has grown strong on the base of both effective management decisions and
quality workforce environment. From customers' point of view, the company had been
maintaining their integrity and processing to satisfy their customers pretty seriously. However,
they are in need to expand through their boundaries to reach to their customers from cross
countries (Grant, 2016). Owners have their profit point of view which seeks for more of
demographic to extend to. The factors discussed above must be moulded in favour of Marks &
Spencer’s present potential and resource availability to fulfil their objectives. Consideration of
weather of the target country the management must be selective in product of retails. The
culture of the demographics must be focused since it plays major role in determining the trends
and interest of customers.Technological advancement is an inevitable factor to be properly
managed; however, the advancement must be in accordance with the target and resources of the
firm (Boyd, et. al., 2017). Being too flexible can be dangerous for the existence overseas due to
lack of impression and personal resource in boundaries. The competition shall remain furious
which can be aimed to be addressed with the counter of quality products and services with
strategic planning led by management and leaders of Marks & Spencer.
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Conclusion
Considering the case of Marks & Spencer, with case of them growing internationally, the
preceding assignment was sketched. For easier understanding difference between manager and
leader was presented. Leadership importance was highlighted those can be suitably adopted for
organisational benefits. Diverse manager's functions described those can enhance the
organisational performance. Further significant approaches and concept for effective operational
management at Marks and Spencer were being evaluated. Organisational factors for decision
making were identified as well. Role of management had been illuminated for efficient operation
execution in the firm.
26

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