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Management and Operations in Marks and Spencer : Report

   

Added on  2020-06-06

14 Pages3936 Words47 Views
Management and OperationsStudent’s Name:Lecturer Name:University Name:Page 1 of 14

Table of ContentsTask 1 (Covering LO1 and LO2- P1, P2 and P3):...............................................................................3-Introduction to the organization and management structure:...........................................................3-Definition and roles of both managers and leaders, highlighting the difference between management and leadership:...........................................................................................................................3-The different roles of management and leadership in application to different organizational situations, supported by theories and concepts:..............................................................................................4-How different contemporary management theories apply to the organization and support growth and sustainable performance:.............................................................................................................4-Conclusion on how managers and leaders make impacts on the organization and recommendations for future improvements:..................................................................................................................6Task 2 (Covering LO3 & LO4-P4, P5 and P6)...................................................................................6-An introduction to the key operations of the organization:..............................................................6-Details of each of the key operational functions, identifying the roles and responsibilities of managers in key operational functions:........................................................................................................7-Explanation of the key operational approaches to operations management and their value:................7Inventory management:...............................................................................................................8-An evaluation of the impact of external business environment factors that affect decision-making by leaders and managers:.................................................................................................................8-How operational efficiencies can be improved to successfully meet business objectives using appropriate management and leadership approaches:....................................................................10-Conclusion and supported recommendations for future improvements to be taken by the organization:...............................................................................................................................................10References:..................................................................................................................................11Bibliography:...............................................................................................................................12Page 2 of 14

Task 1 (Covering LO1 and LO2- P1, P2 and P3):-Introduction to the organization and management structure:Marks & Spencer is a British Institution that was founded in 1884 and emerged as a major retailer of food, household items and financial services. Marks & Spencer’s evolved as an International company with a very high profit margin. The company has rectified the old and backdated business strategy by modifying the corporate culture and strengthening the existing processes of the company. The form has developed an organizational culture that critically shapes the values and cultures of the employees and thereby, typically accommodating them under one roof. It is concerned with bringing the acute change in the organization, where the employees are susceptible to the change and market denomination on a wholly basis. The key stakeholders of the company comprises of employees, customers, management and shareholders in an integrated fashion.The Management is duly responsible for maintaining a firm control over the operations. They arekeenly absorbed in the company to maximize the company’s [profits and increase its profile in a deemed manner (Chen et al. 2015).-Definition and roles of both managers and leaders, highlighting the difference between management and leadership:Leaders are keenly associated with maintaining the ability of an individual to motivate and thereby, enabling others to contribute towards the effectiveness of the organization in a deemed manner. Managing inculcates the methodology to direct and control a group of one or more people in such a manner that the utmost coordination between the groups is chalked out in order to achieve a goal. The leaders are mainly people-oriented and are directed towards the resolution of conflicts at the personal level. Managers are rational problem solvers and are oriented towardslearning all the organizational members towards a cumulative direction in order to achieve a common task. The outcomes are also differentially aligned in both the cases, where the former is attached with achieving and the latter is attached with results only. The leaders in any company are simply oriented towards devising an alternative solution through which they can motivate thepeople to achieve excellence in their fields. On the other hand, the managers are deeply rooted with managing the short-term risks and thereby anticipating the values to eradicate the risks and Page 3 of 14

achieve success in life. The leaders follow a participative style while the managers follow a dictatorial style in different fields of operation (Evans and Peattie, 2015).-The different roles of management and leadership in application to different organizational situations, supported by theories and concepts:The Role theory emerge as a successful factors in motivating and managing the subordinates in the business allies and thereby, defining their roles within the organization. It redefines what the people act in their roles and how they perform their roles within the firm in a deemed manner.Role theory: Under the deemed aspect of role theory, the leaders redefines their own responsibilities within the firm and analyses the employees perspectives in different sections of conflict resolution and management role-play. At some situations, when the customer becomes distasteful to some service, the employees rather than acting on the manger behalf simply assign the role directly to the managers, according to the role theory. It is further disintegrated into two further sections that is resembled as formal and informal, where the formal theory evolves as the self-regulated policies and positions that are set by the upper management. The formal situation is referred to ascorporate culture and is oriented in implementing the suggestions on behalf of the organizational culture of the company. The leadership roles in the organization are highly decentralized and the employees are restricted to make a proper decision without the consent of the leader.The Role Conflict also forms a major part in the role theory as it directs the possible apprehension of a leader within the business organization and thereby, a set of expectations is seton the leader's behalf, in order to prevent the possible approach of conflicts in this role. It is highly advantageous in maintaining the proper standards in the firm and thereby, should pay their roles as per the employees demands in a synchronized manner (Brodie, 2015).-How different contemporary management theories apply to the organization and support growth and sustainable performance:The different contemporary theories of management are mainly accustomed at acquainting to thehugely changing norms of organizational environments. The different theories of management that applies to the organizational growth and sustainable performance of the company are regarded as:Contingency Theory:Page 4 of 14

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