Leadership and Management at M&S

This assignment delves into the crucial roles of leaders and managers within Marks & Spencer (M&S). It examines various leadership theories and approaches to enhance their efficiency. The paper also discusses operations management concepts and how they contribute to achieving M&S's business objectives. Furthermore, it analyzes internal and external factors impacting decision-making and operations management within the company.

MANAGEMENT AND
ORGANISATION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Roles and characteristics of leader and manager..................................................................1
M1. Difference between role of leader and function of manager...............................................3
P2. Application of role of a leader and function of manger in the context of different situation
.....................................................................................................................................................4
P3. Different theories and models of Leadership........................................................................4
M2. Strengths and weaknesses of different approaches..............................................................6
TASK 2............................................................................................................................................6
P4. Key approaches to the Operations Management..................................................................6
M3. Influence of leaders and management in improving efficiency of operational management
.....................................................................................................................................................7
P5. Influence of operations management in achieving business objectives................................7
P6. Factors of business environment that have an impact upon decision making and
operational management.............................................................................................................7
M4. Impact of factors to business environment and community................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Effective management is key to the success of any business organisation. Management
walks behind the organisation and is an essence to the achievement of organisational goals and
objectives. Need of effectual management arises the need of effective and efficient leaders and
management. For the better understanding of report, discussion is done on the functions of Marks
and Spencer that is a British multinational retail store with the headquarters in London. Present
report focuses on the efficiency of leaders and managers in the achievement of organisational
objectives. The role of manager and leader is often understood as of contradict nature. Therefore,
report also focuses on role of leaders and function of manager in an organisation along with the
difference between both. Further, various leadership and operations management theories has
also been provided that can help M&S in achieving its objectives.
TASK 1
P1. Roles and characteristics of leader and manager
Manager
Manager is a person who is responsible for administering and controlling a group of
people (considered as employees in the context of business) or an organisation. In order to have a
success of business, good management of the activities and group of employees is critical. At a
workplace, manager have different roles that are required to be fulfilled by manager so that
smooth running of business can be initiated (Jeanes, 2017). Below is the description of various
roles of manager and characteristic traits that a manager must posses.
Role of manager:
The success of an organisation depends upon the role and efficiency of manger in
performing tasks, leading subordinates and appropriate utilisation of resources. Following are the
roles of manager:
Interpersonal role: This role of manager is related to the interaction with people within the
organisation as well as outside the organisation. This includes greeting the visitors, providing
awards or merit certificates to extraordinary employees, motivating employees for doing
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handwork along with dedication and most importantly to act as a link between own organisation
and other organisation.
Informational role: Under this role, manager is required to receive and collect relevant
information and distribute the same whenever required (Washbush, 2013). This includes role of
monitoring like collection of such data that can significantly affect the activities of organisation.
Informational role also includes representation of organisation in front of customers, government
and other stakeholders.
Decisional role: The most important role of the manger is to take various decisions on regular
basis. For example, by assuming entrepreneur he has to take various decisions after assessing
risk along with taking other various decisions like expansion of business, etc.
Characteristics of manager:
A manager must possess different characteristics traits in order to perform his role more
efficiently.
Leadership: In order to lead group of employees, he must have leadership skills. Enthusiasm,
emotional stability, self assurance are some of the leadership traits.
Communication: Managers had to communicate with internal as well external persons and so
they need to have good communication skills. Having good communication skills also support
leadership qualities (Lush, 2014).
Planning: managers had to undertake number of tasks in a day therefore, he must be efficient in
planning his day to day tasks.
Problem-Solving: Mangers are required to solve various problems regarding, employee conflicts,
problems in launching of a product, etc. therefore he must be able to first to identify the problem
and then solve it.
Leader
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Leader is a person who need to look after the work of his subordinates for the completion
of a task within specified time. It is a person who leads or commands a group of employees on
the directions of manager. Leader possesses a high degree of control in an operation or a task.
Leader had to handle a specified team for a specified task.
Role of Leader:
 The basic role of a leader is to direct and organise people in order to perform task.
 To set a clear vision of task assigned to him along with the time frame for the completion
of task.
 Providing motivation to employees to achieve a task with its objectives and within
specified time by encouraging them to work hard and by also understanding any problem
situation faced by them (Latham, 2014).
 Providing guidance to the employees or subordinates, on how to complete task
appropriately and within time.
Characteristics of Leader:
Following are the leadership traits:
Flexibility: A leader need to be flexible in solving problems because not every problem requires
the same solution. He need to keep an open mind to get new ideas so that best possible solution
can be done to problems.
Direction: Leader is someone who provides direction to employees for completion of their tasks
and achieving personal goals and objectives.
Communication: communication is a most important that not just leader need to have but it is
important for each and every person in their personal life or professional life. Leader need to
communicate to its subordinates on regular basis for providing them assistance and direction for
which good communication skills are required.
Honesty: A leader should be honest towards its work and the organisation he is working for.
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M1. Difference between role of leader and function of manager
BASIS MANAGER LEADER
Scope Manager has a wider scope Leader has a narrow scope
Guidance Manager provide guidance to
all the leaders
Leader provide guidance to its
sub-ordinates
Role Manager act as a link between
leader and top level
management
Leader act as a link between
junior employees and
managers.
Approach Long term vision with
strategies
Short term administration
P2. Application of role of a leader and function of manger in the context of different situation
An organisation faces different situation in its day to day operations. These situations are
faced by leaders and mangers (Watson, 2013.). Both acts differently to various situations. For
example: In the context of M&S, following will be the role of leader and manager:
In case of deadline of a task:
Function of manager: To divide task among leaders so that the task can be completed within
time along with providing guidance to them.
Role of leaders: Delegating task into their sub-ordinates by providing them deadline for
completion of their part. Further, taking follow up about the present situation. Solving their
problems, if any.
In case of implementation of a new process:
Function of manager: making policies and processes of how the process will be implemented
within the organisation. Taking advice from top level management and preparing a plan.
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Role of leaders: Following up procedure set by manager and delegating work to subordinates.
Understanding the need of new process and providing the same to subordinates so that better
implementation can be done.
Diversification of business:
Function of manager: Assessing and evaluating relevant information that would be required for
determining the area for diversifying business. Analysing by applying various management
accounting techniques and taking decisions. Lastly conveying the decision to leaders.
Role of Leader: supporting the decision of manger by providing them all the necessary help.
P3. Different theories and models of Leadership in the context of M&S
Trait approach:
As per this approach, leaders are not made, they are born. This theory emphasizes on the
characteristics and traits of a leader which lead to their efficiency and effectiveness. However,
this theory does not provide common traits of leadership because all the leaders have different
personality and different way of seeing a problem.
Behavioural Theories:
The success of leadership is based on their behaviour, therefore, this theory emphasizes
on the identification of the behaviour of leaders that lead to their success. People oriented or task
oriented may be the behaviour of leaders (Nahavandi, 2016). Behaviour also leads to
differentiation in their decision making therefore, a leader must possess a proper behaviour.
Situational leadership approach:
As per this approach, style of leadership must match with the situation. Every situation
need to be handled in different styles, therefore, a leader must be able to use different style for
handling different situations. This approach was developed by Paul Hersey and Kenneth
Blanchard. According to this, a leader and a manger must be able fit his style as per the
requirement of situation and development level. Leadership style need to be change continuously
as per the needs of development in the organisation.
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System Leadership Approach:
This approach combines psychology and techniques of management development and
organisation development in order to provide appropriate leadership. System leadership
recognises that all the stakeholders have interest in business leadership along with addressing the
factors that requires delivery of leadership. This approach does not concentrate only on
leadership development but also focuses on organisational improvement and leadership practice.
Contingency approach:
This approach was created by Fred Fiedler in mid 1960's for studying the personality and
characteristics of leader (Contingency theory of Leadership, 2017). This model firstly identifies
the leadership style. According to this approach, efficiency of leader depends upon the matching
of leadership style to different situations. Following are the situations defined by contingency
approach:
Leader-Member relationship: it measures acceptance of leadership among organisational
hierarchies.
Task structure: It measures the clarity of tasks or projects.
Positional power: It measures the authority or power than a leader have to influence the
productivity.
M2. Strengths and weaknesses of different approaches
Different approaches of leadership have different strengths and weaknesses.
Strengths:
 Theory like trait approach builds upon the premise that leaders are distinctive from each
other.
 Different theories provide different benchmark for identification of the best leaders.
 All the theories are made after the confirmation of number of research (Latham, 2014).
 Few of the theories supports that leadership traits can be developed by experience.
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Weaknesses:
 All the approaches focus only on leaders and not on the followers of the situation.
 Various findings have been done and some of the findings lead to the uncertainty of the
validity of theories.
 Another drawback of few theories is that behaviour and trait of a person is innate and
hence it becomes difficult to develop and train them.
 It is not feasible for all the leaders to enact theories of leadership.
TASK 2
P4. Key approaches to the Operations Management
In order to make the production or operation function highly productive and smooth there
are wide range of approaches and systems included. With the help of these all, managers and
leaders of Marks and Spencer will be able to enhance efficiency and productivity in an effective
manner. Further, basic approaches along with roles played by managers and leaders are
explained below:
Six sigma approach: It is one of the important approach in which number of damaged
products are to be reduced up to the higher level. When M&S will apply this particular method in
operation department then number of damaged items will be reduced. It clearly indicates that
quality of products will enhance in the business. When looking at the proportion of damaged
goods as per six sigma then it is 0.06% behind per 1000 units (Six sigma, 2017). Further, it can
be said that, it will support to management for M&S for producing and delivering the higher
quality of goods and services among customers.
Lean production: Second method is lean production by which number of wastage items
are to be declined from the procedure of converting raw materials into finished products. Once
manager of M&S will implement lean production then it will be able to decline wastage which.
Due to this, manufacturing of total units will be improved with same raw materials as compared
to previous times.
Role of manager
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Key role played by manager is monitoring, controlling and evaluating procedures which
are implemented at the workplace of M&S. At the time of reviewing operation department, if
manager founds some problems then play role for resolving such issues incurred. Apart from
this, when new technologies and equipments are needed to apply in the firm then also manager
complete this work (Viljoen, Kruger and Saayman, 2014). Further, when production completed
then manager check or evaluate quality of retail goods which will be offered to customers later
on.
Role of leader
In the operation department, leader has basic role is to provide proper and appropriate
guidelines among team members. Further, to learn individuals that how any specific business and
team goals as well as objectives are to be achieved. Strategies and tactics which are needed to
accomplish tasks with high quality and on time are also provided by leader. In short, to explain
business goals and guide ways for achieving allotted tasks leader plays major role.
M3. Influence of leaders and management in improving efficiency of operational management
At the workplace of each organisation, it is highly necessary to boost up efficiency of the
operational department. The reason is that, it helps to enhance quality of products and services
and improve overall productivity in proper direction. In order to meet objective of enhancing
efficiency of operation function in M&S some methods are applied by leaders and managers.
One of the best approach is total quality management through which standard of retail services
will emphasise. Apart from this, just-in-time technique and Kaizen approach are also highly
considered methods for enhancing efficiency (Barry, 2017). Using just-in-time, all the products
and services will be delivered up to customers on time, with proper units. Further, Kaizen is
supportive for in continuous production at the working environment of M&S so that,
management able to decline cost of production and enhance efficiency properly.
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P5. Influence of operations management in achieving business objectives
Operations management helps in the smooth running or day to day operations of an
organisation as effectively and efficiently as possible. Therefore, these helps in achieving
ultimate business objectives and goals. Marks & Spencer with the help of Operations
management would be abler to achieve its objectives in a more efficient manner.
Approach of operations management like six sigma, by reducing the amount of defective
goods will enable the company in producing more quality finished goods which will ultimately
increase the sales volume of company. By enhancing the quality of product M&S can also charge
a higher amount of goods from its customers. Because, it is the general perception that consumer
will pay a good amount if he is getting a good quality product (Jones and George, 2015).
However, by reducing the number of damaged goods, cost of its production will also be reduced.
All these benefits will help M&S in achieving its objectives like, more profitability, increased
volume of sales and customer satisfaction. Another approach of operations management i.e. lean
production, enables company to reduce its wastage products by converting raw material into
finished goods. Decrease in the number of wastage will also benefit in achieving its
organisational objectives and ultimately increase in the market share.
P6. Factors of business environment that have an impact upon decision making and operational
management
As discussed above that mangers and leaders had to take different decisions for day to
day operations of a business. The decision making process and the operation's management can
be influenced by various internal and external factors of business environment. Likewise, such
business environmental factors also impacts the decision making in M&S.
External factors:
Economic factor: It is the economic dimension i.e. economic system in which M&S is
operating. This includes factors like inflation, interest rate and unemployment (Mahadevan,
2015). These factors can affect the decision making and operation management of M&S.
Technology factor: Technology is changing in each successive year. In the field of retail store,
the latest technology is online stores. If the company will not adopt the latest technology,
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consumers will not adopt the company. Therefore, this has a huge impact on decision making of
M&S.
Social factor: Demographic characters, customs and values are some of the social factors that
influence decision making process of an organisation. For example, M&S cannot develop an
advertisement plan that either directly or indirectly affects a group of people or society. By doing
so, brand image if the company will get affected and will also lose its customers.
Political factor: This includes government laws, business and government relationship.
Government is a key stakeholder of the business in which it is operating. Therefore, policies of
government affects can affect management operations of decision making process of M&S.
Internal Factors:
Internal factors like competitors, customers, suppliers, and employees may have a
significant impact on the decision making of a company. All these have their own objectives,
fulfilment of such objectives is expected from the concerned organisation. For example,
customers want the best quality services and products, therefore, decisions like production
process or choosing of raw material gets affected by their influence (Heizer, 2016). Likewise,
employees of M&S would expect growth from and more incentives, and decision of company
like recruiting staff at senior level from outside can get affected by the objective of employees.
However, it will not be feasible for M&S to consider all the factors of business
environment, But while making decision company must remember that objectives of any of the
stakeholder or any of the factor does not get affected.
M4. Impact of factors to business environment and community
The above discussed factors can significantly affect the business environment of M&S
along with the community in which the company is serving. Each of the factor is related to
different group of people that have legitimate interest in the operations of business. Their
personal objectives and desires from the company affects the business environment as well as the
society.
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CONCLUSION
From the above report it has been concluded that, managers and leaders are the pillars for
effectual operation's of any organisation. The report is based upon role of leaders and functions
of managers that can significantly impact the smooth running and the achievement of objectives
of M&S. Various leadership theories and approaches have been discussed, that can help M&S in
increasing the efficiency of leaders and managers of the company. Further the approach of
operations management has also been discussed along with how this concept will help in
achieving the ultimate business objectives of M&S. Various internal and external factors that
affect decision making and operations management has been also discussed.
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REFERENCES
Books and Journals
Heizer, J., 2016. Operations Management, 11/e. Pearson Education India.
Jeanes, E., 2017. Are we ethical? Approaches to ethics in management and organisation
research. Organization. 24(2). pp.174-197.
Jones, G. and George, J., 2015. Contemporary management. McGraw-Hill Higher Education.
Latham, J. R., 2014. Leadership for quality and innovation: Challenges, theories, and a
framework for future research. Quality Management Journal. 21 (1). 5.
Lush, A., 2014. Fundamental personal information management activities–Organisation, finding
and keeping: a literature review. The Australian Library Journal. 63(1). pp.45-51.
Mahadevan, B., 2015. Operations management: Theory and practice. Pearson Education India.
Nahavandi, A., 2016. The Art and Science of Leadership -Global Edition. Pearson.
Viljoen, A., Kruger, S. and Saayman, M., 2014. Understanding the role that Quality of Work
Life of food and beverage employees plays in perceived service delivery and productivity.
Southern African Business Review. 18(1). pp. 27-52.
Washbush, J. B., 2013. Management and Organisation Development. Journal of Management
Development.
Watson, T., 2013. Management, organisation and employment strategy: new directions in theory
and practice. Routledge.
Online
Barry, C., 2017. 10 Ways to Improve Warehouse Efficiency and Reduce Costs. [Online].
Available through: <http://multichannelmerchant.com/blog/10-ways-improve-warehouse-
efficiency-reduce-costs/>.
Contingency theory of Leadership, 2017. [Online] Available through
:<https://www.explorepsychology.com/contingency-theory-leadership/>.
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