Marks and Spencer: Structure and Culture

Added on - 18 Dec 2019

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ContentsIntroduction –........................................................................................................................................3Organization structure...........................................................................................................................3corporate culture at M&S......................................................................................................................4Management style followed by M&S....................................................................................................4Performance Management...................................................................................................................5Training & Development.......................................................................................................................5Conclusion -...........................................................................................................................................6References –..........................................................................................................................................6
Introduction –Marks & Spence popularly called M&S is a British retail giant based in London with a global presence.It retails in clothing, home & gourmet food products. The Company in the 1990’s had exemplaryprofits but the numbers started to decline in the early 2000’s because of heightened competition.The organization structure and culture of M&S was reorganized to increase profits and to evolvewith the changing times and to better tackle competition. This paper will talk about the currentorganization structure, Management style and corporate culture followed by M&S today andemphasize the roles that Performance management and Training & Development play in enhancingproductivity.Organization structureThe current organization structure followed by M&S is Flat. A flat organization structure follows theshape of a pyramid but is not as sharp. The top and bottom level of the pyramid are not vastlyseparated by the existence of many levels of middle management.This structure was adopted so that the employees could be given a chance to share moreresponsibility and take accountability for their performance thereby empowering them. This alsogives employees a chance to understand consumer needs through direct interaction (Broman,2017).A more flexible and flat style of management enables employees to participate in the process ofdecision making by removing unnecessary bureaucracy and limiting the number of people that existbetween the administrative heads and base-line workers. Because of the elimination of so manymiddle staff, employees become more responsible and skilled as they are required to take promptaction and provide solutions and justify their action(Strinfellow, 2010). This was adopted by M&S sothat its workforce would become more capable without causing an additional dent in the company’sexpense. Since the communication flows easily from the top management to the base-line
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