Management Style, Leadership Style, and Motivation Strategies at Marks and Spencer

This report discusses the management style, leadership style, and motivation strategies used at Marks and Spencer. It also examines the steps taken by the CEO to bring change in the organizational structure and the effect of power, influence, and conflict at M&S.

THEORY AND PRACTICE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
A) Managerial style of CEO suitable managerial model.............................................................3
B) Step has been taken by the CEO bring change in organization structure...............................5
C) Leadership style used by CEO to enhance organisation effectiveness...................................6
D) Effect of power, influence and conflict at M&S....................................................................7
E) Types of Motivation strategies used at Marks and Spencer...................................................8
F) Use appropriate corporate example and literature to justify the research...............................9
G) Suggestion and recommendations (Strategies) for increasing performance of M&S............9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
Management style is a particular way adopted by the management of a company to
accomplish the objectives of an organisation. It involves the way in which decisions are made by
the managers, how managers undertake to plan and organise the activities of the organisation and
authorities has been exercised by the management to ensure proper flow of work and timely
accomplishment of organisational objectives in an effective and efficient manner (Gunasekaran
and et.al., 2018).
In the same way, there are various leadership styles within every organisation by adopting
which leaders are managing to provide directions, plan implementation and motivation to people
within organisation.
The present report is based on Marks and Spencer which is UK based MNC into the retail
sector selling foods and home products and clothing products. In the context of M&S the
discussion pertaining to management styles will be done as adopted by the CEO of the company
along with the examination of steps that can be taken by the CEO of the company towards
changing organisational structure of the company in order to secure higher performance. Also,
analysis of organisational culture of the company will be done by stating the influence it has on
the employees of the company.
Along with the management style, leadership style of M&S will be discussed by
highlighting its contribution in the overall effectiveness of the organisation. Analysis of M&S
will also be done on the ground of power, influence, conflict and motivation strategies adopted
by the management which are playing a noticeable role in the success of the company in the
market. At last, recommendation will be made regarding what strategies should be adopted by
the management of M&S in order to enhance their performance.
A) Managerial style of CEO suitable managerial model
Manager is responsible for planning, organizing, integrating, controlling and coordinating
diverse range of people and task so that end objectives of the company can be achieved. So, it is
the person that supervise task and activities that are performed by each individual in the
organization. So that corrective action can be taken to motivate them to enhance their existing
performance and productivity to maximum extend. Marks and Spencer is huge retail
organization working with range of employees that are working hardly and determinedly for
success and growth of business in external environment (Lopatta and et.al., 2019). The manager

of M&S has make use of different managerial style to manage the resources and employees so
that company can have retained competitive advantages. In order to understand the type of
managerial styles that has been used by manager of company, Managerial Grid will be used that
can be illustrate in detailed as follows:
 Country club leadership: This states that the manager is high concern about the people
rather than production thus it focusses on building strong relationship among the team
member through finding out alternative method to resolve them. Marks and Spencer
manager has given more importance to its employees and their relationship so that they
are motivated to enhance their performance and productivity. It has tried to cultivate
such an culture in which employees avoid chance of conflict and are motivated to work
as team for achievements of end goals (Sari and Bashori, 2020). Along with it, the
manager has also provided appropriate guideline, supportive working environment to
individuals. Thus it has helped in retaining maximum talented employees in the
organization.
 Perish leadership: The manager of M&S has lay emphasis low on production as
compared to concern on people as it states that human are important individuals that
helps in providing qualitative services to customers. Thereby it by motivating and making
employees happy and satisfied to maximum extend is able to helped company in gaining
competitive positioning in retail sector of UK (Sari and Bashori, 2020).
 Middle of road leadership: The manager gives importance to both production as well as
people, likewise, in M&S the manager takes all decision of the company through
considering the viewpoint and ideas of employees. Thus the final decision of manager is
majority depend upon the view or feedback of maximum number of individuals that are
working in the organization (Lawrence, 2017).
 Impoverished leadership: Less concern for production and people thus it is less
interested or proactive to do anything and lack commitment. While in case of M&S the
manager is highly proactive or ready to bring innovative and creative ideas to increase
production and have range of people in the firm so it does not make use of Middle of road
leadership style.
 Team leadership: High concern for production and people, the M&S manager has lay
main emphasis on team leadership so that company can grow and sustain its business

operation. Such as the manager has understood the key issue that are face by employees
thereby find alternative method that could be used to resolve the same for more
productivity. Manager through motivating and encourage employees to find innovative
ideas or produce more products and services so that company can earn high profitability
and market share (Xie and et.al., 2018).
B) Step has been taken by the CEO bring change in organization structure
The manager of M&S has also taken steps pertaining to brining changes in organizational
structure of company so that all task can be completed smoothly. The M&S previously have
functional organization structure but with changes in external environment, manager has planned
to make use of divisional structure so that all activities, task and people can be effective
controlled and coordinated for accomplishment of end goals. The steps that has been taken by
CEO to bring change in organizational structure of M&S can be explained in depth as follows:
1. Clearly define the change and align business goals: The first and foremost steps that
has been taken by CEO is defining the type of change that company is planning to bring
in near future and the way it will be useful for the company in future circumstances (Xie,
and et.al., 2018). Likewise, it has share information to employees that new divisional
organization structure will reduce chance of conflict and confusion to maximum extend
thereby it will help in completion of task in limited time frame.
2. Determination of its impact and those affected: The second step that has been taken by
CEO to bring the change is determination of impact of change in organization structure
on employees as well as the company. Such as the manager has find out the new change
in structure will helps in effective coordination of diverse range of people thereby all task
can be completed in more easy and effective manner.
3. Develop communication strategy: Third steps pertaining to making divisional
organizational structure is development of communication strategy that would be used to
share necessary information to all employees that are working in the firm. M&S manager
has make use of e-mail, meeting to connect or communicate information related to new
organization structure to individuals so that they are clearly explained and complete their
task respective (Gipson and et.al., 2017).

4. Provide effective training: Fourthly, appropriate training and guidance has been
provided to the employees related to the way needs to be completed with new divisional
organization structure. Thus it has helped in effectively adapting the change and enjoy
fruitful outcome.
5. Measure the change: The last steps taken by CEO is measure the outcome of changes
that has been brought or planned by manager so that necessary corrective steps can be
taken for particular outcome.
C) Leadership style used by CEO to enhance organisation effectiveness
Leaders are the individuals that have special qualities to motivate and influence other
individual to work in particular manner so that company can earn higher profit margin and sales
volume. In another words, it helps them and other to do thing in right manner so that company
can attract and retained maximum number of customers within the organisation. M&S leaders
has also make use of different leadership styles in order to enhance organisation effectiveness
and yield more benefits (Solomon and Steyn, 2017). Therefore, numerous styles which has been
used by the M&S to manage and motivate range of people working in the company can be stated
as follows:
1. Autocratic leadership style: It is the leadership style that has been adapted by the
leaders of marks and Spencer as the top most executive are only responsible for
formulating rules and regulation that needs to be follow by individuals. Employees
follow the instruction given by their superior which help in getting maximum outcome.
Thus it has help in maintaining standard of procedure and policies that each employee has
to abided while completing their respective task in the firm (Sari and Bashori, 2020).
2. Transformational leadership style: The another leadership style that has been used by
the leader of M&S is transformational in which the leaders is changing its style of
management as per situation and circumstances. Company leaders have constantly push
individuals to come out of their comfort zone, try new and innovative ideas or new
method to complete particular task or activities. Thus, transformational leadership styles
have helped company in motivating employees to accept external changes so that
company have good position in retail industry for longer time frame.

3. Coaching leadership style: The leader of M&S has also make use of coaching
leadership styles while performing their respective task that has helped in enhancing
overall production and growth of company. Such as the manager has provided support,
training to employees related to the way particular task can be completed in effective
manner (Lawrence, 2017). Thus it has lead in building self-confidence of individuals
related to the way task can be completed without much wastage of resources and time.
So, all these leadership styles have helped in enhancing organizational effectiveness and
lead in growth and success of firm.
D) Effect of power, influence and conflict at M&S
Power refers to the ability of individuals and groups within an organisation which aids them in
achieving desired results through affecting others in the organisation. In other words, power
means an ability to influence other individuals to perform in way managers desires. Having more
power than other in the organisation is the biggest issues within large companies like M&S
which leads many conflicts at workplace (Hussain and Mubarak, 2021). Therefore, power is
considered as an issue while dealing with difficult colleagues as it change people especially
when they rise to higher position which results in not considering perspectives of other people
and thus disregard their feeling and become ruthless towards them. When the position of power
holders within M&S comes into trouble, then they become more aggressive to retain their
powerful position. Therefore, it can be said that power must be distributed in a balanced manner
in order to ensure peace and harmony within M&S’s organisational set up.
Influence means trying to affect other’s act in an attempt to make them do what one desires and
expect from them. One can have influence on others due to their act and can also influence other
by their acts. There are many tactics through which influence can be established in the minds of
people higher than one, their colleagues and subordinates as well, one of which is impression
management which means an attempt to shape once perception about an individual. The
impression can be established through once representation among others which create a certain
perception about oneself (Benuyenah, 2021). At workplace, such impression can be maintain
through authenticity and building credibility. The influence can be established in both the
directions that is, upward which involves influencing people higher in position and downward
influence involves influencing people lower in position. Influence allows for higher productivity
and individual performance within M&S.

Conflict means clashes of opinions of different individuals within organisation. The need of
power and conflict within an organisation generally goes hand in hand. Managers must take
necessary steps to avoid workplace conflicts as it gives rise to unnecessary issues that results in
negative impact efficiency and quality of work performed within M&S. Conflict is normal in any
of the organisational set up but the way one deals with it is a challenging task. Conflict in M&S
leads to the growth of resentment, causes infighting and create withdrawal in M&S. The root of
most of the conflict is poor communication or unable to keep control on emotions (Khaola and
Rambe, 2020). Effective communication is a way through which miscommunication and
misunderstanding at workplace can be avoided and accordingly the chances of conflicts can be
lowered down.
E) Types of Motivation strategies used at Marks and Spencer
Some of the strategies pertaining to motivation used at M&S are as follows:
 Achievement motivation: The drive created among professionals and individual
employees to pursue their respective goals and objectives in order to ride on the top of the
success ladder. This strategy allows M&S to accomplish their organisational goals within
the given time frame via individual contribution through motivational tools.
 Affiliation motivation: The creation of feeling or desire of belonging to a society or group
and facilitating the same is what come under this type of motivation strategy. People
having affiliation motivation generally performs better if they are appraised for their
cooperation and favourable attitudes (Nuckcheddy, 2018). This strategy allows M&S to
motivate minimum wage employees via non-monetary motivational techniques.
 Competence motivation: The drive to become good at some particular task allowing an
individual to perform high quality work with higher productivity that other in the
organisation can’t reach to that level. Competence allows for becoming creative in
problem solving and facing obstacles, developing more skills and seek job mastery. This
strategy allows M&S to motivate those employees who are keen to become experts in
some particular field.
 Power motivation: The drive to rule, influence and change the situation forms part of
power motivation. People who are keen to create their impact in an organisation by
taking risk are motivated by additional power they get by performing in a particular way.

Thus, by giving more power M&S manages to motivate their employees to take more risk
to achieve their goals and objectives of the organisation (Connolly and et.al., 2017).
 Incentive motivation: The attitude where the manager resorts to providing reward for the
performance and additional efforts made by their employees. It is like if one will do this,
then he will get this type of attitude, where in a desire to get more, M&S manages to
secure higher productivity from their employees. Employees get motivated well, when
they know that hard work will give them more money and thus achievement of
organisational goals become easier.
F) Use appropriate corporate example and literature to justify the research
From the above analysis, it can be stated that leader of other companies such as Tesco has
make use of leadership styles i.,e democratic to motivate and manage people for betterment of
firm. It has helped in inspiring employees as they feel valuable and important when leader of the
company considered their view points, idea and opinion. Furthermore, it can be stated that
manager has emphasis both on production and people so that all task can be completed and more
qualitative services can be rendered to customers in limited time frame. Tesco manager has taken
active steps in order to bring changes related to structure so that all task can be completed
effectively (Solomon and Steyn, 2017). Along with it, the manager has focus on reducing the
negative impact of power, influence and conflict of company so that end goals can be achieved
in best possible manner. Another examples is of Sainsbury, in which the manager has make use
of Maslow need hierarchy in order to motivate employees to work hard for growth and
expansion of firm thus it has helped in retaining highly talented individuals within organisation
for many years.
G) Suggestion and recommendations (Strategies) for increasing performance of M&S
There are certain suggestions that can be made to the management of M&S to frame their
strategies accordingly in order to enhance their organisational performance, such as the
following:
 It would be better to suggest that autocratic management style should be used for
establishing control over the organisational objectives and top level decision making,
while democratic and consultative management style is recommended for various middle
level and lower level decision making where subordinates should be given an appropriate
role to be played in decision making related to their functional areas (Morales-Sánchez

and Pasamar, 2019). At M&S, production efficiency could be improved by exercising
autocratic management style.
 M&S management should utilise transactional leadership style to enhance their
organisational performance. Transactional leadership style is meant for giving something
in return for getting something from employees by the managers. By giving focus on
performance, organisation and supervision, CEO of M&S can ensure commitment
towards the achievement of organisational goals in order to ensure constantly higher
performance by the individuals and groups different level of hierarchical structure of the
company (Hunter, 2018). By implementing this leadership style, M&S can focus of
achievement of both specific and organisational goals via establishing rewards and
punishments in order to motivate their subordinates.
 M&S should use flat organisational structure to establish better communication when
there are many number of employees in an organisation. This structure allows for having
limited levels between administrative and front line employees and thus more control
with effective communication can be easily ensured. The organisational culture should be
employee driven one where focus on employee’s needs, performance, values and beliefs
should be given to enhance their engagement in an organisation (Nguyen and Malik,
2020). Accordingly, performance can be enhanced.
 M&S in order to motivate their employees should use incentive motivation which allows
for working with extra efforts in an attempt to get additional pay and incentives linked
with performance. In this way, overall performance of the company can be easily
enhanced.
CONCLUSION
From the above report it has been concluded that M&S by using appropriate management
or leadership style, many issues related to employees and decision making can be avoided which
helps in comfortably achievement of organisational objectives. Appropriate leadership style
which is best suited for the organisational culture and structure helps in maintaining peace,
harmony and higher employee engagement within the affairs of the organisation. Organisational
culture and structure of M&S is playing a vital role in its success it has achieved in the
marketplace as they more customer driven rather than goal driven which enhance customer
loyalty and retention with the company. Extension of power and influence of individual

behaviour should always be balanced depending upon the nature of workforce, as a minor
ignorance in this regard leads to conflicts within the organisation. Also, motivation strategy
should be adopted by appropriately examining individual employee needs and what motivates
them for higher performance, then only the managerial intention for securing increased
performance can be achieved.

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