Managing People in Organizations

This presentation provides insights into the role of induction, training, and development in enhancing performance within M&S. It also discusses the leadership styles that are followed in M&S. The presentation highlights the benefits of induction and training, the challenges faced by the organization, and the measures to overcome them. Additionally, it explores the range of management and leadership styles used in M&S and their uses. Lastly, it examines the influence of organizational structure on culture within Marks and Spencer.

Managing People in
Organizations

INTRODUCTION
This presentation is based on M&S which is one of leading
firms operating in UK retail sector. It provides
customers with the wide range of products or services.
In this, presentation will provide deeper insight about
the level to which induction as well as training &
development contributes in performance enhancement
within M&S. Further, PPT will also shed light on
leadership styles that needs to be followed in M&S.

1. Induction and training in M&S
• Induction is a procedure in M&S to introduce someone to a new
job or organization and training means teaching or developing
any individual in any specific skill or knowledge that is related
with useful competencies.
• These are one of the most important potential motivators which
can lead to both short term and long term benefits for individuals
and M&S.

Ways in which induction and training
programs leads to greater performance and
output
Induction as well as training and development program helps M&S
in enhancing performance in the following manner:
 High Morale of employees
 Lower Cost of Production
 Lower Turnover and absenteeism of personnel
 Facilitates change Management within M&S

Contd....
Employee performance at M&S is looked in terms of outcomes.
There are number of measures that could be considered by M&S
while measuring employee performance:
 Productivity
 Efficiency
 Quality effectiveness
 Profitability

Planned training consists of
following steps
 Identification and defining training needs
 Required learning in terms of skills and knowledge
 Defining of objectives of the training
 deciding in advance that who will provide training
 Evaluation of training

Possible challenges encountered by
organization during the process
There are 5 types of challenges that are encountered by
M&S during training and induction programs. Following
mentioned are all of them with their solutions:
 Hectic schedules of employees
 A dispersed workforce
 Different learning habits
 Lack of engagement
 Training that is not relevant

Measures to overcome challenges identified
Solution of hectic schedules of employees
1. Face to face training on weekends should be avoided and travel
requirements should be limited for training.
2. Micro learning approach should be considered within M&S in order to
deliver useful and relevant content in bite-sized chunks.
3. Several concepts should be communicated at once with clever graphics.
4. To provide employees of M&S with quick opportunities for feedback and
their learning progress, short, straightforward assessment should be prioritize.

Contd....
Solution of a dispersed workforce
1. In order to unify dispersed team social tools should be used like; video
conferences, online forums, etc.
2. Forums and webinars could be used as a safe space to voice questions and
concerns.
3. Training goals should be clear from the very start. All the team members
should be informed about what is expected of them during training and how
their learning outcomes will benefit them ion their jobs.
4. Training agreement should be implemented in M&S

Contd....
Solution of different learning habits:
1. Need analysis should be conducted in order to know the learning
preferences off audience.
2. Software with simple user friendly interface should be chosen.
3. tools should be used to open up communication channels like;
discussion forums so that all learners are enabled to ask question.

Cont.…
Solution of Lack of engagement:
1. Practical learning Activities like; case studies, scenarios, role-plays, etc.
should carried forward in the training for active engagement of learners in
problem solving.
2. In order to enable them interact casually, discussion forums and other
informal live online spaces should be used in M&S.
3. Active learning culture should be established in M&S to boost emotional
engagement.
4. Learning outcomes should be communicated to increase behavioral
engagement.

Contd....
Solution of training that is not relevant:
1. Essential training should only be made compulsory like
ramification through rewards, points, etc. to encourage
learners.
2. Investment should be done in just in time training
concept to convey new information when it is needed most.

2. Range of management and leadership
styles and their uses in M&S
Styles which can be used within M&S are as follows:
 Autocratic Management Style
 Affiliative Management Style
 Coaching Management Style
 Democratic Management Style
 Pacesetting Management Style
 Visionary Management Style

Comparison between each type of management style of leadership
Basis Autocratic Visionary Affiliative Democrati
c Pacesetting Coaching
The leader's
operations It demands
immediate
compliance
Mobilises
people
towards a
vision
Creates
harmony
and builds
emotional
bonds
Forges
consensus
through
participatio
n
Sets high
standards
for
performanc
e
Develops
people for
future
The style in
phrase "Do what I
tell you" "come with
me" "People
comes first" "What do
you Think" "Do as I do,
now" "Try this"
Underlying
emotional
intelligence
competenci
es
Drive to
achieve,
initiative,
self control
self
confidence,
empathy
and change
catalyst
Empathy,
building
relationship
s and
communica
tion
Collaborati
on, team
leadership,
communica
tion
Conscientio
usness,
initiative
Developing
others,
empathy,
self
awareness

Contd....
Basis Autocrati
c Autocrati
c
Visionary
Affiliative Democrat
ic Pacesettin
g Coaching
When the
style
works best
It works
best in
crisis to
kick start a
turnaround
or with
problemati
c
employees
When
changes
require a
new
vision, or
when a
clear
direction
is needed
To
motivate
people
during
stressful
circumstan
ces
To build
buy-in or
consensus
or to get
input from
valuable
employees
To get
quick
results
from a
highly
motivated
and
competent
team
To help an
employee
in
improving
performan
ce or
developing
long term
strengths
Overall
impact on
climate
Negative Most
strongly
positive
Positive Positive Negative Positive

3. Influence of organizational structure
on culture within Marks and Spencer
 Organizational structure generates its impact on organizational
culture through its design and its implementation. The culture
creates a frame in which organization management's
considerations and reasoning circulate in the process of decision
making.
 Organizational culture does not impact organizational structure
only during the selection of an adequate organizational model,
but also during its implementation.
In the context of M&S, hierarchical structure is followed
for managing all the activities.

Pros and cons of identified
organizational structure and culture
 Functional Organizational Structure: In this
type of structure all the resources and the project
manager works in the same division of company.
 Project Organizational Structure: In this all the
dedicated teams are put together to work on the
same projects.

Contd....
 Culture of accountability: In this individuals feel
accountable for both their own work and that of
their teams.
 Culture of Innovation: In this organizations are
dependent upon innovation to maintain their
success in the marketplace.

Conclusion
From the above PPT it can be concluded that by organizing
training session M&S can enhance the proficiency level
of personnel. This in turn helps in increasing overall
performance of an organization to a great extent.

REFERENCES
• Dragomiroiu, R., Hurloiu, I. I. and Mihai, G., 2014. Induction
staff training. Procedia Economics and Finance. 16. pp.368-373.
• Natarajan, N. K. and Nagar, D., 2011. Induction age, training
duration & job performance on organizational commitment & job
satisfaction. Indian Journal of Industrial Relations. pp.491-497.
• Voon, M. L., and et.al., 2011. The influence of leadership styles on
employees’ job satisfaction in public sector organizations in
Malaysia. International Journal of Business, Management and
Social Sciences. 2(1). pp.24-32.