Role of Management and Leadership in Achieving Marks and Spencer's Vision and Mission

This report discusses the role of management and leadership in achieving Marks and Spencer's vision and mission. It explores motivational theories for effective teamwork and the style of management. It also examines the effectiveness of leadership and management behaviors in achieving the company's goals and facilitating change.

Mark & Spencer

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Role of management and leadership............................................................................................3
Motivational theories for effective teamwork and style of management....................................5
Effectiveness of the leadership and management behaviours on achieving Marks and
Spencer’s mission, vision............................................................................................................7
Facilitating change by leaders and managers..............................................................................8
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Management and leadership are two most important elements that contribute in success
and growth of organisations. Management is concerned with activities through which individuals
manage and execute activities within organisation and leadership is an activity through which
leaders guide, motivate and influence behaviour of individuals in an organisation. This report is
based on Marks and Spencer (M&S), is a British multinational retailer. Company was founded in
1884 and is headquartered at London, England, UK. M&S operates worldwide at 1463 locations
and in order to carry out its services has employed 80000 employees. This report will discuss
about role of leadership and management and will further discuss about motivational theories
and effectiveness leadership and management behaviours in achieving mission and vision of
M&S along with facilitating changes in M&S.
TASK
Role of management and leadership
Role of management
Roles of management differ on the basis of level of management. On the basis of level of
management their roles are-
Top level management- Top level management at M&S involves determination of long term
goals and objectives. These objectives and goals are long-term goals in production, marketing,
and business organisation (Pambreni and et.al., 2019).
Middle level management- Role of management at middle level at M&S involves interpretation
of plan and setting actions.
Lower level management- Role at lower level of management at M&S involves implementation
of plan.
Concerned with roles of management, Mintzberg's Management Roles outline three
situations for management. These situations and role of management involves-

Interpersonal Roles
 Figurehead- This role involves symbolic duties of manager that are legal or social
 Leader- This involves role of manager which involves duties of leader. This includes
team building, coaching, motivation and development of strong relationship etc.
 Liaison- Including development and maintaining a network outside M&S
Informational Roles
 Monitor- This involves collection of information and monitoring of the organisation
 Disseminator- This involves receiving important information and disseminated within
organisation
 Spokesperson- This involves representing M&S outside organisation
Decisional Roles
 Entrepreneur- This involves roles as entrepreneur that involve initiator, designer, and
also encouraging innovation
 Disturbance handler- This involve taking corrective actions when M&S faces
unexpected difficulties
 Resource Allocator- This is concerned with ensuring optimum allocation of resources
like equipments, funds etc (Mintzberg and Laasch, 2020).
 Negotiator- Including representing M&S in negotiation
Role of Leadership
Role of leadership involves-
Inspire Trust- This is concerned with inspiring trust among followers and this requires leaders
to be credible that followers choose to follow.
Create Vision- This is concerned with creating vision and defining vision clearly to followers
and subordinates. This involves enabling subordinates to work diligently to work on realising
vision. Effective articulation of vision involves that along with what is vision and how to achieve
vision.

Execute Strategy- This is concerned with achieving results by using disciplined processes. This
means that leadership requires that vision is developed and strategies are developed and executed
to achieve vision.
Coach Potential- This is concerned with coaching subordinates and providing them with the
knowledge and skill that they need. Through coaching leaders ensures that subordinates and
followers in M&S are able to find out solution to the problems that they face.
Identifying and developing strength of team- This is concerned with identifying strengths of
team members and subsequently working on and guiding them to develop their strengths
(Madanchian and Taherdoost, 2017). Along with this leader also needs to work on reducing
weaknesses of team members.
This outlines that leadership and manager both plays important role in success of the
organisations. But their roles are highly different from each other.
Motivational theories for effective teamwork and style of management
There are several theories of motivation that can be utilised in M&S to motivate effective
teamwork. These theories are-
Maslow’s Need Hierarchy Theory
This is one of the important theories of motivation that can be applied by M&S. this
theory involves a hierarchy of needs that motivates individuals and teams to effectively perform
in an organisational setting. Hierarchy of needs involve following needs-
Physiological needs- Needs involved in this are biological requirements for survival of
individuals and these needs can be fulfilled by providing fair and minimum remuneration to
employees.
Safety and security needs- This is concerned with needs for security and safety of individuals
and members of team. This need involves requirement for predictability and control over
individuals’ life (Velmurugan and Sankar, 2017). This need in context of organisation can be
fulfilled by practicing employee welfare activities and providing them employment security.

Social needs- This is concerned with the need to associate with others. This need can also be said
as need of belongingness in which individuals and team members are looking for interpersonal
relations of individuals. This need specifically play important role in effective teamwork within
M&S.
Self esteem needs- This is another need in hierarchy and this is concerned with need for
achievement and this also involve desire for reputation or respect from others. In other words,
this is concerned with desire that in organisation they are respected by their co-workers,
colleagues and seniors.
Self-actualisation needs- This is concerned with requirements where individual wants to realise
their highest potential, self-fulfilment. Individuals and team members in this need seeks personal
growth.
Another theory of motivation for effective teamwork is Vroom’s Expectancy Theory.
Expectancy Theory
This theory is based on three elements. These elements are-
Expectancy- This is concerned with the belief that increasing efforts will lead to improvement in
performance
Instrumentality- This is concerned with belief that increased improvement in performance will
lead to desired results
Valence- This is concerned with value that individuals has for the desired results
Styles of Management
There are several styles of management and among all the style of management most
effective theory that can contribute in achieving desired organisational results.
Participative Style of Management
Consultative style of Management is used in M&S to achieve results. Consultative style
of management involves that managers ask regular feedbacks from employees and also take their

concerns seriously (Swearingen, 2017). Decisions are taken by managers and in this style of
management they ask suggestions from employees and consult them before making any kind of
decisions. This allows employees to hold ultimate power and at the same time they can utilise
creativity and intelligence of the employees of M&S.
This theory is highly suitable for effective teamwork in which managers ask for advice
and suggestions from team members and still final decisions remains with managers.
Effectiveness of the leadership and management behaviours on achieving Marks and Spencer’s
mission, vision
Vision and mission are two elements that are desired by organisations to achieve. Vision
is a long term desire of the organisation and mission is the way through which organisations can
achieve vision. Leadership and management play most important role in realisation of vision and
mission of the organisation.
Vision and mission of M&S are-
Vision- “To be the standard against which all others are measured”
Mission- “To make aspirational quality accessible to all”
This means that vision of being a standard against which all other are measured M&S
needs to make aspirational quality that is available to all.
Leadership and managerial behaviour play crucial role in achieving vision and mission (Vilkinas,
Murray and Chua, 2019). Leadership behaviour that is important for achieving vision and
mission of M&S involves-
Being confident- This means that it is important that leaders are confident about decisions that
they are making. It is important that they are confident and sure about decisions that are taken by
leaders. Confidence of leaders contributes in building trust of employees and subordinates in
leaders.
Being approachable- This is another important leadership behaviour to achieve vision and
mission of the organisation. This means that leaders should be approachable so that followers
can reach to leader in case they are having any doubt.

Providing useful feedbacks- This means that while employees are working for achieving
organisational vision and mission. Leaders should ensure that they provide right and useful
feedback to employees regarding their performance to know what they are doing and what they
are required to do. This is highly important leadership behaviour for achieving mission and
vision of the organisation.
Managerial behaviours and their effectiveness in M&S on achieving vision and mission
of the company involves-
Empowering team and avoiding micro management- This is one of the most important
managerial behaviour in which managers contribute in empowering team and team members.
Other than this, avoiding micro management is also important managerial behaviour through
which motivate and encourage employees to perform their best in achieving vision and mission
of M&S.
Having clear vision and strategies for the team- This means that in order to achieve vision and
mission of the organisation it is important that managers effectively communicate vision and
mission and strategy for the team (Willis, Clarke and O'Connor, 2017). Through this they will be
able to contribute in achieving vision and mission of the organisation.
Reflecting commitment to organisations’ purpose- This means that it is important that
management in M&S reflect their commitment to organisation’s purpose so that they can creat
right example for the employees.
Facilitating change by leaders and managers
Change is a crucial phase in organisation, organisational change is concerned with
actions through which M&S bring change or alter processes and practices of the organisation
(Marshall and Nielsen, 2020). Similar to achieving vision and mission of the organisation
leadership and management behaviour are crucial for facilitating change in M&S. there are
several theories that can be adopted and implemented by organisations to facilitate changes.
Among the theories of facilitating change Kurt Lewin’s model of facilitating and managing
change is one of the most effective and highly utilised theories. This model involve three steps
that are-

Unfreezing
This is a stage in which leaders and managers communicate requirement for change
within M&S. This is also known as motivating process and this is often done by communicating
what are the benefits of change that M&S can have and also what losses M&S might experience
if changes are not adopted or implemented in the organisation. This can be falling profit,
changing technology, changes in customer requirements for visions and goals of M&S. This is
first step and in this step leaders communicate vision for the change and manager in this
communicate strategy and plans for the change. Leaders and managers diligently work and make
efforts to ensure that all queries and doubts of employees and team member are solved and they
become mentally prepared for the change. Many times when changes are completely different
from existing processes, training is also given to employees to prepare them for the change
(Saleem and et.al., 2019).
Freezing
Freezing is another step in change process this is concerned with implementation of change in
organisation. This means that change has been implemented in M&S and employees have started
working with changed processes and practices. Leaders in M&S at this stage ensure that small
achievements are recognised and managers ensure effective support to employees regarding
changing process and facilitate their working over new processes. This stage also involve
rewarding initiatives along with constant monitoring of the organisational processes and
progress.
Refreezing
This is the stage in model in which changed processes and practices within M&S become new
status quo and everyone get used to with new practices of the working. Employees stick to new
and changed processes and once change have reached to this stage, working of organisation gets
back to normal speed which earlier became slow (Al-Ali and et.al., 2017). This means that
everything gets normalized in day-to-day activities of the organisation.
This outlines that adopting and implementing change using this model with appropriate
leadership and management behaviour can facilitate change within M&S.

CONCLUSION
On the basis of above discussion, it can be concluded that leadership and management are
two integral part of success and growth of organisation. This is why it is important that
leadership and management models and theories being practiced by the organisations are
effective and suitable according to organisational environment. This report also discussed about
motivation, and motivation plays key role in performance of the employees and team
performance. Later, report discussed about facilitation of change and discussion regarding that
outlines that appropriate approach with suitable managerial and leadership behaviour can
contribute in success of the change in organisation.

REFERENCES
Books and Journals
Al-Ali, A.A and et.al., 2017. Change management through leadership: the mediating role of
organizational culture. International Journal of Organizational Analysis.
Madanchian, M. and Taherdoost, H., 2017. Role of leadership in small and medium enterprises
(SMEs). International Journal of Economics and Management System.
Marshall, C. and Nielsen, A.S., 2020. Motivational Interviewing for Leaders in the Helping
Professions: Facilitating Change in Organizations. Guilford Press.
Mintzberg, H. and Laasch, O., 2020. Mintzberg on (ir) responsible management. In Research
Handbook of Responsible Management. Edward Elgar Publishing.
Pambreni, Y and et.al., 2019. The influence of total quality management toward organization
performance. Management Science Letters. 9(9). pp.1397-1406.
Saleem, S and et.al., 2019. Accreditation: Application of Kurt Lewin’s Theory on Private Health
Care Organizationanl Change.
Swearingen, M.H., 2017. Participative management: An analysis of its effect on
productivity (Vol. 13). Routledge.
Velmurugan, T.A. and Sankar, J.G., 2017. A comparative study on motivation theory with
Maslow’s hierarchy theory and two factor theory in organization. IIJSR. 1(1). pp.204-
8.
Vilkinas, T., Murray, D.W. and Chua, S.M.Y., 2019. Effective leadership: Considering the
confluence of the leader’s motivations, behaviours and their reflective
ability. Leadership and Organization Development Journal. 41(1). pp.147-163.
Willis, S., Clarke, S. and O'Connor, E., 2017. Contextualizing leadership: Transformational
leadership and Management‐By‐Exception‐Active in safety‐critical contexts. Journal
of Occupational and Organizational Psychology. 90(3). pp.281-305.