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Marks and Spencer Management & Operations

   

Added on  2020-10-05

14 Pages4653 Words474 Views
Business DevelopmentFinanceLeadership ManagementProfessional Development
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MANAGEMENT &OPERATIONS
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Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................11.Marks and Spencer and its management structure..............................................................12. Managers and Leaders with comparison of their roles and responsibilities.......................13. Difference between managerial functions and leadership roles.........................................24.Applications of managers and leaders roles in different situations.....................................35. Application of different management and leadership theories in M&S............................46. Strengths and Weaknesses of different theories.................................................................47. Recommendations for future improvements......................................................................5TASK 2............................................................................................................................................61. Introduction of operation management and key approaches..............................................62. Roles and responsibilities of managers and leaders in operation management..................73. Importance and value of the key approaches.....................................................................74. Effectiveness of managers and leaders improving operational efficiencies.......................85. Impact of external business environment on operational management..............................96. Application of operations management that impact on the wider business environment.107. Recommendations............................................................................................................10CONCLUSION:.............................................................................................................................10REFERENCES..............................................................................................................................12
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INTRODUCTIONManagement operations in an organization is responsible to convert raw materials intofinished goods with highest efficiency possible in order to meet maximum profits. This project isall about the managerial and leadership functions of one of the major multinational retailernamed Marks and Spencer which is specialized in clothing, home products and luxury foodproducts etc. Apart from this, it flashes different roles and responsibilities of managers & leadersand how they behave under different situations by applying different approaches (Bealkowski,2015). Therefore main motive of this project is to relate various theories and approaches ofleadership with practical application for Marks and Spencer. Furthermore, this report discussabout strengths and weaknesses of various approaches used by managers and leaders.TASK 11.Marks and Spencer and its management structureMarks and Spencer is a public limited company which is a major British multinationalretailer in area of clothing, home products and luxury food products. It was founded in 1884 byMichael Marks and Thomas Spencer. It is headquartered in London, United Kingdom and dealsworldwide in its area. Number of employees in M&S is 84,939 and it has currently 979 stores inUK out of which 615 stores are engaged in selling food products. Marks and Spencer is recently following the flat organisation management structure. In2009, 2 stores of Marks and Spencer were closed due to low profit earning and as a result, thiswas clear that more branches might be closed. So, in order to overcome this, structure of M&S isrestructured in order to strengthen the company's overall brand image.2. Managers and Leaders with comparison of their roles and responsibilitiesManager: A manager in an organization is a person accountable for controlling wholestaff who report to him. Managers together work in a team for successful attainment oforganizational goals (Belbin, 2010). A good manager is one who delegates his responsibilities toemployees because a manager solely cannot manage whole organization.
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Leader: A leader is a person in an organization who is responsible to influence allemployees working under him in order to make their interest to achieve organizational goals.Leader has right to exercise full control and influence over his employees but in positive attitude.Roles of LeadersRoles of ManagersLeader has most important role in anorganization i.e. to lead its team. Whileleading, leaders always come up with new andinnovative ideas and strategies that can leadorganization towards success (Chen and et. al.,2011). For example, M&S's leader restructuredits management structure in order to regain itsbrand image. This all process needsinnovation. Manager's role in an organization is to manageand organize which is already established.Manager concerns with deadlines of projectsand hence instructs employees for the same.For example, M&S managers have to checkaccurateness of changed structure so thateverything should be maintained on time.Leaders foremost role is to influenceemployees to do their best and so they candevelop positive attitude inside them.Managers job require to control and focus onemployees which in turn converts in assets infuture.Leaders always uses motivational style toinfluence its followers. This helps leader to getwork done by employees in an easy way. Forinstance, M&S have participative andmotivational leadership style.Managers on the other hand uses authoritarianstyle in order to get work done by theemployees. For instance, M&S followsauthoritative management style. 3. Difference between managerial functions and leadership rolesBasisManagerial FunctionsLeadership RolesApproachA manager in an organization providesdetails regarding plans made in verystarting as in; how the plans shouldbring into actions, how they can bechanged accord to conditions. AsM&S manager check on that whetherhis set plans are accepted by employeesor not.Leaders in an organization setsdirection for subordinates to follow(Chen and et. al., 2010). For example,managers in M&S are there for makingplans but leaders keeps influencingemployees so that they can work as perdirections of leaders. 2
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