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MANAGEMENT AND OPERATION Table of contents

   

Added on  2020-01-16

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MANAGEMENT AND OPERATIONTable of content
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Introduction......................................................................................................................................3Task 1:.............................................................................................................................................3LO1 Distinguish between function of a manager and the role of a leader in the M & S group......3LO2 Function of a manager and role of a leader.............................................................................4Task 2...............................................................................................................................................5LO3 and LO4: Introduction to operation of the organisation..........................................................5Conclusion.....................................................................................................................................11Reference list.................................................................................................................................12
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IntroductionMarks and Spencer’s group follows a flat structure and it has a limited level in managementbetween the employees of the front line and the administrative level. The basic reason to followthis structure of the M & S group is to encourage the individuals of the organisation to makemore decision. Following this structure bureaucracy is decreased and the employees becomeskillful when they are given the authority to take the decisions. The problem solution issues andthe rapid change help in the communication between the baseline employees and the uppermanagers and this is only possible due to fewer management levels. The flat structure is like apyramid shape not like the typical traditional way and it is so because in the M & S group thereare fewer levels of management between the bottom and the top and the different departmentsthat are headed by their respective managers and the executive manager heading at the top of thepyramid.Task 1:LO1 Distinguish between function of a manager and the role of a leader in the M & SgroupP1- According to Robinson, (2015, p.3) the main difference in the definition of a manager and aleader is that the former has people who work under her instructions and the later has a numberof followers. The reason behind the success of the M & S business group is that it has both thestrong designations and gets their team on board and follows them towards their success vision. The ongoing debate continues for the correlation between the leader and the manager in the M &S. Leaders have the ability to influence, motivate and helps others towards contributing thesuccess and its effectiveness in the organization whereas the manager harmonizes and coordinatethat group towards their goal of success. As per Dutta et al. (2014, p.1730) the personality styleof the leader is often charismatic and influential and they are mostly private persons with risktaking capability which are crazy and wild whereas the managers have strong analysis, rationaland persistence powers. They focus on structures of a personnel, goals and resource availability.The managers tend to be task oriented whereas the leaders are people. The focus lies in the workmanagement for the manager and leading people for the leaders. The outcomes of the managersare results and achievements for the leaders. There is a vivid difference in the approach of the
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tasks in both of them. The leaders use their commitment and charismatic manner to excite, focusand motivate people and to solve a problem their problem and make them excel in it. They lookat problems with a creative new solution but the managers create policies, methods, andstrategies to create teams with ideas that operate smoothly. They have to empower employees bysoliciting their principles, values, and views. They think that this combination might generatesuccess and reduces the risk of inherent. The approach to risk is positive in case of a leaderwhereas the managers are averse to risks. Leader’s role of decision-making facilitates the styleswhich are consultative, participative and transformational. Bahmani-Firouzi, and Azizipanah-Abarghooee, (2014, p.50) states that the managers have dictatorial, autocratic, authoritative,transitional and democratic. The use of power for a leader is influence and charismatic whereas itis formal authority and position in management. The managers have subordinates in the M & Sorganisation whereas the leaders here have huge followers. Their appeal differs as the leaders doit from their heart and the managers from their head. LO2 Function of a manager and role of a leaderP2 - Function of a manager and the role of a leader in different situations in the M & Sgroup along with examplesAs per Expósito, (2016, p.80) the role of a leader in the operation management at the M&S is todiscover the wealth of positions in leadership that might grow and stretch skills to the next level.Leaders excel as they head with great organizational, analytical and communicational skill aswell commercial mindset. The role of a manager in a social context needs to balance the socialand professional life. They must abide by the guidelines when handling any employee issue andhave the responsibility to produce productiveness in the staffs. The manager has to balance withthe issues of employee personal life and when to alert the human resource. Rumors should bestopped from spreading and it's the manager's responsibility to explain such situations. Theymust be responsible for upholding the disciplined life with that of the socials. He should knowhow to establish himself outside the office and no incident should affect his respect. The leaderof any social event has the responsibility to focus on its strategies and self-knowledge about itspractice. He has to have a critical evaluation and creativity so that people listens to him and getsinspired. He has to have moral courage towards social changes. There is the need for stability toinfluences that are positive. Leadership has to cope up with change. In the cultural context, a
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