Leadership, Structure, and Culture in People Management: M&S Report

This report provides a comprehensive overview of managing people in organizations, focusing on leadership and management styles, organizational structure, and culture, using Marks & Spencer as a case study. It compares and contrasts various leadership and management approaches, including democratic, autocratic, laissez-faire, and transactional styles, and their applications in a business context. The report delves into organizational structure types, such as functional, divisional, flatarchy, and matrix structures, and examines the relationship between structure and culture. It also addresses the legal requirements concerning equal opportunity and the benefits of diversity in the workplace. The report concludes by emphasizing the importance of effective people management for organizational success, highlighting how it increases productivity, facilitates problem-solving, and supports effective decision-making.

Managing people in
organization
Part 2
Contents

INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Comparing and contrasting range of management and leadership styles and its uses in
business..................................................................................................................................1
Demonstrating knowledge of organisation structure, organisation cultures and
relationship between structure and culture of business....................................................4
Undertaking research on legal requirements about equal opportunity and benefit of
diversity at workplace..........................................................................................................5
CONCLUSION................................................................................................................................6
References:.......................................................................................................................................7

INTRODUCTION
The managing of people in the organisation is crucial task which needs listening what
they say, their ideas and concerns. By having collaboration with others individual have working
towards attaining common goal. In organisation employees are effectively managed by focusing
on their needs to meet. The people management is part of human resource management which
consider all process of optimizing, acquisition and retention of talent in organisation. The overall
professional growth is enhanced by managing the team effectively and it leverages to manage
team members for having significant influence on the overall working of company (Hart, C.G.,
2021). The Marks & Spencer is been considered for the report which is a multinational retail
company of groceries and general merchandise established in 1919, UK. The report will discuss
the comparison of management and leadership styles with its uses. There is discussion on
organisation structure & culture with its relationship of business. Further it covers legal
requirements regarding equal opportunity and benefit of diversity at workplace.
MAIN BODY
Comparing and contrasting range of management and leadership styles and its uses in
business.
In the organisation managing and leading are two ways of organising people. The
management controls & directs resources and people in group in accordance to principles or
values which already has been established whereas leadership is about of setting new direction or
vision fro group.
The management defines the procedure of planning, organising, decision-making,
leading, and controlling the business resources and activities such as human, financial, physical
resources in order to attain the specific goals in effective & efficient manner. The management of
Marks & Spencer has several objectives such as organisational objectives in which interest of all
stakeholders involving employees, customers and government of company are considered. The
managers of Marks & Spencer are responsible for setting and attaining organisation objectives
by using resources of financial, human and material (Hickman, and Silva, 2018). The social
objective is responsible for creating benefits for society by incorporating environment-friendly
methods of production in management. The company is also involved in CSR activities. The
management of company has personal objective in which financial incentives, salaries, perks for
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employees of Marks & Spencer are decided that improves peer recognition and interaction. For
Marks & Spencer management is important as helping in achieving group goals, increases
efficiency, creates dynamic organisation etc. The manager is responsible for carrying out the
organisational functions and to meet organisational goals. It is held responsible for its &
subordinates’ actions.
The leadership is referred as ability of individual for influencing and guiding the
followers or other members of organisation. The objectives are accomplished through the
direction of leaders. The leadership in organisation tackles the competitions and solves problems
decisively & quickly. In context to M&S it offew4rs direction to company & workers which
helps in performing responsibilities effectively and supervise regularly in task completion. The
employees of M&S are motivated to learn new things & helps them in need of both individual
and team activities (King, and Slattery, 2020). This is group process where interaction of two or
more people is involved with each other. In context to M&S leadership is important for
developing morale by having cooperation of employees towards work. It builds work
environment for having stable and sound growth as management is getting thing done from
people.
Difference between leadership and management
Basis Leadership Management
Meaning This refers to ability where
employees of organisation are
influence, motivated and
enables other to contribute
towards effectiveness &
success of company.
This is related to the directing
and controlling group of
people for the aim of
coordinating and harmonizing
group towards the goal
accomplishing.
Orientation It is People-oriented. It is related to Task-oriented
Focus Leading people is major focus. It has focus on Managing of
work.
Approaches to task The leaders have look on
problem and create solutions
by using commitment,
The managers create
strategies, policies and
methods for creating team and
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motivates. ideas are combine to have
smooth functioning.
Organisation Leaders have followers Manager have subordinates
Management and Leadership styles with uses in business
In context to M&S following are the leadership and management styles which leads to
business success.
 Democratic style- In this style managers and leaders involves team members in making
decision which leads to collaboration & motivation. The employees of M&S are engaged
by reaming open to share ideas and experimentation. This style helps in creating strong
bond between employees, managers & leaders. The M&S take use of this style to provide
opportunity to participate and freely exchange the ideas for encouraging discussion when
it is formulating some new strategies or improvement in product.
 Autocratic style – This style avoids collaboration and autonomy from employees and
centrally focus on results & efficiency. The leaders and manager make decision without
concerning with employees (Melo, and et.al., 2020). It is effective strategy in time
constrained period. The authority is provided to employees to follow instruction. In
context to M&S this style is used when team members need clear guidelines and useful in
situation of emergency unexperienced employees require strict expectations for solving
specific problem.
 Laissez-faire style- In this style high level of confidence is maintain in employees by
leaders and managers. The freedom is granted to employees to work on their delegated
task independently by manager and leader. In workplace it works best when it highly
experienced professionals are managed. In context to M&S the use of this style provides
freedom to others to make decision and great initiative is shown when more autonomy is
given to employees leading to positive work environment.
 Transactional style- The employee performance with positive reward is enhanced such
as bonuses & incentives along with disciplinary action negative outcomes are respond.
The manager and leaders set clear goals and team members are let known how they will
be rewarded. In the workplace of M&S this style is give & take that is concern with
established routines and procedures in efficient manner. It is effective in helping teams to
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achieve revenue goals and increases employee motivation & productivity (Rodd, J.,
2020).
Demonstrating knowledge of organisation structure, organisation cultures and relationship
between structure and culture of business.
Organisation structure
This defines to the system which outlines how certain activities are directed for attaining
the organisation goals which involves roles, rules and responsibilities in context to Marks &
Spencer. It also helps in determining how information flows between levels within company.
The organisation structure is used by all kind of organisation with defines a hierarchy. In
centralised structure decision flow from top to down defining chain of command whereas in
decentralised structure the power of decision making is distributed between several levels of
organisation of M&S. This is beneficial for the M&S as operations are made more effective and
efficient by separating employees & functions into different departments, firm can decide salary
grades and ranges for each position. The decision is made fast leading to great employee
performance.
The types of structure are as follows- Functional structure- It is known as bureaucratic
structure where organisation is divided into specialised group with particular roles & duties. In
several department M&S is divided which involves finance, marketing & human resources and
to overlook manager is there which is supervised by an administrator. Divisional structure- In
this several team work alongside with each other towards the common goal and for each division
there is executive who is responsible for managing budgets, resource allocation and branch
operations in M&S. There is centralised leadership (Rodd, J., 2020). Flatarchy structure- In
this there is one manger between executive and employee as it is hybrid of hierarchy in company
in which information flows from top to down. Matrix structure- This refers to combination of
various organisation structure which promotes duality and sharing of resources. The employees
of M&S are divided in two teams that reports to two managers project and functional manager.
This helps in enhancing skills of employees by assigning them several projects.
Organisation culture
This defines the collection of values, expectations and practices which helps in guiding
and informing the actions of all team members. When the workplace culture is aligned with
employees it helps them in making feel comfortable, supported and valued in context to M&S.
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This is moral which guides actions of individual in all aspects of internal & external
relationships. The great organisation culture can be created by having qualities of team work,
appreciation, trust and performance.
In context to M&S there are several types of organisation culture which are as follows-
Clan culture- the employees invest themselves in work as it is characterised by open and
friendly environment and mangers plays as mentors. There is focus on group coordination and
company believes workers are great asset. Adhocracy culture highly values the innovative and
entrepreneur skills with focu8s on individual freedom & initiative (Rowan, A.N., 2020). The
organisation introduces new product and services for being market leader. Hierarchy culture in
these rules and policies are set to govern behaviour and formal structures maintain dependency &
low cost of product with workers. Market culture is a bout of profit margins and staying ahead
of competition. This is result oriented with strong external focus to ensure that customers are
satisfied.
Relationship between business structure and culture
The both are interrelated as organisation structure is framework for culture to be
implemented and whereas culture prescribe how company should be structured. The top
management is influenced with culture that helps in shaping organisation structure with
assumptions, values and norms. The functional structure & control culture have centralised
decision making as top management control business aspects which can be beneficial for
management it is highly skilled. The employee has great opportunity to learn from seniors which
fosters stability and efficiency with better collaboration in M&S (Wehrmeyer, W. ed., 2017). The
divisional structure and create culture is one where different departments are bring together and
individuals are encouraged to think innovatively which resulting in well-functioning with great
opportunities regarding different business aspects.
Undertaking research on legal requirements about equal opportunity and benefit of
diversity at workplace.
The equal opportunity is government policy in which it makes ensures that employers in
workplace not discriminates employees and job applicants based upon certain characteristics. It
also ensures that company is complying with equal pay legislation for doing the same job. The
diversity is something bout promoting human rights and freedoms which is base on principles
such as dignity and respect. It takes recognition, valuing and account of people different
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backgrounds, knowledge, skills, experiences and using those differences for creating productive
& effective workplace. The diversity in workplace provides company to employ wide range of
diverse individuals with diverse characteristics (Tait, and et.al., 2020). The diversity provides
several advantages in workplace of M&S which are as follows- Variety of different perspective
means employees come is organisation with different characteristics and backgrounds that leads
to variety of different skills and experiences which is beneficial in planning and executing
business strategy in context to M&S. Increased creativity in organisation by having different
perspective when putted together people who see the same things in different ways thus helps in
getting new ideas and workplace creativity is improved. Faster problem-solving it is shown that
diverse team helps in solving problems faster as employees from diverse backgrounds have
different experiences and views in context to M&S that helps in bringing diverse solutions that
leads to fast problem solving (Webster, G., 2017).
CONCLUSION
From the above it is been concluded that managing people in organisation is effective task.
The effective managing helps in increasing the productivity of employees, problems are solved,
effective decision are taken. In business management and leadership is both needed which
influence and motivate workers to work in best way by guiding them and take use if different
management & leadership style. The business comprises of different organisation structure
where employees are assigning duties in respective departments to accomplish business goals.
The positive work environment is created within organisation culture and diversity is also
beneficial.
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References:
Books and Journals
Hart, C.G., 2021. Trajectory guarding: Managing unwanted, ambiguously sexual interactions at
work. American Sociological Review, 86(2), pp.256-278.
Hickman, and Silva, 2018. Creating excellence: Managing corporate culture, strategy, and
change in the new age. Routledge.
King, and Slattery, 2020. Using Technology to Empower People With Multiple Sclerosis (MS)
to Make Shared Decisions About Managing Their Own Healthcare: A UK Case Study.
In Impacts of Information Technology on Patient Care and Empowerment (pp. 177-198).
IGI Global.
Melo, and et.al., 2020. Identifying and managing frailty in Brazil: a scoping review protocol. JBI
Evidence Synthesis, 18(4), pp.849-856.
Rodd, J., 2020. Leadership in early childhood: The pathway to professionalism. Routledge.
Rowan, A.N., 2020. Managing Cats for Cats, Wildlife & People. WellBeing News, 2(2), p.1.
Tait, and et.al., 2020. What Are the Factors Identifying Caregivers Who Need Help in Managing
Medications for Palliative Care Patients at Home? A Population Survey. Journal of
palliative medicine, 23(8), pp.1084-1089.
Webster, G., 2017. Managing projects at work. Routledge.
Wehrmeyer, W. ed., 2017. Greening people: Human resources and environmental management.
Routledge.
Books and Journals
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