Leadership and Management: A Case Study of Marks & Spencer

This report delves into the operational management, leadership, and management practices of Marks & Spencer (M&S), a prominent British multinational retail brand. The report begins by defining and contrasting the roles and characteristics of leaders and managers, highlighting their differences ...Read More

Management
Operations

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Define and compare the different roles and characteristics of a leader and a manager.........1
TASK 2 ...........................................................................................................................................3
P2 Role of leader and function of manager in different situational context...............................3
P3 Apply different theories and models of approach..................................................................5
TASK 3............................................................................................................................................8
P4 Key approaches to operations management and the role that leaders and managers...........8
P5 Importance and value of operations management in achieving Business objectives............8
TASK 4............................................................................................................................................9
P6 Assess the factors within the business environment that impact upon operational
management and decision-making by Leaders and managers....................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
Operational management is the function that is concerned with designing and managing
the procedure of conversion of raw material into a finished product. It basically deals with
planning, controlling and improving whole system that manufactures and delivers a company's
primary products and services (Accomazzi and et. al., 2012). It forms a fundamental part for any
organization to gain success and growth as it enables to create a robust competitive advantage by
enhancing efficiency and performance of every single process whether related to use of
technology, resources, creating value and so on. The project is based on the case study of M&S
which is a British multinational brand belonging to retail sector. The report will discuss about
different roles of leaders and functions of managers in an organisation and their application in
various situations. Further different theories and models along with their strength and
weaknesses will be explained in context to firm. Also key approaches of operational
management and roles of leaders and managers in improving its efficiency will be discussed.
TASK 1
P1 Define and compare the different roles and characteristics of a leader and a manager
Introduction to Organisation
Mark & Spencer is as global retail brand that was established in 1884 with its
headquarters in London, UK. The company specialises in selling apparels, home products and
luxury food products. The company has more than 979 stores across the globe and employees
around 84,939 employees.
Mark and Spencer follows a flat organisational structure in which it has many functional
departments where in management exercise authority and control in form of chain of command.
Meaning of Manager
A manager is an individual who is responsible for directing and controlling the work and
staff. They are assigned with management task and are responsible for achieving the desired
objectives by undertaking key functions of planning, budgeting, staffing, problem resolving and
controlling(Ageron, Gunasekaran and Spalanzani, 2012).
Meaning of Leader
A leader is a person who has the ability to inspire and influence others to do a particular
task in most efficient manner. They are responsible for providing guidance, motivation and
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aligning personal and professional goals of its team members so that they can work
autonomously towards one direction for attaining organizational objectives.
Difference between role of manager and leader
Basis Leaders Manager
Risk taking Leaders of M&S are risk takers and
always encourages its team members
to try out new things
Managers of M&S on other
hand work to reduce the extent
of risk as far as possible. They
avoid and manage problems.
Focus They focuses on people to motivate
them to realize their vision.
Managers on other hand
concentrates on structures and
analytical concepts so as to
ensure that all systems are in
place to accomplish desired
outcomes.
Working Style Leaders follows motivational style to
spark and zeal in its team mates to
put their best efforts in completing
task they are assigned with
Managers of M&S on other
hand follows authoritative
style to instruct employees to
do a particular task as per the
set directions.
Characteristics of Managers Versatility: One of the most prominent characteristics that managers of M&S are required
to possess is flexibility and versatility. They are essential qualities that help managers to
quickly and efficiently respond to changes and be reactive to adopt new ideas, concepts
etc. by bringing modification in their present working style (Benjaafar, Li and Daskin,
2013). Knowledge: Another important characteristic for mangers of M&S is to have a thorough
knowledge base about their field of work. It is important as it helps managers so as to
develop most appropriate courses of actions and to deal with various market complexities
in an effective manner.
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Characteristics of Leaders Good Communicator : Communication forms most important characteristics that leaders
of M&S are expected to have command. It is important as having good communication
enables manager to provide clear cut directions to team mates, motivate them to work on
right project with right attitude. Also efficacy in communication about expected level of
performance, issues, advice etc. helps in building good relations with staff and inspire
them to meet set goals.
 Empathy: It is essential characteristics for leaders to develop empathy with their team
members, to understand their problems, issues and to provide them with viable solutions.
This helps leaders of M&S to develop a dedicated, motivated and efficient team that is
confident enough to take up bigger responsibilities and challenges.
TASK 2
P2 Role of leader and function of manager in different situational context
M&S being a global multinational brand strives to attain a perfect blend of leaders and
managers so as to lead organisation in present dynamic competitive business environment
(Childe, 2011). It follows policy of managerial leader where in its managers and leaders reshuffle
their responsibilities and functions according to situation to achieve desired goals. Mentioned
below are certain functions of managers and roles of leaders of M&S and their application in
various situational context:
Functions of Managers:
Planning: It is an intellectual process that after considering the availability of resources
and flexibility of personnel sets up vision, mission and objectives of a organisation. Managers of
M&S carries out function of planning by evaluating future contingencies that are likeable to
effect company and develop strategic objectives and strategies to secure attainment of future
goals.
Organizing: Another function of M&S managers is to organize entire workforce and
structure in an effective manner and to align activities of company. It is responsibility to provide
recruit and train right people for right job profile and to ensure efficient, educated and sufficient
workforce.
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Commanding: It is responsibility of managers of M&S to properly communicate firm's
objectives and policies to their employees. They are to supervise workforce in their routine
work , command them to ensure consistency with set policies and also to inspire them attain pre-
set objectives within specific time frame (Drake and Spinler, 2013).
Coordinating: Another function undertaken by managers of M&S is to coordinate team
efforts, actions and processes to ensure that goals are achieved in desired manner. Managers are
responsible for both internal coordination that implies harmony in various managerial functions
and external coordination that involves maintaining close coordination with government, public,
trade unions etc.
Controlling: Managers are accountable for controlling and ensuring that activities of firm
are in perfect alignment with its policies and objectives. It is responsibility of managers of M&S
to observe, evaluate and report any deviations in performance from original plans. Also they are
to take corrective actions to reduce and remove these potential gaps or lacking,
Functions of leaders:
Goal setting : One of the main functions of leaders of M&S is to lay down goals and
policies to influence their subordinates top work with enthusiasm and confidence.
Initiating Actions: Another important function of leaders is to take right decision as per
upfront situation without depending upon any one else to initiate an action.
Direction and Motivation: It forms primary functions of leaders of M&S where in the are
responsible for providing right direction and guidance to their subordinates to perform a assigned
task in most efficient manner. Also they are expected to keep on encouraging their team
members for putting up their best efforts so as to build up their confidence to attain objectives in
most efficient manner within limited time frame.
M&S being an international brand is subject to encounter various complex business
situations that directly influences working style of the company. Mentioned below are roles of
leaders and functions of managers in varied situations:
Stable situation- It refers to a situation when there is little or no sudden change
encountered by an organization. In order to be competent in this situation managers need to
thoroughly ascertain market and them formulate best course of actions that is to be followed. In
context to M&S, performance appraisal forms to be a stable change. It is because as is conducted
once in an year and thus is not sudden or unexpected by workforce (Gimenez, Sierra and Rodon,
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2012). The role of leader in this reference is to assist manager by providing them with the track
record of performance of each employee so that manager could take decision related to
promotion, training, transfers and so on.
Moderate situation : It refers to situation where in there is introduction of change due to
innovation or renovation in product, customer's demand, market etc. In case of M&S is
primarily a clothing, home furnishing and luxury food brand that is very much depended upon
the taste and preferences of consumers (Griffin, 2013). Thus, any shift in client’s requirements,
fashion etc. are likeable to impact the profitability and stability of M&S. In this regard the
function of managers is to regularly monitor the market scenario and to be flexible in introducing
necessary changes in such as bringing innovative changes in cloth designs, fabrics used etc. The
role of leader in this situation is to be change agent and communicate the necessary modification
that has to be done in product, process, techniques etc.
Rapid Situation: It refers to sudden unexpected situation like where in government
passes some laws without appreciable warning, there is technological breakthrough or some new
product is launched by competitors. In context to M&S this situation relates to sudden popularity
of mobile and social media application utilizing which customers shifted from physical shopping
to online shopping. The function of managers in fast change situation is to analyse the market
trend and to upgrade its technology to introduce a product, process, service etc. that is most
competitive in respect to that offered by rivals (Ham, Hitomi and Yoshida, 2012). The role of
leaders in this regard is to communicate the benefit of introducing this new technology so as to
cope up with their resistance and also to determine their training needs so that they can handle
new technology efficiently,
P3 Apply different theories and models of approach
In business, leadership forms multidimensional managerial function that enables
individual to derive desired results through their subordinates and to deliver optimum
performance for achieving pre-set firm's objectives. M&S being a customer centric organization
immensely depends upon the performance and productivity of its workforce as they hold to be its
most valuable resources. Thus, in order to maintain a dedicated, proficient and satisfied team of
employees leaders of M&S follows various leadership theories to motivate and induce
enthusiasm in its staff to perform better than the best.
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Situational leadership : This theory of leadership applies that there is no perfect style of
leadership that suits every given business scenario and it is ability of manager/leader to apply
various leadership styles in accordance with given situation rather than following a particular
leadership model. In context to M&S that been a global brand employs various types of
employees (Kerzner, 2013.). Thus in situations where in team members are skilled and experts of
their fields leader follows a democratic style encouraging their participation in giving
suggestions, ideas etc. during decision making process. On other hand, when dealing with
unskilled labours or where in leaders are having more experience and knowledge of a given
situation they follow authoritarian style thereby taking decisions single handedly that are to be
followed by subordinates.
Advantage Disadvantage
This leadership style helps in boosting up the
motivation of workforce as they feel confident
and associated with organization.
There is chances of confusion within the team
as the situations are interconnected and
interrelated with various different factors.
System leadership: This leadership approach could be described leadership across
company boundaries, beyond individual professional discipline within limit of organisational and
stakeholders cultures. This style when implemented in firm enable leaders to not only think
about their own perspective but to apply broader approach for developing firm as well as its
stakeholders (Kusluvan and et. al., 2010). In reference to M&S this leadership style helps leaders
having long term vision for company to develop strategies and procedures that will help
organisation to gain new uniqueness in its business functionality that is hard for rivals to attain.
Advantage Disadvantage
It provides framework for clarifying thought
on complex and dynamic business environment
and to interpret realities.
This leadership theory is complex to be applied
as it involves various interrelated parameters in
it.
Contingency theory : This theory states that there is no best leadership style that could
be suitable for every giving situation for a company. Thus optimal course of action to be taken
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totally depends upon capabilities, skills, tasks and composition of team. In reference to M&S by
applying this theory leader try to match their leadership style to a given situation.
Advantage Disadvantage
It enables organization to identify the best
potential leaders on basis of task or
relationship orientation for a particular group
or team
When applied in a organisational context this
style of leadership is quiet complex as
determining situation in which a particular
managerial action fits involves analysis of
various factors that is hard to be evaluated
correctly.
Impact of leaders and managers
These leadership theories when applied effectively can help an organization to design a
new and innovative ways so that people could be encouraged and influenced to contribute in
organizational objectives (Laudon and Laudon, 2016). The managers and leaders plays critical
role in application of these theories as they work in close coordination with each other to inspire
its employees to work enthusiastically giving their best efforts for attaining the ultimate goals.
Both managers and leaders form cornerstones for company to gain success and competitive edge
as they enable company to gain advantage of proficient and committed teams as a part of
continuous leadership development.
RECOMMENDATIONS
Being a multinational company M&S is recommended to adopt democratic leadership
style that will further provide chance to its employees to participate in decision making process.
This ultimately will help M&S to get abundance of creative, innovate and new ideas out of
which company can practical apply most feasible ones to develop new product/services. On other
hand it will also help in developing a confident committed team of employees they feel
associated with firm (Lewis and Brown, 2012.). Further as there is constant up gradation in
technology that is been utilized in business processes managers and leaders are suggested to plan
and design appropriate training programs for their staff members. This not only will help in
increasing their core competencies but also will motivate them to be confident in taking bigger
responsibilities and challenges in near future.
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TASK 3
P4 Key approaches to operations management and the role that leaders and managers
Operational management form integral part to attain business efficiency as it involves
optimum utilization of limited resources and meeting up the requirements of clients to the
highest standard of economically possible. In context to M&S manages and leaders applies
various approaches of operational management whose areas of concerned is to analyse and
design workflow and business procedure within firm. These approaches are mentioned below:
Total Quality Management: It refers to a continuous efforts by managers and leaders to
detect, reduce and eradicate errors in production, streamlining supply chain management,
improving consumers experience and to ensure well trained staff (Moutinho, 2011). M&S follow
this approach to continuously improve quality and performance of all its internal business
operations so as to provide premium quality of products and services that exceed consumers
expectations. A string leadership is of critical significance to apply this approach so as to control
and monitor the progress of the entire process, to find out deviations on first hand and to take
corrective actions then and there only.
Six Sigma: It is a disciplined data driven approach form removing defects in any process
from manufacturing to transactional. M&S by implementing this approach of operational
management strives to attain maximum customer satisfaction by reducing the number of defects ,
improving sales returns, attain employee growth, enhance production process by preventing
occurrence of probable defects during manufacturing procedure. The role of managers in
application of six sigma is that they help in monitoring the whole implementation process,
provides review about efficiency of the approach that supports employees as well as top
management (Nagurney, Masoumi and Yu, 2012). The role of leaders of M&S in this approach
is that they communicate the probable benefits of applying this approach to employees to gain
their support, motivate and train them get six sigma training.
P5 Importance and value of operations management in achieving Business objectives
Operational management includes monitoring, designing and managing process of
production so as to attain effectiveness and efficiency in functions from manufacturing to
ultimate delivery of products and services. In reference to M&S where in firm is having various
departments having interrelated operations importance of operational management increases
quiet significantly:
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Control and distribution system: it forms integral part of operational management as it
is responsible for handling production process and ensuring proper distribution of finished
goods to ultimate consumers so as to meet firm's goals. It is mainly associated with effectively
managing the limitedly available resources and maintain efficiency in during distribution process
so that there is minimum misuse and wastage of them. This helps M&S to attain its objectives of
proper and maximum utilization of its resources.
Quality improvement: Quality is one of important factor that is much demanded by
today's consumers in every aspect of a product being it its features, delivery or usage. M&S
being a one of the top leading brand give immense attention to this aspect in order to maintain its
market position and brand image. The managers and leaders implies several approaches of
operational management such as TQM, six sigma etc. in order to enhance quality of product,
process and services that are offered by company.
TASK 4
P6 Assess the factors within the business environment that impact upon operational management
and decision-making by Leaders and managers
There are various macro factors that are been analysed by managers and leaders of M&S
to ascertain its probable impact on company's operational efficiency and thus to formulate
necessary strategies to gain competitive edge:
PEST Analysis
Political Factor: M&S is favourably affected by European Commission's fees trade
agreement that has made its easy for company to imports products and reduce down its sourcing
costs. Also firm is well known for its CSR initiative (Paryani, 2011). This has aided firm to take
decisions related to diversifying its business in nations where in company is having free trade
agreements.
Economical factors: During financial crisis of 2015, where regardless of other
competitors like TESCO who followed discounting pricing M&S concentrated on providing
quality products and better customer satisfaction. This aided firm to maintain its market position
and share and to attain strong sales. This impacted company's decision to intensive its various
approaches of operational management such as TQM, quality management etc. so as to provide
best quality premium products.
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Social Factors: In UK there is sudden shift from baby boomers into generation X that
requires modification in strategy to fulfil needs of new segment. Also there is increased interest
towards green produce. This has impacted M&S to take decision to build up relationship with its
customers and suppliers by emphasizing of its social agenda. In 2015, company decided to start
a campaign 'Spark something Good' with its 1000 employees for society welfare.
Technological factor: With immense popularity of online and social media like
Facebook, Instagram, online shopping website etc. M&S adopted digital strategy to reach out
wide target audience in most cost and time effective manner.
CONCLUSION
The project undertaken concludes that operational management forms integral part in
attaining high proficiency in commercial activities of a business. The managers and leaders
plays a critical part in the success of a firm as by performing various functions like planning,
controlling etc. along with leaders who have to under take roles like setting objectives, initiating
actions etc. together they built up a dedicated proficient workforce. Further there are various
leadership theories that are applied by firms to motivate its employees that helps in timely
achievement of its objectives. Also, the project reveals importance of operational management
and its various approaches such as TQM, quality management etc. that enables company to
enhance quality of its products and services so that it can meet out customers expectations. A
detailed PEST analysis of firm reveals the probable impact that these factors creates on the
operational management and decision making of company.
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REFERENCES
Books and journals
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Ageron, B., Gunasekaran, A. and Spalanzani, A., 2012. Sustainable supply management: An
empirical study. International Journal of Production Economics. 140(1). pp.168-182.
Benjaafar, S., Li, Y. and Daskin, M., 2013. Carbon footprint and the management of supply
chains: Insights from simple models. IEEE transactions on automation science and
engineering. 10(1). pp.99-116.
Childe, S.J., 2011. What are the hot topics in the management of operations?.
Drake, D.F. and Spinler, S., 2013. OM Forum—Sustainable Operations Management: An
Enduring Stream or a Passing Fancy?. Manufacturing & Service Operations
Management. 15(4). pp.689-700.
Gimenez, C., Sierra, V. and Rodon, J., 2012. Sustainable operations: Their impact on the triple
bottom line. International Journal of Production Economics. 140(1). pp.149-159.
Griffin, R.W., 2013. Fundamentals of management. Cengage Learning.
Ham, I., Hitomi, K. and Yoshida, T., 2012. Group technology: applications to production
management. Springer Science & Business Media.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kusluvan, S and et. al., 2010. The human dimension: A review of human resources management
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Laudon, K.C. and Laudon, J.P., 2016. Management information system. Pearson Education
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Lewis, M.A. and Brown, A.D., 2012. How different is professional service operations
management?. Journal of Operations Management. 30(1). pp.1-11.
Moutinho, L. ed., 2011. Strategic management in tourism. Cabi.
Nagurney, A., Masoumi, A.H. and Yu, M., 2012. Supply chain network operations management
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