Leadership and Management: Marks & Spencer Operations and Strategies

This presentation provides an overview of Marks & Spencer's key operations, focusing on retail functions like supply chain management, master data management, and store layout. It identifies the roles and responsibilities of managers within these functions. The presentation explores operational approaches, including Total Quality Management and Six Sigma, and their value. It then examines the impact of external business factors such as political, economic, social, technological, legal, and environmental influences on managerial decision-making. The presentation also outlines ways to improve operational efficiencies, such as time management and multitasking. Finally, it concludes with recommendations for Marks & Spencer, including expanding supermarkets, implementing reward systems, and enhancing its online platform. The presentation uses references to support its analysis.

Leadership and Management

INTRODUCTON
Leaders and managers play major role in the organisation. They make
importance to motivating the employees regarding their work and create employee
retention. Marks & Spencer is one of the biggest retail chain in UK. It sales the
products such as home and kitchen appliance, arrivals and many other things. This
presentation will consider key operations of the organisation and key operational
approaches. Further information about external factors impact on decision by
managers.

An introduction to the key operations of the organisation
• Marks & Spencer is the retail chain sector of UK. Retail operations consider the
functions to keep the store functioning well. It includes the functions such as
people management and supply chain management, store layout, cash operations,
physical inventory, master data management etc. These all are the key operation
of organisation which considers in retail sector

Key operational functions & Identifying the roles and
responsibilities of managers
Supply chain management- It is an important aspect of the organisation and it is required to
plan and control the flow of product. It involves the process which starts from raw material
and end with distribution of product in the market.
Master data management- It is the process used to manage the critical data of an organisation.
The data include reference data which is set of premises values and the analytical data
supports in decision making.
Cash management- It considers daily operations related to cash flow. It considers the work
such as payment and receivable cash, relation with the bank, disbursements, cash flow
forecasting, and letter of credit and credit line activities

CONTINUE..
Physical inventory- It is the process in which the physical inventory counts by the
business. In a business that does not have accurate inventory records, it is required
to periodically conduct a complete count of the inventory.
Store layout- It is the design of the whole store in which the inventory have to put.
The manager also plays role in designing of the store

Key operational approaches to operations management and their
value
Total quality management- It is the process of the continual process of detecting and
reducing or eliminating errors in manufacturing, supply chain management, customer
experience. It is the structural approach to overall organisation engagement
Six sigma- It is the quality control program. It refers to the reduction of manufacturing
defects to a level of no more than 3.4 occurrences per million. It is the process of
control and eliminating the manufacturing defect.

The impact of external business environment
• Political- Political instability is the main factor which affect the organisation.
Decision making process affected by change in government policies and procedure
• Economical- Economic factors consider inflation rate, deflation rate, interest rate
etc.
• Social- Customer taste and preferences changes with a new day and it makes impact
on the decision making process of managers because they can not decide major
things just because of cultural changes.

CONTINUE..
• Technological- It is the most important factor which affect the organisation. It also
considers with social factor because demand of people increased in the sense of
technology and it makes impact on decision making
• Legal- Legal procedure is required in every organisation to sustainable
development. Legal environment considers some laws such as employment law,
labour law and many other laws which make impact on the decision making.
• Environmental factor- This factor also create impact on decision making of
managers. Environmental factor affect decision by managers due to increasing
scarcity of raw materials, pollution targets and carbon footprint targets set by
governments.

WAYS OF IMPROVING OPERATIONAL EFFICIENCIES
Operational efficiency can be improved in the organisation through -
• Taking regular breaks between the work.
• Self assessment, how much time consume to do a task
• Being multitasking
• Take advantage of commute.
• Reduce material movement
• Create an open environmental

Conclusion
From the above presentation it has been concluded that manager played main role in
the all function of the organisation. Operational functions which was the main theme of
whole organisation could be improve through time management. External factors
affected the whole organisation and decision making process

RECOMMENDATION
• They have to increase supermarkets in local area to increase the profitability.
• They have to apply reward system for every task, it makes the employees
competitive and helps to improve credibility.
• Marks & Spencer has to increase its online platform because it has a few online
platform which is the reason for low online sell

REFERENCES
Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management.
John Wiley & Sons.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured
approach. Routledge.
Teoman, S. and Ulengin, F., 2018. The impact of management leadership on quality
performance throughout a supply chain: an empirical study. Total Quality
Management & Business Excellence.29(11-12). pp.1427-1451.