A Report on Leadership, Management, and Operations at M&S (Coursework)

This report provides a comprehensive analysis of leadership and management practices within Mark & Spencer (M&S). The introduction defines management and operations management, setting the stage for an examination of the roles and characteristics of leaders and managers, comparing their focus, risk-taking, decision-making, and stability within the organization. The report then differentiates between managerial functions and leadership roles, applying classical, behavioral, and Management by Objectives (MBO) theories. It explores the situational context of leadership and management, addressing decision-making and conflict resolution. Furthermore, the report examines various leadership theories such as situational, system, and contingency leadership, evaluating their strengths, weaknesses, and applicability to M&S's growth and sustainable performance. The second task focuses on operations management, defining its key approaches like Total Quality Management (TQM), and emphasizing the importance of customer focus, employee involvement, and continuous improvement (Kaizen). The roles and responsibilities of the operations manager are discussed, including managing resources, financial management, and supply chain management. Finally, the report assesses the impact of external business environment factors and concludes with a critical evaluation of the findings.

Management & Operations

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P 1 Define and Compare roles and characteristics of leaders and manager ..........................3
M 2 Difference between managerial function and leadership roles by applying theories ....4
P 2 Roles of leaders and manager in different situations.......................................................5
P 3 Management and leadership theories to support growth and sustainable performance...5
M 2 Strengths and weaknesses of approaches and Critically evaluation ..............................6
TASK 2............................................................................................................................................7
P 4 Operation management and its key approach .................................................................7
P 5 Importance and value of key approaches to operation management...............................9
M 3 Manager and leaders effective in improving operational efficiencies..........................10
P 6 Impact on external business environment factors .........................................................11
M 4 Critically evaluation of external factors .......................................................................11
CONCLUSION .............................................................................................................................12
REFERENCES .............................................................................................................................13

INTRODUCTION
Management is a set of activities directed at efficient and effective utilization of
reosurces in pursuit of one or more goals. It helps to reduce costs, optimum utilization of
resources and achieving goals. On the other side, operation management is responsible for
production process of goods and services (White, 2016). The present study based on M &
S(Mark and Spencer) Ltd. It is a public limited company which sells clothing, luxury food and
home products. This report will define role and characteristics of leader and manager. It will
explain key approaches of operation management and will also describe the relationship between
leadership and management in a contemporary business environment.
TASK 1
P 1 Define and Compare roles and characteristics of leaders and manager
Mark and Spencer is a major British multinational retailers headquartered in London. It
was founded by Michael Marks and Thomas Spencer.. It is listed on London Stock Exchange
and is a constitution of FTSE 100 Index. It specialises in selling of clothings, home and luxury
foods goods. It entered into long term relationship with manufactures and sold clothes and foods
under the St Michael brand which was introduce in 1928.
Management Structure:
M&S follows flat structure in their organization. It has few levels of management
between executive level and front line employees. Interaction happen more easily between upper
managers and base line workers. It is increasing productivity and reducing costs of middle level
of management. It refers to nature of distribution of units and positions. Large organization use
flat structure by setting up each division while maintaining corporate control and final approval
on decisions at executive level (Carley and Prietula, 2014). Benefits of this structure is improves
employees motivation and satisfaction, enhance interaction and decrease micromanaging, lower
operational costs. This flat structure satisfies of needs in terms of independence and self
realization.
Manager: They are the ones who is responsible for controlling and organising of whole
company. Role of manager depend on nature of work. Manager is arranged and performed
different activities in M&S. There are many qualities of manage such as discipline, confidence,
open minded, good communication skills (Tzinerr and Barsheshet-Picke, 2014).

Leader: A person who is responsible for influences his subordinates to accomplish a
specific goal. Leaders helps in making strategy and possesses good foresight along with other
qualities such as creating team, motivating the followers and innovation. There are various
attributes like competence, positive attitude etc.
Compare role and characteristics of leaders and manager:
Difference Leaders Manager
Focus Leader are focusing on people. As compare to, managers are
focusing on process and
procedures.
Risk They are minimizing risk for
leading the followers.
Besides that, they are taking
risk for achieving goals of
M&S.
Making decision They are facilitating decisions
(Fuller, Hollingworth and An,
2016).
As opposed to, they are taking
decision.
Stability Leaders are representative of
company.
As opposed to leaders,
manager is more stable in
organization.
Personality Traits Leader's personality traits are
giving guidance for achieving
vision, implement strategy and
process of execution.
Manager's personality traits are
giving projects and tasks,
accomplishing goals.
M 2 Difference between managerial function and leadership roles by applying theories
Classical theory of management: This theory apply in problems solving and planing of
policies relating to task which played by manager. It is also known as scientific theory of
management. It focuses on leadership, decision making and profits maximization. This theory
also apply in leading team and monitoring progress which played by leaders.
Behavioural theory of management: This theory is also called as human relation
movement because it addresses human concept of work. Manager is applying this theory for

understanding of human behaviour at work such as motivation, expectation and improving
productivity. This theory applies in creating positive work environment which develop by
leaders. (Hassan and Hatmaker, 2014).
Management by Objectives(MBO): This kind of management theory is different from
other approaches. MBO is systematic concept of that emphasizes accomplishment of goals. This
theory applies in alignment of company goals and subordinates objectives which played by
manager of M&S. This theory applies in creating an inspiring visions which developing by
leaders.
P 2 Roles of leaders and manager in different situations
Decision Making: Manager is appropriate decision making at workplace. They follow
different theories and methods for making decisions. Role of leaders is giving guidance and
support for better performance of followers at workplace. Manager faces many problems
regarding productiveness of company.
Conflicts Resolution: It is crucial situation of any organization that is conflicts resolution
in organization. Managerial function is directing and implementing strategies for resolving
conflicts. Leaders are also helping in this condition by encouraging their subordinates for
resolving fight. Manager is adopting different methods for resolving battle.
Interpersonal Conflicts: Manager is facing situation relating interpersonal conflicts.
There are many conflicts in team working. They are involved in conflicts individually and
encourage letting differences slide and cooperate with their co-workers. Leaders are also
understood situation and solving their own level(Different situation in business. 2012).
From above, it can be described that flat structure adopt by M&S and different
characteristics and roles of leaders and managers in organization. There are different theories are
included such as classical, behavioural and management by objectives and used of managerial
function and leadership roles in these theories. It can be summarized that leaders and managers
play roles in different situations of organization. Furthermore, it can be discussed that strength
and weakness of different management approaches for increasing quality of work in company.
P 3 Management and leadership theories to support growth and sustainable performance
Situational Leadership: This theory follow by leader and manager for influences for
achieving goals. It is an adaptive leadership style. It is used to work environment and needs of
firm. This theory is based on specific skill of leaders. They are modified style of management to

suit requirement of M&S. This theory helps to sustainable growth and development of
organization.
System Leadership: This theory enables leaders in an organization to create conditions
where people work productively at all level to their potential. It uses principles about human
behaviour to develop model of good leadership, company strategies, systems design and social
process. It gives leaders with tools that help to predict people's behaviour in M&S Ltd. Leader
are applying this theory for new culture of organization (Alda, 2016).
Contingency Leadership: This theory emphasizes that effectiveness is dependent on
matching leader's style to right situation. There are three factors in contingency theory such as
leader and member relation, task structure and positional power. Task refers to task
accomplishment and relationship motivation refers to interpersonal relationships. These elements
combine to form the situation in which a leader's style in effective or ineffective.
Leaders and managers should make sure for future improvement of M&S. Therefore,
they should take all responsibilities and adopting different theories and style for solving
situations in M&S. Leaders should follow situational, system and contingency approach for
giving support growth and sustainable performance of M&S. Manager should apply different
theories for using various function of management. Manager should adopt classical, behavioural
and management by objectives for different managerial function and leaders roles in
organization. They should improve weaknesses of these theories.
M 2 Strengths and weaknesses of approaches and Critically evaluation
Situational Leadership: The strength of this theory is that it recognize need for flexibility
on the part of leaders. It also places relationship between manager and worker at centre of
management experience. The weakness of situational theory is; difficult in identifying and
quantifying maturity. It means emotional maturity and job maturity which can result in
conflation between two.
System Leadership: The pros is to focus on accomplishing individual and overall goals
of M&S. It is also increasing company's adaptability to environmental changes (Bolman and
Deal, 2017). The cons of system leadership is to classification of inter relationship has to be done
properly. It does not provide to contingencies or particular style of functioning in firm.
Contingency Leadership: The strength of this theory is reducing amount of expectation
from leaders rather than it focus on matching leader to task. The weakness of contingency theory

is that it is not leadership development process. It does not mix well with career growth of
leader. This is common problems of in large company, managers are promoted since they
perform well at a particular level. But some they are not fit for new responsibilities, so that they
lead to ineffectiveness of entire company.
In the critically analysis that, situational theory is different from system approach,
because of this theory is increasing ability to environment modification. It impacts positively on
organization. In the contrast, system theory is different from contingency approach, because of
this theory is developing relationship and motivation in organization. Therefore, it positive
impact on company. In the critically evaluation, contingency approach dose not helps in
situations, so that it negatively effect on quality of work and effectiveness on firm.
TASK 2
P 4 Operation management and its key approach
Operation management is a business practices to design the highest level of efficiency
possible within company. It is an area of management concerned with creating and controlling
procedure of production of products and services. It helps to understand role of operation
manager in M&S and to develop abilities to structure and solve operations related difficulties. It
is important for customer services, product or services quality, market competitiveness and
correctly functioning procedures (Bolden, 2016).
Key approaches of operation management:
Total Quality Management(TQM): It is an extensive and structured organization management
theory that focus on constant quality improvement of goods and services. There are many
principles of this approach such as
Focus on customer: Customers are determined level of quality. Therefore, operation
manager make efforts on training of employees, improving processes and continuous
improvement of product quality and services (Total Quality Management, 2017).
Employee involvement: Employees are internal customer of organization. It is necessary
to involvement of employees for improving quality of products and services of the organization.
Manager create culture of company in which workers feels that they are involved with
organization and its goods and services.

Concept of continuous improvement( Kaizen):
Kaizen is an approach to create continuous improvement based on idea that small,
ongoing positive changes can collect major betterment. Kaizen is used number of tools and
approaches such value stream mapping. It is document in which analysis and improve
information or material flows required to produce goods and services (Parisio, Rikos and
Glielmo, 2016).
Responsibilities of manager in managing operation
Operation manager is taking all responsibilities and playing different role for managing
operation of organization. Roles are included such as :
Managing Resources: The main responsibility of operation manager is to manage
resources which used in production process of goods and services. They are managing both raw
material and personnel. Human resources tasks involving determining needs, hiring employees
and planning staff development.
Financial management: Operation manager is playing role of in budgeting, controlling
costs and keeping financial track of M&S. Their management of supply chain and other
Illustration 1: Total Quality Management
Source: (Total Quality Management, 2017)

resources helps to reduce costs of production. They are using methods such costs analysis to
improve efficiency (Montwiłł, Kasińska and Pietrzak, 2018).
Improving Quality: Manager is playing role for improving quality, so that they make
sure that using the better quality of raw material in production procedures. But leaders do not
interfere in improving quality because they are representatives of organization.
Goal setting: Operation manager is setting goals and objectives, establishing policies for
many departments in company. In cooperation with other manager, they help to organize
procedures and put them into effect. Leaders are only giving guidance of their subordinates for
achieving goals.
Responsibilities of leaders in managing operation:
Supply chain management: Operation leaders play essential role in supply chain
management within M&S. They are working for creating supply chain strategies in terms of
maximization of productivity, reduce risks and effective respond to fluctuation in demand.
Maintaining team: Leaders are maintaining team work for managing projects
management. Operation leaders are identifying issues when team member is struggling to meet
performance goals.
From above, it can be summarized that definition of operation management applying by
total quality management and concept of continuous improvement. It can be discussed that
importance of operation management by applied Six Sigma's and lean approach to management
of operation of company. It can be analysed external factors which impacts on operation of
company.
P 5 Importance and value of key approaches to operation management
Importance of operation management:
 Operation management is important to improve overall productivity in organization. It
gives measure of efficiency of manager and employees. Productivity means ratio of input
to output.
 In operation management, there is optimum utilization of resources for leading large
profits of M&S. The efforts of employees and many raw material are used efficiently
(Kerzner and Kerzner, 2017).
 It plays important role in handles issues like design, operations and maintenance of
system used for production of goods.

 Operation management is important for improving productivity and measures of
efficiency.
Value of key approach to operation management:
Six Sigma Approach: It is set of techniques and tools for process improvement. There
are five stages includes such as define, measure, analysis, improve and control. This theory is
started out as problems solving process. The difficulties generally concerned eliminating
variability, defects and waste in product or process. The value of six sigma approach to operation
improvement such as create infrastructure, develop short term projects with specific goals, focus
on process improvement.
Lean Approach: The value of lean approach is important to operation management.
There are many benefits of this approach such as decrease in lead time, raising productivity,
decrement inventory level and work in process, improvement of quality and increasing simplicity
and drop off consumption of resources (Garza-Reyes, 2015).
M 3 Manager and leaders effective in improving operational efficiencies
Quality improvement: Manager and leaders make efforts on improving quality of
resources which are using in production process. With the help of quality improvement, manager
is making decision for effectiveness of operation. Through effective operations, they meet
business objectives.
Using technology: Manager make efforts on using advance technology in production
process in company. With the help of technology, manager is improving quality and meet goals
of company. Through technology, managers improves efficiencies of operational activities.
Implement approach:Manager is following continuous improvement approach for
betterment of productivity. This approach help in improving effectiveness of operations of firm.
With the help of this approach, manager make efforts on efficiencies of operation of company.
Through approach, manager is to meet objectives of organization (Pati and et.al., 2018).
Safety performance: Manager and leader make appropriate decisions regarding safety
performance in organization. With the helps of safety performance, manager is ensuring that
improving effectiveness and efficiencies of operation of M&S. Through this element, manager
improves operation and meet business goals.
Inventory management: It is important that proper managing inventory and availability
of resources in company. Therefore, it helps to improve efficiencies of operations in company. It

is necessary to managing inventory in effective manner in organization. With the helps inventory
management, manager and leaders improve operations of company and meet business objectives.
P 6 Impact on external business environment factors
PESTLE Analysis:
Political Factor: Changes in government rules and regulations are directly impact on
operation of company. Government regulates free trade policy for new business which impacts
on operations of firm. It includes changing government and taxation policy. Due to trade policy,
it helps decrease in sourcing costs which impacts on M&S.
Economic Factors: Competitor's pricing and discounted pricing affected on M&S. Due
to currency impact on operations of M&S. Company focuses on higher quality which only led to
short term loss (Garza-Reyes, 2015). Customers were attracted to quality with value. These
factors affect decision making of leaders and manager.
Social Factors: Changes in customers demand, needs and wants are directly effect on
operation of company. It includes social trend, culture and helping to cut down internal costs.
Company make efforts on effective operation according fashion and society. These factors affect
decision making of leaders and manager.
Technological Factors: Company using advanced technologies for effective operations.
Changes in technology which directly impact on operation management of M&S. Firm has
strong social media and online presences. These factors affect decision making of leaders and
manager.
Legal Factors: Modification of laws which directly impact on operation of business.
Financial dispute also affects on operation management of company. Firm faces different legal
action and decision which directly effect on management of operation. These factors affect
decision making of leaders and manager.
Environmental Factors: Environmental friendly and sustainable products are included in
this element ( Prajogo, 2016). It is also impacted on operation management of M&S. It includes
health planning, accommodation etc.
M 4 Critically evaluation of external factors
Operation management of M&S affected by different external factors. Political elements
includes such as changes in policies which impacts positively on operation management of
company. In the critically evaluation, social factor which includes trends, fashion and culture.

These are negatively effects on managing operation of company. In contrast, economic factors
involve competitor and discounted pricing. These elements are negatively impacts on operation
management of M&S.
Furthermore, In critically analysis, environment factors includes sustainable products
which impacts on positively on managing operations of company. In contrast, legal factor
includes financial dispute which negatively impacts on operation management of M&S. As
compare to, innovation in new technology which positively impacts on operations' management
of organization. Impacts on external factors not only operation management but also overall
business activities of M&S.
M&S's manager and leaders should make efforts on improving quality, effectiveness and
efficiencies of operation of their company. They should follow different approaches for
managing operations of company. They should make efforts to meet business objectives by
applying various theories of operation management.
CONCLUSION
This report summarized that M&S follow flat structure in their organization and
comparison between roles and characteristics of leaders and manager. It can be concluded that
different managerial function and leadership role by applying various approach. It can be
discussed that different theories and approaches of management for sustainable growth and
performance of company. Furthermore, it can be concluded that importance and value of
operation management by applying different theories of operation management. It can be
completed that various external factors impacts on decision making on leaders and managers.

REFERENCES
Books and Journals
Alda, M., 2016. Manager characteristics and manager-replacement: How is pension fund
performance affected? (No. ART-2016-94576).
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Bolman, L. G. and Deal, T. E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Carley, K. M. and Prietula, M. J., 2014. The" virtual design team": Simulating how organization
structure and information processing tools affect team performance. In Computational
organization theory (pp. 19-36). Psychology Press.
Fuller, E. J., Hollingworth, L. and An, B. P., 2016. The impact of personal and program
characteristics on the placement of school leadership preparation program graduates in
school leader positions. Educational Administration Quarterly. 52(4). pp.643-674.
Garza-Reyes, J. A., 2015. Green lean and the need for Six Sigma. International Journal of Lean
Six Sigma. 6(3). pp.226-248.
Hassan, S. and Hatmaker, D. M., 2014. Leadership and performance of public employees:
Effects of the quality and characteristics of manager-employee relationships. Journal of
Public Administration Research and Theory. 25(4). pp.1127-1155.
Kerzner, H. and Kerzner, H. R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Landis, E. A., Hill, D. and Harvey, M. R., 2014. A synthesis of leadership theories and
styles. Journal of Management Policy and Practice. 15(2). p.97.
Montwiłł, A., Kasińska, J. and Pietrzak, K., 2018. Importance of key phases of the ship
manufacturing system for efficient vessel life cycle management. Procedia
Manufacturing. 19. pp.34-41.
Parisio, A., Rikos, E. and Glielmo, L., 2016. Stochastic model predictive control for
economic/environmental operation management of microgrids: An experimental case
study. Journal of Process Control. 43. pp.24-37.
Pati, R.K. and et.al., 2018. Business model design–performance relationship under external and
internal contingencies: Evidence from SMEs in an emerging economy. Long Range
Planning.
Prajogo, D.I., 2016. The strategic fit between innovation strategies and business environment in
delivering business performance. International Journal of Production Economics,. 171.
pp.241-249.
Tzinerr, A. and Barsheshet-Picke, L., 2014. Authentic management as a moderator of the
relationship between the congruence of gender role identity-gender management
characteristics, and leader-member exchange (LMX). Revista de Psicología del Trabajo y
de las Organizaciones. 30(2). pp.49-60.
White, P. R., 2016. Public transport: its planning, management and operation. Taylor &
Francis.
Online
Different situation in business. 2012 . [Online]. Available
through. :<https://www.business2community.com/leadership/difficult-situations-
managers-face-and-how-to-deal-with-them-0285840>.

Total Quality Management, 2017. [Online]. Available
through. :<http://earnmechanicalengineering.blogspot.com/2017/08/total-quality-management-
tqm-objectives.html>.