Marks and Spencer: Leadership and Management in Operations Analysis

This report, submitted by a student at ICON College for a BTEC HND in Business course, explores the roles of leaders and managers within the operational context of Marks and Spencer (M&S). The introduction defines operation management and sets the stage for comparing the functions of managers and leaders, highlighting their distinct responsibilities and characteristics. The report delves into various leadership and management theories, including transformational, contingency, trait, and action-centered leadership theories, as well as classical, behavioral, contingency, and chaos management theories. The core of the report applies these concepts to M&S, analyzing how leaders and managers contribute to the company's success through planning, organizing, directing, staffing, coordinating, and controlling. The report concludes by examining the application of contemporary and classical management theories within M&S's operations to improve efficiency and address challenges.

ICON College of Technology and Management
Faculty of Business and Management Studies
BTEC HND in Business
Coursework
Management and Operations
Tutor: Dr Fidelis Akanga
Submitted by:
Full Name: Nazrul Islam
ID No: 18106
Session: January 2021

Table of Contents Page No.
Introduction................................................................................................................................. 3
LO1 Differentiate between the role of a leader and the function of a manager.................... 3-6
LO2.Apply the role of a leader and the function of a manager in given contexts................6-10
LO3 Demonstrate an appreciation of the role leaders and managers play in the operations
function of an organization........................................................................................................10-13
LO4 Demonstrate an understanding of the relationship between leadership and management
in a contemporary business environment................................................................................13-14
Conclusion................................................................................................................................... 15
References
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INTRODUCTION
Operation management is a production-related process that involves the systematic transformation of
raw materials into finished goods. The report focuses on the role of the leader and manager in the
Marks and Spencer Ltd. management and operation system. First and foremost, based on the roles and
characteristics, I have focused on the manager's and leaders' roles in this report. Depending on the
situation, various examples are given. Throughout the report, a variety of management and leadership
models and theories are discussed. The following section of the report discusses various approaches to
operation management. The importance of operation management and various factors relating to
management and operation can be understood from the perspective of the specific organization I have
selected by focusing on the report until the end. It will give a good understanding of the management
and operations functions, as well as how they are used in the organization. The value and importance
of operations management cannot be overstated to succeed in today's competitive business world. The
term "operation management" refers to the process of increasing output by making efficient and
effective use of inputs. The report focuses on the role of the leader and manager in the management
and operation process of Marks and Spencer Ltd. Marks and Spencer is a multinational clothing
retailer with stores and an online store all over the world catering to fashion-conscious women with a
wide range of clothing preferences.
Comparison of different roles and characteristics of a leader and a manager.
Manager: By following pre-determined strategies, managers are responsible for fulfilling a
company's goals and objectives To perform these activities, managers must design and build
approaches to the organization's plans, as well as ensuring that workforce planning matches the
organization's objectives. Managers have the advantage of being able to oversee tasks across several
departments due to their ability to be disseminated at various levels within the firm. Managers will
also be in charge of their team's appraisal, which will be based on an individual's performance and
how they carry out their responsibilities (Management and Leadership Roles in Organisation
Operation 2021).
Leaders: Leaders are individuals who ensure that the work of the company's employees is completed.
Leaders, like managers, are vital in encouraging people because of their communication and
leadership skills. They know how to inspire and motivate their team to attain their aims and ambitions.
The most favorable consequence for a leader is the ability to influence and motivate employees to
achieve at their best (Management and Leadership Roles in Organisation Operation 2021).
Differences between managers and leaders
The functions of management and leadership are commonly confused, yet they are distinct. Managers
are responsible for determining the organization's goals, while leaders are in charge of motivating
people through expressing the organization's vision. In the table below, the skill sets of managers and
leaders are compared:
Managers Leaders
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The task of setting the objectives of the
organisation.
Bring around the objectives/goals being developed
by the manager.
Policies have to be communicated to the leaders. Communicating and influencing employees to work
as per the given policies.
Direct their department. Direct their team.
Creating a progression plan that will be used by
the organisation.
Are given the task of implementing the goals set out
by the organisation.
Primary focus on the goals and objectives of the
organisation.
To focus on the workforce.
Able to contribute more to the planning of the
organisation.
To inspiring the work environment.
In charge of directing the work to the team. To motivating the employees to work.
Source: (UKEssays.com, 2013)
Figure 1: The various functions of management and leadership
(www.google.com, n.d.)
As can be seen from the above, there is a significant difference between leaders and managers;
however, despite this distinction, these individuals are critical to the organization's success. A
well-informed leader and manager can see to it that the company gets the assistance it needs to
achieve long-term success and stay ahead of the competition.
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The role of a leader can be viewed as significant since they ensure that their team's hidden talent
is uncovered so that they can provide advice to ensure that their goal is reached, not just for the
organization, but also for the person. On the other hand, Managers can come across badly
because they can criticize their team to a degree in trying to improve them, but this can
sometimes be perceived as discouraging the individual.
The following are some of the various leadership and management theories:
Theories of Leadership:
1. Transformational leadership theory is a philosophy that governs a leader's ability to affect
particular changes in individuals, the workplace, and even the community in which the firm
works. Because the company's ultimate purpose is to grow its people into leaders, executives
will consider this issue in order to make a significant and beneficial difference in the
workplace.
2. The contingency theory of leadership is focused on how a company reacts to a certain event
at a particular time. The method chosen will be determined by the existing situation of the
firm.
3. The trait theory is focused on the characteristics and qualities of a good leader, yet it can
sometimes miss the quality that all managers should possess. This theory is best suited for
firms with high customer demand for their products/services, which involves a detailed
analysis of the need to govern staff productivity.
4. The action-cantered leadership theory is based on managers' and leaders' connections as
well as how they manage the three components that control this model: team, task, and
individuals. The goal of this idea is to ensure that leaders and managers achieve the
organization's goals and objectives by establishing solid principles, improving the working
environment, and developing teams and productivity.
Management theories:
1. According to a classical theoretical framework, Employees are only concerned with the
company's physical and financial needs. Most organizations, it has been noted, do not take
into account what could be considered the worker's social needs and ensuring job satisfaction.
Instead, they focus their ideas on specializing in labour skills, ensuring that leadership is
centralized, that organizational profits are maximized, and that decisions are made
2. Management behavioural theories are viewed as leaders' behaviour and how they face a
challenge if they do not take the situation approach. Such management types are task-oriented
and do not have any connection to mind, but depending on the manager with whom the
management works. The management conduct theory can, as it deals with and focuses on a
better understanding of human behaviour in the organization, also relate to human relations.
3. Contingency management theory examines the management style that is applied in the
company and only applies if the management is primarily concerned with increasing corporate
productivity and fulfilling the organization's objectives. The management task of this theory
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seeks to improve the organization's working environment by developing a good relationship
with its employees in order to motivate its employees to achieve its goals.
4. Management Chaos theory describes chaos or interruptions arising from a public demand
change or economic slow-down. This concept is tied to determining whether or not your
personnel are qualified to handle a crisis.
5. The management team and the organization's employees agree on these goals in order to
improve the company's operations by establishing its goals. The start-up company considers
that management uses this model, as it is ideal for its employees to be involved in the market
decision-making process.
The role of a leader and the function of a manager
Marks and Spencer is a British clothing retailer with stores in North America, Europe, and a
number of other industrialized nations around the world. The organization is led by a number of
successful managers and leaders who are part of one of the UK's most successful businesses.
Managers at Marks & Spencer create business strategies and long-term plans for the
organization, while leaders create these plans (Bisen and Srivastava, 2009). The company's CEO
interacts with employees, increasing their productivity and directing their thoughts toward the
organization's goals. On a regular basis, the company's managers raise employee performance
standards, and the company's leaders put the Guidelines into action in order to get the best
outcomes from employees (Marksandspencer.com, 2017). Leaders have improved their
interpersonal communication technique in order to translate management policies into
organizational improvement.
Applying the Role of a Leader and Function of a Manager
A leader plays various roles in the organization of the business and managers perform different
business functions. Thus, in different situational contexts the role of the manager is applied as
follows:
Planning: A prepared timetable of organizational targets and goals for various conditions
is referred to as planning. Managers at Marks & Spencer create plan objectives and
targets in order to reduce expenses and increase revenue (Bisen and Srivastava, 2009).
The fundamental role of leaders is to deliver the greatest possible performance, interact
with personnel, and achieve the planned goal in the most efficient manner possible.
Organizing: To get the most out of the raw materials and resources, it's necessary to
arrange them. It also avoids waste and ensures that resources are used efficiently (Chopra
and Meindl, 2016). The leader is in charge of allocating resources in accordance with the
plan and motivating staff to work effectively.
Directing: The most crucial responsibility for managers and leaders is to provide good
instruction to their personnel. In order for the task to be accomplished effectively and
efficiently, the leader directs and motivates the team. Their main goal is to motivate
people to fulfill the company's objectives and ambitions.
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Staffing: The personnel is Marks and Spencer's most important asset. Company leaders
and managers make their personnel the most productive and collaborate with them as a
team to get the greatest outcomes (Chopra and Meindl, 2016). Employees are hired and
their abilities and skills are evaluated by managers. They also provide training and other
advantages to their employees in order to help them improve their work capabilities.
Co-coordinating: In order to carry out the plan, coordination is required. It
guarantees that departments and functions collaborate to get the greatest results feasible
for the firm. It helps the company coordinate and communicate with divisions, as well as
develop a work relationship for added value. Managers guarantee that the department is
driven to perform effectively, while leaders aid in bringing the department together.
Controlling: Another crucial responsibility for managers is control. To ensure high levels
of performance, leaders and managers must keep control over the circumstances as well
as the organization's people (Chopra and Meindl, 2016). It makes certain that plans are
followed and work is done on schedule.
Marks and Spencer Ltd. employs a variety of leadership and management theories in their
business operations. The following are the management and leadership theories that the
organization employs:
To deal with the current situation's greater manufacturing costs, Marks & Spencer Ltd. adopts
contemporary management theory. The organization's administrators try to lower the cost of
raw materials through negotiating with suppliers (Giuliani and Kurson, 2007). Employees are
encouraged to deal with new suppliers and retain their current levels of performance by their
bosses.
Marks and Spencer employees and supervisors collaborate to achieve the company's
objectives. Managers guide their teams in completing tasks according to the performance
criteria.
The application of classical management theory to the improvement of an organization's
efficiency is beneficial. The theory is also known as Kaizen. This technique continuously
improves the production process (Giuliani and Kurson, 2007). To make decisions and
increase output, Marks and Spencer use a collaborative leadership style.
Contingency theory is concerned with adapting strategy to changing conditions (Management
by Objectives: A Management Todo). Arthur Johnson, principal of Williston High School in
Williston, Florida, in 1982. To decrease risk, the business uses theory, and in this context,
leaders are crucial in implementing changes and aiding people in dealing with market
conditions and changing situations.
The leadership strategy is centered on the employees' ability to do the task on time (Giuliani
and Kurson, 2007). This leadership strategy is used by Marks and Spencer to address a variety
of demands.
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In a variety of settings, Marks and Spencer leaders use systems leadership to manage staff
performance and communication. It encourages employees to perform in accordance with the
needs of the company.
All the theories mentioned above have their strengths and weaknesses these are explained below:
Source: (UKEssays.com, 2013)
Situational Leadership Model
Strengths: Weaknesses:
• No one style of leadership provides the best
possible selection of multiple leadership styles
instead of developing the same processes.
• Working environment will remain relaxed and
efficient as it helps build the team.
• Enhances the awareness of employees so that
they can monitor the working conditions to ensure
that they are aware of the leadership style being
used.
• The flexibility of leadership decision process can
sometimes result in the reversal of roles between
employees.
•The lack of experience within employees can lead to
a lack of understanding surrounding the demographic
of the business.
•Can lead to a possibility of confusing employees as
the situations can affect the various organisation
factors.
•The short-term strategies of the organisations are
emphasising because it focuses on only the current
scenario of the business.
Systems Leadership Model
Strengths: Weaknesses:
•Clarifies the complexity of the environment and
provides a framework for building the businesses
ideas.
•It provides a glossary of terms regards to research
from different fields.
•The presentation and understanding of the
realities and phenomenon of the business.
•Lesser adapted approach by leaders, as seen as an
element of risk so widely not accepted.
•The process is lengthy and complicated as it ensures
to engage several different parameter levels.
Task-oriented approach
Strengths: Weaknesses
•Task definition – employees are fully aware of
their task and responsibilities.
•Focuses on the usual mode of working, can lack
creativity.
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•The goals and objectives of the business have
specified the leader.
•The leak of motivation for employees.
•There can be lack of innovation in training and
development.
Relationship-oriented Approach
Strengths: Weaknesses:
•The employee better understands the working
environment of the company.
•Reward scheme motivates employees.
•Increases employees job satisfaction.
•An improvement made to the working atmosphere.
•The performance level is lowed due to a lack of
pressure to accomplish tasks.
•Dissatisfaction from customers because of a lack
of services.
•Decreased organisation profitability due to the
incomplete work due to lack of deadlines or
pressure.
Chaos Theory
Strengths: Weaknesses
• Being an adaptable organisation will allow for a
comfortably change within departments.
• Ideas are freely exchanged amongst customers
and the organisation.
• Organisation flexibility can be adjusted due to
the situation of the business.
• Numerous options are available to the
organisation – a variety of ideas
• Loss of time due to processes being adapted.
• Departments being neglected.
• Decrease in productivity due to employees taking
advantage of available free time.
• Overview of changes is not made available
within a specified period.
• Establishing the objectives of management can
vary from time to time.
Management by objectives
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Strengths: Weaknesses
•Requires monitoring to provide that process run
correctly.
•Greater participation of employees to complete
all objectives set by the business.
•To changes the objectives from time to time.
•Different objectives ensure improvement are
made within management.
•Goals and objectives are achieved by setting
targets.
•Communication is encouraged; this leads to
employee’s confidence.
•Can be time-consuming, even tricky when to
change from one goal to another
•Processes can be poorly misjudged.
•Unable to measure objectives due to the changing
needs of the organisation.
The role leaders and managers play in the operations function of an organization.
The following are the key approaches to operation management and the roles that leaders and
managers play in Marks and Spencer Ltd:
o The six sigma approach is defined as a method that examines many functions in order
to help an organization eliminate flaws in goods and service processes throughout the
organization. The company will finally be able to attain maximum customer
satisfaction by pinpointing defects in the market, ensuring that there is a sensible
growth inside the company to reach its aims and objectives, due to the adoption of the
six sigma approach.
o Total Quality Management (TQM) is the process of monitoring tasks and activities in
the desired manner to guarantee that they are maintained at a level that meets the needs
of the organization. TQM is required in order to focus on the improvement,
performance, and quality of all functions that run inside each department, as well as to
ensure that each process is balanced.
The following are the fundamental seven principles of Total Quality Management,
1. Involvement of people
2. Effective Leadership
3. Consistent progress
4. Making decisions
5. Customer-centricity
6. Relationship with the supplier
7. Management
o The just-in-time inventory procedure is specified in the policy to improve the
efficiency with which an organization can reduce waste by accepting commodities that
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will only be used in production. By ensuring that this procedure is in place,
management may assist the company in reducing storage space and only seeing things
that are required at a certain moment. This procedure is also ensured by lowering
business investments, as adopting products when they aren't needed will merely
increase the company's costs.
 Continuous improvement process (Kaizen): The technique within the workplace where
improvements are made on the entire role of the business is known as continuous
business function improvement. The goal of this procedure is to get waste out of the
system so that business processes can be improved. Practitioners who understand the
Kaizen technique can apply it to their entire sigma efforts. Marks and Spencer uses the
theory to increase production efficiency. Managers are attempting to develop an efficient
and effective strategy for product improvement (Rollins and Thompson, 1978).
 Lean production: The lean production system is defined as a systematic and easy way for
removing waste from a manufacturing system. Applying the lean process throughout the
manufacturing process can aid operational management in improving the quality of not
only products but also employee morale, as this strategy engages the entire company in
contributing to a better process for clients.
 Queuing theory: The queuing approach is characterized as a mathematical examination of
waiting lines that is done on a regular basis by creating queue lengths and waiting lines.
The application of this theory to operations management will aid the organization in
resolving problems using scientific principles. As a result, the company will be able to
better understand the needs of its customers and ensure that they are met.
Importance and Value of Operations Management in Achieving to the Business Objectives
Respective to Marks and Spencer Ltd.
Operations management is a critical subject for the proper operation of a business. On the basis
of the organization Marks and Spencer Ltd.'s analysis, the importance and value of operations
management in achieving business objectives are described as follows.
 Capacity management of management in operations management identifies the capability
of the growth of the manufacturing process in manufacturing services. When other assets are
provided, the difficulty of the production process can grow, thus this factor serves as a guideline
to ensure that no additional goods are produced. The production process will be hampered if the
product quality is not guaranteed; this will earn the company a bad reputation, which will be
reflected in their clients, which is contrary to the organization's goals.
 Production quality is the most crucial part of any company's cost-cutting plan. By
employing accurate cost calculation, Marks & Spencer can avoid exorbitant costing and ensure
the production efficiency of their goods.
 Profit maximizing, any business's principal purpose is to maximize profits, which can be
accomplished through increasing customer sales and effective operations management. Marks
and Spencer needs to focus on growing their consumer base through compelling deals and
promotions.
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 Process Development: The process of designing a product is a critical role for operations
management, as establishing the production process allows the organization to meet consumer
requests while also ensuring a profit, allowing it to meet the business goal. This function
achieves the business goal by allowing to build a product or provide a service based on the
needs of customers.
 Quality Service: A business happiness and success are based on satisfied and happy
consumers. This phrase indicates that the key to success is client satisfaction. As a result, the
business must match its clients' needs and provide them with the product variations they seek
(Rollins and Thompson, 1978).
 Inventory and logistics management: This aspect can be seen in manufacturing services;
the inventory and logistics process is a highly important factor for any firm because completed
goods cannot be transmitted to the market on time without effective logistics support. Inability to
accomplish such obligations will result in a drop in client demand for goods and services. The
company must always be concerned with inventory management and how it will be able to keep
the remaining products that will be used at a later date. Marks and Spencer employs a total
quality management (TQM) inventory strategy that conserves resources while ensuring efficient
clothing production and selling times (Ulrich, Dyllick and Probst, 1984).
 Improving product quality: Marks and Spencer is highly concerned about the quality of
their items and how well they are maintained. One of the key focuses of operations management
is to improve product quality in order to make them better and more appealing to customers
(Ulrich, Dyllick and Probst, 1984).
 Build a strong operation expertise: Operation management planning can assist personnel
in expanding their skill set. In order to compete in the global market, operation management
supports in the development of a strong employee base and the provision of a trained workforce.
 Workplace improvements: The operations management ensures that the workplace is
favourable to employee motivation. The safety and comfort of the workplace are the
responsibility of the operations management. As more facilities are well-maintained, employee
performance is likely to improve.
 Progression of materials into finished goods and services: This function allows
operations management to assess client demand for their products and services. The company
will be able to make the most intelligent use of their service and product to produce the end
product. The business goal is to ensure that departments/manufactures create high-quality
services/products that are acceptable to potential customers as a result of the business objective.
 Inventory control: Operations management ensures that suppliers have a positive
relationship with them in order to ensure a long-term supply of raw materials and a long-term
relationship (Ulrich, Dyllick and Probst, 1984). Relationships between intermediaries and
suppliers can be improved with the assistance of operations management.
 Scheduling management: Scheduling management is an important function in operations
management because it guarantees that jobs are correctly scheduled and distributed to employees
whose skill sets match those required to accomplish the project. For certain organizations
working on tight deadlines, the resources and time available can be insufficient; it is critical that
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