Marks and Spencer: Management, Leadership, and Operations Report

This report provides an in-depth analysis of management and operations at Marks and Spencer (M&S), a multinational retail clothing organization. It differentiates between the roles of managers and leaders within M&S, comparing their characteristics and responsibilities. The report examines the application of various management and leadership theories, including situational, systems, and contingency theories, and assesses their strengths and weaknesses in the context of M&S. It explores how managers and leaders impact the company's operational efficiency, strategic actions, and employee productivity. The report also considers the influence of the external business environment on operational management and concludes with suggestions for future improvements at M&S. The analysis covers topics such as organizational structure, sales and revenue, training and development, and the importance of teamwork in achieving organizational goals.

MANAGEMENT AND
OPERATIONS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1. Introduction to M&S and its management structure..........................................................1
2. Definition of manager and leader and comparison of their roles and characteristics at M&S
................................................................................................................................................1
3. Analysis of differences of managerial and leadership roles with various theories............2
4. Examples of situations at M&S and examination of managers and leader’s roles application
................................................................................................................................................3
5.Application of different management and leadership theories at M&S for growth and
sustainability...........................................................................................................................4
6. Assessment of strengths and weaknesses of theories of approach.....................................5
7. How managers and leaders impact M&S and recommendations for future improvement 6
TASK 2............................................................................................................................................6
1. Introduction to operations management and operational key approaches of M&S...........6
2. Roles and responsibilities of leaders and managers are M&S...........................................8
3. Importance and value of key approaches for achieving M&S objectives..........................9
4. Evaluation of managers and leader’s effectiveness to improve operational efficiency.....9
5. Assessment of impact of external business environment factors on operational management
..............................................................................................................................................10
6.Critical evaluation of impact on operation management of M&S in wider business
environment..........................................................................................................................10
7. Suggestions on recommendations for future improvements at M&S..............................11
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Management and operations are performed in a company together and includes the
process of making plans, forecasting, organising, coordinating and controlling the functions that
have to be performed in an organisation (Haksever and Render, 2018). These includes
purchasing of raw materials and converting them to finished goods. This consists of processing,
inspecting, transporting and storing products that have to be sold to customers. Management and
operations help in successfully operating business activities. Managers are assigned the
responsibility to perform this continuous and pervasive function, which continuously changes.
There are specific principles that are followed so that goals and objectives can be achieved
effectively. M&S is a famous multinational retail clothing organisation which was founded in
1884 and has operations present across the world, with over 80,000 employees present in
company. This assignment will differentiate between role of leader and function of managers,
along with their application at M&S. It will demonstrate an appreciation of the role they play in
operations management and understand their relationship in business environment.
TASK 1
1. Introduction to M&S and its management structure
M&S is a clothing company which sells clothing for men, women and kids as well as
various accessories. Their organisational structure is multi branded and has managers and leaders
present at each department, which consists of finance, production, sustainability, expansion,
communications, human resources, business development and logistics. M&S has an operations
committee that is responsible for development and execution of strategies for retail and home
ware department. Marketing committee looks after social media promotions and campaigns
while human resource creates programs to increase competence of employees.
M&S has a hierarchical structure which has finance, operations, marketing and human
resource. These departments have senior and junior managers as well as leaders and subordinates
(Hugos, 2018). They all work together as a team so that they can achieve organisational goals
effectively and efficiently.
Structure of M&S
M&S consider flat organisational structure which consider limited level of management
between administrative level and front line employees. This structure followed in the enterprise
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which helps to encourage employees to take more effective decision-making process. Thus, in
this structure there are few or no levels of management in between the staff and management. In
this structure that is followed by the stated organisation, there are large number of people that are
supervised directly by each member that are involved in organisation. In the flat structure the
manager that are involved has much more responsibilities as compared to Tall structure.
2. Definition of manager and leader and comparison of their roles and characteristics at M&S
Managers work in an organisation and are responsible for making management decisions
with regard to operational functions. They have to create plans and organise them as well as
recruit individuals that can work at M&S and control them so that decision-making can be done
(Guo and et.al., 2018). This ensures that work is performed in a proper manner and plans are
implemented properly.
Leaders are the persons that lead and guide subordinates at M&S, so that goals can be
achieved efficiently. They are responsible for training employees and motivating them to work
better. Managers of M&S are versatile and they are open minded while taking decisions for
company. They listen to leaders and subordinates while discussing ideas and implement changes
wherever required. While leaders of M&S have to be influential, so that subordinates are able to
learn, understand and respect them. They have to guide employees and not simply give
commands that have to be done. M&S has managers that are disciplined. They pay attention to
details that have to be addressed in order to implement strategies so that productivity levels can
be high and targets are achieved (Grant and et.al., 2017). On the other hand, leaders stay focused
while guiding subordinates to achieve goals and objectives of M&S. They make sure that
everyone pays attention to the work they do so that productivity is high at all times.
3. Analysis of differences of managerial and leadership roles with various theories
The difference between managerial and leadership roles are as follows:
Management functions Leadership role
M&S management uses systems theory in
which analysis of different functions are done
before any decisions are made (Guo, 2018).
Managers investigate various principles that
are commonly used and how they will benefit
Transformational leadership theory is used at
M&S, where in employees follow leaders
identify goals and create a vision and passion
for achieving goals. Leaders use intellectual
stimulation and inspirational motivation to
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the organisation. increase creativity and productivity of
employees.
Management controls employees through
various functions such as organising and
coordinating. They are required to follow
policies and procedures of M&S.
Leaders guide and influence employees
through various techniques of motivation, so
that goals are achieved (Matthias and et.al.,
2017). They have to follow guidelines and
principles while leading subordinates.
Scientific management theory is used as well,
in which measurement and evaluation of data
is done so that organisation can work
efficiently. This helps to ensure that employee
productivity is high and work conditions are
good.
M&S uses behaviour leadership theory as well,
in which leaders behave in such a way that
employees can follow and understand them
easily (Hübner, Holzapfel and Kuhn, 2015).
This theory states that leaders have to learn
skills and increase their capabilities in order to
be successful.
Managers are responsible for controlling risks
and preventing them.
Leaders take heavy risks while achieving M&S
goals.
4. Examples of situations at M&S and examination of managers and leader’s roles application
There has been a recent fall in the generation of sales and revenue at M&S. Managers
decided that strategies will have to be created so that productivity of employees and company
can increase. This will enable high amounts of production. For example, M&S wants to increase
their employees as they are falling short of staff (Matthias and et.al., 2017). They will start
recruitment and selection so that the demand can be met with. They have noticed a lack of
coordination and control in operations and marketing department and decided to plan strategic
actions for implementation.
M&S managers have examined these situations, which has helped them to create
strategies that will lead to increase in productivity, hiring of competent staff, smooth operations
processes, high production, proper marketing techniques and have assigned them to leaders of
respective departments so that implementation can begin. They have created a mission of how
goals and objectives can be achieved through team work of employees, which will inspire them
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to work effectively (Fernie and Sparks, 2014). They communicate in a clear and unambiguous
manner so that delegation is done properly and coordination is present. An example of role of
manager at M&S is when there are technological changes, management creates various training,
learning and development programs for employees. This makes resistance low as they are easily
able to adapt to it.
M&S has competent leaders that guides and leads employees to execute strategies that
have been created by the managers. This is done with determination and hard work, with
application of leadership principles and theories (Holweg and et.al., 2018). Leaders have a vision
of goals that include increasing production and productivity of company and their employees.
This will help to generate revenues and sales. They have selected external source of recruitment
for employees which has assisted in fulfilling the demand of staff shortage. They have trained the
new employees as well as old ones through motivation and inspiration. This has led to
accomplishment of goals that managers had made for M&S. Leaders can use training and
development programs for employees, so that they are able to adapt to technological changes,
M&S leadership and management roles have proved to be effective and efficient.
5.Application of different management and leadership theories at M&S for growth and
sustainability
There are certain leadership and management theories that M&S follows in order to
achievement growth and sustainability. These include situational, systems and contingency
leadership theories.
 Situational Leadership Theory
Managers of M&S have to adapt to their organisation's style of management, according to this
theory. Their work revolves around development of plans and assigning to leaders so that they
can analyse how to influence employees. Specific skills are not to be used, but rather alteration
of existing methods is done (Feng and et.al., 2014). This will lead to bringing out their true
potential of employees. Leaders will determine when and how these strategies have to be
implemented, so that M&S can grow and sustain.
 Systems Leadership Theory
This leadership theory determines roles of leaders and managers at M&S. It ensures clarity in
complex situations. This gives leaders an insight of how to create proper strategies. It consists of
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dealing with understanding of external environment and relationships between employees.
Leaders will be able to guide and influence everyone during dynamic situations. M&S can grow
and sustain as they will have efficiency in performance systems (Simpson and et.al., 2015). This
will help understand principles of human behaviour and how they work.
 Contingency Leadership Theory
Contingency leadership theory states that no leadership style that can be the best. Scrutinization
has to be done in systems of M&S, so that managers can choose a method that will ensure
growth of organisation. Mangers and leaders use different approaches to deal with each task
differently (Hugos, 2018). Leader member relationship plays an important part in this theory. It
defines the way leaders structure and assign tasks, and the influence of managers over
employees. Once analysis of various approaches is done, M&S management decides if chosen
leadership style has been effective or not.
6. Assessment of strengths and weaknesses of theories of approach
Situational Leadership Theory
Strengths:
 It can be applied easily and is simple: This strategy is very simple so that easily applied
in the M&S.
 Managers have basic idea and can utilise it accordingly: Basic ideas assists to focus on
maintain effectiveness in the enterprise to operate successfully. Flexibility is present which leads to high productivity: Flexibility work performances
assists to lead with higher productivity and effectiveness.
Weaknesses:
 Not all experienced managers are able to understand this theory: However, managers of
M&S have not fully experience so that it cannot be easily applied in the business.
 Priorities of M&S are given importance and long term goals are forgotten: Managers of
the organisation not taking priorities of goals to make long term success in the business.
 Managers are not able to be flexible: Managers not working under flexibility working
environment so that it create negative impact on results.
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Systems Leadership Theory
Strengths:
 Different dimensions of management are given priority: On the basis of systematic work
performance, priorities must be given to different dimensions of the organisation.
Therefore, it leads to gain more desired level results.
 Application of this theory is easy but dynamic: System leadership theory can be
successfully implement which is easily to communicate several benefits.
Weaknesses:
 Interdependence can cause decrease in productivity: Interdependence in the M&S occurs
with systematic leadership theory so that it reduce productivity of the organisation which
impact negatively.
 There is impracticality in theory and delays decision making: However, it is also not
useful way to implement theory because it take more time to consider appropriate
decision.
Contingency Leadership Theory
Strengths:
 It is valid and reliable: contingency leadership theory is reliable to make effective results
at workplace.
 Flexibility is present: Flexibility also present which is useful to maintain effectiveness at
workplace.
Weaknesses:
 It can get complex once applied: contingency theory is more complex to apply in the
business.
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 No proper format and instructions are provided: It is not contain proper format to
implement system.
7. How managers and leaders impact M&S and recommendations for future improvement
M&S has managers that plan, organise and control business functions while leaders
implement plans that have been created in an efficient manner. They utilise various management
and leadership theories, which help them to achieve goals and objectives so that M&S can grow
and sustain. Managers can analyse tasks that are done by employees and assess their
performance so that they are able to determine various strategies that can lead to increase in
productivity of employees (Guo and et.al., 2018). They can take decisions accordingly and begin
with strategic planning, so that leaders can be assigned strategies that have to be implemented.
This will lead to achievement of M&S goals, so that they are able to grow and prosper. High
profits can be achieved as well by recruit competent staff and installing innovative technology,
which will increase their production of clothing and retail at M&S.
Recommendations for future improvements Provide training staffing members: In order to develop future performance, it is essential
for M&S to provide training to their all staff members. This is because, it assists to focus
on the business development with encourage employees to give their full support and
participation.
 People and structure changes: Furthermore, it is essential to deal with appropriate people
and structure changes. In this regard, streamlining and changing implemented in
operational and leadership structure. As a result, strong management team successful
build for the development of the organisation.
TASK 2
1. Introduction to operations management and operational key approaches of M&S
Significance of Operation management
The key operations at M&S consist of producing clothing, home ware and accessories in
cost efficient manner while maintaining high quality so that their customers are satisfied with
company's products. Resources are utilised in best possible manner so that M&S management
are able to meet with their standards. Required inventory is planned and organised so that new
designs can be created and manufactured on time (Matthias and et.al., 2017). This allows
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operations to function smoothly as they are able to supply products to customers efficiently.
M&S trains their employees through various programs that have been created by managers,
which helps them in achievement of targets in an optimal manner.
Key approaches of operation approach
A key approach used by M&S is lean manufacturing, in which managers analyse the
operational functions of business and determine changes that have to done, which can help in
improving performance of work. Tasks are assigned in a systematic manner, so that it is easy to
detect problems and rectify them effectively (Operations Management, 2018). Managers gain an
insight of how M&S can grow and sustain with the help of this approach. It aims to reduce cost,
manage time and work by removal of steps that are not required while manufacturing. Targets
are set and evaluated regularly, which ensures that employees are working in the correct manner.
Managers train them to improve their skills by conducting meetings that help analyse and
determine solutions for increasing competence.
Illustration 1: Six Sigma
(Source: Back to Basics: Six Sigma, 2018)
M&S uses six sigma management as a key approach in operations management. Their
managers create strategies with the purpose of improving output with the help of high quality
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management methods. There are 6 roles for managers that are six sigma champion, master black
belt, green and yellow belts (Guo and et.al., 2018). Employees are made aware of advanced
statistics and project management through statements thinking at different levels. Goals are
accomplished by them through measurement, communication and training of subordinates so that
they are able to adapt to six sigma culture. They analyse disciplined and statistical data, which
aid in improving production of products and services in a continuous manner. Defects are located
and removed during the process so that quality is maintained. Assignment of teams are done and
they are provided with projects that are well defined.
2. Roles and responsibilities of leaders and managers are M&S
The roles and responsibilities of operations managers and leaders at M&S as:
Roles and responsibilities of managers
Managing resources
M&S managers have to manage raw materials, inventory and their purchase and supply.
They have to look after employees and ensure that there are sufficient personnel for smooth
functioning. They measure performance of employees and look after the maintenance of product
quality. Leaders have to implement actions for production and manufacturing of materials so that
final goods can be made on time (Haksever and Render, 2018). They lead subordinates by
guiding them on how products have to be distributed to each store and ensure that their stock is
updated and delivered on time
Communicating
Leaders and managers of M&S have to interact with each regularly. They take help of
various departments so that they are able to analyse areas that need to be worked upon so that
goals and targets are achieved successfully and M&S can grow and sustain effectively.
Strategies for setting goals
Managers at M&S are responsible for creating marketing strategies, which will enable
them to attract new customers as well as retain old ones (Grant and et.al., 2017). Leaders are
assigned the role to implement the strategic plans which will ensure smooth functioning of chain
of supply.
Roles and responsibilities of leaders
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Team leader is responsible or guiding a group of employees to accomplish goals and
targets. Furthermore, they are also responsible to implement and develop timeline in M&S to
reach towards employees performance as per goals.
Roles
 Develop strategy that used to reach towards goals.
 Provide appropriate training to all team members.
 Communicate with clear instructions
 Listen to member's feedback
 Manage flow and day to day communication
Responsibilities
 Inspire and motivate to employees to get others and do necessary work to operate
successful business operations.
 Communicate vision with more employees to ascertain extra efforts and accomplish long
term goals.
 Furthermore, it is essential to look towards company priorities to gain objectives and
accomplish tasks on time.
3. Importance and value of key approaches for achieving M&S objectives
Lean management helps managers to work efficiently as well as measure employee
performance to see if they are working efficiently. It looks after short and long term goals of
M&S which enables proper achievement of objectives. Managers use this approach to improve
quality of products that they manufacture as well as increase efficiency in employees. This is
because workers are asked to follow this method which creates a standardisation of tasks. This
approach is simple and easy for managers to utilise (Haksever and Render, 2018). It helps to
reduce labour of employees as well. Their skills get enhanced and they work in an effective
manner.
Six sigma management helps M&S in increasing customer satisfaction as well as build
loyalty. It uses systematic approaches and statistical tools which can help in improving products
quality and reducing defects. Managers can easily use this approach to achieve M&S objectives
and get required results (Matthias and et.al., 2017). This ensures that once products are
assembled and packed, they are delivered on time. In addition to this, six sigma also consider
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