This report provides a comprehensive analysis of leadership and management roles within Marks and Spencer (M&S). It begins by differentiating between the roles and characteristics of leaders and managers, emphasizing their distinct responsibilities in driving organizational success. The report then explores the practical application of these roles in various situations, such as decision-making, delegation of authority, training and development, and employee engagement. It delves into different leadership theories and models, including situational leadership and contingency leadership, and discusses how these theories can be applied within M&S. Furthermore, the report examines key approaches to operations management, such as Just-In-Time, Lean Production, Continuous Improvement, and Total Quality Management, and the roles that leaders and managers play in implementing these approaches to achieve business objectives. Finally, the report analyzes the impact of the business environment on operational management and decision-making processes within M&S.
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