This report provides a comprehensive analysis of management and operations within Marks and Spencer (M&S), a multinational retailer. It begins by comparing the roles and characteristics of leaders and managers, highlighting their distinct approaches to achieving organizational goals. The report then examines the application of these roles in various situational contexts within M&S, such as commercial, financial, and personnel management. Furthermore, it delves into different leadership theories and models, including situational, system, and contingency leadership, assessing their strengths and weaknesses. The report also explores key approaches to operations management and the roles of leaders and managers in this context, emphasizing the importance of operations management in achieving business objectives. Finally, it considers the impact of factors within the business environment on operational management and decision-making at M&S. The report utilizes M&S as a case study to illustrate the practical application of these concepts, providing a valuable insight into the dynamics of leadership and management in a retail setting.
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