Evaluating Leadership and Management Functions at Marks and Spencer

This report provides an in-depth analysis of leadership and management practices within Marks and Spencer (M&S), a prominent UK retail organization. The report begins by differentiating between the roles of leaders and managers, highlighting their respective functions and responsibilities within the company. It explores the application of these roles in various operational scenarios, encompassing planning, organizing, directing, staffing, coordinating, and controlling. Furthermore, the report delves into the application of leadership theories and models, including situational, system, and contingency leadership, within the context of M&S. It examines how these theories influence decision-making, employee motivation, and overall organizational performance. The analysis incorporates relevant literature and real-world examples to illustrate the practical implications of leadership and management principles within the company's operations, ultimately providing insights into the factors that contribute to M&S's success.

MANAGEMENT AND OPERATIONS
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Table of Contents
Task 1...............................................................................................................................................3
Introduction......................................................................................................................................3
LO 1 Differentiate between the function of a manager and a role of leader...................................3
P1 Comparing a leader and a manager’s roles in Marks and Spencer Ltd......................................3
LO 2 Applying the function of manager and a role of leader..........................................................5
P2 Application of a leader and a manager’s roles in various types of situations in Marks and
Spencer Ltd......................................................................................................................................5
P3 Application of various theories and models related system leadership, situational leadership
and contingency in Marks and Spencer Ltd....................................................................................6
Conclusion.......................................................................................................................................8
Task 2...............................................................................................................................................9
Introduction......................................................................................................................................9
LO 3 Demonstrating an evaluation of the leader's role and managers’ function in operation
management.....................................................................................................................................9
P4 Understanding operations management approaches and roles in Marks and Spencer Ltd........9
P5 Evaluating the operations management's importance in meeting business goals in Marks and
Spencer Ltd....................................................................................................................................10
LO 4 Explaining an understanding of connection between management and leadership in
business environment.....................................................................................................................12
P6 Analysing the factors of a business environment that influence operations management and
decisions of managers and leaders in Marks and Spencer Ltd......................................................12
Conclusion.....................................................................................................................................13
Bibliography..................................................................................................................................15
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Task 1
Introduction
Leaders and managers play extremely important roles in an organisation. Therefore, it is not
possible for an organisation to run business operations without leaders and managers. The aim of
this section is to investigate the effect of managers and leaders in a reputed organisation. For this
section, Marks and Spencer is chosen which is a popular retail organisation of the UK. Marks
and Spencer Ltd. was developed in 1884 and in 2015, this organisation’s profit was 481.7 million
(Marksandspencer.com, 2017). This retail giant follows tall structure as it provides opportunities
for advancement and responsibility along with communication. The differences between the
roles of a leader and a manager are thoroughly analysed in reference to the selected organisation.
In P2, the application of a leader and a manager's role in different situations are understood and
in the later part, various models, theories related to situational leadership, contingency and
system leadership are analysed.
LO 1 Differentiate between the function of a manager and a role of leader
P1 Comparing a leader and a manager’s roles in Marks and Spencer Ltd.
In an organisation, a person who leads a team or a group of people, that person is called leader.
As stated by Du et al. (2013, p.156), the ability or the action of leading the employees in an
organisation is called leadership. Most importantly, leaders’ role impacts on employees’
behaviour that makes the employees’ vision clear towards organisational objectives. A leader in
Marks and Spencer Ltd. plays a significant role in encouraging employees to perform their duties
and responsibilities properly with the help of their communication skills and leadership skills and
make them understand vision of the organisation. A leader makes employee’s work appropriately
in order to achieve the organisation’s goals and enhance the organisation's productivity through
team-building procedure. Moreover, decision-making process along with communication to the
employees makes a perfect leader.
In an organisation, an employee who has the responsibility of controlling and managing a group
of people in the organisation, that person is called manager. A manager of Marks and Spencer
Ltd. manage and design the organisation’s work in an efficient manner so that objectives and
goals of the organisation are met. The role of managers is to create organisational policies,
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strategies and make planning of employees’ works. In different departments, managers perform
different duties to manage organisational operations.
There is huge difference between the functions of a leader and a manager. In Marks and Spencer
Ltd., managers decide the goals of that organisation and leaders perform their duties in order to
achieve those goals. Managers design policies for business operations of the organisation and
leaders motivate employees in order to reach those policies. Managers develop ideas and
strategies for improvement of the organisation and leaders implement those strategies, ideas
efficiently. Managers give directions of works to leaders and leader inspires employees to fulfil
their duties effectively. In addition, managers have rational and control characteristics, whereas,
leaders have brilliant and charismatic personality type. Leaders’ orientation is people-oriented,
on contrary, managers have task-oriented focus. As opined by Foss et al. (2013, p.289), leaders’
focus on the achievements, whereas, managers focus on results for the outcomes.
In Marks and Spencer Ltd., leaders follow Laissez Faire leadership to order to fulfil their duties
and responsibilities. In this leadership style, leaders allow their team members to take all the
decisions. In case of this leadership style, leaders give his subordinates complete freedom to do
all their works themselves. Even though leaders define policies, objectives and limitation related
to action, they leave rest of the work to be performed by team members. One major advantage of
using this leadership style is that it can be highly beneficial and effective in some situation where
teams members are efficient, skilled, talented and motivated. As employees have enough
knowledge and skills for accomplishing their works, they can do them without a leader’s
guidance. Thomas Carlyle developed the trait theory of leadership in the 1800s. The theory
concentrates on identification of various characteristics and personality traits that are associated
with leadership in different situations (Fredrickson, 2016, p.23). Carlyle believed good leaders
are born with leadership qualities or capabilities and these qualities cannot be created. In M&S,
the organisation focuses on having the basic characteristics of leaders, as the leaders should
focus on the results, integrity, direction and capability to work under pressure.
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LO 2 Applying the function of manager and a role of leader
P2 Application of a leader and a manager’s roles in various types of situations
in Marks and Spencer Ltd.
In various situations, leaders and managers of Marks and Spencer Ltd. play different types of
tasks. All these tasks include planning, directing, staffing, organising, controlling and
coordinating.
Planning:
One significant role of managers in Marks and Spencer Ltd. is to create planning and set
objectives of the company. The function of leaders is to communicate the plan and goals to team
members and motivate them in accomplishing the task in order to enhance organisation’s
profitability and productivity. Leaders of the M&S always make the planning process complex;
they need to make it simple and realistic. Managers, in this case, manage the planning phase and
employees need to follow this.
Organising:
Managers of Marks and Spencer Ltd. organise and use resources in an appropriate manner to
meet goals of organisation. The function of leaders is to encourage employees to accomplish
their tasks with the help of resources for achieving the desired outcome. Organising a team or a
process of team building is crucial for a leader; the self-organising is prior for a leader (Clarke,
2013, p.23). Agile leaders in an organisation make a balance between influences and command
that is a strong side of organisation a team from the side of leadership.
Directing:
Managers direct tasks to leaders which they need to meet the organisational goals. On the other
hand, leaders develop teams or groups of employees and direct them how to accomplish their
works. In this scenario, Directing Leadership Style can be mentioned; in this case, the leaders
can put specific instruction to the employees and closely look into the task. However, it has one
weakness, the followers need to be inexperienced and the employees should listen to the
managers carefully in accomplishing the task.
Staffing:
Managers in Marks and Spencer Ltd. recruit employees and give those jobs as par their
capabilities and skills. On the other hand, leaders motivate employees, allocate jobs and interact
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with them in order to get the best out of them to enhance organisation’s profitability, productivity
and resolve their grievances. The managers can break or make a team in operating process for
accomplishing the tasks. In modern industry, managers of M&S play important role in allocating
the tasks. The organisation’s managers provide special training to the newly appointed
employees. The managers appraise the employee's’ performance and it is strength of M&S.
Managers hire the human resources for the organisations and provide compensation about the
salary (Rodríguez-Carvaja et al. 2014, p.63).
Coordinating:
Managers of Marks and Spencer Ltd. coordinate the organisational functions to improve
outcomes. The function of leaders is to implement best operations practices in creating
coordination in organisational activities using leadership skills and communication skills.
Controlling:
Managers control, manage business operations and create strategies to perform organisational
works properly. On the other hand, leaders guide employees efficiently to complete those tasks
and check their performances. Managers in this organisation make a view of actual performance
with setting the standards for corrective measures. Pervasive action means taking control on all
level that is an important part of controlling.
P3 Application of various theories and models related system leadership,
situational leadership and contingency in Marks and Spencer Ltd.
Situational leadership:
The theory of situational leadership states no leadership style is the best. In fact, everything
depends on situations and the kind of strategies, leadership suitable for the task. As per this
theory, efficient leaders do have capabilities to use their leadership styles to various situations
and look at group’s nature and task’s type to accomplish the works successfully (Dyer. and Dyer,
2013, p.36). In Marks and Spencer Ltd., leaders have skills of adapting their leadership styles in
different situations and perform the tasks properly with the help of their team members. In Marks
and Spencer Ltd., situational leaders change and adjust their styles as per skills and behaviour of
employees. In this case, leaders give proper support to employees, which create a motivating
environment in the workplace. Employees get necessary guidance and support from their leaders,
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which help them in performing their duties efficiently (McCleskey, 2014, p.117). In Marks and
Spencer Ltd., a supportive and motivating environment helps in enhancing employees’
productivity. When leaders adjust their leadership styles and cooperate with employees properly,
this behaviour helps in maintaining employee retention.
System leadership:
System leadership is a network of employees in different places and various levels in
organisational system in developing a sense of cooperation and endeavour to order to make
changes (Thompson and Glaso, 2015, p.528). In Marks and Spencer, leaders cooperate and guide
their team members in order to bring out desired outcome for the company. System thinking can
be classified by management discipline that makes a connection and interaction among all the
components of the defined system. Leaders or the managers of M&S provide the design and
basic construction of the integrated components. In case, the system may fail, the whole
organisation would suffer for the causes. The system can be succeeding only collaborating with
managers.
Contingency leadership:
Contingency theory of leadership matches the situational leadership of Least Preferred Co-
worker model, in this scenario; a leader performs well in certain cases and may exhibit certain
weaknesses. Contingency leadership is a type of theory, which states no best way is available to
take decisions, lead and organise a company. A contingent leader efficiently uses own leadership
style in appropriate situations. In Marks and Spencer Ltd., leaders apply their own styles in
different situations and make employees work effectively. One major benefit of contingency
leadership is this theory is very well researched. Leaders who have good work relationships with
team members can work efficiently in poorly structured workplace. This contingency theory is
much more flexible than others are. The theory focuses on a leader’s psychological disposition,
personality and that person’s capacity to lead team members. When tasks or jobs are not properly
defined, the leader has to rely on personality to complete organisational objectives. With the help
of the theory, a manager of M&S can determine best possible candidates in handling job
requirements. This theory poses influence of a condition in making a connection between
situations and leaders’ style of handling (Shao et al. 2016, p.132).
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Conclusion
In Marks and Spencer Ltd., leaders motivate and influence team members in order to perform
their duties successfully. Managers develop strategies and design plan for running business
operations in an effective manner. In this section, management operations along with leadership
styles have been described with highlighting prevailing changes.
In the organisation, leaders need to give proper guidance to employees in a simple manner, so
that employees can understand instructions of leaders and perform their duties successfully.
Leaders must create a sense of mutual understand and trust in order to build a good work
environment in the workplace. Leaders must have vision for a better strategic planning.
Managers need to create appropriate business plan and strategies in order to run business
operations smoothly. Their plan and strategies must help Marks and Spencer Ltd. in meeting
organisational goals and objectives.
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Task 2
Introduction
Operations management refers to a particular area of management which is associated with
organising, planning and supervising procedures of production and redesigning operations
related to production. An efficient operation manager needs to have good organisational ability
to increase productivity of employees. In Marks and Spencer Ltd., operation managers make sure
of the fact that organisational goals determined by senior management are performed in an
appropriate way. The department of operational management ensures business processes remain
completely efficient and these processes include changing resources as manpower, supplies,
equipment and energy into outputs. Employees who work in the department of operation
management have originality, creativity, communication skills and technology skills. The aim of
this section is to understand the importance of leaders and managers in the area of operations
management.
LO 3 Demonstrating an evaluation of the leader's role and managers’ function
in operation management
P4 Understanding operations management approaches and roles in Marks
and Spencer Ltd.
Designing:
Operation management is related to centralise governing strategy that turns into business
operation. The managers should carry the governing mechanism seriously with designing the
inter-management communication seriously (Shabanpour-Haghighi and Seifi, 2015, p.442). The
managers should take active part in making control of the inventory as it is related to the
investment of the business. Managers of the M&S should act as dependable persons for quality
control and supply chain management.
Designing:
In case of operation management, the process of designing begins with process of product
development. This step refers to creation of different characteristics and features of products,
which are sold to consumers. Characteristics of products are created in accordance with demands
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and expectations of customers. It is important to maintain layout with proper facilities and in the
role of information system is also significant which are used to enhance performance of workers
with the help of controlling and monitoring. Managers of Marks and Spencer Ltd. create product
designs to improve the quality of products.
Planning:
Planning refers to a method of using available resources to handle difficult situations. The whole
process of planning helps Marks and Spencer Ltd. is to tackle changing situations of
environment. The process of planning also includes checking current organisational operations
and identification of what should be improved. Managers of Marks and Spencer Ltd. make
proper business operations plan in order to improve efficiency and productivity of the
organisation. Without a good business plan, an organisation will not be able to achieve its goals.
Managing:
One major important part of operation management is teamwork. If managers and leaders have
good work relations with employees and guide them properly, it will develop a sense of trust and
mutual understanding in the workplace. Team members also need to be supportive, cooperative
and they should help each other. According to Kavousi‐Fard et al. (2015, p.977), managers and
leaders manage the organisational system by motivating and encouraging employees and this
approach is effective for better performance and improvement of works in Marks and Spencer
Ltd. The process of management includes providing proper training, creating good work culture
and using effective leadership skills.
Coordinating:
Coordinating is another significant stage, which refers to interrelations or connection of different
parts of work. In Marks and Spencer Ltd., managers and leaders create coordination between
different job roles and duties of operational team and employees. Managers need to coordinate
all the process of supply chain in sending the goods to the retail that includes storage,
procurement, transportation and delivery.
P5 Evaluating the operations management's importance in meeting business
goals in Marks and Spencer Ltd.
Business objectives of Marks and Spencer:
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There are various business objectives of Marks and Spencer Ltd. which helps in improving
productivity and profitability of the organisation. Business objectives and goals are significant
parts of business planning procedure. Generally, most of the organisations apply particular
measurements to understand their objectives and goals.
● One major objective of Marks and Spencer is to continue sustainable business
consistently
● M&S wants to ensure profitable growth of the organisation.
● Marks and Spencer Ltd. tries that employees should act in a responsible manner in the
process of meeting their accountability to stakeholders and shareholders.
● Marks and Spencer Ltd.’s wants to regain their popularity in department of food and
clothing. It will be achieved by changing their authority and scale in superior quality,
appeal and value.
● M&S believes return per foot as one major operational objective to go forward
Importance and value of operations management in Marks and Spencer:
In operation management, the organisation needs to follow the basic strategic options available.
This process deals with the operation, design and improvement. Operations management roles
vary from one organisation to another and that depends on the organisation's purpose. The focus
of operation management in an organisation is based on production of products and services.
When Marks and Spencer Ltd.’s business operations are managed in an appropriate manner, all
other functions runs smoothly. In the organisation, human resource department has responsibility
to predict requirements of employees, to hire and train employees properly and create proper job
descriptions. If human resource professionals cannot create proper job descriptions and need of
production department, Marks and Spencer Ltd. will face problem of employee turnover.
Accounting department supplies bills and pay materials to make operations run smoothly.
Finance department of Marks and Spencer Ltd. has the ability to raise money easily as the
company has a successful and smooth-running department of operational management.
Management control should be good as it helps to meet the goals of the organisation including
product distribution and evaluation (Karlsson, 2016, p.46).
Operation management adds value to products and services because operations managers make
sure of quality control in Marks and Spencer Ltd. Operations managers in the company ensure
products are produced in an efficient manner without wasting resources of business. Apart from
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controlling effective product production and overseeing provision of services, operation manager
also has significant a responsibility of value to products (Corporate.marksandspencer.com,
2017). These responsibilities are associated with long-term planning which contributes to
products, organisation's sustained health and their relationships with consumers. Long-term
planning is important for operational and financial health of a business organisation. It also
includes identification and planning of product development, creation of new products, and
enhancement of products.
LO 4 Explaining an understanding of connection between management and
leadership in business environment
P6 Analysing the factors of a business environment that influence operations
management and decisions of managers and leaders in Marks and Spencer
Ltd.
Internal factors:
Finance: Decisions of management of Marks and Spencer involve significant cost as well as
investment. The financial position of the organisation such as cash flow, profitability and
liquidity are directly affected by the operational decisions. The management of the organisation
takes effective decisions regarding the financial matters related to the efficient productivity
within the organisation (Shapiro and Stefkovich, 2016, p.21). Effective decisions result in
enhancement of the productivity, whereas, inefficient decisions would result in a great loss for
the organisation.
Corporate objectives: Corporate objectives have been considered as an essential internal
influence among all other managerial operations. Operational objectives like higher production
capacity must not conflict with the corporate objective like lower unit costs (Morschett et al.
2015, p.5). The corporate objective applied by the management of Marks and Spencer influence
the business environment largely.
Human resource: For a business, capacity and quality are the main factors that affect
operational objectives of the business. Targets regarding productivity within the organisation are
affected by special investments done for training and effectiveness regarding workforce
planning. Effective training provided by the management of Marks and Spencer improves the
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