Marks & Spencer: Analysis of Culture, Leadership, and Practices

This report provides an in-depth analysis of Marks & Spencer's organizational culture, leadership styles, and management practices. It begins with an overview of the company, including its vision and key statistics, followed by an examination of various leadership styles such as autocratic, charismatic, and transformational leadership. The report then explores different management practices employed by Marks & Spencer, including engaging workers, rewarding effort, and fostering team efforts. Furthermore, it delves into the organizational culture, referencing Handy's culture theory, and assesses its impact on business functions. The report concludes with recommendations for improving the company's culture, leadership, and management practices, emphasizing the importance of employee participation, leadership availability, and growth opportunities.

Report

ABSTRACT
Organisation culture is underlying the assumptions, beliefs, values which interact the
contribution of the unique psychological and social environment of the organisation. It is
common to maintained the culture of the organisation. There are some leadership styles which
has been analysed for giving the right direction to the employees and then Management practices
is a practice or combinations of the practices which determined the practicable and effective
means of preventing and reducing the amount of the pollution and generating the non point
sources for the level of compatible. The Culture and management styles influence the functions
of the business in so many ways and then it comes to the recommendation for improving the
business functions through culture and management styles.

Table of Contents
ABSTRACT ....................................................................................................................................2
INTRODUCTION ..........................................................................................................................4
MAIN BODY...................................................................................................................................4
RECOMMENDATION ..................................................................................................................8
CONCLUSION ...............................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Culture is a social norms and behaviour of the human societies where it has been considers the
central concept for encompassing the range of the phenomena. Management practices is a
combination of the practices which has been determined the practicable and effective means of
reducing and preventing the amount of pollution which has been generated by the sources to the
level of the compatible. Marks & Spencer is a major British international retailer and headquarter
of the company is in Westminster, London which basically selling the high quality home
products, clothing & food products. This report will study the vision of the company and also the
leadership styles of the organisation for giving the right direction to the employees and also the
management practices for managing the behaviour of the employees(Elsmore, 2017.).
Furthermore, it will examine the organisation culture and given recommendations from their
perspectives.
MAIN BODY
OVERVIEW OF THE COMPANY
Marks & Spencer is a major British international retailer and headquarter of the company
is in Westminster, London which basically selling the high quality home products, clothing &
food products. Marks & Spencer is listed in the London stock exchange market which has been
constituent with the financial time stock exchange 100 indexes. It was founded in 1884 by the
Thomas Spencer and Michael Marks. The company becomes the first British retailer for making
the pre-tax profits of over the 1 billion. There are 1463 number of locations of their stores all
over the world and also there are 80,787 employees are working under it. The total operating
income of the Marks & Spencer is 601.0 million and revenue of the company is 10,377.3 million
over the year(Crane, 2017).
VISION OF THE COMPANY
The vision of the Marks & Spencer is to build the core values of the services, quality and
innovation and trust. The overall vision is to make the aspirational quality which is accessible to
each and everyone, through the depth range of the products and services of the Marks & Spencer
LEADERSHIP STYLES
There are seven types of the leadership styles which has been followed by the Marks and
Spencer such as;

Autocratic leadership style:- In this leadership style they the power, authority and
responsibility is given to the authoritarian leaders of the organisation. It helps in quick decision
making and it is beneficial for the organisation because it helps critical situations.
Charismatic leadership style:- This style transform the beliefs and attitudes in the
employees and others. Leader has the power to inspire and influence the people and also the
goals and objectives of the marks & Spencer generally reflect the vision(Yahaya and Ebrahim,
2016).
Transformational leadership style:- This leadership style does not require any of the
leader for present for the effect of changes because the leader initiates the transformation for the
organisation and also motivates and encourage employees for their better performance.
Laissez-faire style:- in these employees have the degree of the autonomy. The leaders
have to maintain the hands-off approach for managing the workforce for providing them the
tools which they need for the job without directly involved in the daily tasks, responsibility,
decision making process of the Marks & Spencer.
Transactional style:- This leadership style operates within the existing boundaries of the
structure, process and goals for the employees. It establishes the clearly-defined structure which
enables the Marks & Spencer for meeting the short-term goals it does not allow much creativity
and innovation in the employees.
Supportive style:- it delegates and assign the task to the employees but also provide
them the skills which they needed for completing the task in this leader offers them high degree
of coaching and attention for solving the issues and problem of the employees on the basis of
they needed(Arnold and et.al., 2015).
Democratic style:- the democratic leadership style belongs where most of the members
of the groups can be participated ion the decision making process. It emphasizes the equality and
also the motivate their discussion and flow of the ideas which relate to the situations. It tends to
been an effective style of the leadership and also there are number of benefits for motivate the
creativity, emphasizes the fairness and also there are so many values of the intelligence and
honesty as well.
MANAGEMENT PRACTICES
Management practices is a practice or combinations of the practices which determined
the practicable and effective means of preventing and reducing the amount of the pollution and

generating the non point sources for the level of compatible. There are some management
practices which has been applied in the Marks & Spencer such as;
Engage workers:- Alienated that lots of time workers do not care about their
performance on their job because they are only getting about the advancing of their own interest
and also the pay check(Donate and de Pablo, 2015). For that this management practices is much
more help for because at this stage manager find out that how employees care about the vision of
the Marks & Spencer.
Reward effort:- it is one of the main management practices where organisation has to
recognised their work because from recognising the achievement and efforts makes employee
feel good and valuable. It helps the Marks & Spencer employees to motivated and also to
achieve more in future and also helps for building the loyalty of the company internally and
externally.
Be vulnerable:- in this the manger believes they need to stop for being anonymous
figures which lives for the junior employees and also start getting to know the employees which
is one of the best ways for the management of the Marks & Spencer for engaging with their
workers.
Stay committed:- it is necessary that each team members trust each other for achieving
the task. Staying committed for the team's initiative which means for creating a positive
atmosphere where the problems and conflicts to welcomed, not to fear because it helps in
differing the perspectives for helping to reshape the clear goals(Wiengarten and et.al., 2016).
Create culture cohesiveness:- it is a type if good management practices for making new
a hiring the best on the alignment with company's values, core and its vision because workers
shared values for making the good team member's. It involves the diversity of the race and also
the social economic status for being positive because it helps in increasing the collective insights.
Diversity in the values also lead to the downfall of the Marks & Spencer.
Focus team efforts:- It is necessary to focus on the team because it helps in identifying the
ongoing dynamics, make sure that the employees does not get distracted by the activities of
individual which lead them to off the track.
ORGANISATIONAL CULTURE

It encompasses the behaviours and values which contribute the psychological and unique
social environment of the Marks & Spencer(Wiengarten and et.al., 2016). It has been adopted the
Handy's culture theory in the organisation which has been described below;
Role culture:- This culture of organisation belongs to the highly job-oriented person
where this role culture is totally based on the rules. It has been highly controlled that everyone in
the Marks & Spencer knowing that what are their roles and responsibility. Role culture build the
structure of with the long chain of the command.
Power culture:- it is basically a strong culture where the power has been held just to the
few individuals which spread throughput the organisation. It controls the radiates from the
centre, it concentrates on the power among few people and also there are little bureaucracy and
few rules. It shifts the decision which is possible for the organisation.
Task culture:- Task culture is a form of the when the team of the Marks & Spencer
which has been formed for addressing the specific problems and also the progress projects. It is
important to have a task culture because it proves the efficiency which largely determined the
dynamics of the team(Nightingale, 2018).
Person culture:- Marks & Spencer with the persons cultures, where the individuals much see
themselves as the superior and unique to the organisation. In these people believes in themselves
to be the superior to the business. Where business is full of people with the similar background
and expertise. From that power lies in each group of the individuals.
Illustration 1: Handy's model of organisational culture
(Source: Handy's model of organisational culture.2018)

Culture and management styles influence the functions of the business.
There are several factors which of the organisation and management styles influence the
functions of the business. Where the employees, leader and manager contribute in the
organisation with their equal efforts. The roles, power, task and person is the culture of the
organisation where all the roles clearly defined to teach and everyone and also the task and goals
of the Marks & Spencer are clearly defined and employees, leader and manager has the power of
influencing the culture of the organisation in so many ways(Coleman, 2017).
Culture impacts the employees which are best managed on their priorities and values. It
also influences the functional areas of the sales, marketing and distribution. It also affects the
Marks & Spencer decision making process and analysis for entering it into new markets on the
other hand management practices also influence the functions of business in so many ways. The
impact of the managers the workplace is for engaging employees and productivity. They have
the most direct influence in the employees for managing. Management practices influence the
business function from taking the responsibility for aligning to the departments and also the staff
for overreaching the goals of the Marks & Spencer(Elsmore, 2017).
Management practise basically refers to the employees working methods and innovations
which managers use for improving the effectiveness of the work systems. It empowers the
employees and influence the behaviour of the employees which engage them in the activities of
the organisation.
RECOMMENDATION
From the above study it has been analysed that the organisation culture encompasses the
behaviours and values which has been contributing in the environment of the business. The
culture of the organisation has been refers to the Handy's culture theory where it is necessary to
improve the culture of the organisation because it refers to the behaviours of the employees
because not every employees works for achieving the goals and objectives of the organisation
and there are some who works with all the dedication for achieving the task.
It has been recommended that the leadership styles and management practices also need
some improvements because it is difficult to manage the activities and generate interest in the
employees for working.
There are so many strategies which has been undertaken for bringing up the
improvements such as management has to give a chance to employees fro taking participations in

the decision making process and also leaders have to always available for the members and have
to schedule one meeting in week for solving the problems and understanding them. Leaders and
managers has to provide the opportunities for the growth and development of the employees and
also maintaining a feedback loop for the staff.
CONCLUSION
Organisation culture is underlying the assumptions, beliefs, values which interact the
contribution of the unique psychological and social environment of the organisation. It is
common to maintained the culture of the organisation. It will conclude that the impact of the
leadership styles on the employees and organisation. Further, it concludes the influencing power
of the management practices where the managers influence the behaviour of the employees for
achieving the specific set of goals. Moreover, it will conclude the organisation culture from the
perspectives of both management and employees for understanding the roles, task of the
organisation and it also gives the power to the right person at right time.

REFERENCES
Books and Journals
Arnold, K.A. and et.al., 2015. Leadership styles, emotion regulation, and burnout. Journal of
Occupational Health Psychology. 20(4). p.481.
Coleman, P., 2017. Counting Culture. Public Sector. 40(4). p.22.
Crane, A., 2017. Rhetoric and reality in the greening of organisational culture. In Greening the
Boardroom (pp. 129-144). Routledge.
Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research. 68(2).
pp.360-370.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Nightingale, A., 2018. Developing the organisational culture in a healthcare setting. Nursing
Standard. 32(21). pp.53-63.
Wiengarten, F. and et.al., 2016. Risk, risk management practices, and the success of supply chain
integration. International Journal of Production Economics, 171, pp.361-370.
Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature
review. Journal of Management Development.35(2). pp.190-216.
Online
Best practices in business management. 2019. Available through. [Online].
<https://online.stmary.edu/mba/resources/8-best-practices-in-business-management>
Handy's model of organisational culture. 2018. Available through.[Online].
<https://www.tutor2u.net/business/reference/models-of-organisational-culture-handy>