Analysis of Morrisons: Leadership, Globalisation, and CSR Report

This report provides a detailed analysis of Morrisons' management structure, leadership styles, and responses to globalisation and corporate social responsibility (CSR). It examines the three management levels within Morrisons and their associated functional areas, as well as various leadership and management styles, including Laissez-Faire, Autocratic, and Participative leadership. The report explores the impacts of globalisation on Morrisons, considering political, economic, social, technological, legal, and environmental factors. Furthermore, it delves into Morrisons' understanding of CSR, reviewing adopted responses and comparing different CSR models like the pyramid and intersecting circles models. The report also includes a case study of McDonald's, exploring its leadership, CSR, and strategic approaches. The report provides valuable insights into the challenges and opportunities faced by Morrisons in the context of leadership, globalisation, and CSR.

“Individual Report”

Table of Contents
INTRODUCTION...........................................................................................................................1
Identifying and explaining the 3 levels of Morrisons and their responsibilities, including
associated functional areas.....................................................................................................1
Identifying and explaining the roles and styles of leadership and management from theoretical
perspective..............................................................................................................................3
Explaining relevant effects of globalisation facing Morrisons...............................................4
Explaining understanding of CSR and reviewing two responses adopted by Morrisons.......5
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................8

INTRODUCTION
Leadership is an important aspect of business that there are many decisions are
implemented by leaders according to the guidance of top level management to lower level
management. In addition to this, the report will cover 3 levels of Morrisons and their
responsibilities, including associated functional areas associated with roles and styles of
leadership and management from theoretical perspective. Impact of globalisation and corporate
social responsibility will be discussed in this report (Gill, Haider and Noreen, 2016). Apart from
this, a Mc Donald's case study is also included which helps to understand various concepts of
strategies and leadership styles followed by firm, use of corporate social responsibility and
impact of CSR is also evaluated in this report.
Identifying and explaining the 3 levels of Morrisons and their responsibilities, including
associated functional areas
It can be said that there are three management levels in Morrison’s such as top level
management, middle level management and operational, supervisory or lower level management
effectively (Lumen, 2017). The business functions are associated with these management levels
which help to manage and control all the activities involved in operations as well as internal and
external. In addition to this, the roles and responsibilities are also different for each level of
management that helps to manage business and its operations.
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Top level management: Top management such as board of directors, president, vice-
president and CEO are responsible for managing top level activities in business in order to
control the organisation effectively. There are some roles that are also considered by them such
as developing goals, strategic planning, business policies, decision making and direction for
Morrison’s. The top level management plays a significant role in mobilisation of outside
resources efficiently. In addition to this, managers are accountable to the shareholders and
public.
Middle level management: Branch managers, general managers and other departmental
managers are all examples of middle level management. The functions operated by middle level
management are accountable to top management in Morrison’s effectively. Middle-level
managers dedicate more time to business and directional functions than top-level management
(Jones Christensen, Mackey and Whetten, 2014). There are several roles and responsibilities of
middle level managers such as executing business strategies and plans with company policies
and objectives of top management. They are mainly focused on guiding and directing lower level
employees in order to drive their performances efficiently.
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Illustration 1: Hierarchical view of management in Morrison's
Source: (Lumen, 2017)

Lower level management: Employees, section leads, supervisors and foremen are some
example of lower level management which are controlled and managed by middle level
management according to the advice and decisions provided by top level management
effectively. The lower level management is responsible for assigning tasks to employees, guiding
and monitoring their day to day activities, ensuring quality and quantity of production and
making recommendations in order to solve issues and conflicts that arise in between them. It can
be said that lower level managers in Morrison’s are also referred as top level management as
they provide basic supervision, career planning, staff supervision and performance feedbacks.
This will help to manage and control operational activities as well as increase profitability.
In addition to this, vertical structure of business will help to develop and improve various
business operations and functional units effectively (Choi, Ullah and Kwak, 2015). Thus, it can
be said that roles, responsibilities and functions of all three levels in business will help to manage
day to day activities as well as operations in order to produce effective outcomes that help to
increase profitability and production.
Identifying and explaining the roles and styles of leadership and management from theoretical
perspective
There are three types of leadership models such as Laissez-Faire Leadership, Autocratic
Leadership and Participative Leadership which are described below in context of Morrison’s:
Laissez-Faire Leadership: This leadership is largely hands-off with supervision and
minimal direction from the managers to the staff members effectively. Well trained and efficient
directors are required to use this method who will work as intermediaries in between employees
and business.
Autocratic Leadership: Autocratic leadership style has become something of a relic in
current environment of business. The main reason behind that most of the workers work
effectively without the overbearing presence of their boss. This leadership is a critical aspect and
works better if balanced and managed properly with face time and feedbacks.
Participative Leadership: The leadership approach is to find a happy path between these
two methods discussed above. Such managers back-off more in order to allow people to tap their
creativeness and thinking independently using their own initiatives, while still maintaining
enough control that helps to guide overall vision and mission of team without imposing their
own vision on decision effectively (Veríssimo and Lacerda, 2015).
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In addition to this, there are some leadership styles such as situational, transactional,
transformational and strategic leadership. These are important for business in order to manage
and control performance of employees that helps to drive performances (Barling, 2014).
Management model: Management model can be described as a choice for business and top
executives in order to define efforts, objectives and coordinate activities that helps to allocate
resources as well. In simple words, hoe thy are able to define administration work is known as
management model. A business model helps to describe how a company is able to create, deliver
and capture values in social, economical and cultural context. It is a part of business strategy
which consider construction and modification known as innovation.
Management and leadership style of Mc Donald's: It can be said that leadership is an ability
that helps to motivate and encourage employees in order to achieve their individual tasks. Mc
Donald's manager and leaders work as a team in order to become great. Open communication,
flexibility and attend Hamburger U helps to increase leadership skills effectively. This will also
help to improve and develop profitability (Swanson, 2018).
Explaining relevant effects of globalisation facing Morrisons
Globalisation: Globalisation is a process in which other businesses develop international
influences and start operating an international scale effectively. It is also a trend that helps to
increase interaction between business and people on a worldwide scale due to the advancement
in communication technology, transportation and telegraph effectively. It helps business to
become increasing independent and integrated in order to drive performances and profitability.
Political: Political factors such as changes in unions or political parties will affect business
operations in terms of inflation and tax rates which reduce operational activities' effectiveness.
This will require changes accordingly to manage operations and profitability (Lee and Lambert,
2016).
Economical: Economic changes such as interest rates, foreign exchange rates and other
economic factors such as growth patterns will also affect business and its operations in terms of
rising rates due to the low economic growth and development.
Social: Social factors such as social environment, cultural trends, population analysis,
demographics can affect demand and supply in terms of buying patterns. For an example in
holiday session the demand will be high in countries like UK or US (Arevalo and Aravind,
2017).
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Technological: Technological changes such as latest, updated and innovative approaches
towards technology can also affect operations of Morrisons which can be favourable or
unfavourable. This refers to development and research, automation and technological awareness
that a market possess effectively.
Legal: It can be said that legal factors have both external and internal sides. There are some
certain laws and legislation related to the business operations and other activities which should
be maintain by themselves. For an example, safety and security standards, labour laws and
employees obligations are some certain elements should be considered by Morrisons.
Environmental: Such factors include those influences which are evaluated by the surrounding
environment of business. For an example, farming, tourism, agriculture, climate, weather and
geographical location of firm affect business environment in both positive and negative terms
which should be managed well to remain stable in the market (Gao and He, 2017).
The most important and effect of globalisation on Morrison is the regular changes in UK
policies and plans which affect business strategies and plans and consume time.
Explaining understanding of CSR and reviewing two responses adopted by Morrisons
Corporate social responsibility: CSR is a management concept where businesses integrate with
environmental and social concerns in operational activities effectively. This will also help to
contribute towards sustainable development and improvement by delivering economic,
environmental and social benefits for stakeholder. It is all about how a business managed its
process in order to produce positive impact on society (Nordberg, 2014). In addition to this, it
covers sustainability social ethics and impacts as well as core business opportunities in order to
earn profitability effectively. It can be said that a business need to answer two crucial aspects of
their operational activities such as the management of quality in terms of products and services
as well as people involved in the process and nature or quantity which has impact on society
different areas.
There are three concentric circles are consists by CED model. In addition to this, the
inner circle represents the main responsibilities of business in terms of CSR which also include
some common responsibility for the effective and efficient execution of economic functions such
as economic growth and development, products and jobs effectively (Puaschunder, 2017).
The pyramid of CSR: The pyramid of CSR is a leading model framed to embrace expectations
of societies according to he business responsibilities in order to categories them effectively. The
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theoretical assumptions such as nature of CSR takes managerial approach, scope of
responsibilities and economic role of corporation will help to reduce narrow emphasis of
pyramid model on making profitability.
The intersecting circles model of CSR: The model is contrasts with pyramid model with two
important aspects such as it will help to recognise the interrelationship among CSE domains and
also rejects hierarchical order of importances. The IC model intended as a descriptive model in
which the major feature is Schwartz and Carroll's version describes all the domains and
highlights overlapping nature effectively.
The concentric‐circle model of CSR: The model is almost similar for the business in terms of
economic role and its core social responsibilities which are similar to the IC model and also
emphasise the interrelationship among different corporate social responsibility effectively. These
are some essential elements which should b considered by business in order to manage and
control the corporate social responsibilities as well as infrastructure in order to increase
profitability and production (Tuan, 2016). A normative approach is represented by CON model
which is compatible with current improvements in CSR thinking. Scope of responsibilities are
also different.
In addition to this, there are some CSR issues faced by Mc Donald's business which
affect the brand image as well as popularity such as human rights, corporate governance and
customer interests. In 2014 the firm was suffering from human rights issues which affect the
employment as well as production (Singh and Sandhu, 2016). Corporate structure was also not
managed well which creates unnecessary CSR issues for the business.
CONCLUSION
It can be concluded from the above report that business functions are associated with
management levels which helps to manage and control all the activities involved in operations.
In addition to this, it is analysed that vertical structure of business will help to develop and
improve various business operations and functional units effectively (Sachdeva, 2015). Apart
from this, there are three types of leadership models such as Laissez-Faire Leadership,
Autocratic Leadership and Participative Leadership which are important for business in order to
manage and control performance of employees that helps to drive performances. Globalisation is
a process in which other businesses develop international influences and start operating an
international scale effectively. The most important and effect of globalisation is the regular
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changes in UK policies and plans which affect business strategies. Corporate social
responsibility is a management concept where businesses integrate with environmental and
social concerns in operational activities effectively (Lakshmi, 2016).
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REFERENCES
Books and Journals
Arevalo, J.A. and Aravind, D., 2017. Strategic Outcomes in Voluntary CSR: Reporting
Economic and Reputational Benefits in Principles-Based Initiatives. Journal of Business
Ethics 144(1) pp.201-217.
Barling, J., 2014. The science of leadership: Lessons from research for organizational leaders.
Oxford University Press, USA.
Choi, S.B., Ullah, S.M. and Kwak, W.J., 2015. Ethical leadership and followers' attitudes toward
corporate social responsibility: The role of perceived ethical work climate. Social Behavior
and Personality: an international journal 43(3) pp.353-365.
Gao, Y. and He, W., 2017. Corporate social responsibility and employee organizational
citizenship behavior: The pivotal roles of ethical leadership and organizational
justice. Management Decision 55(2) pp.294-309.
Gill, S.S., Haider, S. and Noreen, S., 2016. Linking Ethical leadership with organizational
deviance and CSR: Empirical review. Asian Journal of Multidisciplinary Studies 4(6).
Jones Christensen, L.I.S.A., Mackey, A. and Whetten, D., 2014. Taking responsibility for
corporate social responsibility: The role of leaders in creating, implementing, sustaining,
or avoiding socially responsible firm behaviors. Academy of Management
Perspectives 28(2) pp.164-178.
Lakshmi, P.V., 2016. CSR PRACTICES OF INDIAN CORPORATE: AN
OVERVIEW. International Journal of Management Research and Reviews 6(8) p.990.
Lee, A. and Lambert, C., 2016. Special sauce in sesame seed buns: legal strategy and public
policy in the fast-food industry. Sage Business Cases, pp.1-16.
Nordberg, D., 2014. Call and response: Identity and witness in legitimating CSR.
Puaschunder, J., 2017. The call for global responsible inter-generational leadership: The quest of
an integration of inter-generational equity in corporate social responsibility (CSR) models.
In Natural Resources Management: Concepts, Methodologies, Tools, and
Applications (pp. 265-278). IGI Global.
Sachdeva, A., 2015. Evaluation and selection of differentiation as a strategy for McDonald’s.
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Singh, Y. and Sandhu, S., 2016. Corporate Social Responsibility and Business Ethics for Good
Corporate Governance. International Journal of Engineering and Management Research
(IJEMR) 6(3) pp.123-126.
Swanson, D.L., 2018. The Transformative Potential of CSR Discovery Leadership. In CSR
Discovery Leadership (pp. 1-25). Palgrave Macmillan, Cham.
Tuan, L.T., 2016. How servant leadership nurtures knowledge sharing: The mediating role of
public service motivation. International Journal of Public Sector Management 29(1)
pp.91-108.
Veríssimo, J. and Lacerda, T., 2015. Does integrity matter for CSR practice in organizations?
The mediating role of transformational leadership. Business Ethics: A European
Review 24(1) pp.34-51.
Online:
Lumen, 2017. Management Levels: A Hierarchical View. [Online]. Available
through:<https://courses.lumenlearning.com/boundless-business/chapter/types-of-
management/>
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