Leadership and Management Strategies for M&S Ltd: A Report

This report provides a comprehensive analysis of leadership and management practices within M&S Ltd, a medium-sized retail organization. It begins by differentiating between the roles and characteristics of leaders and managers, referencing Mintzberg's managerial roles and highlighting the importance of both in driving organizational success. The report then delves into situational leadership, exploring how different leadership styles, such as democratic and contingency approaches, should be implemented based on various internal and external situations. It also examines the functions of managers, including interpersonal and informational roles. Furthermore, the report assesses different leadership theories, including situational, contingency, and system theories. Finally, it explores the factors influencing operational management within the context of M&S Ltd, providing a detailed overview of the organization's approach to leadership, management, and operational strategies. This report is designed to provide a practical understanding of leadership and management concepts applicable to a real-world business environment.

MANAGEMENT AND OPERATION
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Table of Contents
Introduction:...........................................................................................................................................3
LO 1P5.....................................................................................................................................................3
Task 1:.....................................................................................................................................................3
Assessment of characteristics of leader and manager: (P1)....................................................................3
LO 2.........................................................................................................................................................5
Assessment role of leader and function of manager in situational context: (P2)....................................5
Assessment of different theories and models of leadership: (P3)...........................................................7
LO 3 ........................................................................................................................................................8
Task 2......................................................................................................................................................8
Assessment of approaches to managers and leaders: (P4).....................................................................8
Assessment of importance and value of operation management: (P5).................................................10
LO 4.......................................................................................................................................................11
Assessment of factors having influence upon operational management: (P6)......................................11
Conclusion:............................................................................................................................................13
References.............................................................................................................................................14
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Introduction:
Managers and leaders are the most profitable asset for any organization seeking expansion and
growth in the field of competition or challenge. Even though the vision statement of both
manager and leader is to enhance the competitiveness of the organization in the market place,
characteristics and behavior is different which is hard to identify and observed. The following
study would state about the different role or characteristics of both manager and leader
towards increasing the performance and position status of M&S Ltd which a medium size
retail organization. Moreover, different approaches of leadership and management would be
highlighted along with the steps required to achieve the objectives or goals. Thus, factors
existing within the business environment would also be discussed along with its final impact
on the overall organization.
LO 1
Task 1:
Assessment of characteristics of leader and manager: (P1)
While leader direct the path of the organization towards profitable or positive path and guide
the employees or professionals to overcome the barriers and problems, manager on the other
hand, needs to manage or administer the entire activities or operations of the employees or
professionals (Arnold and Nelson, 2014). Further, productive mixture of both leadership and
management skills would enable the enterprise to achieve mission and vision statement and
satisfy the respective customers. Linking the same with the subject matter the overall role or
characteristics of leader under M&S Ltd is elaborated below:
Mitzberg's managerial roles
According to Mitzberg's, there are three roles has been describes that assists to leading
team in successful manner. In this aspect, person can resolving conflict and negotiating
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contract that represent department in positive way. Following are certain roles has been
describes at workplace of M&S:
First group (Interpersonal category): In this aspect information and ideas are providing in
positive context. Figurehead is works as manager in which legal responsibilities has been
provides in order to look towards person with authority. Further, leader provide guidance to
team in M&S to perform their roles and responsibilities. Liaison is a person who must
communicate with internal and external contact.
Second group (Informational category); In this context, three types of role determines such as
monitor, disseminator and spokesperson. Monitor regularly seek to information that are related
to M&S. Their role is to assess productivity of company in successful manner. Disseminator
communicates potential and useful information to their team members. Spokesperson
represent their organization through take responsibilities for transmitting information.
Third group (Decisional category): In this aspect, 4 types of roles has been determines such as
entrepreneur, disturbance handler, resource allocator and negotiator. Entrepreneur create
control within the organization to solve problems and generating ideas to implementing it.
Further, role of disturbance handler is determines as to take charge to manage conflicts.
Resource allocator determines role where organizational resources are effectively applied.
Negotiator needed to take part in respect to direct people with important negotiations in M&S.
Characteristics or role of leader:
Creation of idea:
Leaders create unique ideas for the betterment of the organization in the field of competition
or challenge. They encompass the talent of creativity and utilize it for enhancing the working
parameters of the organization. Linking the same, leader of M&S Ltd comes up with creative
ideas of discovering e-commerce business to attract more customers (Arnold and Nelson,
2014).
Direction:
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As mentioned in the definition itself, leaders are responsible if the direction of the enterprise
or organization is not correct and often leads to losses. Apart from creative ideas, leaders also
show the direction to the employees or professionals working underneath.
Risk bearing factor:
New business plans are always comprises of some risks or uncertainties which are bear by
respective leaders in different organization. Linking the same, the idea of M&S Ltd behind
extending into e-commerce business is also comprise of many financial and non-financial
uncertainties and leaders are held liable for it (Austin, Nolan and O'Donnell, 2012).
Characteristics or role of manager:
Risk mitigation:
Unlike leaders, managers use to minimize the risks by implementing different tools such as
SWOT and PESTEL analysis so to secure the legal position of the enterprise in the market
place. Linking the same, all the activities related to e-commerce expansion are administered by
manager of M&S Ltd so to reduce the level of uncertainties or risks arising from significant
sources (Austin, Nolan and O'Donnell, 2012).
Instruct employees:
While leaders only states about the ultimate direction and outcome of different projects
managers are held’s liable behind providing proper guidance and instruction to the respective
professionals or employees. Leader encourages the professionals while manager administered
the employees for future betterment of the organization.
Planning:
Managers use to plan the entire details of projects stated by leaders to execute the same in an
appropriate manner (BELKER, MCCORMICK and TOPCHIK, 2012). Dividing the tasks or
obligations among employees or department along with scheduling the entire operation into
weeks or months is part of manager duty. M&S Ltd, for successful expansion towards e-
commerce business needs efficient planning from managers and other related professionals.
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Thus, from above it can easily view that each and every parameter of leaders and that of
managers are different from each other and are important in their respective fields. Leaders
perform all the creativity jobs for M&S Ltd while managers ensure all the activities and
operations are performed with utmost priority and seniority (BELKER, MCCORMICK and
TOPCHIK, 2012).
LO 2
Assessment role of leader and function of manager in situational context: (P2)
As mentioned above, since the characteristics of both leader and manager are different from
each other, it is necessary for the enterprise to implement correct leadership styles and
management functions after considering the parameters of different situations arising both
inside and outside the organization (Drucker, 2017). Moreover, the situational analysis of
leadership inside the working culture of M&S Ltd is elaborated below:
Role of leader in different situations inside the enterprise:
Considering the different parameters or elements of situation, leadership styles should be
implemented. Thus, the role of leader in different situations is elaborated below:
Democratic approach in case of poor performance:
The leader should implement democratic leadership approach in case the overall working
climate of the enterprise is surrounded by risks or uncertainties. Through this leadership style
unity would be framed inside the internal environment and collective performance would
assist the organization to overcome the barriers in an appropriate manner. Linking the same, in
order to perform the respective activities or operations of e-commerce business, M&S Ltd
leader should implement democratic leadership style and consider the suggestion or
recommendation of each and every employee or professional for forming productive or
profitable decision or judgment (Drucker, 2017).
Corporate Social Responsibility:-
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Contingency theory leadership:
In case of big tasks or obligations, leader of M&S Ltd should consider the significance and
importance of contingency theory of leadership founded by Fred E. Fiedler’s and divided into
three structures such as task structure, member relationship structure, and positioning power
structure. All the above mentioned structures contribute towards implementing different types
of leadership style as per the necessity of the environment or condition. This, leadership style
also provides assistance to managers and other professionals while performing the duty or
operations (French and Vince, 2010).
Function of manager in different situation:
Similar to that of leader, managers are also required to implement different functions
according to the criticalness of situations so as to perform according to the requirement and
necessity of the market place. Moreover, the different styles of functions of manager are as
follows:
Interpersonal function:
For managing and enhancing the performance and position of the employees or professionals,
managers are required to be highly efficient in interpersonal department so as to create cordial
relationship with each and every professional of the enterprise and perform collectively
(French and Vince, 2010).
Informational function:
All the sound and material information about any department, product, and services of the
organization or competitors should be properly informed to the respective parties of the
organization. Further manager of M&S Ltd should also timely monitor the performance and
position of the employees working under different department and provide necessary
information regarding enhancing or developing the same in an appropriate manner
(Halbesleben et al., 2016).
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Thus, both leader and manager need to encompass different skills and efficiencies in order to
perform as per the requirement and necessity of the conditions and dissolve all the risks or
uncertainties arising from significant sources.
System theory
In the chosen organization, system theory is develops through shows supervising the
division that assists to determine hypothetical model in closed system. In respect to integrate it
in internal and external environment, system theory assists to develop relationship. In this
way, M&S need to describes businesses with natural processes such as human body function
that applied in study of organization. It is also refers in interaction of productive process. It is
successfully applied to assess feedback from customer regarding business services.
Chas theory
Chas theory is successfully applied to determine long term behavior with various
biological systems that includes techniques that are known as recurrence plot. In M&S, it is
applicable to prove useful in system engineering with reveal long term goals and emergent
behavior in complex system. This technique is used within the system to make simple things
from complex.
Queuing theory
This theory is mathematical study of waiting lines and queues. This model is
determining constructed in term of queue length and waiting time. Therefore, M&S can easily
predict previously which assists to make effective results in business environment.
There are certain functions exist which perform by manager in business management.
They are as follows:
Planning: Planning function of management control all elements that allows to
business to run their functions and operations smoothly. It includes defining of goal and most
effective course of action that needed to reach towards goal. Planning includes flexibility as
the planner that must coordinate with different level of management and leadership within
M&S.
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Organising: It is the second most important function of the chosen enterprise that
control overall structure of the business. In this way, structure perceive day to day operations
through M&S become difficult or unsuccessful. It includes designing of tasks and
responsibilities of employees with specific skills that needed to accomplish task.
Staffing: Staffing function of management control different elements such as
recruitment, personnel requirement at workplace. Main aim of staffing is to hire right
candidates for right job that assists to accomplish business objectives. Staffing includes
recruitment, selection of right people in M&S to accomplish objectives.
Directing: Directing is the function of leadership which assists to organizing, planning
and staffing the activities in business enterprise. In this aspect, activities and functions are
together for good results in business environment. This is typically takes place in respect of
meeting and other planning session with department head. In M&S it can be determines in
term of communication, supervision and direction by the management.
Controlling: Controlling function of management is useful concept that ensure all
important elements in business environment that operates in significant manner. Controlling
includes establishment of performances standards and monitoring output that need to perform
for meeting with standards. In M&S, performances level affect to successful aspect in
business.
Assessment of different theories and models of leadership: (P3)
Different types of theories such as situational, contingency, and system is comprises of many
benefits and advantages. Further, it should be the responsibility of the respective leaders of the
enterprise to review the overall parameters of the working climate of the organization and
select the best possible leadership theory for the same (Halbesleben et al., 2016). Moreover,
under the context of M&S Ltd, implementation of different leadership theories is mentioned
below:
Situational leadership:
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In order to enhance the overall performance or credibility of the respective professionals and
employees, it is necessary for leader of M&S Ltd to implement the situational leadership
which is comprises of different styles such as coaching, directing, supporting, and delegating.
All these fundamentals enhance the level of reliability placed on employees or professionals.
Further, the founder of the above mentioned theory Paul Hersey and Ken Blanchard also
highlights the performance readiness level which state about the maturity levels and enhance
the internal parameters of the organization (Hughes, Beatty and Dinwoodie, 2011).
System leadership:
The parameters or elements of this type of leadership style experience frequent changes
depending upon the requirement of the market place and overall economy. System leadership
is necessary to provide enterprise a profitable or positive direction and state about the
significant and importance of flexibility or change. System leadership sometimes also creates
huge base for overall strategic leadership which concentrates towards enhancing the
parameters of the enterprise and identify all the possible opportunities which embrace
positivity inside the working climate (Hughes, Beatty and Dinwoodie, 2011). Linking the
same, in the initial years of M&S Ltd, system leadership would assist towards experiencing
huge growth and expansion in the market place and attract and retain potential customers or
clients from respective sources.
Contingency leadership:
This theory of leadership depends very much on the parameters of internal and external
environment and does not state about any fundamental way of handling operations or leading
the enterprise in the market place. The theory enables the leader to assess the situation in an
appropriate manner and create productive solutions for securing the position of M&S Ltd and
enhancing the status in the overall economy. The theory highlights the significance of many
external parties such as technology, distributors, Government, customers, etc and assesses the
impact of the same towards the overall performance of the enterprise (Mascia, 2014).
Moreover, it is necessary for the leader of M&S Ltd to share cordial relationship with
members and other employees and understand the power of the authority to properly
implement the contingency theory inside the working pattern of the organization.
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Thus, depending upon different situation, implementation of the above mentioned theories is
required or needed for future betterment or profitability.
Principles of quality management
In respect to meet with goals and objectives, there are various principles exist which
need to be followed by M&S. It includes customer focus through assess their needs and
providing them effective services. With the help of customer loyalty program, revenue can be
increases and waste reduced to enhance businesses abilities. Further, leadership need to be
considered with direction in business unit. The chosen organisation has clear goals and
objectives through employees are actively involved to accomplish those targets. Quality
management is the factual approach that assists to make good decisions to improve
understanding of marketplace.
Following are certain principles of total quality management:
Just in time inventory: Just in time is an inventory strategy which follows by company
to enhance their efficiency and diminish waste through receives goods whenever it needed in
production process. This method requires producers for forecasting in business environment.
Concept of continuous improvement (Kaizen): This concept is developing by Kaizen so
that it is known as concept of continuous improvement. According to this concept, M&S need
to identify benchmarks of excellent practices which enhance employee ownership of the
process.
LO 3
Task 2
Assessment of approaches to managers and leaders: (P4)
In order to overcome the competitive pressure or challenge experience by the professionals of
M&S Ltd, it is necessary for respective managers and leaders to understand their roles and
responsibilities in an appropriate manner and implement the same in a fruitful manner
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(Mascia, 2014). Moreover, the approaches which would enhance the position and status of
operation management of M&S Ltd are elaborated below:
Minimization of products:
While managing the inventory turnover ratio for the enterprise, it is necessary for the
respective managers to minimize the wastes of products and other goods in order to increase
the financial power of the organization in the market place. Minimization of product or goods
would also contribute towards creating proper demand supply ration and perform as per the
requirement of the market place (Neuschel, 2015).
Follow sequential procedures:
Sequential approaches is also necessary for the respective professionals managing the
boundaries of the organization to remain steady and efficient while performing the activities or
operations, Managers with sequential approaches would be able to perform even under critical
or sensitive conditions which further remove the workload from the shoulders of the
employees and align the actions with the respective financial and non-financial objectives or
goals of the organization (Neuschel, 2015).
Bottleneck approach:
Bottleneck approach is required to achieve proper utilization of physical and human resources
and fulfill the respective objectives and goals of the enterprise. M&S Ltd with the
implementation of bottleneck approach would be able to identify all the financial and non-
financial opportunities existing in the market place and dissolve the threats or risks arising
from significant sources.
Apart from operation management, leaders and managers are also required to perform some
creative activities or operations and control the overall status of the enterprise in the market
place (Pulce, 2015).
Inspire and motivate employees:
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