This report provides a comprehensive analysis of the management and operational strategies employed by Marks & Spencer (M&S) Ltd. It begins with an introduction to M&S's management structure, comparing the roles and responsibilities of managers and leaders. The report then delves into the differences between managerial functions and leadership roles, supported by various management theories such as behavioral, transactional, transformational, and chaos theories. It presents examples of situations illustrating the application of leadership and managerial functions, including conflict resolution and team creation. Furthermore, the report examines how different management and leadership theories, like situational, system, and contingency leadership, support the company's growth and sustainable performance. It critically analyzes the strengths and weaknesses of these theories and concludes with recommendations for future improvements in management and leadership practices within M&S Ltd. The report also covers operational management, key approaches, and the impact of external business environment factors.
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