Report on Leadership and Operational Management in Marks & Spencer

This report delves into the management and operations of Marks & Spencer (M&S), a British multinational retailer. It examines the roles of managers and leaders, including team development, decision-making, vision, and communication. The report explores how leaders and managers function in different situational contexts, such as problem-solving, decision-making, strategy implementation, and handling subordinates. Various theories and models, including situational leadership, contingency theory, and system theory, are discussed to address operational challenges. The report further analyzes different approaches to operation management like Six Sigma, lean production, and total quality management, and how these approaches contribute to achieving business objectives. Finally, it highlights factors within the business environment that can impact operational management, providing a comprehensive overview of the subject.

MANAGEMENT
OPERATIONS

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Various roles and features of managers and leaders in M&S................................................1
P2 Role of leader and function of manager in different situational context...............................3
P3 Theories and models of approach..........................................................................................4
TASK 2............................................................................................................................................5
P4 Approaches for operation management.................................................................................5
P5 Importance and value of operations management in achieving business objectives.............6
P6 Factors within business environment that impacts operational management........................7
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Management and operations is a division within field of business. The study of
Management and operations includes customer service management which requires excellent
communication and people skills, business administration that requires a broad knowledge of
business operations and office management which requires strong skills of leadership and
multitasking (David, 2011).
M&S also known as Marks & Spencer is a British Multinational retailer which is
headquartered in Westminster, London. It is popular for selling cloths, home products and luxury
food products. It was established in 1884 and it started selling branded cloths in 2008.
In this assessment, different scenarios will be used to provide evidence for factors within
the business environment that could impact operations management and decision-making process
by managers. The main purpose of this report is to explain key approaches to operations
management and the various roles that has to be played by leaders and managers of Marks &
Spenser.
TASK 1
P1 Various roles and features of managers and leaders in M&S
Manager
A person who is in charge for the work done in company and responsible for making
decisions and dividing the work into different division for getting effective work from the
members of various departments.
Roles of managers
The manager has various role in firm and he/she is responsible for getting the work done
by staff in proper manner which results into attainment of goals and objectives of M&S. The
various role played by manager in firm is as follows:
Team development: The managers are responsible for developing the upgraded team who
can perform in better manner and developing in right process helps firm to receive their aims and
goals in efficient manner. Interdependent team is more effective in mature then a group team
(Tayur, Ganeshan and Magazine, 2012).
Decision making: The mangers do responsible for making decision and policies which
helps the staff and firm as one. Decision should be made in correct form so that it can be
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followed by the staff in right direction and decision should be made in favour of both the
employees and organisation which makes members to work effectively.
Features of managers
Positive attitude: Thus having a positive attitude of managers at work helps other
members of firm to get inspired and work in proper manner that helps in getting the goals and
objectives. Positive attitude always helps in leading team and helping them in any manner they
can (Handschin and Petroianu, 2012).
Patience: managers should have a patience in them which helps to motivate others to
work properly as patience means receiving perfect work but in long time. This helps the manager
to receive positive feedbacks from the employees and somewhere this helps in influencing
members of firm and brining productivity in their working style.
Leaders
He/She is the person who motivates and influences the group of people to work
effectively and in right direction too. Leaders provides vision in the eyes of employees and in
teams so that they can work in great way.
Roles of leaders
Vision: Leaders are responsible for brining vision in the eyes of employees as WHAT TO
DO. Bringing vision in eyes makes them to perform in great manner. Vision can be of
organisation or increase in their productivity and effectiveness which would result in attainment
of goals and receiving of rewards by employees.
Direction: Leaders do provide the direction to employees or workers so that they can
work in proper manner. Direction helps to get the work done in proper steps, somehow it leads to
bring a effectiveness in the working scenario of members of M&S.
Features of leaders
Communicate: The leaders are those who communicates with their employees on regular
basis so that employees can work in right way. Communicating the M&S policies and work task
to their worker helps them to know what kind of changes and work they have to perform within
time period scheduled.
Solves conflict: Thus leaders helps in solving the conflicts in between employees and
leaders try their level best to create the coordination among workers so that they can work as one
which will directly help the M&S to receive the targets and objectives.
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P2 Role of leader and function of manager in different situational context.
The leader and manager both are the main pillars in organisation which helps firm to
attain their goals and objectives in time (White, 2016). Thus leaders and managers both plays
their effective features and managers in different situational context which helps the M&S to
overcome from such and can increase the productivity and working criteria of firm in effective
manner. Different situation is as follows:
Problem solving: Both the leaders and managers are the problem solvers in firm, thus
managers solve the problems when the issue occurred in various division of M&S and leaders
solves when the problem occurred in lower level. Both issues are main which has to be resolved
by the managers and leaders in firm which helps the firm to have the work in smoother way.
Problems and consequences can occur any time in organization for such both of them gets ready
to solve any time. In a firm it is required that every level and department should work in
coordination which will result in positive way.
Decision making: Managers play their effective role in making the decision for
organisation as whole and leaders communicates those decision made by managers to their level
in proper way so that they can work in right direction (Handschin and Petroianu, 2012.).
Managers and leaders both has their effective utilisation in management and thus they both are
responsible for the efficient work by whole firm. At the time of making decision leaders should
also include so that they can explain what type of issues they face at that level. Bringing changes
according to this makes employees to work effectively and efficiently which will help M&S to
receive their aims.
Handling subordinator: Subordinate are those who works under the managers and
leaders and they gets influenced by both in their working style. It is needed to motivate and
influence every department and level in right direction so that they can increase their
productivity and performance as well (Chen, et. al., 2010). Having such thing in M&S helps
them to attain their goals and objectives. Subordinates should have to support their leaders and
managers so that they can bring positive and best policies for the employees and members of
firm.
Strategies: While making strategies by senior managers for the organisation it is needed
that managers and leaders should help them in creating a better strategy. A best strategy and plan
leads to great results and this could make into attainment of goals and objectives. Strategies are
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mainly made to compete in market and to face the challenges in correct way (Weining, et. al.,
2010). Strategies thus help in making company to work according to strategy and plan which
could result into competition in proper manner. Strategies by M&S has helped them to work
effectively and efficiently and this has made the organisation on the leading chart or leading
companies in clothing sector.
P3 Theories and models of approach
In M&S different situations keeps on arising due to complexity in work and a number of
operations to be performed. It increase pressure on the management to take actions accordingly
so that a particular issue can be resolved effectively. Both manager and leaders need to perform
their duties. There are a number of theories and models which can be utilised by them to manage
the situations such as:
Situational leadership – It is a well known model which was initially developed by Paul herey
and Ken Blanchard. As per this model a manager or leader in a particular organisation needs to
change their leadership style so that every situation is dealt with efficiency. For same it is
important that in M&S leaders must have skills to change themselves as per the need of
condition. There are two major components of this theory which are managerial nature and other
is supportive behaviour. In mangers are refereed as effective if they are able to modify their
management behaviour and can help their subordinates in different issues that take place in the
work place (Chen and et. al., 2011). There are a number of styles which are followed in this type
of leadership style like telling in which the person at the post of leader is of less cooperative in
nature and believes in giving orders to the assistants. The other is selling according to which
leader is again directive but also give assistance to his subordinates. Thereafter comes the
participating style of leading people. It is best suitable as leader under this take part himself and
shows maximum support to the followers and is very less directive in nature. It makes it easy for
employees to carry out their daily operations.
Contingency theory – According to this theory a good relation is maintained with the members
of organisation which helps in developing high employee morale. According to situation
negative process of increasing productivity is also used like giving punishments and other like
actions at the time when something wrong is done.
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System theory - It deals with the systems of a particular firm so that accordingly policy are
framed. It also aids in resolving the problems that arises due to diversity in the work force
(Handschin and Petroianu,201).
TASK 2
P4 Approaches for operation management
In order to carry out various operations in an effective manner this is required that work
is managed properly. It helps in increasing the total productivity of present employees which is
good to experience growth in future. Efficiency can be improved in a number of ways as there
are different approaches which helps in developing the quality standards. Some of them are
discussed below in detail:
 Six sigma – It is effective way of detecting the unwanted activities and wastage from the
organisation so that it can be avoided which further helps in reducing the total cost of
organisation. Its main aim is to bring excellence in the management. Decrease in total
product variations is the most common measure which is used to minimise the total
wastage and time taken to perform a particular time (Chen and et. al., 20102).
 Lean production – It motivates employees to use the different resources to their full
capacity and this way directly much of manufacturing cost can be saved. Work force is
influenced to complete the task on time so that targets can be achieved.
 Dynamic approach – As per this distinct solutions are provided against a particular
problem so that the best possible way is used to deal with a particular issue. It helps in
timely resolvent of any matter. Distinct techniques are applied to particular agenda in
which all are welcomed to participate and than the best suitable opinion is chosen.
 Total quality management – Fresh ideas and techniques are used keeping in mind
development in standards of product. This helps in raising customer satisfaction level
along with the establishment of efficient at wok place.
 Just in time – According to this model management believes in doing things correctly at
the first time. Standards are set and whole requirements are cleared before hand so that
during the process of production no confusion is faced and products are produced with no
defects. This helps in saving much time of repetition and also assist in evaluating the
unnecessary cost of resource underutilisation.
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Both manager and leader plays a very crucial role in this as they ensure that weather these
approaches are implemented in their proper manner or not as only introduction of these is not
just sufficient, it is required that proper monitoring is done so that the desired outcome is
received. Control has to be kept by the manager over their subordinates so that they follow the
guidance given and accordingly carry out the operations.
P5 Importance and value of operations management in achieving business objectives
Operational management refers to the administration of business practices to create the
level of highest efficiency possible within an organization (Heizer, 2016). Operational
management is related to converting materials and labour into goods and services so that
efficiently possible to maximize the benefits of an organization.
Operations management has two primary objectives that is to be achieved by M&S
company. These objectives are interrelated with each other, means one objectives might impact
other objectives. These two objectives are customer service and utilisation of resources (Hill,
2012). Some of the objectives of M&S is given below:
 To maximise the production of its goods and services.
 To increase sales revenue.
 To maintain quality of services.
 To minimize production cost.
Hence, below is the importance of operations management which will explain how does
operations management could achieve these business objectives:
 Producing right kind of goods and services: As the main objective of M&S is to sale
maximum goods and services to its customers. Company can only achieve these
objectives by managing their operations efficiently. Hence, through analysing the
demands of a product in market, M&S has to produce right kind of goods and services
which is suitable for market demand to achieve its organizational objectives.
 Maximizing output of products and services: The main aim of M&S is to increase the
sales revenue to meet market demands. But this task is not an easy, as it requires lots of
market analyses approaches. Sometimes in the absence of proper market analyses, firm
faces the issues of over and under production which again creates a problem for a
company. Hence, operations management through various techniques supports M&S in
maximizing its products and services outputs.
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 Ensuring the quality of products: To achieve organizational objectives, only quantity is
not enough. Company has to ensure whether the quality is match with standards maintain
by firm or not. Without quality, quantity doesn't matters. For instance, M&S is popular
for its luxury food products because of the quality provided by company.
 Minimizing Throughput time: Throughput times are that portion of time which is
consumed in conversion process of product. M&S could reduce delays, waiting time and
idle time to improve its productivity. This could support company in fulfilling seasonal
demands in short period.
 Maximizing utilization of manpower: M&S is paying salaries and wages to their
employees and labours. The performance is measured on the basis of returns received by
company in relation with their wages and salaries (Wu and Pagell, 2011). Hence, through
maximizing utilisation of manpower and machines, company can reduce overall costs and
thus decrease the price. This will increase sales revenue for the company, which is
primary objectives of organization.
 Minimizing production costs: Through maximizing utilization of manpower,
minimizing throughput time and maximizing output of products and services, M&S could
reduce the production cost and can also decrease the price of the product. Through
minimizing cost of productions, M&S could either increase its profits or increase its
sales, both are the organizational objectives of M&S.
P6 Factors within business environment that impacts operational management
The operational management is a part of an overall business plan that will work from day
to day with the company. However, entrepreneurs and business managers should consider
external factors which are not easy to guess in these plans. Even a monthly review of operational
plans can not hold many distant factors in the future. Some of the external factors which affects
the decision-making of leaders and managers are explained below: General Environment: There are factors in the general environment which can have
immediate direct impact on the operation but still affect the activities of the firm (Fernie
and Sparks, 2014). Some of the elements of general environment are discussed below:
◦ Economic Dimension: The economic dimension of an organization is the overall
situation, if the financial system operated by the organization. Important economic
factors for business are inflation, interest rate and unemployment. In case of M&S,
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the economic dimension could affect the demand for M&S products during inflation.
Company pays more for its resources and thus price of a product increases to cover
the cost of a products. Here, leaders and managers takes decisions to reduce
production of goods and services. They also takes decisions of several discounting
schemes to increase sales.
◦ Technological Dimension: These factors are the methods and techniques available
with the company to convert their resources into products and services. These factors
affects decisions of managers of whether to adopt new techniques to improve
operational management for M&S or not.
◦ Socio-cultural Dimensions: These types of external factors includes costumes, values
and demographic characteristics. It should be properly analysed by managers before
making any decisions. For example, wearing lingerie in Arabic countries is not
allowed, hence leaders has to make decisions on ways for selling lingerie in particular
countries. Task Environment: The task environment consists of factors that directly affect and are
affected by the organization’s operations. These factors include suppliers, customers,
competitors, regulators and so on (Tayur, Ganeshan and Magazine, 2012). Some of the
elements of Task Environment which can affect operational management and decisions
of leader and managers are given below:
◦ Competitors: Decision-making and operational management is often influence by
competitors. M&S always trying to stay away from its competitors to gain maximum
profits. Due to increase in the competition and competitors, M&S has to change their
operational management to reduce cost and price of a product.
◦ Customers: There's direct impact of preference of customers on leaders decision
making and operational management of M&S. Because any change in dressing sense
of clients would also change whole operational structure and strategies made by
managers.
CONCLUSION
From the above report, it can be concluded that there is a big difference between leader
and manager. The prior one focuses on moving forward toward vision and later one manages all
the crucial operation of a company. Both of them are important for an organisation because the
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function and role of leader and manager vary. Their are various types of leadership theories,
situational leadership is related to the modifying the leadership style of a leader according to the
situation. Their leadership style do not work in all the conditions and they have to find the most
appropriate one at the time of facing a particular situation. Approaches like lean manufacturing
and make operational process more efficient, it increases the quality of product which is very
important for every company. A sound operational management reduces cost of the business of
an organisation, this ultimately make a positive impact on the profit of the enterprise.
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REFERENCES
Books and Journals
White, P., 2016. Public transport: its planning, management and operation. Taylor & Francis.
Handschin, E. and Petroianu, A., 2012. Energy management systems: operation and control of
electric energy transmission systems. Springer Science & Business Media.
Chen, X., et. al., 2010. DECOR: DEClarative network management and OpeRation. ACM
SIGCOMM Computer Communication Review. 40(1). pp.61-66.
Weining, L., et. al., 2010, June. RFID-based production operation management for multi-
varieties and small-batch production. In RFID-Technology and Applications (RFID-
TA), 2010 IEEE International Conference on (pp. 1-6). IEEE.
DeAnna, R., Freeland, B., Gockeler, B., Huestis, E., Huestis, M. and McFeely, D., Zeosoft
Technology Group Inc., 2010. System for development, management and operation of
distributed clients and servers. U.S. Patent 7,730,111.
David, F. R., 2011. Strategic management: Concepts and cases. Peaeson/Prentice Hall.
Heizer, J., 2016. Operations Management, 11/e. Pearson Education India.
Tayur, S., Ganeshan, R. and Magazine, M. eds., 2012. Quantitative models for supply chain
management (Vol. 17). Springer Science & Business Media.
Fernie, J. and Sparks, L., 2014. Logistics and retail management: emerging issues and new
challenges in the retail supply chain. Kogan page publishers.3
Hill, A. and Hill, T., 2012. Operations management. Palgrave Macmillan.
Wu, Z. and Pagell, M., 2011. Balancing priorities: Decision-making in sustainable supply chain
management. Journal of Operations Management. 29(6). pp.577-590.
Chen, C., and et. al., 2011. Smart energy management system for optimal microgrid economic
operation. IET renewable power generation. 5(3). pp.258-267.
Chen, X. and et. al., 2010. DECOR: DEClarative network management and OpeRation. ACM
SIGCOMM Computer Communication Review. 40(1). pp.61-66.
Handschin, E. and Petroianu, A., 2012. Energy management systems: operation and control of
electric energy transmission systems. Springer Science & Business Media.
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