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Management and Operations of M&S

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Introduction

The operation of an organisation is better managed and better operated by the smooth operation of the managers and the organisation. The leaders and the other path showing people also provide that marks the rise in the organisation. The coordination among the managers and the leaders of the organisation brings in the smooth success of the organisation. The support of the assignment deals with the better understanding of the roles and job role of the managers and the leaders. The managers and the leaders of the organisation are supported by the proper managing of the rules and the regulation of the organisation. The assignment here deals with the roles and the characteristics of the managers and the leaders of the organisation. It also describes the smooth operation of the M&S through the proper implementation of the approaches and the models.

Task 1 (LO1 and LO2)

LO1

P1. Comparison of Different Role and Characteristics of a Leader and a Manager in M&S

The leaders in the organisation are the person who have authority in their work and support every work with the better participation of the management workers. As supported by Admi and Eilon-Moshe (2016, 55), the leaders of the organisation helps in the better management of the organisational goal. The support of the organisational leader helps in the better understanding of the goal and making of the situation favourable in terms of the organisation. The managers on the other hand as supported by Javidan et al. (2016, p.72), managers are the people in the organisation who manages all the work in terms of the administration. The managing of the administration helps in the better support of understanding the goal of the organisation. The achievement of the support and the better understanding of the organisational goal are better managed by the support of the leaders and the managers of the organisation.
In the case of the M & S Ltd., the managers and the leaders work on a combined basis for the better achieving support of the organisation. Below is the comparison between the roles and the characteristics of the leaders and the managers.

Basis

Leaders

Managers

Role

As mentioned by Montalbán-López and Kuipers (2016, p.318), the prime skills and role of a leader in an organisation is the managing of the workers with the skill of communication. The better communication helps in the better support of the organisational goal. It is evident that the rise in the leader's role also demands in being a thinker. A thinker thinks in making more advantages out of the situation or makes alternative ways which allow the success of the organisation come near. A leader also needs to be the decision maker, who manages and support the organisation in gaining opportunity over a situation through the decision on the situation.

As stated by Shipton et al. (2016, p.44) an effective manager sets the objective for the fellow workers of the organisation. The setting of the objective and the making the workers of the organisation follow the set path is one of the roles of manager. Being a monitor and spokesperson are also the role of the managers in an organisation. Being a disturbance handler also forms the skill and the role of an organisational manager. The support of the managers through the role of the leader also helps the organisational workers in making priority for the reaching of the goal.

Characteristics

The leaders of an organisation need to be empathic in nature. The support of the empathy nature helps in the better managing of the mental condition of the workers. The leaders are generally honest, regarding the smooth understanding of the job roles of the organisation. The achievement of the organisational goal gets easier with the better support of the organisational leaders, as they make the goal of the organisation clear to the workers of an organisation. A leader needs to have a clear form of communication skill as they support in managing the problems in the organisation and also helps in the better mitigation of the issues faced by the workers. As supported by Spreitzer, (1996, p.500), a leader needs to be flexible in nature. The flexible nature marks the power to adapt to changes of the society and the market.

As supported by Zhang et al. (2017, p.e016), an effective managers of an organisation need to have a clear knowledge in the professional world. The Support of the clear knowledge helps in the better understanding of the problems and the mitigation of the issues. The better management by a manager also requires commitment. The commitment of managers also helps in gaining the edge over reaching the objective of the organisation. The better achievement of the organisational goal is also marked by the versatility of the managers of the organisation. The flexibility and the versatility of the managers help in the better adapting to changes. As inferred by Gomes et al. (2016, p.21), the managers have intuition which helps in the better gaining of the edge in the completion of the job in stipulated time. The proper achievement of the goal is also marked by the discipline and focus. Being focused in an organisational goal helps in the better support of the workers to obtain the goal in time with efficiency.

Table 1: Roles and Characteristics of Leaders and Managers

LO2

P2. Examination of the Role of Leader and Function of a Manager in a Situational Context

The smooth operation of the organisation demands the proper execution of the skills and jobs of the organisation which helps in the reaching of the organisational goal. In M & S Ltd the leaders and the managers of the organisation go through steps that mark the dealing of the situation with the proper efficiency and support.

A leader in a particular situation of primarily identifies the leader member’s relation. The leader when identifies that the leader-member relation is high they consider the situation and the favourable ones in the organisation. The roles and the structure are next determined by the leaders of the organisation. As supported by Chuang et al. (2016, p.553), the leader generally finds that the LPC leaders are more effective than the others and work best in the stress condition. The leader allocates the work in accordance with the situation and in accordance to the skills of the organisational workers of the organisation. The support of the leaders in the organisation also deals with the resource allocation in the organisation. However as argued by Maloney et al. (2016, p.25), the low power of the leaders in the organisation, faces issues in making work done by the organisational workers.

As mentioned by Ren and Chadee (2017, p.110), the managers of the of the organisation on facing issues and problems in the organisation help in the proper identification of the situation then makes plans for the tackling of the problems in the organisation. The next stage initiated by the managers of the organisation is the finding of the alternative ideas, for the better support of the organisational goal and the mitigation of the problems. The managers then implement the ideas and the objective in the organisation. The support of the organisation managers also includes the job of following up. The following suggest the understanding of the success rate of the implemented objective and the mitigation policy.

Task 2

LO3

P4. Key Approaches by the Managers and the Leaders of the Management of M&S Ltd

As mentioned by Mitchell et al. (2016, p.116), for the better management of the organisation and for the better allocation of the powers in the organisation, there is strict need in the proper use of the organisation and the smooth operation approaches used by the managers of the organisation, with the sole purpose of making the organisation successful enough in reaching most set goals. This approaches put stress on the knowledge of the workers of the organisation and the better management of the human resources in the society. Bureaucratic approach put importance on the structure of the authority and the description of the organisation. The use of the bureaucratic approach helps in the bringing out proper innovative techniques with respect to the past experiences. The past experience s guide the best out of the preset operation. The use of the Bureaucratic approach helps in the better providing of the management practices, that guarantees the success of the organisation with the proper management of the operation. This approach helps in the better using of the framework convenient enough to make the objective clear to the workers of the organisation. However, as argued by Eisenhardt et al. (2016, p.1122), the Bureaucratic approach underpins the importance of the human resource factor. The gaining of experience from the past issue is good but relying upon the past in regular basis is much hectic and affects the smooth operation of the organisation. The scientific management is generally used for the better understanding of the real reason behind the operation of an organisation and findings of the most economical way for completion of the work. As supported by Xing et al. (2016, p.40), the use of the scientific management helps in the better balancing of the jobs and the decorum of the organisation. With the implementation of the scientific approach the best way out of many is described very well.

The operation of the M & S is better managed by the approaches of the leaders in the organisation. Leadership approaches are of 3 types. The autocratic, democratic and laissez-faire are the three types of the approaches for the better management of the organisation. The Autocratic leaders are the leader who takes the decision in their own hands and decision along with other views and ideas does not mind in the operation of the organisation. The achievement of the organisational goal depends upon the decision of the leader only in the autocratic leadership. The autocratic leadership helps in the taking of decision in a quick manner. However, the use of the autocratic leadership skills marks the fall in the confidence of the organisational workers.

As supported by Liden et al. (2016, p.18), the making of decision with the inclusion of the decision made by the organisational workers is called the democratic leadership approach. The support of the management workers in the making of the decision helps in the better support of the organisation. The democratic style includes the creativity of the workers in the organisation, which helps in the thickening of the reputation of the organisation in the society. The M & S uses the democratic style of leadership for the better management of the organisation. The achievement of the success and the management stability is made clear by the smooth operation of the organisation with the inclusion of the decision made by the organisational workers.

As mentioned by Ren and Chadee (2017, p.109), the leadership which has the mentality of letting the workers do whatever they feel to do in terms of the organisational work is called the laissez-faire. The achievement of this leadership style is nothing but the satisfaction of the workers of the organisation. The improper achievement of the employees in the organisation is also attracted and closed with the help of the laissez-faire.

P5. Importance and the Value of the Operations Management in an Organisation

The management of the organisation with the controlling of the production process in a most efficient manner gives rise to the operation management. As supported by Admi and Eilon-Moshe (2016, p.49), the management interests of the operation deal with involving of responsibilities and working efficiently.

The use of the operation management is of prime importance in the proper development of the organisation. The support of the organisation is better seen through the application of the operational management. The operational management and the better use of the situation help in the proper supporting of the organisation in dealing with problems. The implementation of the operational management helps in the bringing of the awareness among the workers of the organisation regarding the problems generally faced by the organisation. The support of the organisation in terms of providing the better option for the dealing with the problems is also provided by the organisation. The organisation also deduces the benefits of the operational management in form of identification of the problem and the construction of the models.

The support of the organisation and the management of the problems depend on through the proper issuance of the structure that determines the achievement of the organisation through the better understanding of the cause of the situation. The situation caused by the issue and the problems are well mitigated using the operational management. As supported by Balmer and Wang (2016, p.20), the management of the organisation and the smooth mitigation of the problem marks the rise in better identification of the problems. The use of the operational management helps in the better support for the identification of the alternative ideas in mitigation of a problem. The mitigation of problems is better understood by the smooth application of the alternative ways if the prime method does not work. The achievement of the organisation and the support of the alternative route help in the proper achieving of the support and the reaching of the organisational goal in the organisation. As inferred by Swanwick and Butler (2017, p.81), the success of the organisation also depends upon the better support of the organisational work and the better understanding of the situation and the managing of the problems within stipulated time period.

The last benefit that the operation management have is the better management of the decision taken for the mitigation of the problems in the society. The achievement of the organisation is determined by the proper implementation of the ideas and the thoughts for the smooth overcoming of the problems. The smooth overcoming of the problems leads to the smooth development of the organisation. The success rate of the organisation is better understood through the understanding of the proper measurement of the success that is provided by the operational management in case of solving an issue in the organisation.

P6. Assessment of the Business Environment that Affect the Operation of the Organisational Management

As supported by Roigé et al. (2016, p.121), the management of an organisation depends on the aspect other than the operation of the organisational workers. The support and the change of the business environmental condition also mark the changes in the management policy of the organisation. The change in the business environment can be easily accessed by the use of the PESTLE analysis. Below is the PESTLE analysis of the M & S.;

PESTLE

Description

P - Political

The political factors set the regulations which are to be followed by the M & S. The organisation properly follows the Health and Safety Standards, set by the British standards, through planning for the identification of hazardous effects. The organisation also maintains a proper nature of risk assessment. The support of the organisation also deals with fair trade route, which marks the proper following of the rules and the regulation set by the government of UK.

E- Economical

As mentioned b y Ward, (2016, p.80), the changes in the economical aspect in the society of UK, have highly affected the flow of income of M & S. Due to falling, in the income level of the society in the UK have resulted in forcing the organisation to close many stores in UK. To deal with the situation of low demographic income have led M & S to give discount days every week up to 20%. The organisation has also included the sale of wine and Champagne with the discount of 20% every two days in a week for the better support of the revenue inflow in the organisation.

S- Social

Sociological factors in the society of UK generally mark the changes in the taste and the preferences of the consumers. Since the need and the demand of the customers in the society are unlimited; there is always a need for the organisation to maintain the smooth pricing strategy. The M & S have placed proper pricing strategy to make the organisational product more attractive to the workers of the organisation.;The trendy styles and the innovation of the organisational products in the society have helped in the better achieving of the support of the taste and the preferences of the customers.

T- Technological

As suggested by Shipton et al.;(2016, p.30), development of an organisation is better understood from the changes in the technological support. The technological support of the organisation helps in the better availing of the benefits that brings the success of the organisation really close. The advancement in the technological factors has led to the introduction of the online customer service unit, which solves the problems of the customers. The implementations of the technological advancement in the field of marketing have helped the organisation gaining the competitive edge in the society.

L- Legal

The laws and the regulation provided by the government of UK are closely maintained by the small and the start-up organisation. The M & S being one of the known organisation in the world and the society follows the proper legal prescription. The National Health and safety provides rules and regulation for the health and the safety of the customer. The M & S proper adheres by the rules and the regulation provided. In terms of the rules and the regulation of the UK, the M & S maintains the proper parity in the production of products along with legal constraints.

E- Environmental

With the rise in the awareness among the common people in the society regarding the safety of the environment, there have been changes in the smooth development of the production process. The M & S uses the non chemical product for the production of the dress and other items. Fabric with environment degradable product is used by the M & S for the sustainable growth in the environment.

Table 2: PESTLE Analysis

Conclusion

From the above discussion, it can be evidently deduced that the presence of the managers and the leaders in an organisation with their proper functioning nature helps an organisation in gaining the optimum success marking their smooth operation. The achievement of the success and the providing of opportunity is dependent upon the functioning of the organisation. The achievement of the organisation and the smooth operation of the organisation is also based on the characteristics of the leaders and the managers. In addition to the above it can be evidently deduced that the rise in the operation of the organisation's success is also dependent upon the business environment that is evidently understood through the application of the PESTLE analysis.

References

  • Admi, H. and Eilon-Moshe, Y., (2016). Do hospital shift charge nurses from different cultures experience similar stress? An international cross sectional study. International Journal of Nursing Studies, 63, pp.48-57
  • Balmer, J.M. and Wang, W.Y., (2016). The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management. Journal of Brand Management, 23(1), pp.8-21
  • Chuang, C.H., Jackson, S.E. and Jiang, Y., (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of management, 42(2), pp.524-554
  • Eisenhardt, K.M., Graebner, M.E. and Sonenshein, S., (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of Management Journal, 59(4), pp.1113-1123
  • Gomes, E., Barnes, B.R. and Mahmood, T., (2016). A 22 year review of strategic alliance research in the leading management journals. International business review, 25(1), pp.15-27
  • Javidan, M., Bullough, A. and Dibble, R., (2016). Mind the gap: Gender differences in global leadership self-efficacies. The Academy of Management Perspectives, 30(1), pp.59-73
  • Liden, R., Fu, P., Liu, J. and Song, L., (2016). The influence of CEO values and leadership on middle manager exchange behaviors: a longitudinal multilevel examination. Nankai Business Review International, 7(1), pp.2-20
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