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Essay / Research Paper Abstract
This 6 page paper looks at the problems faced by marks and Spencer at the end of the 1990's. The writer analyses the difficulties that were present and the causes of those problems and uses management theories to identify potential solutions that the company could utilize. The bibliography cites 8 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEmarks98.rtf
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Unformatted sample text from the term paper:
before the company following the same business formula which was perceived as being a very successful business formula. With a full compliance over the years and the very introverted culture
of the company can be seen as the root causes of the problems which were to afflict the company. Company has been one that throughout its history have been
subject to a high level of control from the top. Senior management, especially Greenbury, exhibited a high level of control which resulted in an autocratic style of leadership. This resulted
with direct influences on the way the company operated, as well as the underlying culture of the company where senior management is a company believed they had an infallible approach
to business which did not need changing, and where they did not make use any type of market intelligence and failed to see the market itself change and their target
disappear. The lack of bilateral communication with those working on the shop floor and the high-level control exercised by the buyers and management regarding the management and their shops exacerbated
the situation. One of the main issues was the autocratic leadership style and the impact this has on the culture and organization of the firm. The high level of control
over the supply chain, including suppliers and quantity of those goods to sell, resulted in a high cost structure with supplies based in the UK and good things of which
were increasingly unfashionable. With the autocratic leadership style buyers were purchasing goods that they thought the senior management would like, rather than the goods that they thought the customers would
like. Indeed, the culture was one which did not take into account the changing tastes of the customers. In addition to the
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