Marks & Spencer: anatomy of Britain's most efficiently managed company
Marks & Spencer, founded in 1884, has long been regarded not only as the 'best of British' but as one of the best run companies in the world. It has pioneered and excelled itself in a whole range of modern management methods and has achieved its outstanding success partly through the thorough espousal of the principles of quality, value for money, and good human relations by all levels of staff. Although much has been written about the company's operations, this is the first systematic and comprehensive study of its unique management philosophy and practices.
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achieved activities administrative advertising British British Home Stores buying team Chairman chapter company-wide quality control company's competitors concerned contribution costs Derek Rayner Director divisional effective efficiency effort employees ensure executive experience factors firm Goronwy Rees head office human relations important individual industry involved Israel Sieff Japanese Lord Sieff major management team managerial manufacturers Marcus Sieff Marks & Spencer Marks and Spencer matrix organization merchandise Michael Marks needs objectives operation personnel function personnel group personnel manager personnel staff problems product life cycle profit promotion quality circles range raw materials Rayner relationship responsibility result retail chains sales assistants schemes selling senior sense Simon Marks Sir Derek skills specifications St Michael staff manager stage standards store manager success suppliers team roles technical technologists textile top management total quality control training and development turnover welfare