Direction and discretion: the roles of centre and branch in the interwar management of Marks and Spencer

Abstract

The successful expansion of multiple retailing in interwar Britain is often seen to rest, in part, on the inculcation of efficient and uniform working practices throughout a company's branch network. Major multiple retailers often placed considerable stress on codifying the standards expected of store managers and their staff; on creating systems of branch supervision and inspection by staff directly responsible to head office; and on the submission of frequent and detailed returns outlining the operational and financial performance of individual stores. In practice, however, this did not always lead to the degree of operational centralisation and uniformity that is sometimes assumed. Evidence from the Marks and Spencer Archive reveals not only the limitations of local compliance with officially sanctioned policies and processes, but also an expectation that managers would exercise positive discretion in implementing standards in a locally appropriate fashion. The article thus sheds new light on the role of the multiple store manager – hitherto a somewhat neglected figure – in the retail evolution of the interwar years.