Sainsburys Analysis and Recommendations Management Styles There are three main types of management styles. These are autocratic, consultative and democratic. Autocratic ---------- The autocratic management style is one where the manager is used to give instructions. They tell people what to do instead of asking for their opinion on the matter in hand. The manager is the only person contributing to the decision making process in the business. Consultative ------------ The consultative management style is where managers consult other people before making a decision. This management style is the opposite to autocratic. This type of management style wants to collect more sources of information and opinions before any final decision is made. To do this successfully the business will have good communication channels so that the employees are able to give their opinions easily. The consultative manager will have to have listening skills and also the ability to create the right sorts of channels to consult other people. Things such as newsletters team briefings or suggestion boxes could be introduced to gather employee's ideas and opinions. Democratic The democratic management style involves empowerment. Individual employees and teams are given the responsibility to make their own decisions. The individuals or team is then held responsible for the decisions that it chooses to make. The manager will have to feel comfortable with their employees and have a good understanding of them and decisions that they are making so that he/she doesn't fall behind on what the business is doing. They will need contin... ... middle of paper ... ... communication within stores would make the employees feel more part of a team. If sainsburys were to relay less on post-it notes stuck on walls and actually speak to individuals about issues in the store I think employees would feel happier. As I discussed before, daily team talks with employees who started first thing. These would only last five minutes and be about issues that employees would need to know for example how much the store is taking, how much it needs to take to reach its target, things to look out for e.g. doggie cheques. Each department would do this. Employees who didn't start first thing would have to read this team talk and sign it before starting work. If employees found working more enjoyable and it had more of a team atmosphere within sainsburys it would hopefully lead to a lower staff turnover.
Ben E. Keith Foods does not manufacture or assemble any of the products they sell. They work directly with many manufacturers and, in some cases brokers, to procure the products they offer to their customers. They are considered to be distributors and operate in a break bulk fashion. Ben E. Keith places orders for individual products in large quantities, often full truck loads, and the warehouse is stocked according to inventory thresholds set for each product based on weekly demand. When orders are received, the products requested by each customer are pulled by warehouse personnel, in the quantities requested, and combined into shipments of mixed product to be delivered to each customer.
There is also no form of standardized training throughout the organization. Employee morale and employee relations are lower than should be expected, due to miscommunication and lack of an established strategy. There is an absence of consistency in various ways regarding branding and identity as well. No two stores appear to be alike, names vary and locations are unpredictable. Customers also complain that the menus are inconsistent. It is also evident that reliable communication is lacking. For example, GC3 has customer comment cards, but, as the case study explained, GC3 management is not sure if they are being reviewed or taken into consideration. More so, GC3 remains unclear if they are considered one company, or three separate companies. GC3’s product portfolio is becoming stagnant, and there is an apparent need to refresh the menu and align it with their competitors. Profits are falling behind, and there is nothing in place to enable GC3 to understand what products and what stores need to be evaluated. Lastly, GC3 management is becoming disgruntled. This aggravation is evident within the Pittsburgh locations. Due to this insubordinate behavior, corporate culture in the Columbus locations has started to
General Mills, Inc (GMI). produces and markets branded consumer foods globally. They also supply branded and unbranded food products to the foodservice and commercial banking industries. It offers ready-to-eat cereals, refrigerated yogurt, ready-to-serve soups, dry dinners, shelf stable and frozen vegetables, refrigerated and frozen dough products, dessert and baking mixes, frozen pizza and pizza snacks, grains, and fruit and savory snacks; a range of organic products, including soups, granola bars, and cereals; and ice cream and frozen desserts, and grain snacks. According to General Mills Inc. the company retails its products through direct sales personnel, as well as through broker, distribution to grocery stores, mass merchandisers, membership stores, natural food chains, drug, dollar and discount chains, commercial and noncommercial foodservice distributors and operators, restaurants, and convenience stores (www.generalmills.com).
Tesco’s management recognizes this and applies it in accordance with the situation at hand. The concern’s leadership takes the authoritarian stance when it comes to emergencies in order to elicit immediate responses to resolve problems before they escalate (Business case studies, 2016a). The experience of the said employee(s) is also an important consideration. When it comes to delegating a decision-making responsibility, managers refrain from allocating this responsibility to new workers (Business case studies, 2016a). This is because they may not have the requisite experience to make important decisions for the
In the documentary Reel Injun by Neil Diamond it talks about how Native Americans are discriminated against in modern and early America. It shows how discrimination affects the natives in multiple ways, some feel as if they are unwanted on America and don’t exist. Also in the poem In Response to Executive Order 9066: All Americans of Japanese Descent Must Report to Relocation Centers by Dwight Okita and the letters and reports regarding Japanese internment by Various authors shows how the Japanese were discriminated against for their heritage and background. Also, how that discrimination separated families and made the Japanese feel as if they were unwanted in America. Finally in the book Breakfast at Sally’s by Richard LeMieux it tells a true
Management is a process that enables organizations to achieve objectives through the functions of planning, organizing, staffing, and controlling of their resources (Cole, 1996). In Summary, Tim’s coffee Shoppe has a simple structure of management where overall authority rests with the owner Tim, who is assisted by a Manager and an assistant. Tim’s mai...
According to Tracy (2016), the Dot Foods’ mission statement has helped formally guide the company for many years. The Dot Foods’ mission statement indicates that the company desires to take a collaborative and supportive role with all company stakeholders (Tracy, 2016). While Tracy feels the company mission statement helps keep the company aligned as it pertains to strategic direction, he feels the tactical direction of the company is helped due to Dot Foods steadfast reliance on a robust set of key performance indicators and an engaged and empowered workforce (Tracy, 2016). At Dot Foods, governing relationships include the company mission statement, a clearly defined corporate structure, the use of key performance indicators and an annual
Supermarket chains are one of the most complicated business's to open in the United States of America. In my town of Hillsborough, New Jersey we have 3 supermarket chains called Shop-Rite, Weis, and Super Stop & Shop. Each supermarket has their strengths and weaknesses. Shop-Rite has three large strengths: Customer Service, stock availability, and pricing. When you walk into shoprite you can tell every cashier/worker loves to be there and enjoys their job throughly and are extremly polite and helpful to their customers. Shoprite stocks up on their food/supplies they sell everyday to have maxiumum capacity so customers can find what they want when they want. Next their pricing is next to none. They offer pletnly of price reductions if you are
OPPORTUNITIES: McDonalds has many opportunities to change its look, menu, and customer service. McDonald’s started building newer building incorporating the arch, along with more modern furnishings. The menu has changed by adding more breakfast items and introducing the McCafe in certain areas.
J Sainsbury's aims and objectives Their business is now focused very much on Sainsbury’s Supermarkets and Sainsbury’s Bank following the sale of Shaw’s
Autocratic leadership theory is a part of the behavioural approach. In this leadership theory, leader makes all decisions and uses power to command and control the followers to achieve goal. According to Lewin(1939), “autocratic leaders are associated with high-performing groups, but that close supervision is necessary and feeling of hostility are often present” (p.173). It is incredibly efficient and tasks are completed quickly. Autocratic leadership can be beneficial when decisions need to be making quickly. For example, in emergency situation surgeon uses this theory because the patient’s situation is between life and death and there is no time to discuss with other members. Bass (2008) mentioned in the Leadership styles and theories article, “Autocratic leaders can be effective because they create good structure, and determine what needs to be done. They provide rewards for compliance, but punish disobedience” (Giltinane, 2013, p. 35-37).
Managers. The culture and values of Brookshire’s are constantly reinforced in managers by always maintaining communication (E. Platt, personal communication, March 22, 2014). Notices of changes or reminders of ways to best serve the customer are delivered by mail, email, or in person from a higher-ranking manager (E. Platt, personal communication, March 22, 2014). Meetings are also important communication channels for managers (E. Platt, personal communication, March 22, 2014). Many times, they gather in Tyler, Texas to meet with some of the highest managers of the company (E. Platt, personal communication, March 22, 2014). Checks and balances are enforced on every level of employment to ensure the values of the company are displayed for the customer to enjoy in every-day service (E. Platt, personal communication, March 22, 2014).
PepsiCo is a manufacturing and distribution organization of beverage, snacks, and food industry, located in Purchase, New York, known for being one of the biggest multinational food and beverage organization in the United States. Its competition consists of such organizations as Coca-Cola, General Mills, Kraft Foods and the Dr. Pepper Snapple Group. It is a global organization, which does business in Europe, Asia, Africa and the Middle East. As of 2013, it was estimated that PepsiCo had employed about 274,000 employees, with reported US earnings of $66.415 billion. The company was formed in 1965 after merging Frito-Lay Inc. and Pepsi. It was in 1998 that they then acquired Tropicana, followed in 2001 with the purchase of Quaker Oats, and
The management style at Frito-lay tends to involve a lot of needless procedure and personal that proves to make a simple problem complicated. The Toyota company with it’s keep it lean theory keeps the process of doing business as simple as possible. Where at Frito-Lay when there are a problem the sales person has to call the district sales leader who then in part has to get the need information from the people above him. At Toyota if there is a problem then the person who discovered the problem has the freedom to halt the procedure and do what is needed to correct the deficiency.
C & C grocery store currently operates under a goal approach. They were committed to customer service and satisfaction. This approach provided the grocery chain with the profitability and growth they strived to obtain. The stores operative goals were attained and the chain had over 200 stores in operation. For years overall performance for C & C was excellent and came with ease. Unfortunately employee development and innovation and change weren't a top priority and it began to show. To remain successful C & C had to outsource and get advice from a team of consultants. The team dissected the company from top to bottom and advised the chain to implement an internal approach to go along with the goal approach. Implementing the internal approach will give the store managers full control of their stores which they do not currently possess. The store managers should be knowledgeable in all areas of the store to be able to fully communicate with staff. It was difficult for the district managers to give each store location the time and attention they needed when they were responsible for several other stores. Giving store managers more responsibility was a terrific idea of the consultants because the store managers have more day to day customer and employee interaction and could better assist needs. C & C was in desperate need of providing employee training and development. Cross training is beneficial for company as well as employees. Employees get the opportunity to learn other job positions and have the ability for advancement opportunities within the company. The company benefits from cross training because it provides flexibility if a store is short staffed, and it provides empowerment. A store full of happy employees from mana...