Case Study: 'Never On A Sunday'

Case Study: Never on a Sunday

One of the nation’s largest family-owned and family-managed building-supply companies is McCoy’s Building Supply (Uhl-Bien pg. W121). They have been a continuous successful operation over the last seventy years. McCoy’s main goal is to acquire and sell the finest-quality products that can be found and providing phenomenal service to all customers. Keeping this goal a priority McCoy’s has served ten million customers a year in regional areas. As an operations-oriented business McCoy’s management style is different from other companies, which is another factor of their success.

As mentioned above, McCoy’s is a family-owned and family-managed business. So they manage without many layers of management. Service related

I work two jobs and one is in retail. Yes, I have worked several Sundays until the middle of this year. Working in retail is tiring and sometimes stressful depending on the person but, I believe in that type of environment everyone needs a day to themselves and my day just happens to be Sunday. In the case study McCoy’s closed their stores on Sundays for religious beliefs and values (Closed Sundays). Although, my reason for not working on Sundays is different from the McCoy’s I believe Sunday is a day for family and household needs. On Sunday people should be getting their family and households ready for the upcoming work and school week. Unfortunately, all businesses are not the

In the book this is defined as seeking ways to meet the needs of different management situations (Uhl-Bien pg. 8). In my opinion McCoy’s building supply based their management style off of contingency thinking. The company is family-managed and they prefer to stay that way. Once again, their main goal is to sell fine quality products and ensure the happiness of every customer. In order to keep that goal a priority they had to separate service related issues from administrative issues. So unlike other retail businesses, McCoy’s took that administrative workload off of their in store managers so they could successfully meet that goal. If they did not think contingently more attention would be put into getting paperwork done instead of ensuring good customer service. Chapter one also defined an effective manager as, helping others achieve high levels of performance and satisfaction (Uhl-Bien pg. 15). After reading about this company I have come to the conclusion that these stores are ran by effective managers. In the case study they went into detail about how the company offers extensive on the job training. The path for management involves starting at the store level and learning all facets before advancing. McCoy’s building supply promotes from within their company instead of recruiting from the outside. This is possible because the company has these effective managers willing to help and guide employees in the right