With this management style, IKEA can use various methods of communications (see E5). However this type of management style could make decision-making slow and is not appropriate to some businesses such as, manufacturing industries. The organisational structure, culture and the management style of IKEA have to perform successfully so that, together they can achieve the company’s objectives. For example, to increase profitability: the communication within the organisation have to be clear so that, staff can understand what jobs have to be carried out; staff have to be motivated to perform the job; the relationship between managers and staff have to be strong and committing; the organisation have to encourage staff to create new ideas and share them amongst others; democratic managers have to listen and act on the opinions of workforce, democratic managers have to make sure that the workforce is well aware of the objectives of IKEA, etc. If the performance of the organisational structure, culture and management style of the organisation is poor, the overall business will have difficulties in achieving its objectives.
Such leaders are known as autocratic leaders. Here, leader’s decision is inevitable. 2. Participative Leadership (Democratic) Such management and leadership styles are adopted by organisations which have specialised departments and a valid chain of command is prevailed. The independence of communication and innovation is highly noticeable.
Customers do not only include people who enter the hotel or place orders by telephone or the Internet. Customers also include those who work every day to make your operation a success: co-workers. Following these lines, there are two types of customers : Internal: While internal customers may not necessarily purchase the products or services offered by their employer, the internal customer relationship also plays a key role in the business's success. Poor internal customer service propels discontent among co-worker motivating a poor external customer service. Therefore, strained internal relationships can adversely affect company morale.
This paper will examine how each step relates to the company and the selected issue. Issue clarification Issue clarification is an important part of the ethical decisions making process for Washington Mutual. The reason why it is very important to the company is because this process makes the company stop and think about the customers and employees and the decisions that they are making. It also makes them look at these decisions and analyze them to see if they are ethical. Employees that work at or with Washington Mutual sometimes fail to give their customers the most accurate information due to the tie restraints and trying to achieve their quotas.
Sellers send their inventory to us and we store the items in a safe, temperature-controlled stockroom. When Amazon receives the order, they pick, package and transport the order to the customer. Amazon.com receives hundreds of thousands of orders annually. The large marketplace is one of the most trusted e-commerce firms and prides itself on having great customer service, but the company recognize they must work hard to maintain their reputation. This is why they have the most up-to-date fulfilment operation and online order processing program worldwide.
– Lenskold and Pedowitz Groups As per Campaign Monitor, about 53 percent of emails are opened on mobile devices. Around 74 percent of marketers believe personalization drives engagement. – eConsultancy When it comes to acquiring new customers, email is 40 times more effective than social media channels like Facebook or Twitter. – McKinsey No doubt, email marketing has a long way to go because it is vibrant, highly efficient, powerful, and inexpensive way to target new customers and sustain existing ones. This marketing technique strengthens the relationship between brand and customers, and also encourages customers to repeat business.
They run their store successfully but they got so many complains everyday about their products or customer service. Sometimes customer’s complaint that they could not get the exact product what they order for. As I said before Wal-Mart is big company. They have to concentrate on customers complains and their demands. They can solve all these problems by staff meeting because in the meeting they can discuss all these problems with each other and get so many ideas like they need to improve their customer service by hiring intelligent individuals.
People engage in numerous activities online, such as e-mail, planning trips, online banking and online research for their good purchases, all of which are easily completed online. FedEx can satisfy the consumer requirement of convenience with its sophisticated online service. In addition to the change in behavior of consumer, many companies or retailers change the sales channel combinations. The greatest impact of the Web-bases electronic revolution has occurred in companies adopting the click-and-mortar approach. Click- and-mortar is one the strategy used by the companies or retailers that they continue to conduct their business in the physical locations and have added the electronic commerce component to their business activities.
IKEA had excellent international procurement. Thirty buying offices were created to source from over 1,400 suppliers worldwide, IKEA negotiated prices that were between 20-40% lower than competitors for comparable goods. IKEA was successful at i) identifying worldwide suppliers and ii) managing quality and iii) prices with suppliers, to keep margins low. It had excellent supply chain management and utilized the latest IT infrastructure. Due to the sheer number of orders and components required by the company - IKEA developed an efficient system for ordering from suppliers, integrating them into products and delivering them to stores.
Therefore, bureaucracies, and flat organizational structures are shaped by the culture, and in turn, also help shape the same culture. From this perspective, it is evident that culture determines how power flows, or is perceived to flow in an organization. This link of organization culture to power, and leadership is emphasized by Schein in his book (Schein 37). Hence, the concept of power distance comes into play. How the staff, and management have been groomed would determine the manner in which each of them perceives the concept of power, and whether it is equally distributed, or not.