...C&S Wholesale Grocers: Self-Managed Teams HBS Case Study, 9-404-025 Introduction The case of C&S Wholesale Grocers: Self-Managed Teams is about when and how to make a major organizational change. Rick Cohen, CEO of C&S Wholesale Grocers, has to make a decision in a few days about whether to keep the current organizational structure, which is already stretched to the limit, or to explore an alternate structure, self-managed teams, that could improve workflow and morale. This is a challenging decision since the new structure could help manage the increased workload better during the upcoming holidays but there is some risk that starting a new system could make things worse especially in the short term. If the decision is to go forward with self-managed teams, Cohen wonders whether to launch teams with one shift, to only have experienced people on the teams, and whether the teams should be cross functional. Alternatively, it might be better to wait until the beginning of the next year to begin a full-scale experiment with teams. What could be done to hold it together during the increased workload of the holidays? Diagnosis Rick Cohen is CEO for C&S Wholesale Grocers, a warehousing and distribution company. This is a particularly challenging decision for Cohen because some things are pushing him toward making a change and some common sense and wisdom is holding him back, at least somewhat; he also does not have much time to take some action which is more critical every...
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...Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment. Rick Cohen, who is the CEO of C&S Wholesale Grocers want to figure out what strategy to adapt in order to put in practice the self managed team concept in his business. C&S had started to take action as main wholesaler to A&P throughput in New England which will also cause a huge increase in daily throughput. Cohen was worried regarding the company’s current ability in terms of its operations and management for meeting the requirements of its customers and to keep its high level of customer satisfaction. Rick was also concerned in order how to implement the self-manage concept in labor intensive integrated...
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...Midterm: C&S Wholesale Grocers: Self-Managed Teams Case Study Diagnosis Rick Cohen, president and CEO of C&S Wholesale Grocers, is faced with the dilemma of deciding whether and how to implement the self-managed team concept in his unionized warehouse. With the holiday season approaching, the busiest time for C&S, he needs to come up with a solution or the reputation of C&S will be jeopardized. Cohen, grew up in the family business and completed his undergraduate studies at the Wharton School at the University of Pennsylvania. One of his greatest strengths that he was able to identify about himself early on is that he is able to look at the production numbers and quickly be able to figure out what areas needed improvement. C&S Wholesale Grocers grew from a small company in 1918 into a multimillion-dollar business by securing military bases, obtaining large supermarket accounts, such as Big D, and through innovation and attention to customer service. In 1987, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily output and additional pressure on the business structure. Cohen is concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. In order to deliver, the company...
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...C & S Wholesale Grocers: A) Why is Cohen worrying about his organization? He is worried because the increased workload, high-turnover, lack of accountability or the ability to trace who is responsible for mistakes, difficult working conditions for safety purposes, employee moral declines. He wants to be able to sustain the growth of the company yet, also address these factors that are causing problems for staff and management. B) What assumptions is Cohen making about organizational effectiveness and operational excellence? His assumptions are focused on issues like maintaining quality standards and financial pressures. He is assuming that by taking care of those factors the problems the company is facing will improve. C) What are the goals for self-managed teams broadly and at C & S? Broadly: Responsibility for outcomes, monitor own performance, alter performance strategies as needed by creating solutions to problems, able to best respond to customers needs, enhance employees commitment to the organization by providing “ownership” of important organizational decisions C & S: Team was responsible for selecting, loading, clerking, and signing off on the orders being placed. D) What are the risks associated with the transition from the status quo to a team focused organization? How are the employees going to respond. How are managers going to adjust and adapt to the new structure. How would the transition be implemented to be as seemless...
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...C&S Wholesale Grocers (C&S 식료품 도매업체) : Self-Managed Team 자율 경영관리 팀 1988년 10월 오후, 70년 전통을 갖고 있는 창고저장업(warehousing) 및 유통업체인, C&S Wholesale Grocer의 사장 겸 CEO, Rick Cohen은 400,000 평방피트 (7개의 축구장 보다 조금 작은 정도 크기)가 넘는 창고시설과 함께 눈길을 돌리게 했다. 1988년 초, 뉴잉글랜드 전역의 A&P (미국 수퍼마켓?) 스토어에 메인 도매업체로 계약을 했을 때가 , 지금까지의 가장 큰 단독 어카운트의 계약을 시작하게 된 것이다. 이 새로운 비즈니스의 움직임은 450Million$에서 650M$로의 매출 성장을 일으켰다. 그러나 그 다음해에 Rick과 임원진들은 현재의 고객사들에게 서비스를 제공하는 동시에, 이 대형 식료품 스토어업체의 요구를 수용해 가면서 일을 해야 하는 어려움이 있었다. 홀리데이시즌이 지나고, C&S는 11월초에 새로운 A&P 고객사로 부터 들어오는 시즌 오더를 받아야 했다. Rick은 현재의 운영방식으로 모든 고객사의 니즈를 맞춰줄 수 있을지, 그리고 뉴잉글랜드 전역의 명성에 맞게 높은 수준의 고객만족을 유지할 수 있을 지 걱정이 되었다. 그는 무언가 그의 운영방식의 생산성을 높일 수 있는 것이 있을 지 궁금했다. Rick은 최근 자율경영관리 팀이라는 비교적 새로운 컨셉에 대한 기사를 읽었다. 자율경영관리 팀은 성공적인 비즈니스 시작 기틀을 세움에 있어, 조직의 우수성, 생산성과 경쟁력을 높이는 데 어느 정도 신뢰가 있다는 것이다. 이 컨셉의 배경은 직원들의 업무, 감독 및 그들의 성과평가의 역할을 팀들의 책임으로 바꾸면서, 관리(매니지먼트)의 단계를 줄이는 것이다. 그리고 문제 해결이나, 변화된 업무조건에 대한 적응을 위하여, 그들의 업무를 수행하는 방법을 맞춰가게 하는 것이다. Rick은 이 컨셉이, 노동이 많이 요하는 창고에서의 근무환경에서도 실행이 될 수 있을 지 궁금했다. 회사의 창립자 Rick 의 할아버지 Israel Cohen으로 거슬로 올라가서 부터, C&S는 운영체제의 혁신의 긴 히스토리를 가지고 있다. 그러한 긴 히스토리에도 불구 하고, Rick은 중대한 운영체제의 변화가 될 수 있는 이 컨셉을 추진하는 적시가 될 수 있을 지, 만약 그렇다면 어떻게 그렇게 운영이 될 수 있을 지가 궁금했다. The Wholesale Grocery Industry (식료품 도매업체 산업) 식료품 도매산업은 노동을 많이 요하는 (노동집약적)산업 이며, 물류가 주가 되는 비지니스 이다. 도매업체들은 수퍼마켓 분야의 가치체인구조에서 제조업자와 유통업자의 중간(샌드위치)의 역할을 한다. 도매업체들은 무수히 많은 제조업자 들로부터 제품을 구매하고 받아서, 창고에 보관한다. 그리고 소매업자(유통업체)에 판매하고, 계속되는 보급 절차에 따라 소매업자들에게 상품을 유통했다. 상품의...
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...A Balanced Scorecard for Small Business C. W. Von Bergen Southeastern Oklahoma State University Management and Marketing Department Durant, OK 74701-0609 Phone: 580-745-2430; Fax: 580-745-7485; e-mail: cvonbergen@sosu.edu Daniel C. Benco Southeastern Oklahoma State University Department of Accounting and Finance Durant, OK 74701-0609 Phone: 580-745-2498; Fax: 580-745-7485; e-mail: dbenco@sosu.edu Abstract The balanced scorecard is a performance management system that enables businesses to drive strategies based on measurement and follow-up. Since the early 1990s the balanced scorecard has been applied in numerous large organizations resulting in many positive results that have been chronicled in the management literature. However, there are few studies addressing the use of a balanced scorecard within small companies. Hence, this paper presents a discussion of the key elements of the balanced scorecard and its applicability to small business. Executive Summary The balanced scorecard (BSC) approach helps organizations manage the implementation of their strategies. The BSC measures an organization’s performance from four key perspectives: financial, customer, internal business processes, and learning and growth. The BSC approach logically links these four perspectives. Improvements in employee learning and growth result in improved internal business processes, which create better products and services and, therefore, higher customer satisfaction and higher market...
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...[pic] SUMMER TRAINING REPORT ON CATCHMENT STUDY OF FOOD BAZAAR [pic] IILM INSTITUTE FOR HIGHER EDUCATION GURGAON IN THE PARTIAL FULFILMENT FOR THE AWARD OF POST GRADUATE PROGRAMME IN RETAIL MANAGEMENT SUBMITTED BY DEEPAK KUMAR PGPRM 2006-08 CATCHMENT STUDY OF FOOD BAZAAR [pic] DECLARATION This project is my original work done on behalf of IILM INSTITUTE FOR HIGHER EDUCATION under the guidance of Mr.Amit kumar, Food bazaar category head north zone and college mentors Mrs. Swaran Kanta and Mrs. Smita shelly, Faculty IILM. As well as with the great help of Food bazaar category team north zone. The material provided in this report is original and has not been submitted anywhere for any other diploma or degree. This data is completely confidential, hence the findings and analysis would not be shared in this document and outside too . so should not be share with any other places or organization. Signature of student Name : Deepak Kumar Date PREFACE I am Deepak Kumar doing post graduate program in retail management (PGPRM) student of Integrated Institute of Learning Management (IILM), Gurgaon, Haryana. undergone summer training program at Zonal office (North Zone) with Future group in Gurgaon. I have been assigned a task to do the ‘CATCHMENT STUDY OF FOOD BAZAARS IN NORTH ZONE”. In this topic there...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...CHAPTER-I INTRODUCTION 1.1 MEANING OF WORKING CAPITAL “Working Capital is the Life-Blood and Controlling Nerve Center of a business” Working capital (abbreviated WC) is a financial metric which represents operating liquidity available to a business, organization or other entity, including governmental entity. Along with fixed assets such as plant and equipment, working capital is considered a part of operating capital. Net working capital is calculated as current assets minus current liabilities. It is a derivation of working capital that is commonly used in valuation techniques such as DCFs (Discounted cash flows). If current assets are less than current liabilities, an entity has a working capital deficiency, also called a working capital deficit. A company can be endowed with assets and profitability but short of liquidity if its assets cannot readily be converted into cash. Positive working capital is required to ensure that a firm is able to continue its operations and that it has sufficient funds to satisfy both maturing short-term debt and upcoming operational expenses. The management of working capital involves managing inventories, accounts receivable and payable, and cash. Current assets and current liabilities include three accounts which are of special importance. These accounts represent the areas of the business where managers have the most direct impact: Accounts receivable (current asset) Inventory (current assets), Accounts payable (current liability) ...
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...Cost Control Conte nts Pref ace to the New Edition The Cost Manager’s Toolkit – PDA-size Summary 1 GOOD COST MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking ...
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...Published by Oxford University Press, Inc. 198 Madison Avenue, New York, NY 10016 www.oup.com Oxford is a registered trademark of Oxford University Press All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data is available ISBN-13: 978-0-19-530792-4 ISBN-10: 0-19-530792-5 1 3 5 7 9 8 6 4 2 Printed in the United States of America on acid-free paper For Chaille Bianca and Vivienne Lael and William Grant who says he wants to be an investment banker ACKNOWLEDGEMENTS As a f i r s t - t i m e au t h o r , I have many people to thank. Luckily for the reader, most of them are current and former employees of Goldman Sachs and Morgan Stanley who would prefer not to be cited. Their support and insight were invaluable to this enterprise. For early encouragement and guidance I must also thank Clare Reihill at Harper Collins, Brian Kempner and Peter Kaplan at the New York Observer, L. Gordon Crovitz...
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...Corporate Sales Department, Phone: 800-382-3419; Fax: 201-236-7141; E-mail: corpsales@prenhall.com; or write: Prentice Hall PTR, Corp. Sales Dept., One Lake Street, Upper Saddle River, NJ 07458. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-13-008754-8 Pearson Education LTD. Pearson Education Australia PTY, Limited Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Pearson Education, Upper Saddle River, New Jersey A D V I S O R Y C O M M I T T E E Arnold H. Kaplan (Chairman) Chief Financial Officer UnitedHealth Group Peter G. M. Cox Chief Financial Officer United Grain Growers Limited Gracie F. Hemphill Director—Research Financial Executives Research Foundation, Inc. Karl A. Primm General Auditor Unocal Corporation William M. Sinnett Project Manager Financial Executives Research Foundation, Inc. III...
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...! ! ! ! ! ! ! ! ! ! ! ! !!!!!!!!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America:...
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...! ! ! ! ! ! ! ! ! ! ! ! !!!!!!!!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America:...
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