Free Essay

Organizational Behavior

In: Business and Management

Submitted By Charm71
Words 1297
Pages 6
Organizational Environment
Charmaine Roundtree
Bus 322-Organizational Behavior
Dr. Bob Nolley
10/15/2015

Telephone: 919-961-8376
E-mail: annetteroundtree@yahoo.com
Instructor: Dean J. Robert Nolley III

Today I decided to do my assignment on Wegmans Food Market. There are many driving forces that shaped this privately-held, family owned company that was founded in 1916. Wegmans is a regional grocery store chain that has built reputation on one stop experience. Many of their customers enjoy picking up their prescription, ordering dinner in the market café, renting family videos, and being able to pick up or drop off clothes at the inside dry cleaning. Wegmans believe in giving their customer the best, and they strive to achieve it daily. Founded in Rochester, NY, they have raised the bar on the customer shopping experience. The company takes pride on offering exceptional customer service, high quality goods, and great quantity of choices, and prepared quality foods. Wegmans has appeared on the Fortune’s annual “100 Best Companies to Work For” list since it begin in 1998, and has ranked among the top 10 of eight consecutive years (Fortune.com). In 2013, “Wegmans annual sales of $7 Billion. In 2014, “Wegmans was rank 30th on the Supermarket News list of the Top 75 Supermarkets based on sales volume”(Fortune.com). Wegmans operate 85 stores, and employs over 44,000 people. Competing in a global environment, quality is the main factor that differentiates Wegmans from other large grocery store chains. Wegmans food market is known for high quality products. One of the ways is to ensure quality through the use of Total Quality Management that will lead to customer satisfaction. Total Quality Management, “is an approach that organizations use to improve their internal processes and increase customer satisfaction” (managementhelp.org). The objective of Total Quality Management is that everyone in an organization is responsible for improving quality that will lead to customer satisfaction. Wegmans invests in training their employees so that everyone understands and possesses the same goals as the company. According to George Bush, “Quality management is not a just a strategy. It must be a new style of working, even a new style of ideas. A dedication to quality and excellence is more than good business. It is a way of life, giving something back to society, offering your best to others” (Stevenson pg. 12). Employees at Wegmans Food Markets have one of the best work environments in the nation, according to an annual list in Fortune. “Wegmans was ranked third on a list of Fortune's 100 best companies for workers in 2008” (fortune.com). Wegmans makes every effort to attract and maintain a team of people that reflects the communities in which they do business and have different backgrounds, experiences and points of view. Wegmans diversity is a part of their everyday culture providing success and opportunities for all. Many people choose Wegmans because they have created an environment, which values lives every day. Wegmans believe in hiring the best. They seek out highly motivated individuals who share the same values, understand the objective and embrace the culture. Wegmans partner with high schools, colleges and professional organizations to educate them about different opportunities at Wegmans. They focus on areas that is most effective, “including providing food for the hungry, promoting healthy eating and activity, enriching the communities, and supporting programs focused on youths and families” (Wegman.com). Wegmans is an excellent example of how a company can innovate their ideas and become a leader in the business world. According to Forbes, “Danny Wegmans is the man that makes his business one of the best to work for” (Forbes.com). The management team is always visible to employees and customers, as they walk down the aisles and greet their customers. Some companies have their management team in an office all day and you never have the chance of talking to them or giving any input to help the company grow and expand. Wegmans allow all employees to participate in meetings to discuss professional and personal issues. This allows the executives to get inside feedback directly from their employees to see how they are doing and could they improve their company. The culture of Wegmans depend on providing their people with the best products, incentives, and programs to maintain them as loyal employees or customers. Wegmans does a lot for the community. It started a Work-Scholarship Connection program. This program helps kids who are thinking of dropping out of school due to bullying, grades, or behavior issues. Every company has an organizational climate. Organizational climate is “the atmosphere that employees recognize that is in their organizations by practices, procedures, and rewards” (Schneider, Gunnarson & Jolly, 1994, p.18). Like most organization, Wegmans aims to have an encouraging atmosphere and positive organizational environment. “Wegmans believes that a strong set of values is an important tool in creating and nurturing employee engagement with the company (caseplace.org). To create an organizational climate that stresses employee engagement, Wegmans promotes the following policies by listening to their employees, and customers. Secondly, high standard are a way of life. Thirdly, Wegmans pursue in excellence in everything they do. Wegmans also expressed in the policy, being respectful to employees, and customers is the main key to a successful business. Lastly, Wegmans motivates their employees to make rational decisions that improve their work and benefits to the customers, and the company. The focus of each of these values is the employees. Wegmans enacts these five values in its every day work day simply by putting the employees’ needs and wants first. This emphasis allows Wegmans to have an organizational climate for citizenship behavior. Diversity issues are now considered important and are likely to become even more important in the future due to increasing differences in the U.S. population. Companies need to focus on diversity and look for ways to become fully comprehensive because diversity has the potential of yielding greater productivity and competitive advantages. Stephen G. Butler, co-chair of the Business-Higher Education Forum, “believes that diversity is an invaluable competitive asset that America cannot afford to ignore” (Robinson, 2002). Managing diversity is more than simply acknowledging differences in people. It involves recognizing the value of differences, combating discrimination, and promoting a great deal of generality to the forum. Managers may be challenged with losing employees and work productivity due to prejudice and discrimination. Negative attitudes and behaviors can be barriers to organizational diversity because they can harm working relationships and damage morale and work productivity. A diverse workforce is a reflection of a changing world and marketplace. Diverse work teams bring high value to organizations. Respecting individual differences will benefit the workplace by creating a competitive edge and increasing work productivity. Diversity management benefits by creating a fair and safe environment where everyone has access to opportunities and challenges. Organizational management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations. Most workplaces are made up of diverse cultures, so organizations need to learn how to adapt to be successful.

References

Quality Management 2011. Carter McNamara. 7 Important Principles of Total Quality Management. Retrieved on October 23, 2014 from http://managementhelp.org/blogs/quality
Fortune. Best Company in 2014. Retrieved on October 21, 2014 from http://fortune.com/best-companies
George, S. & Regani, S. (2007). ‘Employees First, Customers Second. Retrieved on October 27, 2014 form http://www.caseplace.org/
Robinson, Kary-Siobhan. (2002). U.S. must focus on diversity or face decline in competitiveness. The Society for Human Resource Management (SHRM). Retrieved on October 27, 2014 from http://www.shrm.org.
Schneider, B., Gunnarson, S.K., & Niles-Jolly, K. (1994). Creating the Climate and Culture of Success. Elsevier Science Publishing Company, Inc.

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