...Case: Training for Excellence at Wegman Food Market Wegmans Food Markets, “a regional supermarket chain based in Rochester, New York, is one of the top 75 U.S. supermarkets in terms of sales volume and is widely respected in the industry. Observers agree that training is a big reason why the company stands out,” (Noe, Hollenbeck, Gerhart & Wright, 2009, p. 209). In this paper I will discuss how training at Wegmans’ is related to its organizational needs and how Wegmans’ measure the success of their training programs. I will also discuss if an e-learning will be an appropriate training method at Wegman and for what aspect of training might it be most beneficial? I will discuss how on-going training for employees can have a positive impact on employee retention Discuss how training at Wegmans’ is related to its organizational needs. “Hiring the right people means more than just securing employees who possess the knowledge, skills, and abilities required to perform a particular job; these people must also be able to acquire new knowledge and skills as jobs and environments change,”(Dreher & Dougherty, 2001, p. 6). Wegman Food Market Human Resources department have to ensure that they are hiring the right people that will provide the customers with superior customer service and commit to implementing the knowledge they receive during training. Wegmans organizational strategy is for the employees to “understand sales and competing on the basis of quality and service,” (Noe...
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...Training for Excellence at Wegman Food Market Adrienne Sharpe HR Management Foundations Sue Golabek July 25, 2010 Training for Excellence at Wegman Food Market 1. Discuss how training at Wegmans’ is related to its organizational needs. The training at Wegmans is very much related to their organizational needs because all the training that Wegman has implemented such as the (LMS) learning management systems has put Wegman’s organization at an advantage over other food store chains. Wegman saw the need to have training that would be effective, and that a effective training program can actually teach what it is designed to teach, and it teaches skills, and behaviors that will help the their organization achieve its goal. Wegman took a number of steps to train their employees to meet their organizational needs. The training content at Wegman consist of on the job training, and classroom training, product knowledge, food safety, and the way to cook and bake, and superior customer service. With the training that Wegman has put in place has been very beneficial to their organization in relation to training. Training for Excellence at Wegman Food Market 2. According to the case, how does Wegmans’ measure the success of its training? Wegmans measure the success of its training based on whether a store’s sales are growing. The sales and profit growth are the primary ways that the company measures the performaces of the company’s director of training and development...
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...the process of training and development of its employees. This process is one of the significant process that organizations must do in order to let their employees be trained in as for them to encounter the real situation in accomplish their job. Hiring the right people means more than just securing employees who possess the knowledge, skills, and abilities required to perform a particular job; these people must also be able to acquire new knowledge and skills as jobs and environments change,”(Dreher & Dougherty, 2001). One of the well-known and famous company that have succeed in business as the result of well trained workers is Wegman Food Markets. Wegman Food Market become famous and widely respected in the industry not only because of their success in sales volume but also because of their success in training their workers. This is due to the fact that many observers believe that the big reasons why the company stands out is because the training of the employees. Satisfaction was clearly shown in the customer face whenever they step out from the Wegman Food Market as they are happy buying and serve well by the workers. Wegman Food Market is a regional supermarket chain headquartered in Rochester, New York which is one of the top 75 United Stated supermarkets. The company was privately held and is a family-owned company started in 1916 by the Wegman Family. Robert Wegman is the chairman until his death in April 2006. Currently, Robert’s son Danny Wegman is holding the...
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... 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...
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...Table of Contents Abstract 1 Introduction ii History of Wegmans ii Why Employees Enjoy Working at Wegmans iii How Wegmans Attracts, Retains and Develops Employees v Strength of HR vii HR Competitive Advantage ix Other Important Learning about Wegmans xi Company Developments xii Conclusion xiii References xiv Abstract Wegmans has done many things over the years to achieve the reputation as being one of the best employers in the United States. The company operates 67 stores in four states, employing over 30,000 people, and close to two and a half million customers per year. Since 1981, the company has given $56 million dollars in scholarships to more than 25,000 full-time and part-time employees. Wegmans turnover rate is only 6%, which is considerably lower than the industry average. Wegmans HR function is strength because they take a strategic approach that not only covers standard functions but they also capitalize on interpersonal functions as well. Wegmans has also adopted the theory that treating employees well will increase job performance, thus increasing customer satisfaction. In 2011, Wegmans developed a donation program to help flood victims in Pennsylvania and New York States’ Southern Tier. Wegmans has consistently shown that they are a top notch employer. Respecting values and empowering employees are just a couple of the many things that make Wegmans one of the best companies to work for. Introduction There is one name that strikes a chord in...
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...I have chosen Wegmans Food Markets for the company I am going to analyze. I chose Wegmans specifically because I used to be employed there many years ago. I have insight as a working level employee and manager in that company. Today, when I stop into one of the stores, I have a unique perspective on what I see. After this week's readings, I can see what I believe are the strategic capabilities. Wegmans is a family-owned grocery chain in the north-east region of the US and headquartered in Rochester, NY. The chain is comprised of 86 stores with 46 being in New York State. They employ about 44,000 people and have annual sales of about $7.4 billion. Wegmans has been voted one of the best companies to work for in America since 1993. CEO Danny Wegman runs the company; Colleen Wegman, his daughter, is president. Strategic Capabilities Becker, Huselid, and Beatty define strategic capabilities as, “…those business processes that execute the firm’s strategy and are the source of any competitive advantage” (Becker, Huselid,&Beatty, 2009). They go on to describe a capability as an organizational asset that combines talent, information, technology, and routines. The authors offer a simple question set to allow for the analysis of finding out what strategic capabilities the company offers. Figure 1. Diagnosing Strategic Capabilities (Becker, Huselid,&Beatty, 2009). Wegmans has several strategic capabilities: 1. Real...
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...company and the employees. Above all this, the driving force that drives the success of the company is its people. They provide the company with the competitive edge and are the most valuable asset to the company. It is therefore important for HRM to assist the company to effectively and efficiently manage its human resources and having activities that would complement and promote business growth. HR practices such as skill enhancement, job design, selection measures, compensation-linked appraisals, merit promotions, and training have all been found to enhance firm performance. According to Fortune, Wegmans Food Market, Inc. is number five on the top 100 Best Companies to Work For. Every Wegmans has one HR in every store throughout the country. Wegmans HRM practices such as skill enhancement, job design, selection measures, compensation-linked appraisals, merit promotions, and training have all been effective for the organization. One of the many reasons why Wegmans is ranked so high is due to their exceptionally low employee turnover rate at 3.6% (CNNmoney). The low turnover rate starts...
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...Licensed to: iChapters User Licensed to: iChapters User Organizational Behavior: Managing People and Organizations, Tenth Edition Ricky W. Griffin and Gregory Moorhead Vice President of Editorial, Business: Jack W. Calhoun Executive Editor: Scott Person Senior Developmental Editor: Julia Chase Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Senior Content Project Manager: Holly Henjum Media Editor: Rob Ellington Buyer: Arethea L. Thomas Marketing Communications Manager: Jim Overly Production Service: S4Carlisle Publishing Services Sr. Art Director: Tippy McIntosh Cover and Internal Design: Joe Devine, Red Hanger Design LLC Cover Image: © Eric Isselée, Shutterstock Rights Acquisitions Specialist/Images: John Hill © 2012, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online...
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...CHAPTER 1: COST MANAGEMENT AND STRATEGY EXERCISES 1-24 Strategy; Real Estate Services (15 min) This exercise can be used to provide a good perspective for the students to see the role of cost management in solving business issues, and in placing the management accountant in more of a leadership role in the firm. It also provides an early motivation for the cost behavior issues to be discussed later in chapter 3 and chapter 8. The management accountant has a hunch that the company is about to take on a potentially damaging strategic initiative. This is a great opportunity to begin to play more of a strategic role in the company. The first step should be to obtain the relevant information about projected revenues and costs and do a careful analysis of the likely profitability of developing the new, smaller customers. Here’s how the case might be used in a class discussion. First, ask the class to identify the types of costs likely to be incurred by this company in providing its service. The answers are likely to include labor costs and materials for cleaning and maintenance, in addition to costs for maintaining the firm’s office. As these examples are given, put them on the chalkboard and collect 6 or 8 of them. Then, ask how each of these costs might differ between large and small customers. For example, the cost of cleaning labor and materials will likely be somewhat proportional to the square feet of space each customer occupies, so that cost projections...
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...* CHAPTER 1: COST MANAGEMENT AND STRATEGY * QUESTIONS 1-1 Firms Using Cost Management. Here are some examples; there are many possible answers. 1. Wal-Mart: to keep costs low by streamlining restocking and sales 2. Dell: to keep costs low by improving manufacturing performance and by using target costing and other management techniques 3. Citicorp: to keep costs low by using activity analysis (see exercise1-31) to identify key operations and to find those that add little or no value 4. A local school district or public agency: to keep costs low in order to provide the best possible service given available funds 5. Procter & Gamble: to assess the profitability of its different products 6. Any other large, diversified manufacturer, like Procter & Gamble: which needs to be able to analyze the relative profitability of its different products, using cost management 7. A small machine shop: which needs cost management to determine whether it should repair or replace a machine 8. A dance studio: to analyze and choose between different compensation plans for its teachers; and to determine whether it should open a new studio 1-2 Firms not expected to be significant users of cost management information: 1. Microsoft: here the focus is on forming strategic alliances, innovation and competition; cost management is more important for other firms in the information technology business, such as Hewlett-Packard, and IBM that compete in part on innovation...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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...Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com 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, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-6468600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-7486011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Credits are on page 528. Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer...
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...Health and Safety Management Systems - An Analysis of System Types and Effectiveness EXECUTIVE SUMMARY 1. INTRODUCTION 2. HEALTH AND SAFETY MANAGEMENT SYSTEMS 3. TYPES OF HEALTH AND SAFETY MANAGEMENT SYSTEMS PART ONE: LITERATURE AND FRAMEWORK FOR ASSESSMENT 3.1 INTRODUCTION 3.2 LITERATURE ON TYPES OF HEALTH AND SAFETY MANAGEMENT SYSTEMS PART TWO: CASE EVIDENCE 3.3 SYSTEM TYPES - CASE STUDY FINDINGS 3.4 SUMMARY 4. ASSESSING HEALTH AND SAFETY MANAGEMENT SYSTEM EFFECTIVENESS PART ONE: LITERATURE AND FRAMEWORK FOR ASSESSMENT 4.1 INTRODUCTION 4.2 LITERATURE ON EFFECTIVENESS OF HEALTH AND SAFETY MANAGEMENT SYSTEMS PART TWO: CASE EVIDENCE 4.3 THE TWENTY CASES: CONTENT AND LEVEL OF DEVELOPMENT OF HEALTH AND SAFETY MANAGEMENT SYSTEMS 4.4 THE TWENTY CASES: OUTCOME DATA 4.5 SUMMARY 5. FACTORS SHAPING PERFORMANCE AND THE ROLE OF SYSTEM TYPE 5.1 INTRODUCTION 5.2 BASICS AND EXTRAS 5.3 SYSTEM-RELATED CHARACTERISTICS 5.4 THE ROLES OF THE KEY WORKPLACE PLAYERS 5.5 THE LINKAGES BETWEEN HEALTH AND SAFETY PERFORMANCE AND SYSTEM TYPE 5.6 SUMMARY 6. CONCLUSIONS REFERENCES APPENDIX ONE: CASE STUDY PROTOCOL APPENDIX TWO: ASSESSMENT CRITERIA APPENDIX THREE: CASE SUMMARIES AND SYSTEM TYPES Executive Summary This report examines planned approaches to health and safety management in the workplace. It is the result of a two-year study of enterprise-level health and safety management systems, funded by Worksafe Australia, and conducted from late 1994 to late 1996. The need...
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