An Organizational Diagnosis At Abc Company And Whole Foods

Bolman and Deal (2013) stated that there were four-frame models that governed organizations, and the models were structural, human resource, political, and symbolic. Lightcap (2014) discussed the entrepreneurial model that was a

Organizations are social entities that are driven by goals that are designed intentionally, and coordinated activity systems and they are linked to the external environment. It means that the organization should have a way of linking the internal and external environments. Organizations are made of people and the relationship between the people is essential. There is a deliberate move by organization management to come up with structures that ensure coordination of

Trader Joe’s is a leading firm that is taking over the supermarket industry. The company completely altered the idea of a traditional supermarket and turned it into a whole new experience for consumers. Through Trader Joe’s strategic planning, they’ve paved a way for consumers to have high-quality products while paying low prices. Trader Joe’s provides fewer products that are health-conscious, unique and privately labeled. Trader Joe’s has utilized this, secrecy, employee job satisfaction, culture and starting trends to its advantage. Within its industry companies are divided into different strategic groups. Aldi, similar Trader Joe’s strategic planning, is apart of the cultured-discount neighborhood market. This firm continues the low-stock, less-waste, small store, and low price method. A Walmart express used a hybrid strategy that made it a cross between a grocery, pharmacy, and convenience store. Tesco is the third that falls with small neighborhood markets strategy and focused on organic products, similar to Trader Joe’s. As the company grows and expands, there is caution in change of Trader Joe’s processes. With growth, there comes new management and employees which can alter the way a specific store is ran and there is worry of change in the stores normal procedures. Change that doesn’t follow the process could ultimately result in a downfall, so this can be considered a key challenge to watch in the future. Increased bureaucracy is additionally a

Which of the 4 perspectives of organizational effectiveness do you think that Whole Foods reflects in how it operates?

One of the models that address organizational change and diagnosis is Weisbord's Six Box Model, which identifies six factors that need to be considered when diagnosing an organization. These six factors include the purpose, structure, relations, leadership in the organization, auxiliary and rewards to maintain a balance between the elements of the organization, both formal and informal. Purpose deals with the business that the organization deals with, structure deals with the division of labor, relations deals with how conflicts are managed in the workplace, auxiliary deals with the technologies available in the organization and how they are coordinated and lastly rewards deal with how the organization compensates those who complete their tasks. In this way, people and processes are in sync and a narrow scope isn't just taken into account. (Janicijevic, 2010)

[6] See Appendix B for more about the Whole Foods Foundation. As a result of the green movement, Whole Foods has added the 3R’s to their green mission: Reduce, Reuse, Recycle.[7] See Appendix C for more about the Whole Foods green movement.

Whole Foods Market, Inc. (WFM) lives through their motto of “Whole Food, Whole People, Whole Planet.” WFM opened their first store in Austin, Texas with 19 employees in 1980. Today, WFM has 311 stores in the US, Canada and the UK, and employs more than 72,700 employees. Whole Foods Market is one of the largest natural and organic food retailers in North America. WFM has grown to its size today mostly through mergers and acquisitions of such brands as Bread and Circus and Natures Heartland. In 2011 and 2012 Whole Foods Market was added to the Fortune 100 “Best Places to Work” list. Fortune Magazine (2012)

In this case, an analysis of the outputs for Whole Foods Market was performed. As with the previous case in regards to inputs, the purpose of this analysis is to determine the company’s outputs, how they interact, and how they help Whole Foods achieve their company goals. As such, determining the outputs, understanding how they are measured, and analyzing the congruency between the functions are imperative to determining how they fit into the organization.

Whole Foods Market was founded 1980 in Austin, Texas by three businessmen who felt that the natural food industry was ready for a supermarket setup. Two separate individual companies, Safer Way Natural Foods and Clarksville Natural Grocery, formed Whole Foods Market. After 27 years of operation, the company has come a long way. Today Whole Foods Market is the leading retailer of natural and organic foods, with 194 stores/locations in the United States, Great Britain, and Canada (wholefoodsmarket.com). The company has been in the Fortune Magazine's "100 Best Companies to Work for" every year since the list was made up in 1998 (2007 ranked 5th). The cofounder and CEO, John

Whole Foods grocery retailer maintains over 175 stores in North America and Europe and has been consistently nominated as “100 Best Companies to Work For” (Hill, 2006). Furthermore, this type of quality should be considered when reviewing a company because this involves much teamwork and ethical responsibilities.

Marketed as ‘America’s healthiest grocery store’ the company has successfully grown to 408 stores across the world with sales of $14 billion in 2014 (Whole Foods Market, 2015). The firm is positioned as an upmarket grocery due to the emphasis on natural, organic origins, and as a result are able to charge a premium for their products. Through efficiently running its operations and stores, Whole Foods are able to maintain healthy 4.02% profit margins (Financial Times, 2015) and operating margins well above the American grocery store industry average at 6.58% (Bloomberg, 2015). Looking at 2015’s quarter 1 figures it is clear to see that Whole Foods have had a hugely successful year with sales of $4.7 billion, up 10% from the same period last year. Furthermore, they opened 9 new stores and have signed a further 11 new leases.

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

Whole Foods Market has expanded by a mixture of opening its own new stores and acquiring already existing stores. Today WFM does not follow this strategy, instead their motivation is to open its own large stores. This is due to noticeable sales differences in larger stores as opposed to smaller stores. WFM locates these newer stores in upscale areas of urban metropolitan centers and high-traffic shopping locations. Not all WFMs are isolated structures; some are located in strip malls. WFM offers a larger selection of natural and organic foods than any other grocery store. WFMs marketing expenditure is extremely small. They spend a measly 0.5% of their revenues on advertising. Their chief marketing strategy relies on word-of-mouth. WFM strives to meet or exceed customer expectations. This is so customers receive competent, knowledgeable, and friendly service and become advocates of WFM. The employees here have a decentralized team approach for store operations. This is so some personnel, merchandising, and operating

Whole Foods Market began in 1970 as a local supermarket. Over the past 31 years, Whole Foods Market has grown from a single store in Austin, Texas, to becoming one of the worldwide leaders in providing consumers with natural and organic foods. They have grown to over 300 stores in both North America and the United Kingdom. (Whole Foods Market, Inc., 2011) This report examines the chief elements of the strategy that Whole Foods Market has put into place. Also, it uses past financial data to provide an assessment of the condition of the company going forward. Those assessments include recommendations of future actions, along with concerns I have about the way the company is currently operating and some difficulties that may be on the way.

Over time there have been several models and theories with respect to organizational function and essential characteristics. One model suggests that organizations at their core are information processing