Essay about CASE STUDY FASHION RETAIL

Abraham Maslow developed a Hierarchy of Needs (appendix 3) which is used to understand human motivation, management training and personal development. This hierarchy is used to determine the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential.

1.3 Evaluate a model of managerial style in which the manager can apply skills to identify, study and

reduced absenteeism. Absenteeism is a result of employee boredom with their job as they don’t feel personally connected to the company. Empowered employee feels valued and challenged which results in job satisfaction consequently absenteeism decreases.

Maslow's hierarchy of needs provides a foundational theory. It states that all employees have some basic needs that must first be satisfied in order to provide the framework for further motivation and empowerment.

The theory is assembled the belief that employees get to be de-motivated, both in relation to their job and their employer, in the event they feel as though their inputs are more prominent than the outputs. Employees can be expected to respond to this is different ways, including de-motivation, decreased work, getting to be disappointed, or, in more extreme cases, maybe even troublesome.

Maslow’s Hierarchy of needs was introduced in the mid-1940’s by Abraham Maslow; it is one of the most popular theories of work motivation to this day. the theory was originally used specifically in a psychological setting, but was made more popular by Douglas McGregor in the late 1960’s and began to be used by not only psychologists but managers as well (Steers & Porter, 1983). The hierarchy is based on the fact that human beings have needs, Maslow took these needs and separated them into five categories: physiological needs, safety, belongingness or social needs,

Corporate values are ‘the operating philosophies or principles that guide an internal conduct of the organization and its association with its clients, partners and shareholders’. It is also a fundamental and long-lasting belief that specific mode of conduction highly valued by the organization’s membership’ according to IBM corporate responsibility report (2002, What is the value of company).

b. Does the issue of branded vs. private label enter into this consideration? Why or why not?

With which of the international competitors listed in the case is it most interesting to compare Inditex’s financial results? What do comparisons indicate about Inditex’s relative operating economics? Its relative capital efficiency?

This is the essence of the managerial grid defined by Blake and Mounton (1964)which sugest five key leadership styles .

Management theories are utilized in various organizations in an effort to increase organizational effectiveness and service delivery. The management theory that an organization decides to adhere to will vary based on the type of organization, as well as, the services and/or products that it offers. Therefore, it is not uncommon for an organization to use multiple theories when implementing strategies in the workplace.

When people get a job, they may be nervous or very excited, but they never expect the management to be so bad they will want to quit. This is what happened to Beverly at Gridlock Meadows. Knowing the management style of your employer or supervisor can help you with problems in the long run. This paper will focus on four different management styles and how they could be used in Gridlock Meadows.

(Sniderman, Bulmash, Nelson & Quick, 2007) Employees in Wal-Mart are disengaged because there are four different types of behavioural responses. The first response is ‘exit’. Most of the people that started working in Wal-Mart at the same time as Claude chose to leave within a year. Apparently, high turnover rates existed in Wal-Mart. Secondly, increased voice, Claude’s co-workers became very vocal and increased their voice by complaining to each other about shifts, management and procedures. Thirdly is a sense of decreased loyalty. Claude and his co-workers reduced their involvement within the work setting. They started to think how much Wal-Mart is worth to them. And finally, a sense of increased neglect develops. Claude began to diminish his level of effort. He didn’t want to ‘go the extra mile’ anymore because his manager’s apathetic attitude. These outcomes definitely caused negative impact on productivity, not to mention resulted in lowering the level of employee’s motivation.

Social needs acquired by such employees include love, acceptance and belonging. They must feel accepted and a sense of worthiness before they can work up to fulfilling other, more difficult needs. The esteem level on Maslow’s Hierarchy of Needs is the need for appreciation and respect. After the other levels of needs have been fulfilled, the esteem needs begin to play a prominent role in motivating behaviour. Theory Y employees will be motivated to gain respect in their organisation by achieving company objectives and by showing management their skills and abilities. The top need desired by such employees is self-actualisation. Maslow himself said;

With above of 5 years of experience in retails, I am looking forward to meet any expertise to