Case Study Of Jumbo Hagendoorn

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The owner of Jumbo Hagendoorn has all the right to make a decision. The strategy of the organization is to sell their products at the cheapest price possible and enhance customers’ satisfaction (have a cheap price and satisfy customer). The problem of this organization is that their stock clerks are not motivated to work; the work is being delayed frequently (demotivation results in delays). The purpose of the change is to motivate stock clerks and minimize the labor costs as much as they can.

According to the interview, team-leaders said that the stock clerks are not committed to the business since there is no communication between the owner, head managers and stock clerks (commitment and motivation should improve). Only resources are allocated to stock clerks and they have assigned tasks that should be finished within the allotted time. They said that the change can be made to motivate stock clerks so that they can achieve better (demotivation results in delays). Their organization is a hierarchical style, but the interviewees desire to focus on a participative management. They want to apply the image of management as shaping the organization since they want stock clerks
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Purpose: to provide the cheapest product to customers and enhance their satisfaction.
2. Structure: manager meets team-leaders after each paycheck and team-leaders assign tasks to the stock clerks everyday
3. Rewards: None of the tasks have incentives, only the penalty system.
4. Helpful mechanisms: MUP is used for measuring a performance of each employee) and this is done automatically by an excel system.
5. Relationships: employees are controlled by hierarchical system. The relationships between managers and the team-leaders are formal whereas team-leaders and stock clerks are maintaining informal relationships as friends. There is not much conflict between employees in the organization, but if it happens, we discuss the conflicts during the meeting

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