Theory Y Play A Big Role At Whole Foods

Why Would We Want to Work in the Country Chosen? Why did you choose these countries?

Whole Foods Market started off as being Safer Way natural grocery store in 1978. However they were not

In his book, The Tipping Point: How little things can make a big difference (2000), Malcolm Gladwell highlights the power of intelligent action and the potential of little changes for starting epidemics. Concepts such as the law of few, the stickiness factor, and the power of context arouse epidemics both in macro-level and in micro-level. In detail, the law of few affirms the influence on communication. Connectors, mavens, and salesmen each has abilities to conjoin, collect, and cajole; they distribute information globally. The stickiness factor refers to a technique, which emphasize and allow information to stick in the minds of consumers. Last, the power of context stresses that both individual’s reaction and community’s cohesion can

[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.

In 1978, a twenty-five year old college dropout named John Mackey and twenty-one year old, Renee Lawson, had borrowed forty-five thousand dollars from their friends and family. They wanted to open the doors to SaferWay, a natural foods store in Austin, Texas. However, the couple was booted out of their apartment when the owners discovered they were storing the stores food products in there. They decided to live at their store, because it was zoned as commercial. It was a little difficult at first because there was no shower stalls there; however, they bathed in Hobart dishwasher, which had a hose attached. Two years down the road, the couple decided to merge with the owners of Clarksville Natural Grocery, Craig Weller and Mark Skiles. This resulted in the development of the original Whole Foods Market, on September 20th, 1980. Not even a year later a terrible flood washed out approximately four hundred thousand dollars of their inventory and equipment. Unfortunately, the store had no insurance at the time. Customers and neighbors had voluntarily joined the staff of nineteen to repair and clean up the damage. Creditors, vendors, and investors all provided breathing room for the store to get back on its feet and it re-opened only 28 days after the flood. In 1984, Whole Foods Market started expanding out from their roots in Austin, moving to Houston, Dallas, and then New Orleans. While continuing to open new stores from the ground up, they fueled rapid growth by

Whole Foods is a supermarket that has successfully become the leader in the organic food segment of the grocery industry. While traditional markets have low brand loyalty and recognition, Whole Foods has focused almost entirely on its brand image, causing their strategy to be one of differentiation over cost leadership. Whole Foods is known as being far more expensive than other chains, due to this brand recognition. In their press release for the Q4 2014 results, they describe their vision and sum up what helps them develop that brand recognition. “We hold the idea of “food” to a higher standard, banning more than 75 ingredients commonly found in other stores, and we believe our unparalleled quality standards

The purpose of this paper is to provide a preliminary internal look at Whole Foods Market, which was ranked 44th last year as Fortune’s Top 100 Companies to Work For. And even though the company is ranked 44th on Fortune’s top 100 and 218th on Fortune’s 500 top companies, they have remained in Fortune’s rankings consecutively for the past 18 years. This paper will offer a look at the organization’s vision, mission, and core values, as well as its’ major strategic objectives. I will also determine how and in what ways the theory of Full Range Leadership Development can support the core principles of Whole Foods Market’s strategy.

If you were to ask people if they enjoy going to work on Monday, I am sure most of them would give you a funny look, and say “No”. Americans dislike of their jobs is very evident. To see the magnitude of this just look on social media. On Fridays, there are vast amounts of thank god it’s Friday (TGIF) memes indicating how happy they are that they are done with work for the week. Many American simply do not enjoy working. However, a select few actually do. They enjoy their jobs and their co-workers. Sure, they may be far and few between, but if you ask one of the 54,000 Whole Foods Markets employees you are sure to get a “Yes”. If fact, not only does Whole Foods Markets employees enjoy their work, their company is one of the top 100 companies to work for according to Fortune.com. What is so special about Whole Foods Market that their employees actually enjoy their jobs, and what is makes them different from all the other companies out there?

In order to achieve success, the first thing any business needs to consider is a proper, strategic business model, which is a concise description of how a business intends to generate revenue. Whole Foods' business model consists of maintaining the motivation along with the happiness of their team members which leads to efficient innovation and customer service. This process allows Whole Foods to give back to their communities, resulting in motivated investors, high quality products, and good value. Whole Foods appears to follow a strong business model, yet the key to their success relies on their competitive advantage in the market place. Any company is capable of holding a competitive advantage as long as the company or product provides

Whole Foods Market Inc. is not only an organic market enterprise recognized for their fresh products and antibiotic slogans. This organization thrives on everything they set to accomplish. Whole Foods is known for building their human and social capital by seeking individuals with a higher education, soft skills, and social networking to join their organization.

Whole food culture of building human and social capital is the epitome of what Kreitner & Kinicki decribe in their coauthor book Human Behavior the 10th edition. In Kreitner & Kinicki’s Human Behavior book they decribe human captial as the “productive potential of an individual’s knowledge and action” and social capital as the “productive potential resulting from strong relationships, good-will, trust, and cooperative effort” (Kreitner & Kinicki, 2013, p. 15).

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

Some factors which can have an influence on these theories are, the size of the business and the type of business. A family run or small business may individuals or groups of people who are working in a job that they are very passionate about these people would probably fit into Theory Y. Large cooperation’s or businesses’ who have a much bigger turn over than small businesses are much more likely to adopt Theory X as they must get the most out of their people. The staff don’t see this as a job they would stay in for a prolonged period of time.

Blanchard illustrates this when Jim Barnes implicitly threatens Wes Kingsley’s job because Wes is being too ‘soft.’ Jim assumes that since Wes, like every worker, lacks motivation and wants to do as little as possible while still collecting a pay check, it is his responsibility to provide a direct reward or punishment in order to ensure Wes’s performance. This contrasts sharply with the style Wes learns from Shamu and the Seaworld team, who believe that trust between whale and trainer (in Wes’s case, manager and employee) is most important. This falls in line with Theory Y management in its belief that under proper, caring (WRONG WORD) management, workers can be self-motivated and flourish. Similar to how Dave Yardley believes Shamu inherently enjoys performing (when treated well), Theory Y/Whale Done managers trust that their workers want to succeed and welcome responsibility above the bare minimum. The managers believe that it is just as much in their employees nature to work and complete tasks as it is to rest or play. Both Blanchard and MacGregor illustrate that Theory Y/Whale Done management is clearly best not only for employee morale, but also productivity. When a manager trusts his or her employees to excel and an

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job