Magnificent Seven Moral Principles

Whole foods strategy consists of high margins on premium and natural foods. They also offer a wide variety of prepared foods for affluent buyers. Managers are given freedom to stock their stores based on local tastes. Mackey also opposed the idea of unions because of their parasitic existence.

Long Term Goal: Valuable knowledge to how both organizations work that will enable both marketing groups on integrate and provide excellent marketing advice, on behalf of Amazon and Whole Foods.

Whole Food’s belief is treat an employee well and watch your profits soar. Whole Food’s belief

He believes that in a conscious business, you can have an expanding pie and potentially everyone can get larger pieces. Basically, the idea is to create value for everyone. This concept seems to be the comprehensive culture of the organization and is infused within everything they do. The employees are referred to as team members to incorporate their inclusion in this philosophy. On a daily basis, they are empowered and encouraged to take opportunities to practice servant leadership towards satisfying their customers. For long term benefits, the also are offered opportunities to develop job specific skills to grow within the organization. Furthermore, team members are encouraged to participate in community outreach efforts as well. The culture of Whole Foods Market is positively affecting the team members in the organization through training, example, and involvement to become servant leaders as

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

Collectively they make decisions on strategy, finances and any other of the organization's affairs. John Mackey, CEO, admits he's not the only person in the organization calling the shots. "I've made a valuable contribution to Whole Foods, but so have thousands of other people," Mackey said in an interview with the American-Statesman. "That's one of our secrets, is the fact that we do really have a team approach to the organization, an empowerment approach." (Gaar, 2010)

Whole Foods has many important values. For example, they believe that their customers are the most important stakeholders and the lifeblood of their business.[8] Whole Foods has five major stakeholders; John Mackey (CEO), James Sud, Glenda Chamberlain, Walter Robb, and John Elstrott.[9] Whole Foods selectively chose where to do business based on their average customer. Whole Foods knows that its products are for health and food enthusiasts.[10]

Whole Foods is a great example of democratic approach to store operation. In this organizational environment all team members have the ability to insert their input in decision making that affects their product/service area in addition to having input in store matters as well. Whole Foods has a stringent screening process potential employees are put through to ensure that the applicant is a good fit for the organization. Once an applicant is hired, they are assigned to a team and team leader, who then train the new team member to be knowledgeable on the product/service they are assigned to. Additionally, they are also trained on providing friendly customer service. Due to Whole Foods approach to using workplace democracy, it has created a positive

Whole Foods designs its teams to serve the goals of the organization. At Whole Foods, "the team, not the hierarchy, is the defining unit of activity. Each of the 43 stores is an autonomous profit center composed of an average of 10 self-managed teams produce, grocery, prepared foods, and so on with designated leaders and clear performance targets. The team leaders in each store are a team; store leaders in each region are a team; the company's six regional presidents are a team" (Fishman 1996). The emphasis on quality and specialty foods is reinforced by segmentation according to function, allowing different units to establish expertise and is designed to encourage specialization. Each team has a set of distinct performance goals which encourages specificity and focus. It also creates the ability for teams to fulfill short-term goals germane to their team efforts. This boosts morale, versus only focusing on the big picture

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.

In Michelle's post, she states one can control your own destiny by self-esteem and confidence.  Definitively, self-concept is "the self-perception as a physical, social, and spiritual being (Kreitner, R. & Kinicki, A, 2013, p.123).  One's self-concept is just as important as self-efficacy and self-esteem.   Inherently, failure is not an option with the forward thinking population and this correlates to unit one's case study on Whole Foods Market (Kreitner, R. & Kinicki, A, 2013, p. 29-30).  Honestly, the success story of Whole Foods gives credibility to Bandura's model as they provide a conclusive environment and hire employees who flourish within the company's climate. Therefore, many Whole Foods employees identify with the internal locus

Whole Foods has been adaptive in fitting its competitive strategy to its situation. The store first grew to prominence by being a stylish antithesis to the crunchy mom-and-pop organic grocery stores, providing a relatively normal but

Given the statements from John Mackey, it is his vision to create a positive working environment and Theory Y plays somewhat of a role at Whole Foods. Although Whole Foods wants to

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.