can you please answer this case study ? clearly states the goals of satisfying and delighting customers and of team-member happinessand excellence (Whole Foods. 2013). Building healthy relationships with team members,getting rid of the "us versus them" management mentality, and a deep-seated belief inemployee participation are also highlighted. The core values regarding working at WholeFoods include the following (Whole Foods, 2013):• Self-directed teams that meet to solve problems and appreciate members• Increased communication through open-book management and "no secrets" managementthat allow employees access to financial data, salary and raise information, and so forth• Profit- and gain-sharing to provide team members incentives to perform and build the teamthrough shared fate (nonexecutive employees hold 94 percent of the company's stockoptions); a salary cap that limits the salary of any team member to times the average totalcompensation of all full-time team members• Employee happiness through fun and friendship at work with liberal dress codes, ability todo volunteer work on company time, full health benefits, and emphasis on takingresponsibility for successes and failures and celebration and encouragement of employees. Continuous learning for employees about the products they sell and the job they do• Promotion from within to appreciate and encourage employee talent and development anda strong equal opportunity policyAlthough the positive work culture, fun, and friendship are key to the company's ongoingsuccess, competition and focus on performance are not lost. Because individual raises are tiedto their team's performance, team members want good workers on their team. Mackey, whowants his company to be based on love rather than fear, is also clearly in charge and in theforefront representing his company in the community.As he battles the animal rights groups that continue to criticize Whole Foods for beinghypocritical and counterculture groups that accuse him of having become too corporate, ordefending against the antiunion charges leveled at the company. Mackey responds, "We'rein the business of selling whole foods, not holy foods".The corporate side of the CEO became clearly evident when he had to apologize for havingassumed an online alias "Rahobdeb" (an anagram of his wife's name) to bash his competitorWild Oats Markets for years.Questions1. what are the leadership traits and skills of John Mackey?2. What are the leadership style of John Mackey3. How does John Mackey use delegation in the operation of Whole Foods?4. What makes the teams at Whole Foods effective? JOHN MACKEY OF WHOLE FOODS*1 am now 53 years old and I have reached a place in my life where I no longer want to workfor money..... Beginning January 1, 2007, my salary will be reduced to $1. and 1 will no longertake any other cash compensation" (Mackey, 2007). The statement is part of a letter JohnMackey, the founder and CEO of Whole Foods, wrote to his employees when the sales werebelow expectations and the stock prices dropped. Mackey says: "We're trying to do good.And we're trying to make money. The more money we make, the better we can do." Hiscompany and a highly unique management style are a model of innovation and customerservice around the world.He considers his company and his over 50,000 employees to be his children, says he doesthings for fun, and is considered by some to be a "right-wing hippy". His views, which he callsconscious capitalism, see business as having a higher purpose; he states: "We're trying to dogood. And we're trying to make money. The more money we make, the better we can do".Although he says that his views and those of his company do not always match, he believesthat: "We're changing the experience (of shopping) so that people enjoy it. With brightfacilities, wide aisles, rich colourful displays, expert employees, and lots of help andinformation for customers, Whole Foods has changed the way many people shop for food.John Mackey started the company in 1980 in Austin. Texas, with the first organic food store;it now numbers more than 150 stores with earnings of nearly $3 billion and is making a moveto become a global company with the first store opening up in the United Kingdom. "Mackeyis hardly a manager at all...he's an anarchist" is how a former Whole Foods executivedescribes the company president.The CEO, who is now in his 50s, visits his stores in shorts and hiking boots and is equally aspassionate about egalitarianism and democracy in the workplace and the humane treatmentof animals as he is in his opposition to the new U.S. health-care plan (Mackey, 2009). Heinteracts freely with employees and is eager to learn from them and from his customers.Wendy Steinberg, who has worked at Whole Foods since 1992, describes him as an "observer(Fishman, 2004: 76). A vegan, who changed his vegetarian diet to exclude all animal by-products after working with a group devoted to improving living conditions for farm animals,he still flies commercial airplanes, rents the cheapest cars, and is a shrewd and disciplinedbusinessman leading his company and employees to considerable success. Much of thatsuccess is attributed to Whole Foods' team-based culture that empowers employees andinvolves them in all aspects of decision making while demanding performance and customerservice. The basic decision-making power at Whole Foods rests with the teams that run eachdepartment (e.g., bakery, produce, seafood) in each store.The teams decide whom to hire, whether to retain members, what products to carry, how toallocate raises, and so forth. All teams together also make strategic decisions, such as the typeof health insurance the company will offer. The National Leadership Team of the companymakes the overall decision based on majority vote. Mackey says, "I don't overrule the NationalLeadership Team.... I've done it maybe once or twice in all these years". He admits makingsome top-down decisions, but only when time to consult is not available. Whole Foods has a"Declaration of Interdependence" that affirms the interdependence of all stakeholders and

Question

can you please answer this case study ? clearly states the goals of satisfying and delighting customers and of team-member happinessand excellence (Whole Foods. 2013). Building healthy relationships with team members,getting rid of the &#34;us versus them&#34; management mentality, and a deep-seated belief inemployee participation are also highlighted. The core values regarding working at WholeFoods include the following (Whole Foods, 2013):• Self-directed teams that meet to solve problems and appreciate members• Increased communication through open-book management and &#34;no secrets&#34; managementthat allow employees access to financial data, salary and raise information, and so forth• Profit- and gain-sharing to provide team members incentives to perform and build the teamthrough shared fate (nonexecutive employees hold 94 percent of the company's stockoptions); a salary cap that limits the salary of any team member to times the average totalcompensation of all full-time team members• Employee happiness through fun and friendship at work with liberal dress codes, ability todo volunteer work on company time, full health benefits, and emphasis on takingresponsibility for successes and failures and celebration and encouragement of employees. Continuous learning for employees about the products they sell and the job they do• Promotion from within to appreciate and encourage employee talent and development anda strong equal opportunity policyAlthough the positive work culture, fun, and friendship are key to the company's ongoingsuccess, competition and focus on performance are not lost. Because individual raises are tiedto their team's performance, team members want good workers on their team. Mackey, whowants his company to be based on love rather than fear, is also clearly in charge and in theforefront representing his company in the community.As he battles the animal rights groups that continue to criticize Whole Foods for beinghypocritical and counterculture groups that accuse him of having become too corporate, ordefending against the antiunion charges leveled at the company. Mackey responds, &#34;We'rein the business of selling whole foods, not holy foods&#34;.The corporate side of the CEO became clearly evident when he had to apologize for havingassumed an online alias &#34;Rahobdeb&#34; (an anagram of his wife's name) to bash his competitorWild Oats Markets for years.Questions1. what are the leadership traits and skills of John Mackey?2. What are the leadership style of John Mackey3. How does John Mackey use delegation in the operation of Whole Foods?4. What makes the teams at Whole Foods effective? JOHN MACKEY OF WHOLE FOODS*1 am now 53 years old and I have reached a place in my life where I no longer want to workfor money..... Beginning January 1, 2007, my salary will be reduced to $1. and 1 will no longertake any other cash compensation&#34; (Mackey, 2007). The statement is part of a letter JohnMackey, the founder and CEO of Whole Foods, wrote to his employees when the sales werebelow expectations and the stock prices dropped. Mackey says: &#34;We're trying to do good.And we're trying to make money. The more money we make, the better we can do.&#34; Hiscompany and a highly unique management style are a model of innovation and customerservice around the world.He considers his company and his over 50,000 employees to be his children, says he doesthings for fun, and is considered by some to be a &#34;right-wing hippy&#34;. His views, which he callsconscious capitalism, see business as having a higher purpose; he states: &#34;We're trying to dogood. And we're trying to make money. The more money we make, the better we can do&#34;.Although he says that his views and those of his company do not always match, he believesthat: &#34;We're changing the experience (of shopping) so that people enjoy it. With brightfacilities, wide aisles, rich colourful displays, expert employees, and lots of help andinformation for customers, Whole Foods has changed the way many people shop for food.John Mackey started the company in 1980 in Austin. Texas, with the first organic food store;it now numbers more than 150 stores with earnings of nearly $3 billion and is making a moveto become a global company with the first store opening up in the United Kingdom. &#34;Mackeyis hardly a manager at all...he's an anarchist&#34; is how a former Whole Foods executivedescribes the company president.The CEO, who is now in his 50s, visits his stores in shorts and hiking boots and is equally aspassionate about egalitarianism and democracy in the workplace and the humane treatmentof animals as he is in his opposition to the new U.S. health-care plan (Mackey, 2009). Heinteracts freely with employees and is eager to learn from them and from his customers.Wendy Steinberg, who has worked at Whole Foods since 1992, describes him as an &#34;observer(Fishman, 2004: 76). A vegan, who changed his vegetarian diet to exclude all animal by-products after working with a group devoted to improving living conditions for farm animals,he still flies commercial airplanes, rents the cheapest cars, and is a shrewd and disciplinedbusinessman leading his company and employees to considerable success. Much of thatsuccess is attributed to Whole Foods' team-based culture that empowers employees andinvolves them in all aspects of decision making while demanding performance and customerservice. The basic decision-making power at Whole Foods rests with the teams that run eachdepartment (e.g., bakery, produce, seafood) in each store.The teams decide whom to hire, whether to retain members, what products to carry, how toallocate raises, and so forth. All teams together also make strategic decisions, such as the typeof health insurance the company will offer. The National Leadership Team of the companymakes the overall decision based on majority vote. Mackey says, &#34;I don't overrule the NationalLeadership Team.... I've done it maybe once or twice in all these years&#34;. He admits makingsome top-down decisions, but only when time to consult is not available. Whole Foods has a&#34;Declaration of Interdependence&#34; that affirms the interdependence of all stakeholders and

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