An Evaluation of the Impact of the Organisational Structure, Culture and Management Style Upon the Performance of J Sainsbury

J Sainsbury's aims and objectives Their business is now focused very much on Sainsbury’s Supermarkets and Sainsbury’s Bank following the sale of Shaw’s

The service offer- their service they offer is great as the staff are helpful and willing as when you shop in one of their stores and you ask one of the staff a question they are willing to help and they often guide you to where the product is that you are looking for rather than just tell you the directions. Also their online service, they are prompt in their delivery service and if a product that the customer ordered isn't in stock, then they will substitute it with a similar item so that you still have the item.

Organisation structure is very important within a company as it helps form a hierarchy and span of control within an organisation. With Alan Howards being a large company that keeps on growing the structure of the company is a hierarchical structure as it has many levels, a hierarchical structure is sometimes called a pyramid structure because at each level downwards there are more employees. The owner and directors are responsible for making the majority of decisions this is good for the company as owner and directors have full visibility of the company at all times. This also means that many people on the pyramid are consulted before it reaches the directors and owner, which leads to a slow reaction to changes. Some of the functions of the organisation are Sales, HR, IT, Payroll, Management, Finance and more. These functional areas all work together to maintain the company hitting their goals.

Analysis of the organizational culture, an evaluation of the strengths or weaknesses of the culture:

Internal advertisement is one method to be used, where companies announce/advertise its job vacancies to its existing employees, which may represent promotions. Sainsbury’s usually places internal advertisement to select supervisor and internal staff transaction; they put advertisement at company’s notice board or make announcements at meetings cross stores within the region. It will be easier for company to select suitable candidates because existing employees has more knowledge and cost less for the company.

motivated to do the job and complete what is asked of them and also to

assessment as to whether the corporate culture is aligned with the business strategy of the

This report therefore gives an analysis of the current culture of the organisation, referring to the present business practices and the values and ways in which the organisation is run. Despite the effectiveness of this current culture, and the challenges of ‘change’ of any sort, there

When an organization does not use a holistic approach towards their culture, structure and systems, the organization could create a poor working environment for its employees and poor results for their customers. An example of culture, structure and systems not working well together can be seen in General Motors (GM). GM prior to its bankruptcy was seen to be a “highly bureaucratic company in which brands, departments and regions operated like self-governing and competing states with a federation” (Smerd, J. 2009).

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

The single most critical problem that the managers are facing today is managing the people.This is the most challenging issues that every kind of organizations is dealing with now aday. Organizational behaviour is the study of individual, group and organization as a whole that examines the effect of organizational structure and culture on organizational performance. Therefore, it mostly tries to define the performance and efficiency factors of anorganization.Organizational structure and organizational culture are highly correlated performance factors.It basically defines the appropriate structure of an organization in order to get more thanaverage performance. Organizational culture is a primary factor for employee turnover and job satisfaction (Bolden, 2004). If an organization possesses a strong culture of self-respect and employee affiliation, it is no wonder that the employee retention rate would be very high(Tracy, 2013).In this report, the relationship between organizational culture and organizational structure will be pointed out. While doing so we

In today’s highly competitive world market, companies are intensely pressurized to survive any possible failures caused by their external threats and internal weakness. Coming with the intense competition in the world market are the changes in many aspects such as technologies, customer demands and customer tastes. All these dynamic factors have all combined to make the originally shrinking world market share much smaller, and make the intensive competition all the more fierce. The adaption to this changing wave of the highly competitive world market requires a willingness and real strategic actions of companies to make internal changes so as to be adapted to the world market to maintain the very survival of theirs. Generally speaking, such a desire and those actual strategies come from nowhere but within the companies internally. The following essay aims at exploring the extent to which the changes in Human Resources Management has contributed to the competitiveness on Marks and Spencer’s (M&S) after 1997, its crisis of describing by analyzing the HRM problems with which M&S was faced, by evaluating the approaches made by M&S to HRM change, which this article will argue it played a large role in enhancing the overall competitiveness of M&S in the global market.

There is no “one size fits all” when it comes to structure and culture within an organization since industries and situations can vary. Furthermore, if an organization wants to improve its effectiveness and performance, their organizational culture needs to be strong and provide a strategic competitive advantage when it comes to its beliefs, and values. Organizations can differentiate itself from one another by those that do not have structure and culture. It is important to know that employees in all organizations want to work in an environment of trust and respect where they

     This report will show how Sainsburys have used performance management to increase their ability to provide a quality service and gain a competitive advantage, it will also show how systems have been implemented to achieve this and what Sainsburys have changed in recent years to achieve the competitive advantage it was looking for, The main area Sainsburys have changed is there Supply chain which had a cost gap of around £60 million. It will also look at how the operations functions carried out by Sainsburys can be linked in with other areas of the business like Finance, Human Resource Management and Marketing. The main contents of this report will

Compare and contrast the preferred styles of Irene Rosenfeld and Todd Stitzer in the context of the pre hostile acquisition of Cadbury by Kraft Foods. You should apply appropriate management and leadership theories to support your arguments.