The consulting team identified four primary problem areas: the company was slow to adapt to change, the district store supervisor and the store manager roles caused dissatisfaction, the employees …show more content…
has caused many issues in the organization and its operations. The proposed divisional organization structure has the potential to address the issues identified by the consultant team. It will also make the organization successful again as well by setting it on the road to being competitive with the large discount retailers. According to Daft, “an organization structure must accomplish two things for the organization. It must provide a framework of responsibilities, reporting relationships, and groupings, and it must provide mechanisms for linking and coordinating organizational elements into a coherent whole” (2013, p.133). The proposed organization structure provides both, allowing the stores managers to be responsible for the stores and the department heads work together and report to the store …show more content…
Top managers must reevaluate the business strategies, goals, and policies; they must also refocus their employees on achieving the objectives outlined in the company plan (Daft, 2013). The plan should include stocking more than just meat and produce items such as non-food items. The plan should also refocus the stores to the ‘serve the customer’ attitude of Doug Cummins. In the journey to be successful again, C&C should not try to become a big discount retailer, the key to its success is knowing their place in the grocery store market, knowing their customers, and knowing what they want and providing it with excellent, personable customer service. The chain has to identify clear roles for each level of management down to the store managers; this would allow each member of the team to feel as though he or she is a valuable member of the