Organizational Behaviour
Wegmans has been a family run business since its start in 1915. They are currently in their third generation of the Wegman family as leadership.Wegmans is a model. It shows that companies can train, innovate and profit at the same time.They have always considered themselves a values-based organization. However, Wegmans’ values were first articulated in 2001, with empowerment added in 2003.Take good care of employees so they can provide their best customer service.Nowadays Wegmans operate 70 stores acrossVirginia, New York, Pennsylvania and New Jersey with more than $4.5 billion revenue annually. In this project, we will answer to the questions that founded in the case study. First, we will describe the culture of Wegmans company, then we well discus about the primary source of Wegmans’ culture and how they would be able to sustain that culture. Finally we will explain the SWOT analyses for Wegmans Company.
Q1: describe the culture of wegmans
As we study in this course, we found out that wegmans culture is likely a clan culture because of the two dimensions,they has flexibility in control orientation and internal forms of attention. As Wegmans describe their culture they said: “‘Employees First, Customers Second’: Wegmans’ Work Culture”. These meanthat they are focusing on their employee. The attribute of Wegmans culture that they are work not according to contract terms, they work according to family term. The employees in Wegmans feel pride to be in membership with Wegmans as well as they feel that they are the ownership of Wegmans Company. Also they believed that teamwork, participation, and consensus decision making are lead to success. “Our values are a way of giving freedom to our people. Once you share a common set of values, you can go and be yourself. This is something we live,” CEO, Danny Wegman said. An example of how Wegmans lives their values is their scholarship program for employees. Each year, Wegmans gives nearly $4.5 million towards tuition for employees to continue their education. Wegmans operates 76 stores in five states. However, their culture and their commitment to their employees seem to transcend individual stores or regional boundaries. And, in turn, they have earned remarkable loyalty among employees. Nearly 95% of people who worked at Wegmans started at the bottom, either bagging groceries or at the customer service desk. People at Wegmans generally don’t get fired unless they do something extreme. Wegmans focus on developing and attracting people who don’t think they will work on retail during their life. Also they open new store to establish the culture to help new employees “learn the ropes to skip and those to know”. Wegman doesn’t open new location until making sure that their employees are fully prepared to implement the work missions.
Q2: What is the primary source of Wegmans’ culture? How has Wegmans been able to sustain the culture?
The primary source of Wegmans culture is there employees ‘Employees first, Customers second’ that is their philosophy. As we know, organization’s manager should treat her employees as an eternal customer of the organization,they are the key contributor to the success of organization. To provide better external customer service, you should start internally; satisfied employees are more willing to please customers. The employee’s satisfaction will derive to increase the productivity and customer’s satisfaction. If you want to get the best level of work from your employees , you should let them feel happy and comfortable.That is the secret of wegman success, in wegman company, there is no mandatory retirement age for the employees also they has never laid off any workers. They reinvested all of their profit in the company or share it with their employees.According to Kevin Stickles -the company’s vice-president for human resources- : “Our employees are our number one asset, period,”. The model of Wegman is knowledgeable, superbly trained and happy employee who creates a best experience for customers. By treating there employees well and provide benefits and incentives for them ,wegmangained their loyalty behind their productivity , also that good in part to keep them from gravitating to other competitors.Wegman provide for their employees a competitive wages, solid training and comprehensive benefits. The values from this incentives are high, it make the employees love to work and customers love to shop. Here are some examples:
Training:Wegmans invests the necessary time to train its workers properly. Full-time employees’ training approximately around 6 months,but the part-time employees’ training are more than a month. They spends $1.5 to 2 million on labour costs at the six months before opening a new store. They want to be sure that all of their employees have adequate time to participate in its on boarding programs, as well as live training in the store.
?Training: Wegmans provide around 6 months of training for their full-time employees and more than one month for part-time employees’.
Communication: Wegmansmanager’s communicate with their employees very well, they never do any important things without telling their employees before. They try give their employeesenough time to familiarize withe changes.
Relationships: Wegmans managers seek to develop relationships with their workers. Build great relationships will make employees feel that they are part of the Wegman family.
Flexible Scheduling: by having flexible scheduling Wegmans work with their staff so they can have a balance between their work and personal life.
To sustain a culture, Wagmans followed 6 methods:
1: What manager and teams pay attention to. Worker should hear and know what are the important things for the manager.
2:Reaction to organizational crises. When there are crises What is the reaction of the manager, managers sending a message by their reactions.
3: Managerial role modeling ,teaching, coaching. The managers style that they teaching their employees based on.
4: Criteria for rewards and status. The managers criteria to giving rewards for their employees.
5: Criteria for selecting and promotion. The way the managers select their employees based on and rising their salary and promotion.
6: Organizational rites, ceremonies, stories. Stories some time explained the culture of the organization for the worker.
Question 3: What are some threats to sustaining Wegmans’ culture? How can these be overcome?
Organizational culture can be defined as the behaviors that contribute to the required environment for business growth and development. It is based on the company’s experiences, expectations and values. Culture holds an entity together, brings out the right image for it, shapes the workings within the company and directs it towards achieving future dreams (Cole, 2000). Companies ready to venture into businesses have to develop a culture and retain it. Upon following their culture, business entities raise their productivity, serve their customers better, produce quality and safe goods and generally build their employees.
Wegmans is a company that has developed its culture over time in the food industry. However, its culture faces threats from various factors. Wegmans stated out as a family based business. Various threats have arisen over time and barred the development of its culture. These challenges have not been addressed effectively and they keep on accruing again. Being a family based company; it has had a culture of employing relatives (Cole, 2000).
In case of promotions, the management again turns on these relatives, who may not be experienced in the new job that is being awarded. Consequently, other hard working employees who are more dedicated to the operations of the entity are left out. Due to their merits and abilities, they feel uncared for and leave to work for other companies. Some lose the motivation and desire to work within the entity and instead opt to spend time idling. On the other hand, the employed family members tend to be more relaxed since they cannot face consequences for not performing. This tends to reduce culture of hard work among the employees and its impact is on the company’s profits and share of the market (Cole, 2000).
Managers in Wegmans, most of whom are from the same family lineage, always let their emotions to run the premises. This culture of not separating emotions from business tends to affect the company directly. It becomes difficult to pass on critical decisions and feedback to juniors who may be related. This aspect makes the managers to appear as though they have no control over the employees. It gets difficult to make effective decisions in this circumstance (Cole, 2000). Other managers become insensitive and eventually unapproachable by other staff. This poses a threat to having a sustainable culture in a business premise and it has affected Wegmans over time.
The trend towards employing family friends, promoting people within the company and not opening itself out to new employers from other companies is another issue affecting the growth and development of a sustainable culture. Again, employers within the company are not opened to growth opportunities. It is normally difficult for employees who are out of the family line to access leadership positions. Many talented employees hence tend to move on to new ventures in the same industry (Cole, 2000). This culture tends to put the other staff members in the middle incase feuds arise and they will tend to avoid being employed by such a company. Family based companies tend to lack a proper succession plan.
In between the management gap, a crisis arises, which may lower the development of a business entity. As a result, losses are incurred, time is wasted in trying to visualize the person to take the management position, and employees take time thinking about their future manager and forget about the vision of the company. It is always a period of confusion and Wegmans has been threatened by this situation severally.
SWOT analysis in Wegmans
To cope up with these threats in Wegmans Company, the SWOT analysis can be adapted and applied. This will ensure the company’s success in retaining its market share and venturing into new markets. One of the identifiable strengths in the company is the ability to gear employees towards achieving the same goal. The employees are normally educated about the goals and various roles are always set straight for each employee to participate (Cole, 2000). This always enables people to have their minds and skills work together and develop new ideas for the betterment of Wegmans.
The weakness on the other hand is the fact that the company has had to deal with the issue of feud due to its family base. It has had a culture of internal conflicts. This is because the management has not separated business from personal life. The issue of varied interests amongst the management team has a hand in this issue since the management brings in egos and rivalries into the business environment (Cole, 2000).
A culture of setting time to listen to employees’ visions is an opportunity that needs to be set in the entity. They will share their goal-oriented thoughts and see the management execute them. There is need for people to reach out for aid and in response feel appreciated when they assist others. It is good also for the management to establish practices that acknowledge the company’s welfare and the employees’ welfare (Cole, 2000).
Threats to a sustainable business culture will always arise but they can be solved once they are well thought of. The adapted ways of solving such threats vary from company to company. Wegmans, under its management, has to adapt to the above strategies to avoid the effect of such threats.
Conclusion
In conclusion, we can say that due to the sustainable business culture at Wegmans, success of Wegmans as a company has been very easy. The motivational methods of their employees has made them become one of the most competitive company in the supermarket industry. The training and benefits that the company gives to its employees enables them to work for the company when fully motivated and at the same time helps their employees to better their lives through the trainings they undergo. The manner in which the employees are treated also contributes highly to its success. The value and respect that the company and its management have for its employees and their ideas makes the staff at Wegmans proud to work there thus boosting the performance due to high morale in the staff they have.
Therefore, we can say that the value of the work that Wegman does in the way that it has value for its employees and the values that the company stands for makes Wegman be as successful as it is and as it has always been since the birth of the company. The company
References
1) http://www.valuescentre.com/uploads/20101027/Wegmans%20Leadership%20Development%20Focus.pdf
2) http://www.theatlantic.com/business/archive/2012/03/the-anti-walmart-the-secret-sauce-of-wegmans-is-people/254994/
3) http://www.chartcourse.com/appreciate-your-staff-the-wegman-way/
4) Cole, G. A. (2000). Organizational Behavior: Theory and Practice. Stamford, CT: Cengage Learning.

Organizational Behaviour

Final Examination – 2016

(PLEASE PRINT YOUR DETAILS IN CAPITAL LETTERS)
Course Code: MBA 602
Course Title: Organizational Behaviour
Student ID:
Name:
Batch:

INSTRUCTIONS TO CANDIDATES
1. Exam Conditions start NOW.
2. You are not supposed to use any material or other resources which has not been authorised for the exam. You are reminded that PLAGIARISM clause is in place as a part of assessment discipline.
3. For any referencing work refer to the Harvard referencing guide for assistance.
4. Start drafting answers in Electronic Answer Sheet provided to you.
5. Mention Correct Question and Sub Question Number for accurate correction. Once you are done with your examination, save the answer script as FIRST NAME_LAST NAME_STUDENT ID NO_DD_MM_YYYY & mail it as a normal email as an attachment [email protected]
6. Any submissions received after the due date will be charged AED 1000 as late submission penalty.
7. Plagiarised submission will not be accepted for correction and the student will be graded “0”
8. DO NOT TAMPER WITH THE QUESTION PAPERS BY ANY MEANS
Part A : Descriptive Question(5 marks )

Q.Based on your understanding to the Organizational Behavior, do you find any correlation between Ethics and Organizational Behavior? If so, please elaborate your thoughts in few lines.

Part B :Case Study – H-Care – Paramedical Services

H-Care, a Health Care Services Company established in the UAE since 25 years providing the following:
1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test
3- Physiotherapy
4- Diabetes Management
5- Senior Care
6- Polyclinic Medical Services and General Health for adults
H-Care occupies a very large spaces but only 60% of the space is used for the current operation.
With the competition and the growth of business and demand, H-Care starts losing market share because of its low quality of services comparing with competition.
The current structure is a simple a classic structure described as the following:
The CEO, the Medical Department for polyclinics, the Lab Department that includes ECG and Lab, the Special Care Department that includes Physio, Diabetes, Senior care, and the Administration Department that does all the other functions of administration, accounting, human resources, finance, etc . . . .
The Chief Executive Officer “CEO” of H-Care decides to:
1- Increase the quality of services by introducing the most advanced technics and using the E-Business as a tool to deliver results to patients, this should allow to have a historical medical track record of each patient something that, according to the CEO will retain the patients

2- Introducing new services by adding to the menu of services some of the lite plastic surgery interventions for Women and Men, that are the most demanded (Filling, Botox, Liposuction, Soft Skin Lifting and Stretching, Laser, etc), especially that the premises and available spaces allow to expand the menu and use these idle spaces
The CEO needs to brainstorm with the operating Team:
(i) the Chief Medical Officer “CMO” a 70 years’ doctor, with very high medical experience and successful track record leading a team of six doctors in different specialties

(ii) (ii) The Chief Lab Officer “CLO”, a young Lab Doctor leading a team of technicians working with H-Care for an average of 15 years’ time

(iii) the Chief Operating Officer “COO”, a senior Business Administration and Accounting specialist working with H-Care since its inception and leading a team of different employees handling, accounting and finance, administration, Human resources procurement and other functions.
The Chief Executive Officer is an Economist holding a Ph.D. In Economics and a Master Degree in Hospital Management carrying behind 20 years of experience in the field, constantly involved in research and development of the health care and hospital management field. The CEO succeeded to convince the BoD of his new Strategy, his Vision to the future of H-Care employing 12 Doctors, 20 Technicians and 5 other Staff members (CMO, CLO, COO included), the total number of staff being 38 including the CEO. They provide 12 hours’ services a day, 7 days a week, 365 days a year.
As a summary the company structure shows as the following:

Department Functions/Services Number of Employees Head
CEO Chief Executive 1 CEO
Medical Polyclinic Medical Services and General Health for adults 10 Doctors in different specialties CMO
Lab 1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test 10 Technicians
1 Doctor
CLO
Medical Support 1- Physiotherapy
2- Diabetes Management
3- Senior Care 10 Technicians
1 Doctor —
Administration 1- Admin
2- Accounting
3- Finance
4- Human Resources
5- Procurement 5 Employees COO
Total Employed = 38

H-Care financial situation is always healthy meaning they are not suffering from Losses. The decline in the market share resulted in decline in the Net Return of Equity (NRE) from 25% to only 7%, which triggered the need to follow the market trends and make a serious change to increase the profitability.
Implementation is the most critical phase. The CEO being aware of his internal staff and the individuals’ behavior that could impact the entire organizational behavior, and being aware of the volume of change required for the implementation and the resistance to that change that might occur, he decided to hire a consultant in Organizational Behavior and Change Management.

You are the appointed Consultant, having the above described facts, you have the entire feasibility study and you want to start your mission.
1- Consultant vs Medical Doctors, serious challenge. Describe your personal opinion related to the current business of H-Care and the new goals and objectivesfrom a Marketing and Business Opportunity perspectives? Do you agree with the CEO development approach? Please explain your idea and or additional recommendations if any. What would be your road map to start your mission and deal with the initial problem solving to control and change the individuals’’ behavior and engage every one of the seniors ie CMO, CLO, COO? Please define the steps and describe your approach to apply each one. (16 marks )

2- What kind of internal structural and/or functional change would you propose to meet the objectives of the CEO? How these changes should be communicated internally (Internal Communication Strategy) to engage the stake holders enough and make the implementation successful? Please elaborate your ideas. (16 marks )

3- In your description of the structural change, you might need to create new jobs or to adapt some jobs to the new change requirements, things that my lead to develop new job and or modify the existing jobs. What would be your approach to make the Jobs as much as possible aligned with people expectations to ensure their positive attitude? Please elaborate each point you may consider. (16 marks )

4- As you may know, any change is naturally faced by resistance. the proposed change is faced by a severe resistance at all levels, and you are assigned to deal with the different expected forms of change. Describe each form of resistance that you will be expecting and how will you be dealing with the source of each of the identified forms? Please elaborate. What would be your tactics to overcome these challenges? What would be your approach to build the culture of change among the team? (16 marks )

5- By creating a certain level of satisfaction at the job level, you definitely expect results. Please define the outcomes of the job satisfaction and how would you measure these outcomes? (16 marks )

6- BONUS QUESTION
During your mission, you detect that the COO has an emotional behavior that might challenge the change process. You easily detected this behavior by specific findings such as emotionally fragile individual, less able to hide his increasingly obvious psychological, behavioral and physical distress, and it showed up in some combination of the symptoms such as persistent hopelessness, despair or sadness, Personality change: listlessness, withdrawal from activities and relationships, self-imposed isolation, avoidance of others, inability to listen or sit still, Deterioration of performance: missed deadlines, tardiness, absenteeism, low morale, missed key meetings, irritability, ineffective or inappropriate delegation of responsibility, undue sensitivity to criticism and performance feedback, Deterioration of appearance: weight gain or loss, poor grooming, disheveled appearance, Substance abuse: addiction to anti-anxiety drugs. Please explain what who you do to recuperate the COO and embark him in the change process? What would be your approach? Please explain in details.(5marks )
~end of examination~

Organizational Behaviour

Final Examination – 2016

(PLEASE PRINT YOUR DETAILS IN CAPITAL LETTERS)
Course Code: MBA 602
Course Title: Organizational Behaviour
Student ID:
Name:
Batch:

INSTRUCTIONS TO CANDIDATES
1. Exam Conditions start NOW.
2. You are not supposed to use any material or other resources which has not been authorised for the exam. You are reminded that PLAGIARISM clause is in place as a part of assessment discipline.
3. For any referencing work refer to the Harvard referencing guide for assistance.
4. Start drafting answers in Electronic Answer Sheet provided to you.
5. Mention Correct Question and Sub Question Number for accurate correction. Once you are done with your examination, save the answer script as FIRST NAME_LAST NAME_STUDENT ID NO_DD_MM_YYYY & mail it as a normal email as an attachment [email protected]
6. Any submissions received after the due date will be charged AED 1000 as late submission penalty.
7. Plagiarised submission will not be accepted for correction and the student will be graded “0”
8. DO NOT TAMPER WITH THE QUESTION PAPERS BY ANY MEANS
Part A : Descriptive Question(5 marks )

Q.Based on your understanding to the Organizational Behavior, do you find any correlation between Ethics and Organizational Behavior? If so, please elaborate your thoughts in few lines.

Part B :Case Study – H-Care – Paramedical Services

H-Care, a Health Care Services Company established in the UAE since 25 years providing the following:
1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test
3- Physiotherapy
4- Diabetes Management
5- Senior Care
6- Polyclinic Medical Services and General Health for adults
H-Care occupies a very large spaces but only 60% of the space is used for the current operation.
With the competition and the growth of business and demand, H-Care starts losing market share because of its low quality of services comparing with competition.
The current structure is a simple a classic structure described as the following:
The CEO, the Medical Department for polyclinics, the Lab Department that includes ECG and Lab, the Special Care Department that includes Physio, Diabetes, Senior care, and the Administration Department that does all the other functions of administration, accounting, human resources, finance, etc . . . .
The Chief Executive Officer “CEO” of H-Care decides to:
1- Increase the quality of services by introducing the most advanced technics and using the E-Business as a tool to deliver results to patients, this should allow to have a historical medical track record of each patient something that, according to the CEO will retain the patients

2- Introducing new services by adding to the menu of services some of the lite plastic surgery interventions for Women and Men, that are the most demanded (Filling, Botox, Liposuction, Soft Skin Lifting and Stretching, Laser, etc), especially that the premises and available spaces allow to expand the menu and use these idle spaces
The CEO needs to brainstorm with the operating Team:
(i) the Chief Medical Officer “CMO” a 70 years’ doctor, with very high medical experience and successful track record leading a team of six doctors in different specialties

(ii) (ii) The Chief Lab Officer “CLO”, a young Lab Doctor leading a team of technicians working with H-Care for an average of 15 years’ time

(iii) the Chief Operating Officer “COO”, a senior Business Administration and Accounting specialist working with H-Care since its inception and leading a team of different employees handling, accounting and finance, administration, Human resources procurement and other functions.
The Chief Executive Officer is an Economist holding a Ph.D. In Economics and a Master Degree in Hospital Management carrying behind 20 years of experience in the field, constantly involved in research and development of the health care and hospital management field. The CEO succeeded to convince the BoD of his new Strategy, his Vision to the future of H-Care employing 12 Doctors, 20 Technicians and 5 other Staff members (CMO, CLO, COO included), the total number of staff being 38 including the CEO. They provide 12 hours’ services a day, 7 days a week, 365 days a year.
As a summary the company structure shows as the following:

Department Functions/Services Number of Employees Head
CEO Chief Executive 1 CEO
Medical Polyclinic Medical Services and General Health for adults 10 Doctors in different specialties CMO
Lab 1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test 10 Technicians
1 Doctor
CLO
Medical Support 1- Physiotherapy
2- Diabetes Management
3- Senior Care 10 Technicians
1 Doctor —
Administration 1- Admin
2- Accounting
3- Finance
4- Human Resources
5- Procurement 5 Employees COO
Total Employed = 38

H-Care financial situation is always healthy meaning they are not suffering from Losses. The decline in the market share resulted in decline in the Net Return of Equity (NRE) from 25% to only 7%, which triggered the need to follow the market trends and make a serious change to increase the profitability.
Implementation is the most critical phase. The CEO being aware of his internal staff and the individuals’ behavior that could impact the entire organizational behavior, and being aware of the volume of change required for the implementation and the resistance to that change that might occur, he decided to hire a consultant in Organizational Behavior and Change Management.

You are the appointed Consultant, having the above described facts, you have the entire feasibility study and you want to start your mission.
1- Consultant vs Medical Doctors, serious challenge. Describe your personal opinion related to the current business of H-Care and the new goals and objectivesfrom a Marketing and Business Opportunity perspectives? Do you agree with the CEO development approach? Please explain your idea and or additional recommendations if any. What would be your road map to start your mission and deal with the initial problem solving to control and change the individuals’’ behavior and engage every one of the seniors ie CMO, CLO, COO? Please define the steps and describe your approach to apply each one. (16 marks )

2- What kind of internal structural and/or functional change would you propose to meet the objectives of the CEO? How these changes should be communicated internally (Internal Communication Strategy) to engage the stake holders enough and make the implementation successful? Please elaborate your ideas. (16 marks )

3- In your description of the structural change, you might need to create new jobs or to adapt some jobs to the new change requirements, things that my lead to develop new job and or modify the existing jobs. What would be your approach to make the Jobs as much as possible aligned with people expectations to ensure their positive attitude? Please elaborate each point you may consider. (16 marks )

4- As you may know, any change is naturally faced by resistance. the proposed change is faced by a severe resistance at all levels, and you are assigned to deal with the different expected forms of change. Describe each form of resistance that you will be expecting and how will you be dealing with the source of each of the identified forms? Please elaborate. What would be your tactics to overcome these challenges? What would be your approach to build the culture of change among the team? (16 marks )

5- By creating a certain level of satisfaction at the job level, you definitely expect results. Please define the outcomes of the job satisfaction and how would you measure these outcomes? (16 marks )

6- BONUS QUESTION
During your mission, you detect that the COO has an emotional behavior that might challenge the change process. You easily detected this behavior by specific findings such as emotionally fragile individual, less able to hide his increasingly obvious psychological, behavioral and physical distress, and it showed up in some combination of the symptoms such as persistent hopelessness, despair or sadness, Personality change: listlessness, withdrawal from activities and relationships, self-imposed isolation, avoidance of others, inability to listen or sit still, Deterioration of performance: missed deadlines, tardiness, absenteeism, low morale, missed key meetings, irritability, ineffective or inappropriate delegation of responsibility, undue sensitivity to criticism and performance feedback, Deterioration of appearance: weight gain or loss, poor grooming, disheveled appearance, Substance abuse: addiction to anti-anxiety drugs. Please explain what who you do to recuperate the COO and embark him in the change process? What would be your approach? Please explain in details.(5marks )
~end of examination~