Whole Foods Case Study Part 3: Analyzing Democratic Approaches

1 Week 6: WHOLE FOODS CASE STUDY PART 3 Whole Foods Case Study Part 3 (Chapters 13-14) Francis Ash November 28, 2023 University of Arkansas at Grantham MGT515 Measurement & Assessment Strategy Dr. Sara Wilcox

2 Week 6: WHOLE FOODS CASE STUDY PART 3 WHOLE FOODS CASE STUDY PART 3 (Chapters 13-14) Analyze effects of the democratic approach to store operation and hiring new associates on store performance. (Ch 13) This style of approach helps create an environment that shows value to the within the employee aspect. It helps make them feel welcome and gives them a chance to have a say so in the direction of the organization. IA democratic approach also increases the morale and motivational level as well as a sense of employee equality. Having some say over some of the variables at play in their individual store helps with this. Being part of the decision-making process on new hires also helps with this because team members help pick who best fits the existing team of associates. It also helps ensure that new hires are compatible with the organization’s values, since, at least in theory, existing team members already exhibit those values. Although personal fit with structure and culture is important, two issues must be addressed. First, an organization that hires only those who fit existing organizational characteristics may find it difficult to make major changes when they become necessary. With individuals throughout the organization sharing preferences and values, the organization may be resistant to change. To remain adaptive, an organization may want to hire a few key individuals who do not fit [CITATION Mil14 \p 435 \l 1033 ] . Whole Foods now faces a significant amount of competition. How should it respond to the changes in the competitive landscape of its industry? What future challenges do you envision for Whole Foods market? (Ch 14)

3 Week 6: WHOLE FOODS CASE STUDY PART 3 At this point Whole Foods will have to rationalize changes to their managers and get them on board with the reasons the company needs to change to survive. Leaders would also have to get their employees to invest, in return. They’ll also have to work hard to convince their employees that as Whole Foods start to change it is still a stable place to work, otherwise they may look to seek new employment. The next step will be to ensure information related to various changes is disseminated competently and clearly, so low-level managers and associates can make it happen for the executives. Leaders will need to ensure shifts in behavior among subordinates are occurring. Finally, processes need to be put in place by which the new status quo is evaluated, and employee buy-in to the new way of doing things must be reinforced (Organizational Behavior, Ch 14., p458).

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4 Week 6: WHOLE FOODS CASE STUDY PART 3 REFERENCES References Colella, M. A. (2014). Organizational Behavior. Available from: Bookshelf, (4th Edition). In M. A. Colella, Organizational Behavior (pp. 8-343). New Jersey: John Wiley & Sons. UMASS. (n.d.). What is transformational leadership? Understanding the impact of inspirational guidance . Retrieved from UMass Global Main Campus: https://www.umassglobal.edu/news-and- events/blog/what-is-transformational-leadership

5 Week 6: WHOLE FOODS CASE STUDY PART 3

6 Week 6: WHOLE FOODS CASE STUDY PART 3

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