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Sainsbury's supermarket.

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INTRODUCTION John James and Mary Ann Sainsbury established Sainsbury's Supermarkets in 1869. Sainsbury's is Britain's longest-standing major food retailing chain. The Founders principles and values still guide the Sainsbury's team today - to be the customer's first choice for food shopping by providing high-quality products, value for money, excellent service and attention to detail. A typical large Sainsbury's supermarket offers over 23,000 products - 40% of these are Sainsbury's own brand. In addition to a wide range of quality food and grocery products, many stores offer freshly baked bread, delicatessens, pharmacies, coffee shops, meat and fish counters, restraints and petrol stations. Sainsbury's has over 512 stores throughout the UK and they serve over 11 million customers per week. Many of the stores built, have been built on previously derelict sites, bringing much needed regeneration to towns where manufacturing industry had declined. Such sites made it possible for most of Sainsbury's new stores to be located in, or close to, town centres. Sainsbury's supermarkets employ over 145,000 people. Of these 60% are part time workers and the other 40% are full time workers and 62% of the employees are women. Sainsbury's established an early lead in the introduction of in-store technology like scanning, Eftpos, computerised stock control and sales-based ordering: techniques, which brought it huge competitive advantage. It also became a world leader in the use of computerised energy management, which, together with measures such as heat recovery from refrigeration plant and in-store bakeries, brought substantial reductions in the company's energy consumption. In the areas where Sainsbury's trades, they take into account and aim to respond to local retailing and employment needs. During construction they also consider the sustainability of the store, potential for regeneration of the area and sympathetic design. Consultation with the local community and consideration towards their neighbours are also priorities for Sainsbury's both during construction and through to trading and beyond. ...read more.


So it is very important to employ a good recruitment and selection so that ideal staff is found for the job. Sainsbury's has 3 different levels within its structure. These are: * The technical level - this is concerned with specific operations and discrete tasks, with the actual jobs or tasks to be done, and with performance of the technical function. In Sainsbury's this is the administrative process within the organisation. The technical level interrelates with the managerial level. * The managerial level - is concerned with the co-ordination and integration of work at the technical level. Decisions at the managerial level relate to the resources necessary for performance of the technical function, and to the beneficiaries of the service and products provided. Decisions within Sainsbury's at this level will be concerned with mediating between the organisation and its environment and possible the administration of the internal affairs. The managerial level interrelates with the community level. * The community level - is concerned with broad objectives and the work of the organisation as a whole. Decisions at this level will be concerned with the selection of operations, and the development of the organisation in relation to external agencies and the wider social environment. In Sainsbury's this is the board of directors including external representatives; in order to provide a mediating link between the managerial organisation and the co-ordination of work at the technical level. "Neat structural organisation and good management are not synonymous. The contrary view gained creditability from the early work at McKinsey of Robert Waterman, Tom Peters and others, Waterman, however quickly saw that the true organisation wasn't about structure, but about increasing the long-term capabilities of the business. That hinges fundamentally on people and relationships between them" Robert Heller Sainsbury's is a decentralised organisation; this is because of the increase in size over the years, the geographical separation of different parts of the organisation and the need to extend services and activities to remote areas. ...read more.


PROPOSAL FOR IMPROVEMENT Sainsbury's state that they understand the nature and importance of teams, however this put into practice does not actually happen. The mangers tend to make all the decisions and delegate down to the subordinates; this isn't good teamwork. Looking at what some of the theorists say about teams (below) it is obvious that Sainsbury's does not follow good teamwork and the structure of the company also affects teams as Laurie J Mullins states: "The general movement towards flatter structures of organisation, wider spans of control and reducing layers of middle management, together with increasing empowerment of employees, all involve greater emphasis on the importance of effective team working." Heller also contradicts how Sainsbury's run their teamwork within the organisation: Heller refers to the need for new managers and new methods, and includes as a key strategy for a new breed of managers in a dramatically changed environment; 'making team-working work - the new, indispensable skill' How people behave and perform, as member of a group is as important as their behaviour or performance as individuals. Not only must members of a group work well as a team but each group must work well with other groups. Harmonious working relationships and good teamwork help make for a high staff morale and work performance. Effective teamwork is also the element of modern management practices such as empowerment, quality circles and total quality management, and how groups manage change. ACAS state that teamwork can improve competitiveness by: * Improving productivity * Improving quality and encouraging innovation * Taking advantage of the opportunities provided by technological advances * Improving employee motivation and commitment So in order to improve the organisation Sainsbury's change their structure towards flatter structures and wider spans of control, but also reduce layers of middle management and the giving their employees empowerment. Not only this but they must put a greater emphasis on team working within all areas of the organisation and create harmonious relationships between all sectors of management and their subordinates. 1 ...read more.

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