The Administration department supports all the activities of J-Sainsbury’s.
The administration department is involved in the day-to-day running of J-Sainsbury’s.
In order to be well-organised and efficient j-Sainsbury must have effective administration systems.
Administration work at J-Sainsbury’s will include, dealing with post, emails, replying to all letters and telephone enquiries, keeping records up-to-date and filed, dealing promptly with enquiries, responding quickly to complaints, organising meetings, photocopying documents, providing security systems and staff for the business, providing cleaning and maintenance staff for the business.
As you can see j-Sainsbury’s administration department has a lot of duties to do.
Dealing with post and emails correctly and quickly is important for J-Sainsbury’s there is always important information coming in the post and the administration department need to sort all the posts out and deliver it to the right section, so the section can get the information and respond to them also there are many letters and parcels to post which also need to be done by J-Sainsbury’s administration department.
Keeping records up to date is important because if other sections need past records the administration department know where it is and can get the records quick, and things can be done quicker in the whole company. This can also motivate the whole company if the communication is right and people working for the administration department understand each other work can be done quicker.
Also all paper work must be filed and kept tidy by J-Sainsbury’s administration department.
J-Sainsbury’s administration department has a responsibility arranging all the meetings for the manager. This involves confirming the date, time and the place of where the meeting will be held, booking the room, organizing the refreshments and making sure all the paper work is prepared.
The administration departments have the responsibility to respond to all enquiries which are made by the customers, prospective customers, from inside of the organization and even from the outside for example from suppliers or the companies bank, solicitor or even from local council and many others.
J-Sainsbury’s administration departments need to answer all the enquiries promptly and accurately.
Also J-Sainsbury’s administration department have other duties like purchase of all routine resources required by office staff. Things like small items of equipment, such as staplers and calculators to paper and envelopes.
J-Sainsbury’s administration department contract security from special firms. The security firms give all the training. Also other security like CCTV also is the responsibility of the administration department to provide security to staff and customers.
7b. J-Sainsbury’s is an example of a centralised business.
Centralised means that specialist staffs purchase everything required by the organisation. This is good for J-Sainsbury’s because this is often cheaper because they can bulk buy in greater discounts.
A high percentage of employees at head office are involved with administration.
The head office is an “office environment”. There are no products for sale and customers do not “shop” at the head office.
The working environment in the supermarkets/branches is very different from the head office.
A lower percentage of staff is involved in administration in the branches
J-Sainsbury.
Examples of administration in the branches include, organising efficient work rotors, keeping accurate records of staff attendance, filing all documents in a secure place, making sure all the maintenance checks are carried out on the equipment, responding quickly to all telephone enquiries.
If the administration is not effective the business will be inefficient and will not be successful.
7c. Finance department
The finance department at J-Sainsbury’s is concerned with all aspects of J-Sainsbury’s income and expenditure.
Income is all the money, which J-Sainsbury’s are making through sells of their products and getting interests on the loan service they provide.
Expenditure is all the money, which is spent on buying products, paying for staff wages and training and recruiting new employees.
A customers buying goods from J-Sainsbury’s is involved in a business transaction.
A transaction is when a customer pay’s money by cash, credit card, or any other method for a product or service, in return the customer gets the products or service which he/she has chosen. Also the customer receives an invoice, which is called a receipt. This is to prove of any products or service the customer has bought has been paid.
Every item purchased by J-Sainsbury’s is recorded electronically which was known as EPOS, Electronic Point of Sale, but in some companies like marks and Spencer it is known as POS, point of sale.
The Finance department records every item purchased by J-Sainsbury’s.
Wages for staff working different hours and different rates have to be calculated correctly also; bills must be paid promptly and accurately.
Accounts are produced from details of income and expenditure. Accounts are used to assess the performances of J-Sainsbury over the months and years.
Also the finance department have to check
Money received is checked carefully and recorded against each item sold and against each customer’s account.
All money received is banked as soon as possible.
At the end of each all the accounts are balanced so that any outstanding amounts are highlighted.
Statements will be sent to customer’s who buy on credit.
Control levels of debts owned to the company.
If any capital is needed.
J-Sainsbury’s finance department has to produce accounts every year by law for their shareholders, which have to be accurate. These accounts are called profit and loss account and balance sheet.
The finance department at J-Sainsbury’s investigates best sources of loans for large projects. For example the finance department would have to invest in large institutes to get the best deal.
8a. Human Resources Department
The employees are the most important resource in a business. There are many other resources, which are money (capital), buildings, equipment, land and materials.
The Human Resources department must motivate all employees in order to have a successful business. If employees work hard and are satisfied with there job then the Human Resources department have succeeded in doing there objective which will lead to accomplishing the departments aims.
To keep an employee happy the Human Resources department must make sure that the following is available for all the employees, good working conditions, to be treated fairly by your boss, to know you are working in a safe environment, to have opportunities to take further training, to be able to develop yourself and have the opportunity to gain promotion, to have protection against victimization, harassment, discrimination, and unfair dismissal, to be treated equally, no matter what your gender or race or whether you are disable in some way.
Human Resources department have many different activities, such as, the recruitment, retention and dismissal of staff, the training, development and promotion of staff, the monitoring and maintenance of good working conditions, health and safety, liaison with employee organisation and trade unions.
8b. Recruiting
The Human Resources department is responsible for recruiting new staff. There is a recruitment policy, which everyone must follow.
The cost of recruiting is high so the Human Resources need to make no mistake because mistakes can cost more money for the business.
Recruitment is a lengthy process and can be broken down into stages, which are, notification of the vacancy, constructing a job description, writing a person description, finding candidates, sending out applications forms and job details to job centre and other job agency’s to find people who are interested in that particular job vacancy, considering applications, short listing, interviewing short listed candidates and selecting.
8c. Retention
J-Sainsbury like any other company wants to keep their staff turnover low. They can do this by retaining their staff.
J-Sainsbury’s want to keep their staff turnover over low because hiring new staff willing cost money because the company has to train them.
J-Sainsbury’s can retain there staff by giving all employees good pay rate, promoting them, giving them a suitable working conditions, being equal to all staff, offering further development opportunities and making sure the staff do not get bored of the work. These are factors, which can motivate staff.
8d. Dismissal
The Human Resources department of J-Sainsbury’s have the responsibility of dismissing staff.
There are usually three stages to a disciplinary procedure, a verbal warning for a minor offence, a written (or final) warning for a serious offence or repeated minor offence or suspension, demotion, transfer or dismissal for a very serious offence. This is often called gross misconduct.
8e. Training
Training is very important which the J-Sainsbury’s Human Resources department must provide.
New staff needs to be made familiar with work and with health and safety requirements.
Staffs need to be trained for new methods of working.
All staff needs to be trained to maintain organizational efficiency.
Staffs are known to be more motivated if training and further development is provided because this may result to a promotion.
There are two ways that training opportunities can be provided
On-the-job
Off-the-job
On-the-job training is where you are trained at your work place in a normal everyday environment. When working On-the-job you can be disturbed a lot because the person who is training you may needs to go and help someone else.
Off-the-job training is when you are trained outside your normal working conditions.
8f. Development
Development is important to the company and staff.
All staff wants to develop further skills and this can benefit the company, by developing staff skills the staff are happy and this means staff are retained.
8g. Promotion
The Human Resources department also decides promotion.
Everyone wants to be promoted to get a better job and a higher pay rate.
The Human Resources have to look out, to see how much potential the staffs has to be promoted they have to look out for, their interest in the work and organization itself, their ability to mange their current job and responsibilities extremely well, their commitment, enthusiasm and willingness to help out when necessary, their ability to get on well with other people in the business.
8h. Working conditions
The Human Resources department must make sure that there are good working conditions for the staff.
At an interview you should be told what type of working condition you will be working inn.
I think the Human Resources department for J-Sainsbury’s is doing a good job in their activities because I know a lot of people who work for J-Sainsbury’s and they are all happy and satisfied with their jobs.
J-Sainsbury provides work/life employment policies, which help men and women to balance the demands of paid work and family life.
J-Sainsbury’s offers a wide range of policies to there employees, such as, part-time working, flexible contracts, job share, home working, enhanced maternity leave and pay, paternity leave, parental leave and careers break schemes of up to five years for childcare and special leave or up to one year for personal development of caring responsibilities.
This may attract people who would prefer one of these contracts.
J-Sainsbury’s Human Resources departments are committed in providing,
A working environment in which everyone feels valued, respected, able to contribute to the business
Also employing a workforce that recognizes the diversity of our customer and potential customers.
J-Sainsbury’s Human Resources department is dedicated in treating all their employees fairly; they were one of the top performing organizations on race and diversity in business in the community’s race for opportunity survey, which was published in June 2001.
J-Sainsbury’s Human Resources department also respect religious beliefs. This means a colleague may take time out during the day to pray or not work at all on holy days.
J-Sainsbury’s Human Resources department offers opportunities for people with a disability to gain work experience and employment with them. This is very important for the Human Resources department because you can’t judge to employee a person by his race, sex, appearance and disabilities.
The Human Resources department want to give everyone interested a chance to work for J-Sainsbury’s.
All adult employees’ colleagues are paid equal to or more than the national minimum wage.
Other benefits, which the Human Resources of J-Sainsbury’s provide, are save as you earn where all Sainsbury’s colleagues are able to purchase shares in the company at an agreed price and shares options are granted at a discount of 20 %.
Profit sharing scheme, this is where all colleagues have the opportunity to become shareholders by taking profit sharing in the term of shares, through they may take it as cash if they wish.
Staff discount, colleagues who have been employed by the business for six months by the business are eligible for a 10% discount when staff shops at Sainsbury’s.
Long service awards, all colleagues who have been working for J-Sainsbury’s for 15, 25 or 40 years are rewarded.
J-Sainsbury’s Human Resources department also provides other benefits like pensions, performance-related pay and bonus schemes.
J-Sainsbury’s Human Resources department aim is to be “ an employer for whom the widest range of people would like to work”. One key element in achieving this is their equality and diversity policy.
J-Sainsbury’s Human Resources department objective is to heighten awareness of the issues, make diversity decisions on equality and diversity and to communicate with colleagues on the subject.
J-Sainsbury’s successes is measured by a series of quantifiable targets and through feedback in their six-monthly talks back survey of their colleagues’ attitudes.
J-Sainsbury’s Human Resources department also aims for all colleagues to be able to work in an environment free from discrimination, harassment and bullying and that all colleagues, job applicants, customers and suppliers should be treated fairly regardless of, race, colour, nationality, ethnic origins or community backgrounds, gender; gender realignment, sexual orientation, and martial or family status, religious or political beliefs and affiliations, disability, real or suspected infection with HIV/aids, membership or non- membership of a trade union, differing working patterns and age.
The human resources department must make sure that they make the least amounts of mistakes in recruiting. I say this because recruiting the wrong people can cause loss of money to the company. If they loss money it will effect the quality of service which the provide because if they start loosing money they may cut down in jobs and give some redundancies which will cause a big problem in the general running of the store.
9a. Head office
J-Sainsbury’s is an example of a centralised business. A high percentage of employees at head office are involved with administration. The Head Office is an ‘office environment’. There are no products for sale and customers do not ‘shop’ at the Head Office. The working environment in the supermarkets/branches is very different from the Head Office
J-Sainsbury’s is a centralised business with the Head Office, which is in charge of all J-Sainsbury’s branches. Each branch is only concerned with its own company and how much profit there own branch makes.
Administration work in different branches of J-Sainsbury’s include:
Organising efficient work rotes, keeping accurate records of staff attendance, filing all documents in a secure place, making sure all the maintenance checks are carried out on the equipment, responding quickly to all telephone enquiries.
If all these tasks are performed efficiently and accurately it will contribute to the success of the business.
If the administration is not effective the business will be inefficient and will not be successful.
To do administrative work it is essential that you are well organized and that time is used effectively. The bulk of administration at J-Sainsbury’s is said to be conducted at head office. Employees that work in the store and employees that work at the Head Office do totally different types of jobs.
Employees working in J-Sainsbury’s superstores deal with customers face to face. Whereas head office employees deal with mail, computers, sort documents and produce reports. All the employees who work at the head office work together to produce the paper work for each branch. Basically they go unnoticed by customers but get paid a lot more than the branch staffs.
The other departments also link up with the administration department. For example when the human resource department finds that there is a vacancy available it is the job for the administrative department to send application forms to applicant but these application forms could not be made without money therefore the finance department comes in.
9b. Marketing and Sales
It is the role of the marketing and sales department in a business that is making a product or providing a service to be aware of different types of customers.
Different types of customers will require contrasting types of products.
(E.g. different types of holidays, cars, music and in my case food.)
Market research involves the collecting of information about what is happing in the mind of the customers.
Information can be gathered in two ways, Primary research and secondary research.
Primary research is asking someone his or her views or opinions. In market research terms this is called survey.
A survey may be conducted face to face, by telephone or by post.
Postal surveys
Postal surveys normally have a poor response unless a prize or incentive is offered to tempt the people to complete them.
Telephone surveys
Telephone surveys are popular and are cheaper than having to interview someone face to face. This method is often used for more in- depth surveys.
For a survey to be valid the sample surveyed must be large enough to give significant results and it must be focused on key customers.
It is no good surveying car owners about the local bus service.
Secondary research is often known as “desk research”. It relates to looking up facts and figures in books, magazines, on computer databases and in company files. In other words, you are looking at information that already exists, rather than creating your own.
Companies can buy information from other company databases, and obtain statistics about consumer expenditure and details of other competitors.
The main activities of the marketing department is to,
Market research
To find out what customers want and need.
To find out customer opinions on new or existing products.
2) Promotion
To inform the customers that their particular firm can fulfil these needs.
Sales
To provide goods/services the customer now things he or she needs.
One of the first things an organisation must do is to decide its marketing mix for a particular item. This comprises the four P’s are which product, promotion, price and place.
9c.The marketing process
Researching the market
Planning and development/determining marketing objectives and strategy
Producing product
Pricing the product
Placing the product
Promoting the product
Monitoring and evaluating results
Modifying objectives and strategies
Sainsbury’s, as do many other retailers and manufacturers, develop many new types of food products - Sainsbury's alone launches approximately 1,000 every year!
The marketing team plans a strategy for informing customers about the new product that is about to be launched. They will work with many other areas of Sainsbury's to gather information about the target group at whom the product is aimed, how the product benefits the customer (the unique selling point) and the product image. The team will then work out the best possible strategy for marketing the product. For example, this may involve TV or magazine adverts, in-store promotions (e.g. product sampling and demonstrations), and links to Reward Points or money-off vouchers.
J-Sainsbury’s marketing team plans a strategy for informing customers about the new product that is about to be launched. They will work with many other areas of J-Sainsbury’s to gather information about the target group at whom the product is aimed, how the product benefits the customers and the product image. The team with then work out the best possible strategy for marketing the product. This may involve TV or magazine adverts.
Once the product had been agreed and given product safety approval the packaging design brief can be completed.
The brief includes the following information, the on- pack product name and description, ingredients, nutrition information, size and weight, best before/ use by date, storage, cooking instructions and any claims that are to be made, if it is suitable for vegetarians.
Also the details the type of packaging materials and printing process to be used is important to for the marketing department. The customer may not by the product because of the packaging, so it must catch the customer attention.
The J-Sainsbury’s marketing department will then have to launch the product in their stores. These products are distributed from depots around the UK. Before the product arrives in store, information is sent to the store about where the product should be placed and leaflets may be provided for customers. Some products may also be advertised in newspapers, magazines and on television.
J-Sainsbury tries to promote their products by offering free sample, point-of-sale demonstrations, special discounts and special offers. They also have special extra bonus points for there new products.
J-Sainsbury’s sales departments do both direct and indirect sales.
Indirect sales are made when a provider of the product sells to the consumer through a middle person as an agent or wholesaler. For example if you wanted to buy a house you would have to go through an agent.
J-Sainsbury’s direct sales are made when a provider of the product sells direct to the consumer without a middle person.
I say J-Sainsbury’s do both direct and indirect sales because J-Sainsbury’s have brands which they make them self’s and they also sell other products which they but form the wholesalers.
Marketing department is very important to J-Sainsbury’s because marketing makes more sells. For example Jamie Oliver is very important for J-Sainsbury’s because he make more sales in food and spices that he promotes.
10a. How all different functional areas interact to achieve the businesses aims
J-Sainsbury has many aims. Some are: Profit, expand and providing high quality products
10b. Aim: To have high quality products for customers.
In order for J-Sainsbury’s to achieve this aim, of having high quality products, all functional departments must work together.
The marketing and sales department would have to do research on what customers are expecting of products and at what price. Also the marketing department will do advertisements to make customers more aware of the high quality products, which, J-Sainsbury’s offer.
The work of all the other functional departments will cost money, which the finance department must have. If the finance departments don’t have this capital it will delay work of other functional areas. E.g. if the marketing and sales department wanted to do advertising, this will cost money, if the finance department don’t have this capital it will the work of the department.
Also the human resources department must hire and train the right staff, to the highest standard they can. This will result to giving high customer service.
The administration department must have records of all paper work. So if any of the other functional departments wanted to check up any paper work, the administration department should have every thing in order.
If there are any meetings, it is the duty of the administration department to organise this.
All functional departments must work together and must keep up with deadlines. If the other departments don’t keep up this can cause a lot of problems to the whole business.
10c. Aim: Profit
The marketing sales department has to do research on what customers want and at what price do they want the products. If products are sold at the right price, J-Sainsbury’s will be making more profit. The marketing and sales department has to try to beat their competitors on prices and also have to introduce more special offers. If this is done more sales would be made and this will result to more profit, which the one of the aims of J-Sainsbury’s.
The department has to also do advertising to make customer more aware of the offers and products J-Sainsbury offer to customer. But I think if J-Sainsbury’s wants to make more profit they will have to beat competitors on price and quality.
The human resources department, have to employee the right people, who can do the job. If wrong people are employed, this can lead to less profit due to recruiting more people meaning a high labour turnover.
Also the human resources department has to make sure all employees are trained to give a high service of customer service.
High customer service will mean more sales are made, which will result to more profit.
The administration department must make sure J-Sainsbury’s is clean and safe for customers. No customer would like to do their shopping in a dirty store. If the store is dirty and not safe, this will create a bad reputation for J-Sainsbury, which will mean less profit because of less people shopping in J-Sainsbury’s.
Also the administration department, have to make sure there is tight security in the store, so the store is safe for customer to shop in.
Also bills must be paid on time, or they may be extra charges, which J-Sainsbury’s may have to pay for late payment of bills.
Bills must be paid on time to suppliers because if, the bills are not paid on time J-Sainsbury will not get there products on time, which will mean less profit.
10d. Aim: Expand
The marketing and sales department has to do research to where there is demand of J-Sainsbury’s products.
The department need to do this, because if they open another store without any research, and the store doesn’t do well, it would be the Marketing and sales departments fault.
So the department must do this to be on the safe side.
Finance department must have enough capital available for the other functional departments to do their work. E.g. it will cost money for the marketing and sales department to do research.
Administration department have to sort out all the paper work and must keep them safe. Also they department have to book ant meetings, which may be held to talk about the expansion.
All this must be done on time and not delayed.
The Human resources department has to hire the right staff and train them at the highest standard. Also the human resources department must keep staff happy. E.g. if someone from an existing store is moved to a new store, that person must be given a higher position at a higher pay rate.
11a. General information on organisational structures
Every business has some form of structure, whether this has been carefully planned or just evolved over a number of years.
The structure of an organisational chart shows, the number of people within the organisation, the relationship with the organisation, the lines of communication and who has authority over whom and who is accountable to who.
11b. Centralised structure
In a centralised organisation structure lines of communication are long and decisions are taken by the top.
11c. Decentralised structure
In an decentralised organisation the power and the authority to make decisions are devolved to autonomous units, which are responsible for there own performance are responsible for their own performance.
11d. Hierarchical structure
In a hierarchical structure decisions are made at the top and passed downwards.
This information required to make those decisions is passed upwards from the bottom of the structure to the top.
There are many differences of how an organisation operates when having a hierarchical structure.
Some are, the organisation is likely to be more formal. E.g. with dress code, more traditional ways of working and greater differences to senior staff, there are likely to be written policies about hours of work, holidays, punctuality, health and safety etc. Flexibility, for example you can’t just take a day off work, without following correct procedures.
Staff at the bottom may feel the manager at the top has no idea what they think or do.
Each functional area has many staff, each of whom have a specialise in their own job.
This is an example of what a hierarchical structure look likes:
11e. Advantages of an hierarchical structure
In a hierarchical structure there is close control and supervision of work due to small span of control and also promotion routes of employees are clearly defined.
11f. Disadvantages of an hierarchical structure
In a hierarchical structure there tends to be static and unable to respond to change very quickly.
Also there could be slow decision making due to poor communication between different parts of the organisation, particularly at lower levels.
11g. J-Sainsbury’s organisational structure
9h. A Description of J-Sainsbury’s Organisational structure
J-Sainsbury’s organisational structure is known as a hierarchical structure as J-Sainsbury’s is a hierarchical organisation. Another name for a hierarchical structure is called a pyramid structure because at each level downwards there will be more employees. If J-Sainsbury’s hierarchical structure is drawn it will look like a pyramid shape.
J-Sainsbury’s hierarchical structure has 5 levels. The word “hierarchical” means a system whereby grades or classes are ranked one above the other, for example if you look at J-Sainsbury’s hierarchical structure you will see that the chief executive, chairman (non-executive) and deputy chairman are at the highest level in the hierarchical and the rest come under them level by level, depending on the job.
9i. Weaknesses of communication in J-Sainsbury’s organisational structure
J-Sainsbury’s hierarchical structure effects communication in many ways. I say this because all Organisations with a hierarchical structure have some type of communication effect.
At J-Sainsbury’s communication can be “distorted” as messages pass from one level to another, so staff at the bottom receives a slightly different message than the manager meant to receive. Its like Chinese whispers, if you play this game the person at the end may receive something different to what the first person said.
The main weakness of J-Sainsbury’s hierarchical structures is poor communication.
To reduce communication problems for J-Sainsbury’s they can set up special systems to improve flow of information.
One of J-Sainsbury’s aims is to make shopping more quick and effortless for customers. In order to find out how this can be done the marketing and research department has to look into this case. This costs J-Sainsbury’s money, which the finance department has to produce. As J-Sainsbury’s have a hierarchical structure, it could take time for the finance department to get the message from the marketing and research department and also for the finance department to reply back can take a lot of time which mean it will take a long time for this procedure to happen which can cost the company a lot of money.
9j. Flat structure
In a flat structure there are fewer tiers of management, which means decision-making occurs at lower levels.
In a flat structure everyone’s role is set out and there position is to make it clear who is responsible for what and there is a clear line of authority.
A flat structure normally has 2 to 3 levels. A business with a flat structure is likely to, relatively small, operate quite informally, for example everyone will know everyone, have a good communication, easy to speak to people and it is faster to contact people, be flexible
Also an organisation with a flat structure will be informal. The boss may be called by his/her first name.
A business, which has a flat structure, is likely to be good at responding quickly to new ideas or specific customer requests. Also a business with a flat structure will have good communication, in that it is easy to speak to other people and find out what you want to know.
This is an example of how a flat structure in an organisation would look like:
9k. Advantages of a flat structure
In a flat structure administration costs are lower because there are fewer levels of management.
The organisation can react faster to changing circumstances because decisions can be made and implementing quickly.
Also employees are more motivated and will achieve better performance because they participate in decisions, which affect their actions.
9l. Disadvantages of a flat structure
The paths for promotion are less well defined as there are fewer levels compared to a hierarchical structure.
The top management has less control of wide-open span of control.
12a. Vertical Communication
Vertical communication is when the company communicate up and down the structure. For example employees may pass information to the line manager, the line manager may pass it onto the management. This is basically when communication is being done in the same department vertically.
12b. Horizontal Communication
Horizontal communication is communicating along the structure (not up and down like vertical) for example if a manager from the finance department needed to contact the manager from the marketing department this would be a horizontal communication.
E4 Criteria
13a. General information on Autocratic management style
The autocratic manager is the main decision maker. He or she sets out objectives, allocates tasks and expects the workforce to do exactly as required.
This does not normally make for a happy or motivated workforce. It does however, work well in a hierarchical organisation in which, discipline is important. For example the armed forces and the police force.
In an autocratic management style the manager would tell people what to do rather than asking them for their opinions.
13b. General information on Democratic management style
The democratic manager allows the employees to take part in decision-making. They are consulted and made to feel part of the final decision-making process.
The democratic management style helps to motivate the workforce and also ensures that they are well aware of the objectives of the business and will work hard to achieve them.
This style of management means managers have to be very good communicators,
I think this type of management style suits a flatter business structure, which is geared up to team working rather then a hierarchical structure which, has many layers through which, communication have to pass.
A democratic management style involves empowerment. Individuals and teams are given responsibility to make decisions, usually within a given framework.
A manager with a democratic management style would feel comfortable allowing others to make decision and also would feel confident that empowered individuals and teams will use the responsibility given to them wisely.
13c. General information on consultative management style
Consultative managers would seek to consult other people before making a final decision. Alternatively, they will seek to consult people before implementing a decision.
This type of manager wants to draw on more sources of opinion than jus him or herself.
The consultative manager would require having good listening skills and also the ability to create the right sorts of channels to consult other people.
In an organisation with a culture of consultation, there will be a series of mechanisms (e.g. newsletters, team briefings) that make it possible to get the feel of the concerns of other people involved in the decision-making process, as well as to draw on their experience.
13d. J-Sainsbury’s business management style
J-Sainsbury’s has the management style which tries to consult its staff and managers. This is because the board of directors have to consult each other about what decisions need to be made and how to solve major problems.
J-Sainsbury believes that in order to make customers happy the staff should be happy too. They believe if there is a family atmosphere then it will make the staff enjoy what they are doing and customers would benefit. I think this type of management is good. This is because although the boss makes the final decision everyone gets a say on what is decided.
The management style and culture of J-Sainsbury’s has a significant impact on its performance. The values, attitudes and belief of the business flow down from the top of the business and affect everyone who works for J-Sainsbury’s
And who comes into contact with J-Sainsbury’s. These determine the personality of the business and affect the ways in which managers and employees behave, work together and resolve problems.
13e. Business Culture
Culture describes the value and beliefs of the people who make up an organisation. An organisation’s culture will be displayed in the attitudes of its staff and the ways in which they interact with other people such as customers, suppliers and colleagues.
There are five main types of business cultures:
13f. Role Culture
Many businesses have traditionally operated in a bureaucratic manner, relying upon agreed procedures and strict hierarchy and roles within the organisation. Employees are expected to behave conventionally within the role culture. They have to follow the rules and cannot become an individualism as its to been seen as a discouragement.
13g. Person-Oriented Culture
A person-oriented culture is characterised by a focus on fulfilling the needs of individuals within an organisation. It allows individuals freedom to shape their jobs and operate with a full independence. It is therefore appropriate when employees are highly skilled and motivated.
13h.Task Culture
In some organisations, expert teams or groups are assembled to tackle particular problems or to complete projects. The focus is on solving problems. Task cultures attach importance to expertise, flexibility and creativity.
13i. Power Culture
Power culture places considerable emphasis on personal charisma and risk-taking. It disregards procedures and values entrepreneurship. This type of culture is most common in small businesses, where one single person can have an overview of the entire organisation, and where risk are necessary if the business is to grow.
13j. Change Culture
A change culture can be highly valued in some circumstances. Change cultures are found in flexible, responsive organisations capable of adapting effectively and quickly to external stimuli. This culture can be a valuable advantage for a business operating in a highly competitive and rapidly changing market.
Different types of job require different management styles. This may include employees working in partnership, if say they would have to consult each other before making any sort of decision.
E5 Criteria
Communication
14a. General information to communication
Businesses need to communicate with a range of different individuals and organisations. Good communication within a business is essential if the business is to operate effectively.
Businesses need to communicate effectively – both internally and externally. Effective communication is needed if the J-Sainsbury’s is to be successful in achieving its objectives. The means of communication have changed dramatically with the introduction of new information and communication technology (ICT).
Businesses use many different types of communication methods.
Some are, telephone, email, letter, and fax, meetings and fact-to-face conversation.
Oral and written communications both have internal and external methods.
14b. General information of Internal Communication
Internal communication is when communication is taking place inside the organisation. This includes information, which may be confidential such as payroll data or certain development plans. Internal communications are typically carried out by means of face-to-face contact, memos, internal telephone calls or internal e-mail. Internal and external communication can also be classified according to whether they are oral (word of mouth) paper based (a letter) or electronically based (electronic mail).
Internal communication is basically when there is interaction between the employers and employees. For example if an employer tell an employer face to face that they are doing something wrong they will correct them so that they are on track and helping the business meet its aims and objectives.
14c. Internal communication in different departments in J-Sainsbury’s
Internal communication means communicating with people in your organisation in this case J-Sainsbury’s.
In J-Sainsbury’s the Human Resources Department communicates through letters and other written communication methods.
The Human Resources Department does this because the Human Resources Department has to deal with wages, bank details and other confidential information.
By using a written method of communication and provides a record of what it contains.
Also it is easy to go back to in the future for records and I think if an employer were told his working hours and his term’s and conditions of his contract orally it wouldn’t be a suitable method.
The finance Department of J-Sainsbury’s also must have a written method of communication, because the finance department needs to keep records of all J-Sainsbury’s income and expenditure.
Also the finance department have to publish accounts for J-Sainsbury’s, as they are a public limited company.
The administration department of J-Sainsbury’s has to communicate with people who have enquiries. This involves written and oral communication methods.
Also the administration department have to organise meetings, which is done by external communication, through telephone.
Thirdly J-Sainsbury’s have to produce documents, which have to be formally written.
Marketing and sales department have to communicate to people through written; example would be survey’s. Also they have to communicate to people by oral methods, this is done through adverts
J-Sainsbury communicates with each other in the organisation by using the Intranet. This is when all personal computers are linked together and everyone in the business can access to information.
When J-Sainsbury’s want to communicate with people outside of the business they will use the Internet and send emails also J-Sainsbury’s would use the telephone and use written letters. Anyone who has the Internet is able to contact other Internet users, anywhere in the world.
14d. General information to External Communication
External communications are used when an organisation needs to interact with other organisations or individuals. Examples of external communications include a letter to a customer promoting a new product, a sales brochure, a sales invoice.
External communication is basically communicating with others outside the business and can be done by email, fax, telephone etc. It is important that J-Sainsbury’s use this type of communication because it is less time consuming and much easier to do than go out and find the person. In the long run it is helping meet aims and objectives. This is because it is less time consuming so that business employees and managers can get on with other important work.
14e. General information of Open Communication
Open communications are routes of information flow where information is placed where anyone can have access to it. This is useful when it is not certain who needs the information or where it is assumed that most people will find the information of interest. Open communication can be traditional or electronic. A notice board or newsletter will potentially reach all the members of an organisation. Announcing the launch of a new product will be of concern to all and carry no security risk. Such open methods are suitable when the message is the same for all.
Open communication is basically when information is available to everyone. The public may even have access to this type of information. For example it could be a list of health and safety regulations. Where everyone undoubtedly have to see it.
14f. General information to Restricted/Closed Communication
Restricted communications are when communication is not for general circulation and is aimed at only one person or a small number of individuals. Examples might be a speech or presentation from a manager to members or the board.
The reasons why information flow may be restricted could be because of issues of confidentiality or more often, because it is simply inefficient and unnecessary to broadcast information to people who do not need it. This would waste time and effort. It is far more effective if the sender of information can filter it as far as possible so that it only goes where it is really needed.
Restricted communication is information that is only kept by certain people. This may include personal details of an employee or disciplinary and grievance procedures.
Closed communication is when there is information that is only relevant to some. This is similar to restricted communication.
Businesses within a formal structure will have formal and informal ways or communicating.
14g. General information to formal communication
There are a number of situations where formal communication is necessary. For example, disciplinary procedures have to follow formal guidelines, or it may be ineffective.
Formal communication is basically when people who work in the business communicate formally. For example this is done in meetings. The chairperson in the meeting comments on the problems and sets targets for its branch. He/she then allows others to comment on their problem and think of ways to improve it to meet objectives (targets set).
14h. General information to informal communication
Informal communication also has its place in the organisation. Management and employees can learn much from each other from ‘the grapevine’. This is often no more than a conversation in a corridor, over coffee or down at the pub. This type of communication can be more informative than formal communication.
Informal communicating is like an unplanned conversation. For example the Manager of J-Sainsbury’s maybe walking along the corridor, when he spots an employee the manager tells the employee that he needs to sort out her hours that she is going to be working. Informal communication is an everyday communication. Employees would often speak informal languages such as slang.
An Informal conversation is different from formal conversation. An Informal conversation is more of a “laidback” way to communicate.
14i. Informal communication in J-Sainsbury’s
When J-Sainsbury’s are communicating about issues inside the business they would use formal language as it respectful, clear and understandable in meetings and presentations. Formal communication also gives out a formal body language.
Informal Communication
14j. General information to Notice Boards at J-Sainsbury’s
J-Sainsbury has an area where employees can go and have their breaks. There are notice boards on the walls with notices. This is one way the manager of J-Sainsbury’s can communicate with the employees. The information on the board is an example of open communication because the notice is there for everyone to see. It is also an example of internal communication because the notices on the board are for the employees to see not people outside of J-Sainsbury’s. Information on the notices can include notices about deadlines, meetings and presentations.
This is a very easy way to communicate with employees. The main problem is do people look out for information on the notice boards? Sometimes the notices are left on the boards for a long period of time and become useless. People might read notices if the notices are bright and stand out.
14k. Different types of communication methods adopted by J-Sainsbury’s
J-Sainsbury has to use many different types of communication methods all around the store.
For example using oral communication when on the shop floor is a suitable method because a sales advisor cannot use a written method if a customer wants to know where a particular product is. Oral is the best method on the shop floor because other methods would not be suitable and will take a long time.
Sales department would need quick and the right information to go ahead with new promotions. The sales department would use methods like surveys, which is the right method compared to oral. I say a survey is the right method for the sales department because they can keep a record of all the response they have got from their customers.
All the different types of communication used by J-Sainsbury’s all have a big part of helping them achieving their aims and objectives.
One of J-Sainsbury’s aims is to provide a good customer service.
In order for J-Sainsbury’s to achieve this aim they will have to use different methods of communication such as,
Oral, because oral communication is fast and you can talk in detail and also advise customers and listen to customer complaints.
Written, because J-Sainsbury’s needed to provide posters and leaflets about information on many different things such as healthy eating and dieting.
Adverts, because Jamie Oliver has raised J-Sainsbury’s income after signing him to do their adverts with him in it. Also it has persuaded customer to buy products, which has been promoted by Jamie Oliver.
All these different types of communication methods will result to good customer service.
Another aim for J-Sainsbury’s is to be the leading supermarket in the UK.
Different types of methods such as, Oral, J-Sainsbury’s can talk to customer to find out what improvement they think may need to be done in J-Sainsbury’s which if is fast, Written, because they can communicate with customers through surveys.
J-Sainsbury believes in giving colleagues a voice in the business. They are consulted through there staff councils and there regular surveys.
14l. Staff council
They have a main Sainsbury's Staff Council and staff councils at a local workplace level. They provide an excellent method of two-way communication, offering colleagues an opportunity of contributing more to the success of the business as well as allowing management to consult on business-related issues and gain commitment to change.
Each store, depot and Head Office division has its own staff council with up to 15 elected representatives, which meets six times a year as a minimum. In addition there is a non-elected chair, a secretary from Human Resources and, where recognised, a trade union representative. Thirteen representatives are elected from these local councils to sit on the Sainsbury's Staff Council at a national level, which is chaired by the Group Chief Executive and meets twice a year.
14m. Talkback surveys
Every year J-Sainsbury’s survey all their colleagues to ask them how they feel about working at J-Sainsbury’s, how they think the business is doing and what they understand about the business strategy. Some 90% of colleagues regularly complete the survey. Overall results indicate a significant increase in employee confidence in the leadership and direction of the business. The results are published widely internally. At a local level, individual handouts relay the results from a colleague's own department or store.
E6. Production Department, Production Process & Quality Control
15a. Background information of adding value
All businesses sell something, some businesses sell tangible products and some intangible. All businesses aim to add value to the service or products they offer. For example if fellow competitors such as Asda were selling deodorant product, which are labelled there own. J-Sainsbury would then have to go one step further, introducing something new such as deodorant with different fragrances and long lasting. By doing this you are adding value to your original deodorant and also going one step further than your competitors.
‘Value added’ is the different between the cost of materials and components and the final price consumers are prepared to pay for the finished product or service.
When adding value we need to look at the relationship between the costs of production and the final value of the product or service.
Production process is a process where raw materials are passed through a series of process until the desired product is produced.
An example of processing a sandwich from J-Sainsbury’s:
15b. Job Production
This is a process that involves one item being completed one at a time. This is suitable for products that are not really of a huge demand. Job production is based on ‘one -offs’ or small orders, often luxury goods. This type of production is labour intensive, either because a skilled workforce is required due to the nature of the work, or because the volume of production is too low for any major investment in machinery to be justified. This is a method often used by start-up businesses.
15c. Batch Production
This process involves completing a group of items or a ‘batch’ at the same time, then moving on to the next set of groups. This involves a series of operations repeated one after another. This type of production is more efficient than job production as the work process is divided into its component operations. Each operation is completed for the whole batch of items being produced before the operation is carried out
15d. Flow Production
This type of production is the most efficient method of all. Once the work on one operation is completed, the items passed as a continuous flow to the next stage without having to wait for a batch to be completed. This is very capital intensive because an automated production line requires a heavy initial outlay, as labour costs per unit are minimised, however, variable costs per unit are kept low.
This is the process J-Sainsbury’s would have their suppliers using. Flow production involves a product being assembled on a continuous moving line. For example, their maybe a process were food is wrapped and packed. This is also known as mass production.
It is harder to think about how you can add value to a service or product in tertiary sector, however the tertiary sector can add value to their products or service. For example J-Sainsbury’s could increase opening hours or providing something for their customers as part of their service. This is adding value in the tertiary sector. J-Sainsbury has to think of various ways in which they can add value, not only to their products but to their service too. It is important that they think about adding value to their service as to what the customers want. In the end the customers always come first.
There are different ways in which products are produced and they have to ensure good quality control and quality assurance. Quality has always been an important competitive factor in some markets.
15e. Just In Time Production (JIT)
Just In Time production is a system, which ensures that the resources required in a production process are available at just the time and place they are needed without any delay and without waste.
Often where producers have contracted out production, this is done on just in time basis, so the subcontractor is expected to deliver to the main producer the exact quantities required just in time.
By a business using Just In Time Production the costs of storage and warehousing are kept to a minimum.
15f. Quality Control
Quality control involves businesses using some kind of inspection system for identifying materials, parts, components and finished products, which do not meet the company’s specifications. Inspection or testing may be carried out at various stages of production to ensure that faulty items do not remain in the production chain.
Quality control basically is used ‘to inspect faulty goods out of the process.’ A Sample along the production line is chosen at random and is checked to see that the quality of the product is good enough for the consumers. This method is used to make sure that it gets to the consumers in the same way they were produced without being damaged, as well as satisfying the customer’s need.
A quality control must ensure that there is regular contact between those departments that have a particular interest in quality matters. The marketing department for example may identify issues raised by customers, while the design and research and development departments should work with production on developing the product so that current defects are eliminated when work is being processed.
So basically quality control is where products would be inspected before they leave the factory to check they met certain standard. Unsatisfactory products would therefore be rejected. Inspections and checks only cover a small sample of all the products. Therefore, some faulty products do leave the factory.
15g. J-Sainsbury’s Quality Control
J-Sainsbury takes pride in the management of food safety at every step of the food chain.
J-Sainsbury have made a promise to ensure that the products customers buy from them are produced to the highest standards of safety and integrity.
Sainsbury’s sources fruit, vegetables, salads and flowers from the UK and around the world to ensure that our customers have a choice of fresh, high-quality products throughout the year. J-Sainsbury is a major retailer of these products; they have a responsibility to ensure that these products are grown with consideration for the environment so that future generations can continue to enjoy the countryside.
J-Sainsbury’s have a sourcing policy which, embraces both those products sold as primary products, for example, beef, lamb, pork, chicken and those sourced as ingredients for further processing into, for example, ready meals, sausages, canned goods, etc.
Animal welfare is a long-standing top priority for Sainsbury's. It is one of their policies to develop and enhance animal welfare standards for all farmed animals. As well as offering customer choice. J-Sainsbury want customers to have confidence in the management of livestock used for our products irrespective of the production system, i.e. intensive or free range. All J-Sainsbury suppliers work to there stringent standards and regular visits are carried out to ensure that high standards are maintained at all times. This is in addition to the checks carried out by Government officials.
J-Sainsbury’s provide fish for customers and are aware of the environmental concerns associated with fish stocks and are working with the Marine Stewardship Council to monitor and improve this situation. They are committed to sourcing all their wild fish from sustainable sources by 2010.
Organic products are important to some consumers and quality should be the highest.
The aim of J-Sainsbury’s organic sourcing programme is to support British organic farmers. J-Sainsbury’s intend key product areas such as meat and dairy will be 100% British sourced by January 2004. They also have already achieved 100% British sourcing for fresh organic milk, eggs, beef, pork and poultry and are exploring how best to increase UK sourcing of processed foods. The Organic Partnership (TOP) suppliers are making significant contributions to this. Sainsbury’s currently sources 40% of its organic food range from the UK and have pledged to increase this figure to 55% by 2004. Delivery of these goals is co-ordinated by the Organic Steering Group (OSG), an internal management structure set up specifically to oversee Sainsbury’s organic activity.
In response to overwhelming customer concern J-Sainsbury’s have eliminated GM ingredients from all their own-brand food, pet food and dietary supplements. They have also offered an extensive choice for customers wishing to avoid meat from animals fed and diet, which may contain GM crops.
This shows that J-Sainsbury’s are aware of consumer concerns and are trying to make consumers more confident with shopping at J-Sainsbury’s.
At Sainsbury’s they are committed to making healthier eating easier and more enjoyable and affordable for all our customers including those with special dietary needs. J-Sainsbury’s healthy eating promise aims to make it easier and cheaper for people with food allergies and intolerances and other special dietary needs to enjoy great tasting food.
15k. Food safety labelling at J-Sainsbury’s
There are certain foods that by their very nature carry a greater risk, and others that need to be handled carefully to prevent food borne illness. Other foods are not suitable for all consumers. At Sainsbury’s they believe in offering customers the widest possible choice of foods, whilst providing customers with the information to allow an informed choice.
15i. Quality Assurance
A quality assurance scheme is the means by which J-Sainsbury’s implements its commitments to quality. It helps the firm to the job properly the first time, because the scheme is designed to prevent failures rather than detecting errors once they have occurred.
In this way a quality assurance scheme differs radically from quality control systems, which involve inspection procedures at various stages of production. The design of a quality assurance scheme recognises that defects do not just happen they are caused by people.
Quality assurance is used to make sure goods and services are not faulty. This is important because in J-Sainsbury’s aims and objectives they mention that they guarantee their customers good quality of their products. This is more of a promise from J-Sainsbury’s to its customers. If they are not sticking to it they are breaking the trust between buyer and seller and are not meeting their aims and objectives.
So basically quality assurance is the responsibility of everyone in J-Sainsbury’s – not just inspectors or the quality control department. The aim is to produce goods and services free of faults. If everyone involved in producing a product or service is doing their job properly then faults should not occur.
15j. J-Sainsbury’s Quality Assurance
Every Sainsbury’s product undergoes a rigorous safety check by J-Sainsbury’s team of product safety experts before it is approved for sale. For cosmetics, this will also include an independent assessment by a registered toxicologist
J-Sainsbury’s carry out product surveillance exercises to confirm the safety, legality, and authenticity of a product to establish the relative performance of a product and to verify any claims made about the product. Independent test houses are commissioned to carry out this work on random samples purchased from a store.
Surveillances cover known issues, issues where a concern has been raised, e.g. by customer complaints or during a supplier visit, where there are product safety concerns, and any issues raised by Government or NGO activity.
15k. Animal testing
J-Sainsbury’s is against animal testing and funds research into alternatives.
No Sainsbury’s own-label cosmetic, toiletry or household cleaning product has been tested on animals and no raw materials within them have been tested either by or on behalf of Sainsbury’s since 1998.
Sainsbury’s have a policy on fragrances developed in discussion with both fragrance houses and suppliers of finished products to Sainsbury’s and takes into account both current and impending legislation.
Before own-label products are approved for sale, suppliers must complete a comprehensive questionnaire about the chemicals used in the fragrances.
15l. Quality Systems
Value can be added at any stage of the process from primary through to tertiary sectors of the economy. It seeks to make a profit for the business by adding further value to the products in terms of marketability, customer convenience and service.
‘All the features and characteristics of a product or service which affect its ability to satisfy the needs of customers’
This quote is clearly saying that products and services are made for the customers’ own benefits. Stores such as J-Sainsbury’s make people’s lives easier and for that customers are paying extra than normal for things such as food products, household Product and things such as Food. They are all new, clean and packed products this shows that they have added value so the consumer will pay a little extra for the added value.
Not only are the customers buying the product they are also buying convenience and time. For example if a customer wanted to find dental and optician products they can find it at J-Sainsbury’s in one place rather than that customer having to go to two places, this saves time for the customer.
J-Sainsbury’s commitment to quality is not a recent concept, but a wholehearted philosophy, which has spanned more than 100 years and upon which the company's reputation has been built. This philosophy is inherent in all aspects of the business, from management practices to customer service, from production processes to sales and marketing policies. J-Sainsbury’s philosophy of quality is illustrated by J-Sainsbury’s Contract Manufacturing's Quality Control function which conducts more than half a million tests each year on products, raw materials and packaging components.
15m. Background information to Total Quality Management
Total quality management is a philosophy of managing a set of business practices that helps continuous improvement in all phases of operations, 100 % accuracy I performing activities, involvement and empowerment of employees at all levels, team based work design, benchmarking and fully satisfying customer expectations.
Total quality management is a system that is an integral part of an organisation’s strategy and is aimed at continually improving product and service quality so as to achieve high levels of customer satisfaction and to build customer loyalty.
Total quality management is a style of management that gives everyone in the company responsibility for delivering quality to the final customer.
15n. Advantages for J-Sainsbury’s using Total Quality Management
J-Sainsbury would have many advantages of using Total Quality management in ensuring quality.
If J-Sainsbury’s were to choose to use total quality management they would find a improvement in quality, reduction in waste, increase in motivation, and an emphasis on continues improvement.
15o. Disadvantages for J-Sainsbury’s using Total Quality Management
As well as having advantages Total quality management has it disadvantages.
Total quality management is not a quick fix; it can take many years for it to be implemented.
Total Quality Management requires considerable planning and organisation, requires commitment from all concerned and requires training.
But Total Quality Management will only help J-Sainsbury’s if the organisation is heading in the right direction to begin with.
15p. Background information to Quality circles
Quality circles are small groups of staff, usually from the same work area, which meet on a regular and voluntary basis.
They meet in the employer’s time and attempt to solve problems and make suggestions about how to improve various aspects of the business. Their findings are reported to management.
The Japanese first used quality circles in the 1950’s and 1960’s to increase motivation and, therefore, business performance and profitability.
15q. Background information to Benchmarking
Benchmarking is a technique used by some businesses to help them discover the best methods of production available and then adopt them.
An organisation can benchmark internally to find out the best practice within the organisation, or externally by looking at other organisations.
Benchmarking process involves, what customers consider excellent practice to be, setting standards for business processes based on best practice and finding out how the best companies create best products.
There are six stages of benchmarking, which are, select the process and build support, determine current performance, determine where performance should be, determine the performance gap, design and action plan and continuously improve.
15r. Background information to Kaizen
Kaizen is Japanese for continuous improvement and involves defining the area for improvement, analysing causes of problems and then solving them.
Team approach is essential for Kaizen to operate and the process never stops as customers are central and as they change their views the businesses must respond.
For Kaizen to operate effectively there is a need for order and discipline in the workforce.
All employees must keep own equipment clean, equipment must be put away properly, employees have to make sure equipment are tidy and put away in the right places, must have an organised work place and all areas must be maintained properly everyday and not jus every other day.
15s. Improving Production
Businesses undertake research and development for a variety of reasons such as new product development to find ways of producing existing goods more efficiently to gain a competitive edge over rivals.
Changing patterns of Production require constant changes in the skills of the workforce. Many of the new skills needed can be met through training. Training will make the workforce more efficient in the use of new technology in machinery and equipment.
(C1) Criteria
16a. Judgement on if J-Sainsbury’s are achieving there aims
J-Sainsbury’s seems to be achieves their aims. I say this because customers are happy with the service that Sainsbury’s provide and one their aims is to provide outstanding service.
Also J-Sainsbury’s serves over 11 million customers every week. As you can see one of J-Sainsbury’s objectives was to make shopping more efficiently and over 11 million customers do there shopping at J-Sainsbury’s, which shows evidence that customers must find shopping efficient, otherwise they wouldn’t shop there.
Another one of J-Sainsbury’s objective was to encourage young children to eat more fruit and lead them in a healthy eating future.
I think this aim has been achieved because at the beginning of October 2002 Sainsbury’s supermarkets was awarded the Grocer cup for outstanding Business Achievement and fresh produce retailer of the year.
J-Sainsbury are always expanding, making more new stores and in order to expand, objectives have to be met, so this is evidence of J-Sainsbury’s meeting objectives.
Also J-Sainsbury’s always are involved in big investments, which need a lot of capital, which they are making form, their satisfied customer.
I strongly think that J-Sainsbury’s are not achieving all there objectives. I say this because J-Sainsbury’s say “they want to provide outstanding products at cheap prices” and I compared J-Sainsbury’s products to see if this was the case.
I compared same products from J-Sainsbury’s with their competitor Asda and Asda turned out to be cheaper, so you can see this objective is not strictly being met.
16b. Are J-Sainsbury’s meeting objectives?
J-Sainsbury has an aim of maximising profit turnover.
In 1999 J-Sainsbury’s made a profit turnover of £16,378 million and in 2000 J-Sainsbury’s made a total profit turnover of £17,414 million.
As you can see their as been a little increase in profit turnover from the year 1999 to 2000.
In the year 2001 J-Sainsbury’s made a total profit turnover of £18,441 million and in the year 2002 J-Sainsbury’s made a total profit turnover of £18,206 million.
From the figures of total profit turnover for J-Sainsbury’s you can that J-Sainsbury’s total profit turnover decreased in the year 2002 compared to the year 2001.
I think the total profit turnover decreased due to competition from other supermarkets like, Asda, Safeway, Tesco and other supermarkets.
The prices of products in other stores may be cheaper than J-Sainsbury’s, which results in customers shopping in other supermarkets. The main competition that J-Sainsbury’s face is from Tesco and Asda.
But in the year 2003 J-Sainsbury’s made a total profit turnover of £18,495 million. This was the highest profit turnover J-Sainsbury’s made in the last 5 years.
Overall I think J-Sainsbury’s are achieving their objective of maximising profit turnover because there is a significant amount of increase of profit every year.
C2
17a. Management style and business culture impacting J-Sainsbury’s performance.
J-Sainsbury does their best to provide the right service and products for their customers. Employees also get great motivation by their managers to give customers their very best service. J-Sainsbury has attracted all members of the local community to shop at J-Sainsbury’s.
The management style, culture and structure of J-Sainsbury’s will have a significant impact on its performance. The values, attitudes and beliefs of the business flow down from the top of the business and affect everyone who works for J-Sainsbury’s and who comes into contact with J-Sainsbury’s. These determine the ‘personality’ of the business and affect the ways in which managers and employees behave, interact and resolve problem.
J-Sainsbury’s have a unique style of service they offer a whole range of services at one place. So rather than customers going two or three places to get their goods from, the customers can find it all under one roof at J-Sainsbury’s.
J-Sainsbury has an outstanding personality, in the way in which the employee’s provides a service to their customers. They have a modern and welcoming personality. All the J-Sainsbury’s employees are willing to help you for whatever you demand. The employees have to speak formally to their customers as it shows a sign of respect and politeness.
17b. Affects on J-Sainsbury’s Objectives
One of J-Sainsbury’s objectives is to provide a high quality service to customers. Is J-Sainsbury’s had a management style where managers were dictatorial and had a business culture where staff where not motivated in doing their job to a high standard, then this would have a big affect on providing a high quality service to customers.
I say this because if managers at J-Sainsbury’s where just ordering staff, staff would feel unmotivated am this would result in staff being rude and unpleasant with customers.
J-Sainsbury’s customers would end up shopping in another supermarket, which are all competitors for J-Sainsbury’s.
As J-Sainsbury’s managers are not dictatorial and more autocratic staff will feel motivated and this would result in staff achieving their full potential.
There are 11 million customer a week, which so their shopping at J-Sainsbury’s. I think this suggests that J-Sainsbury’s must be providing a high quality service to customers.
C3 criteria
18a. Information and Communication Technology
Both internal and external channels of communication are increasingly supported by information technology, with computers generating and managing information flows. A computer based management information system provides the means to communicate, collect, store, summarise, analyse and present information in a way that best suits the controlling and decision making needs of different managers. Information received by one department or section can be further processed before it is passed onto other departments through the organisations computer network.
18b. J-Sainsbury’s ICT methods of communication
J-Sainsbury communicates through various types of technological ware. They communicate through the use of hardware and software.
Examples of hardware are:
Telephones/mobiles – which are used to communicate orally
Fax machines – which are used to send documents through to others. This is also good as it is a written document so it can use as proof.
Video conferencing – this is like having a face-to-face communication but through video. This is also good use as the video conferencing can be recorded for proof.
Examples of software are:
E-mail – this is also a good way to communicate in minutes and again is a written document for proof.
Power point – good use for presentations that are done in different departments.
It is important that J-Sainsbury colleagues feel that they are part of the company and involved in its business. Daily Intranet messages and monthly staff and management magazines complement monthly business television broadcasts
Business update is issued each week via the Sainsbury's Intranet site and gives news both of the company and also of the general business climate
Business TV is broadcast monthly covering new marketing campaigns, advice on quality improvement initiatives and interviews with directors on company results.
18c. EPOS
Electronic Point Of Sales shows the price and description of the product. It also shows what products are on offer and monitor the amount of stock going out. They can use this information in their market research to see what products most customers buy most.
All computers are designed for the J-Sainsbury’s structure. They have certain types of software packages installed especially for J-Sainsbury’s use.
Scanners and barcodes are very useful for J-Sainsbury’s because this way customers know that the price charged is accurate, reduce queue at checkouts. This is also like communicating with customer. Not directly talking to the customer but it is a way of communication. This has made the biggest impact not only nationally but also worldwide.
18d. Scanners and barcodes
Scanners and barcodes are very useful for J-Sainsbury’s because this way customers know that the price charged is accurate, reduce queue at checkouts. This is also meeting customer needs, as the company will be accurate in pricing therefore making it quick and convenient for customers. This has made the biggest impact not only nationally but also worldwide.