Expert Answer:case study

Answer & Explanation:All answered must be typed using Times New Roman (size 12, double-spaced) font. WORD format onlyBe three to five pages in length, which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements.
mgt301__assgn._2_first_term_2019_2020_question.doc

Unformatted Attachment Preview

Department of Business Administration
Assignment for MGT Courses.
Semester 1st , 2019-2020
Course Name: MGT 301 (Organizational Behavior)
Assignment No:- 2
Submission Date by students: End of Week- 11th
Place of Submission: Students Grade Centre via Blacboard
Weight: 05 Marks
Course Learning Outcome: Apply Organizational behavior knowledge and skills to manage
diversified culture in the organizational settings (Lo 2.2).
Case Study: ORGANIZATIONAL CULTURE AND INNOVATION
Never on a Sunday
McCoy’s Building Supply Centers of San Marcos, Texas, have been in continuous successful
operation for over 70 years in an increasingly competitive retail business. McCoy’s is one of the
nation’s largest family-owned and managed building-supply companies, serving 10 million
customers a year in a regional area currently covering New Mexico, Texas, Oklahoma, Arkansas,
Mississippi, and Louisiana. McCoy’s strategy has been to occupy a niche in the market of small
and medium-sized cities.
McCoy’s grounding principle is acquiring and selling the finest-quality products that can be
found and providing quality service to customers. As an operations-oriented company. McCoy’s
has always managed without many layers of management. Managers are asked to concentrate on
service-related issues in their stores: get the merchandise on the floor, price it, sell it, and help
the customer carry it out. The majority of the administrative workload is handled through
headquarters so that store employees can concentrate on customer service. The top management
team (Emmett McCoy and his two sons, Brian and Mike, who serve as co-presidents) has
established 11 teams of managers drawn from the different regions McCoy’s stores cover. The
teams meet regularly to discuss new products, better ways for product delivery, and a host of
items integral to maintaining customer satisfaction. Team leadership is rotated among the
managers.
McCoy’s has a workforce of 70 percent full-time and 30 percent part-time employees. McCoy’s
philosophy values loyal, adaptable, skilled employees as the most essential element of its overall
success. To operationalize this philosophy, the company offers extensive on-the-job training. The
path to management involves starting at the store level and learning all facets of operations
before advancing into a management program. All management trainees are required to relocate
to a number of stores. Most promotions come from within. Managers are rarely recruited from
the outside. This may begin to change as the business implements more technology requiring
greater reliance on college-educated personnel.
Permeating all that McCoy’s does is a strong religious belief, including a strong commitment to
community. The firm has a long-standing reputation of fair dealing that is a source of pride for
all employees.
Many McCoy family members are Evangelical Christians who believe in their faith through
letting their “feet do it”—that is, showing their commitment to God through action, not just talk.
Although their beliefs and values permeate the company’s culture in countless ways, one very
concrete way is reflected in the title of this case: Never on a Sunday. Even though it’s a busy
business day for retailers, all 103 McCoy’s stores are closed on Sunday.
Atlanta, Georgia
Courteous service fuels growth at Chick-fil-A. But don’t plan on stopping in for a chicken
sandwich on a Sunday; all of the chain’s 1,250 stores are closed. It is a tradition started by 85year-old founder Truett Cathy, who believes that employees deserve a day of rest. Known as
someone who believes in placing “people before profits,” Truett has built a successful and fast
growing fast-food franchise.
Headquartered in Atlanta, where its first restaurant was opened, Chick-fil-A is wholly owned by
Truett’s family and is now headed by his son. It has a reputation as a great employer, processing
about 10,000 inquiries each year for 100 open restaurant operator jobs. Chick-fil-A’s turnover
among restaurant operators is only 3%, compared to an industry average as high as 50%. It is
also a relatively inexpensive franchise, costing $5,000, compared to the $50,000 that is typical of
its competitors.
The president of the National Restaurant Association Educational Foundation says: “I don’t think
there’s any chain that creates such a wonderful culture around the way they treat their people
andthe respect they have for their employees.”
Truett asks his employees to always say “my pleasure” when thanked by a customer. He says:
“It’s important to keep people happy.” The results seem to speak for themselves. Chick-fil-A is
the twenty-fifth largest restaurant chain in the United States, and reached over $2 billion in
salesin 2006.1
Reference Source:-Wiley plus – 12-1: Week 12 Case Study- Never on a Sunday
Case Questions :1. Write Summaries of the Cases.
2. How have the personal beliefs of the McCoy and Cathy families influenced the organizational
cultures of their firms?
3. What lessons for developing high-performance organizational cultures can these two cases
provide for other firms that aren’t family run?
4. What would be the challenges for a new leader who is interested in moving her organization
in the direction of the McCoy or Chick-fil-A cultures?
…
Purchase answer to see full
attachment