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In today’s industrial environment, management is a need that cannot be omitted. Modern civilization benefits from increased productivity of human efforts as well as the introduction of more advanced technology, goods, and services. The most significant function performed by management in a company is achieving the organization’s objectives. In both big and small organisations, there are several workers who each play a certain job (Lees and Armit, 2020). There would be a loss of people and physical resources in the company if there is no one in charge of overseeing or coordinating their actions or planning their operations. Additionally, each employee will be focused on a different objective, making it difficult for the firm to fulfil its overall aim.
Because of this, management plays a significant part in accomplishing the organisational objective by assessing the goal, decompose the goal into smaller goals, plan for every employee, assign duties to each employee, oversee and support each employee, and motivation to achieve the goal. Good leadership can motivate people to attain goals that seem insurmountable to them while also keeping the company one step ahead of its rivals. As a result, this assignment examines Sainsbury’s leadership style and the CEO’s Entrepreneurial Strategy as well as Corporate Governance policies, as well as their impact on the company’s performance (Kim, Lan and Dobson, 2021). In addition, the research focuses on the role of authority, influence, and conflict resolution at the selected firm by the CEO in implementing change. As a result, the following research examines the many sorts of motivating tactics used by Sainsbury’s and their impact on workers’ performance.
In today’s fast-paced business environment, organisations should deal with a variety of changes on a daily basis. As the corporate environment shifts, firms must choose a talented leader to help them adjust and function effectively. However, a competent leader may make a huge difference in the performance of retail enterprises. There is no better retail sector leader in the UK than Justin King (former CEO of Sainsbury). Ex-CEO Justin King was an amazing leader at Sainsbury and he implemented several changes in the company, including a return to the UK market’s second place in 2014.
Because he uses the most popular leadership technique known as the democratic strategy to make decisions and offers all the facilities to the workers to guarantee a high level of motivation among some of the workforce, Sainsbury is able to restore their position. More and more organisations in the United Kingdom are using a kind of democratic management. Managers that follow this practise consult with their staff before making any significant decisions (Greatbatch and Tate, 2018). Employee motivation is extremely high with a democratic management style, which is why so many organisations choose it. Sainsbury serves its customers with high-quality meals and outstanding service. Sainsbury is favoured by many individuals due of its high customer service standards.
Since they feel that their workers are the reason for its success, Sainsbury constantly creates a better work environment for employees and guarantees that all of the enticing amenities are in place for their employees. As a publicly traded company, Sainsbury’s is based in central London’s Holborn neighbourhood and trades on the London Stock Exchange. When Sainsbury makes a business choice, they adopt the most common leadership and management styles (Vasilescu, 2019). The authoritarian management style of Sainsbury was abandoned in 1992 when David Sainsbury urged the company to adopt democratic leadership.
Transformational leadership theory is used by Sainsbury whenever they implement a major shift. Any major change in Sainsbury’s organisation is handled by appointing their best and brightest employees to lead the charge (Uslu, 2019). Prior to his current position, Simon served as Sainsbury’s Chief Executive Officer from July 2017 to June 2020 as Retail & Operations Director, accountable for the company’s stores and central operations. Simon’s prior executive and non-executive roles have provided him with a broad variety of expertise and leadership qualities. As a former CEO and non-executive, Simon adds a wealth of knowledge and skills to the board.
There are several layers of management in J Sainsbury’s PLC’s organisation, although the company’s control span is rather small. The span of control refers to the number of employees available to a management or supervisor. Because Sainsbury’s does have a smaller area of responsibility, it has more management and protection. Sainsbury’s can see a rise in labour costs as a result of the additional management levels as well as the higher wages they get (Deshwal and Ali, 2020). Six non-executive directors, a group commercial director, a senior independent director, a chief financial officer, a group development director, the company’s CEO Justin King, and the board chairman David Tyler make up Sainsbury’s board of directors, the company’s top level of management. Since Sainsbury’s has so many directors, each one can keep an eye on various elements of the company and investigate any problems they find in order to help the company grow and become the top in its market.
When it comes to organisational structure, J Sainsbury’s PLC has chosen for a Matrix structure. For example, Sainsbury’s may use the matrix structure to compete against its rivals, or to accept employee requests for wage increases or pricing changes, since the matrix structure is adaptable (Saleem et al., 2020). Sainsbury’s staff benefit from the framework because they know exactly what they’re supposed to be doing, which gives them more confidence in their work. If the company is preparing to introduce new products or enter new markets, this helps workers to concentrate on their work (Shackleton, 1998). By employing the matrix structure, Sainsbury’s is able to adapt to its customers’ needs, ensuring that they are always providing the best products and service. There may be a drawback to Sainsbury’s usage of a hierarchical system that promotes chances for staff members, yet this might lead to friction amongst workers if they are not selected for a new job.
The culture also has an effect on how Sainsbury functions as a supermarket via the advertising efforts launched by Sainsbury in the media. Sainsbury’s motto, “Making Life Taste Better,” has become a well-known catchphrase among the company’s consumers because to Sainsbury’s promotion of its culture (Li, Terjesen and Umans, 2020). When it comes to food, many people who shop at Sainsbury’s feel that they are getting high-quality goods at a reasonable price, which is why the company employs the tagline “loyal consumers” All the amenities are available to Sainsbury’s workers because they think that they are successful due of their people, and that they would never get into this position if their staff did not perform well. Their workers’ health and safety are a top priority for Sainsbury (Colombo et al., 2019). At Sainsbury’s, they actively seek out and hire employees with diverse ethnic origins and treat them with respect for their own cultural values. Sainsbury does not discriminate against its workers based on their ethnicity, creed, or gender.
As a former CEO and non-executive, Simon adds a diverse set of talents and expertise to the board’s leadership team. To attain this level of customer pleasure, efficiency, and value creation, he spearheaded Sainsbury’s industry-leading reorganisation and digitalization of its retail operations during 2018 (Jia, Huang and Man Zhang, 2019). With his leadership, Sainsbury’s businesses have seen a major shift in capabilities and management.
The Sainsbury management adheres to the entrepreneurial approach of Simon Roberts, who believes in democratic leadership, which is the most efficient type of leadership since it involves all of the workers and hence employee morale is high. Under his entrepreneurial approach the company has developed a comprehensive business model (Caputo et al., 2018). According to it, there are five pillars to Sainsbury’s business strategy. These includes knowing its customers better than anyone else; providing superior goods and services at fair prices; being available to customers at all times and in all places; colleagues who make a difference; and channelling values that set it apart. In terms of its supply chain management, according to the capabilities of suppliers to satisfy the firm’s quality, safety, and ethical criteria, the company purchases items from more than 70 nations (Sadegh et al., 2020). A total of 1,300 members of our farmer and grower Development Groups and the firm itself are actively participating in 12 research initiatives aimed at enhancing agricultural production and reducing the environmental effect of British farming in the United Kingdom. Changing consumer p
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