Professional Documents
Culture Documents
WLP A2 Sud14
WLP A2 Sud14
Student to indicate clearly on the Evidence (Page no) their answers against the following assessment criteria
that can be found.
Student declaration
I certify that the work submitted for this assignment is my own. I have clearly referenced
any sources used in the work. I understand that false declaration is a form of malpractice.
M1 Identify and apply Effective judgments To achieve M1, the learner should
strategies to find have been made present recruitment documents which
appropriate solutions thoroughly adhere to existing and
applicable laws and provisions of the
United Kingdom.
(Task 1)
SCENARIO
TASK 3 Managing Teams and Individual Performance in Whole Foods (LO 3.1, 3.2, 3.3)
In 1978, twenty-five year old college dropout John Mackey and twenty-one year old Rene
Lawson Hardy borrowed $45,000 from family and friends to open the doors of a small natural
foods store called SaferWay, in Austin, Texas. When the couple got booted out of their
apartment for storing food products there, they decided to simply live at the store. Since it was
zoned commercial, there was no shower stall. Instead, they bathed in the Hobart dishwasher,
which had an attached water hose.
Two years later, John and Rene partnered with Craig Weller and Mark Skiles to merge
SaferWay with their Clarksville Natural Grocery, resulting in the opening of the original Whole
Foods Market on September 20, 1980. At 10,500 square feet and a staff of 19, this store was
quite large in comparison with the standard health food store of the time.
Today, Whole Foods Market, Inc. is the largest natural-foods grocer in the United States with
more than 300 stores in the U. S., Canada and the United Kingdom. WF's 2012 annual sales
are $11 billion, and net profit of $465,5 million. But what does John Mackey think about
money? As he said in an interview: "I still grow in financial success because I have a numbers
of investments that continue to flourishbut WF is trying to fulfil a deeper purpose, and I have
to embody that deeper purpose. The money thing is a distraction, its so easy for people to
judge you, saying that you did that, or got a lot of moneybut if you are able to take the
money out of the equation then you are doing it for the "service" to fulfil that mission for the
organization, so that it creates a certain purity in your motive. One thing I know is what the
right move is because of how the team members are responding. Team members are so
excited. Why? Because these guys they really believe in their mission" Like he also said:
"purpose inspires people, and purpose releases creativity".
The Whole Foods strategy combines democracy with discipline in working and management.
The Whole Foods culture braids a strong sense of community with a fierce commitment to
productivity. It's a virtuous circle: rank-and-file participation reinforces individual attention to
performance and profits; solid financial results give people more freedom to innovate. Mackey
imagined the impact if every single person working for a company were able to be a creator
and innovator. A working place, in which Team members could be enable, capable,
empowered and challenged to unleash their entrepreneurial energy and their creativity to help
improve their team, store and company. He always thought about innovation as a constant
business objective also enhanced from bottom-up. As he mentioned once: "Any organization
that depends on a few geniuses at the top and outside consultants, regardless of how brilliant
they are, is at a competitive disadvantage to businesses that more fully utilize all of their
intellectual capital and decentralized knowledge".
The fundamental work unit of the company is the self-directed Team. Teams meet regularly
to discuss issues, solve problems and appreciate each other's contributions. Every Team
Member belongs to a Team, being very committed to business objectives, values and
performance.
Whole Foods recognizes the importance of smaller tribal groupings to maximize familiarity
and trust. Trust is the glue that holds everything together throughout the company. They
organize their stores and company- into a variety of interlocking teams. Most teams have
between 6 and 100 team members, and the larger teams are subdivided further into a
For more than a decade, Vietnam has experienced the influx of foreign workers to fill in the
skills and talent gap that most industries need as they operate in Vietnam. Engineers,
doctors, teachers and other professionals were welcome to work and provide knowledge
transfer to the Vietnamese, with the end in view that these multinational companies that are
built will be fully managed by local people.
One of these companies is Angry Monkey- an American mobile game producer. Having
three studios in Vietnam, this company is home to almost 3,000 employees. In the early
goings of the company, it has consistently relied on foreigners to occupy supervisory, middle
management and even senior level management positions. At the bottom level, game
developers and trouble shooters are grouped into teams who are in charge of developing
and refining games for different mobile devices. A team is typically composed of more than
20 people and is managed by at least one Lead Developer.
Ancillary jobs like Human Resources, general services and accounting are managed by the
local people in coordination and guidance of the headquarters in California.
Like other companies, Angry Monkey is already in the position of localizing employment
including the supervisory and management positions. At the moment, there are around 60
foreign supervisors and 15 middle and senior level managers that run Angry Monkey
Vietnam. As the company deals with this transition, it is pressed with several obvious issues.
Is the company ready for the transition?
This is where your expertise as an Human Resource Management consultant comes in. In
your HR audit which was done by your team two months ago, you have pinpointed several
problem areas that you have to address to smoothen the transition, These are;
1. Communication barriers. There is no doubt about the capability of the people to
develop and trouble shoot games. However, the best candidates for the soon to be
vacated positions, have limited English communication skills.
2. Underdeveloped management skills. Most of the employees are graduates of IT or
computer related courses. 85% of them however, have no formal training nor
experience in managing people.
3. Compensation adjustment. It has been the policy of the company to keep
4. Screening the best applicants. The communication and lack of management skills
issues are common to all the candidates for management. With respect to work, all
of them are at par with each other. The fact of the matter is that there are not enough
management positions for all the aspiring candidates to management. This is a
serious problem, since rival companies are more than eager to pirate these
candidates but Angry Monkey does not want to lose any of its talents.
These four issues are your top priority. As a consultant, your task is to assist the company in
the transition. You are tasked to develop a plan for the transition, which should be
operational by March 2018. In your plan, make sure to address these;
4.1 Explain the factors involved in planning and monitoring and assessment of work
performance
4.2 Plan and deliver the assessment of the development needs of individuals
Evidence
Summary of evidence required by student Evidence presented
checklist
LINKS:
http://www.hospitalitynet.org/news/4059396.html
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LO 2
Explain the factors involved in planning and monitoring and
4.1 assessment of work performance
Achieved? Achieved?
Grade descriptor Grade descriptor
(tick) (tick)
D3: Demonstrate
M3: Present and communicate
convergent/lateral/creative
appropriate findings
thinking
Action Plan
Summative feedback
DATE : ...............................................................
VERIFIED BY : ................................................................
NAME : ................................................................