Executive summaryC & C Grocery stores has problems stemming from an organizational perspective. Thorough analysis of the whole company was done as required from the onset. The organizational design of the company whose structure was put to question was assessed with its inadequacies outlined. The weaknesses of the structure have been mentioned in details in this paper and as such, the recommendations on the new format have been proposed. The reasons for restructuring as recommended have been explained from a professional point of view that if implemented C & C Grocery stores will reclaim its lost glory as the leading distributor of grocery.
The chain of command that creates conflicts has seen changes made to it by removing some of the layers. The merits that such a structure brings to C & C are exclusively captured in this report. The recommendations herein are made after critical analysis, comparison, and from an expert point of interpretation. IntroductionC & C Grocery stores were established in the mid nineteenth century in Charlotte, North Carolina. The company began as a family business owned by Cummins and Bob who were brothers.
The company supplied meat and produce in plenty to its clients. The success of the company was associated to many factors. These factors were based on the Cummins’ charisma that centred on his personality. His business style of service to customers though informal was quickly adopted by the employees of the company (Daft 2009, p. 130). This was in addition to the best products that C & C Growers availed to the clients. Good customer service together with high quality products led to the immediate success of the firm.
This was coupled with the company’s location that was strategic, making it very accessible. It is through these qualities that the company’s customer base kept growing rapidly. The company simplified these qualities into customer service and satisfaction and in the process attained profitability, expansion, and growth just the two brothers had desired and struggled to achieve. This growth brought in more profits and as a result, the company started expanding. In 1985, the company shifted its headquarters from Charlotte to Atlanta. The move was strategic as the management intended to serve clients in a better manner as the company had grown to the level of operating internationally.
The company enjoyed some form of monopoly for almost thirty years before problems that were brought by a poor organizational structure cropped up. The period that followed has seen C & C Grocery stores finding it very difficult to compete with other new companies in the industry including Wal-Mart. The problems that cause this inadequacy have been outlined in this report with proposals of new structures that will eliminate incompetence proposed.
The deficiency in the organizational structure of the company contributed greatly to the loss of its position as the market leader in the sale of grocery items. The recommendations that are made have been elaborated in order to facilitate implementation. Analysis of the Organizational structureC & C had its headquarters in Atlanta. The president of the company was Cummins who based in Atlanta. He was deputised by five principal assistants. The first was the vice president in charge of Human resources, there was a vice president in charge of purchasing, and the third had merchandising as his docket.
The other two vice presidents handled distribution, finance, and information technology. Three other vice presidents who took care of regions followed this layer of management. One was in charge of the South, the second managed southeast while the third controlled northeast. This team supervised district directors whose jurisdiction spread over various other officers. The officers include the meat and grocery merchandisers, operations and produce managers. The other officers were specialists in operating the district produce, meat, stores, and grocery (Beckman & Nolen 2007, p.
34). The manager in charge of stores controlled the lowest cadre of officers that comprised of departmental managers in the meat, produce, and grocery stores.