The Strategy Employed by Chase in Developing Tyrrell Crisp Business - Assignment Example

TASK Level 2 -Assignment Part Organizations & Strategy The strategy employed by Chase in developing Tyrrell Crisp business can be reflected by the Ansoff's model such that the strategy he employs is convenient at any time and in various situations for the company to thrive. In doing so, Chase concentrated on the product by considering the price and premium price styled so that the business could penetrate the market. In his strategizing, Chase considered the market in terms of the eating habits of people and the level of disposable income. In this regards the Ansoff's model of growth strategy is considered such that the market and the product is considered. Therefore there is the consideration of the old or existing, new and potential products. In essence, Ansoff's model of strategic growth is used by Chase in the efforts of enabling the Tyrrell Crisp business to grow. The acknowledgement of Mr Chase that consumer is ready to pay more for traditional products because of the exceptional ingredient are also a concept that can be noted in this model. His packaging which was meant for the locals and therefore designed to suit their needs was equally of importance. This goes along with the Ansoff's model such that the redesigning of the packaging shows that or aims at the existing customers in a new market. This eventually reflects the qualities of Ansoff's model of new products being sold in existing market and new products sold in new markets. In this regards the concept of market penetration is crucial. This is a strategy Chase uses to penetrate the market a market that is apparently not saturated. He does this by attracting new customers for the product and ensuring that the existing ones are adequately furnished by the product and are satisfied. Mr. Chase attains this by aggressively doing the marketing for the product and selling it directly to the consumers cutting off the link of the distributors who he considers not enthusiastic. In terms of market penetration, Chase uses the strategy to ensure that he makes his sales to the stores. It is to this effect that it can be deducted that distributors if not well managed or well laid out can lead to the detriment of the company rather than the flourishing of the company. Another concept that Mr. Chase use which is a concept in the Ansoff's model is that of diversification. He intends to diversify into other products including cereal bars, biscuits and muesli. Diversification enables the company not to rely heavily on one product. This enables the company to easily overcome any disaster which may be associated with a single product. In this sense diversification according to this model involves the introduction of new products. For long term survival of a company diversification is essential since reliance on one product can lead to uncertainty of the company's future. The behavior approach was researched on in the 1940s since the researchers wanted to find out the source of effective leadership. They considered behaviors of individuals since there was a belief that behaviors could be observed in an objective manner and measured (Allen: 1997). They equally believed that behaviors could be measured. In this regards a researcher Kurt Lewin 1938 gave information that led to the basis of behavior approach of leadership. In this he identified a range of leadership behaviors including democratic style, autocratic style and laissez-faire style. However there is no particular style that has been identified as the most effective in leadership and thus many managers and leaders use a mixer of this styles where appropriate or where the styles suite them. By reflecting the mode of leadership manifested by Chase it shows that Mr. Chase use various types of leadership skills to ensure that his company's products reach various destined locations. This approach therefore enabled the company to penetrate the Market. The behavior approach of leadership has the views in relation to motivation and can be categorized into two views known as theory X and theory Y. these development were developed by Douglas McGregor and developed them as opposing views (Graham: 1982)). In theory X there it is characterized by inherent dislike of work by human beings in the expense of avoiding responsibility. It further insinuates that the average human being has little ambition and needs security more than any other thing in the job or working environment. According to this theory, people have to be forced to do their job by being controlled, directed and threatened with consequences that they might encounter due to failure to deliver, for instance penalties like salary cut and denial of allowances. All this is aimed at pushing the employees of the organization towards the organization's objectives and goals. Mr. Chase refused to use the distributors because he believed that they were not aggressive enough o deliver the goods to his target customers. A comparison of the two behavioral models show that the one which supports theory Y is more attracting to an organization and provides satisfaction both to the individual and the organization since a satisfied worker is bound to produce results in the organization. This is what Mr. Chase uses. McGregor brings in a culmination of human behavior approaches in the discussion of the participative management style (Dreyfuss: 1967) In this sense the employees are handled with lots of respect and valued. Failure to treat them in a valuable manner might lead to rivalry between the employees with the management which might work to the detrimental of the organization. In addition in participative management the employees are given an avenue to participate at various levels of management in the organizations. In addition, empowerment results in better decision making at Tyrrell Company. If the decisions are made at the correct level they will be informed decisions made through consensus rather than decisions made with limited information in a vacuum. The decisions implementation will make the decision makers to be motivated after the realization that they have a say in the company thus improving the performance of the company. Also empowerment targets to speed the decision making process. When the right people are given the mandate to make decisions, they need not to go up to the heads to ask for solutions but they come up with decisions thus avoiding delays in the decision making process (Tharenou: 1993). In addition when decisions are made at the appropriate levels or job positions it is advantageous for the firm since no one else can understand these issues or opportunities with greater clarity than the people at the appropriate level. Employees at Tyrrell Company can be empowered by being provided by skills through training that will see them filling the gaps that are blank (Yousef: 2000). This will help the employees at Tyrrell Company with solving their problems at work. It equally enables the workers to build self-confidence. Furthermore, empowering their employees with skills encourage employees to take pride of their work which consequently results into improved productivity. They will use the skills they have learned to disseminate their services and do the work in the most efficient way. This in the long run this enables the organization to prosper in its endeavors. Therefore Tyrrell Company uses this strategy in the sense that it empowers its distribution stores to do the distribution for them, cutting out the supermarkets which apparently according to Chase influences the way the pricing of their products is done. In addition this strategy of empowering their workers brings in the factor of intrinsic motivation to the workers and thus enabling them to manifest efficiency and efficacy. List of References Allen, N. (1997) Commitment in the Workplace. Thousand Oaks: Sage Publications. Dreyfuss, H (1967) Designing for People. Boston: Allworth Press Graham, G (1982) Understanding Human Relations. The individual Organizations and Management. Chicago: Science Research Associates Tharenou, P. (1993) A Test of Reciprocal of Absenteeism. Journal of Organizational Behavior, 269-290 TASK 2 Level 2 -question 1B Indicate a strategy which could be employed to take the business forward Change is vital in the organizational viability-change is inevitable. The right kind of change enables a company to maintain its viability in the complex environment whereas the wrong kind of change destroys an organization (Yousef: 2000). Tyrrell Company can succeed in its endeavor to change by effectively managing the changes it needs to undertake. Change attracts many facets of an organization; it attracts the people, the processes, structures, technology and external stakeholders (Yousef: 2000). For the company to move forward it should know how to prioritize the change that suits the company. The managers ought to first analyze the nature of change they have to take and the likely magnitude and the potential impact to the organizational members and productivity of the organization. In this breath Tyrrell Company ought to do some changes on its technology. Lack of networked computers within the company's premises and their customers makes it difficult for information to be relayed from one point to another thus affecting the speed at which information flows. I T is indispensable in any business at this point and time in the contemporary world. The company has to invest in this technology and use it to do most of its transactions thus enabling it doing a lot of the business. Lack of adequate technological advancement in turn costs the company extra costs by keeping many employees who could have otherwise been done away with. The company has to sensitize the employees by ensuring that they understand the reason the company wants to have change and the types of products the company want to diversify in case of diversification. Ensuring that information flows at all levels in the company can do this. In this regards the company has to mandate group leaders to get information from their groups and to ensure that the employees are participating in decision-making. This will make the employees feel that they are part of decision making thus minimizing the chances of resistance to change. This will equally have an impact in the attitudes of the employees. Organization's success is at the mercy of its employees-if the employees are empowered then they are bound to be satisfied. It is to this effect that Tyrrell Company ought to empower its employees. In this sense, empowerment of employees plays a pivotal point role in the progress of the organization. For instance, if an organization empowers its employees by training them, there is a possibility of employees ending up motivated and thus become more efficient. In this case the employees are winners. On the other side of the coin, the employers win in that they get more profits as a result of the employees working hard from the motivation they get from the empowered skills. In empowering its employees the company should ensure that the employees are put in groups and individually. In this regard, the employees and groups acquire self-esteem, which in the long run leads to job satisfaction and thus better performance of the organization. In addition, growth, which is concerned with individual's intrinsic desire to personal development and may be attained through achievement and development in one's job and the success of the organization-it, is equally inevitable to mention that intrinsic motivation is triggered by empowering employees. Tyrrell Company should use empowerment as a component of Total Quality Management (TQM) movement simply because it will make people feel better about themselves and will, therefore, make them work harder and be more productive for the business entity. The essence of TQM is to ensure that every manager and employee in an organization has a sense of responsibility. Tom Peters summarizes this idea by arguing that management should be laced with quality (Vecchio: 1988). In this case when employees are empowered they endeavor to unleash their potential thus working to the betterment of the quality of the end products and services of the organization and thus creating inner fulfillment which leads to job satisfaction. This shows the necessity of Tyrrell Company to empower its employees. Also in empowering its employees, Tyrrell Company solves the problem of job dissatisfaction-which is as a result of an organization not empowering its employees-consists of indicators of low morale, high labor turnover, skills wastage, absenteeism, high accident rates and poor timing among others (Staw: 1995) - these traits are not manifested by empowered employees. An individual with low job satisfaction may suffer frustration and stress. There is therefore a direct link between job satisfaction and job performance. Empowerment of the employees at Tyrrell Company motivates them thus leading to high productivity of the company. What a human resources plan should involve This organization should be managed through a democratic leadership so that the hurdles come through communication breakdown will be curbed. Democratic leadership considers the suggestions of the members of the organization as well as those of the leaders. In doing so all suggestions are considered to be important in contributing the final decision. Since this organization has many branches, which make it difficult for a single leader to lead it, the company should delegate the responsibilities of controlling the company's activities to the managers who will be team leaders and represent the grievances of their groups to the executive management. Democratic style of leadership is the most suited for this company because some employees have information that could assist in the well being of the company. In this sense the advantage of the democratic leadership to be used in this organization is that it will boost morale for the workers since they will be recognized as important entities of the organization. This style of leadership has mutual benefits for both the employee and the leader such that it allows them to make better decisions (Weiss: 1979) Also this kind of leadership will not only eliminate the problem of employees being lazy but also unleashes the ability of employees to lead within them selves. When this organization uses this method of leadership the production is bound to increase too. (Maslow: 1970) suggests that people are in a continuous state of motivation and the nature of that motivation is variable and complex. He further shows that people rarely reach a state of satisfaction except for a short time. The organization can use this theory to focus consistently at the employees immediate goals thus making them consistently motivated. Democratic leadership in this sense comes with an intrinsic satisfaction that makes the employees motivated and satisfied. What aspects he might need to consider in order to grow the business Contrary to the strategies of managing change the managers at Tyrrell Company do not ask for the employees' opinions when they want to introduce a certain change in the organization. Mr. Chase do not equally bother to train and sensitize the employees about the change they are about to undertake. This leads to a situation where the employees do not feel and see themselves as part of the company but as outsiders. For the process of change and strategizing to be successful there is the need that the company's management to take the initiative in ensuring that the information about the need for change and diversification reaches all the employees. In this regards the employees should be made worthwhile by being asked what they think about the change that should be undertaken. Change should not be pushed down the throats of employees. Tyrrell Company managed mostly through authoritarian leadership- Mr. Chase is the final decision maker. The manager is the supreme person in the organization and rarely asks for advice from the employees. There is a need to have a democratic leadership style. This will ensure that the employees are given the opportunity to air their views and grievances without the fear of losing their jobs. It will also enable the leaders to learn from the employees what they do not know. Mr. Chase can be advised to open communication channels so that they are in a position to know the interests of their employees. In addition a democratic leadership method will enable the managers to identify the leaders within the organization and thus make it easier for them when they want to delegate responsibilities. Also a democratic leadership will ensure that the leaders come up with a more fluent and articulate decision. In essence this will make the managers to come up with the best decisions in favor of both the employees and the organizational. For Tyrrell Company to soar the sky of performance, it has to have a well-qualified, empowered and motivated workforce. The company should endeavor to empower its employees. The management can do this by hiring consultants to train their staff on technological skills and other organizational behavior aspects. In so doing the managers will update their skills and this will be an eye opener for the rest of the members in the organization. The managers are recommended to delegate their duties to employees such that employees are put in groups with group leaders and then they are given specific tasks to accomplish (Yuki: 1981). The managers should later reward the groups than have done their duties to perfection. This will eventually bring internal competition that is healthy for the development of the organization. In addition the result from this competition will be intrinsic motivation to all members of the organization. Theory expectations expect that the organization is run in a way that the communication flow is impeccable and all the members should be motivated. This is contrary to how Tyrrell Company is managed. For it to thrive in higher business realm the management has to work towards improvement of the organization. The management should overhaul their authoritarian structure and come up with a democratic one that will ensure that all the employees are comfortable with what transpires in the organization. They should also come up with a strategy to ensure that the employees are positive in their undertaking and feel a sense of belonging. List of References Maslow, A. (1970) Motivation and Personality. New York: Harper & Row Staw, B. (1995) Psychological Dimensions of Organizational Behavior. New Jersey: Prentice Hall Vecchio, R (1988) Organizational Behavior. New York: Dryden Press. Weiss, H (1979) Social Influence on Judgment about Tasks. Organizational Behavior and Human Performance, 126-140. Yousef, D. (2000) Organization Commitment: A mediator of the Relationship Behavior with Job Satisfaction and Performance in a non Western Country. Journal of Managerial Psychology 6-24 Yuki, G. (1981) Leadership in Organizations. New Jersey: Prentice Hall. Read More