Compare the effectiveness of different leadership styles in different organisations. You should use Greggs as one of the organisations.

Organisations and Behaviour .Greggs Plc.Principle Outcomes Assessed:Understand the relationship between organisational structure and culture.Understand different approaches to management and leadership.Understand ways of using motivational theories in organisations.
ASSIGNMENT INTRODUCTIONIn this unit you will learn about the behaviour of individuals and groups within organisations. You will explore the link between the structure and culture or organisations and how these impact and influence the behaviour of the workforce.The structure of a large multi national company such as Unilever with thousands of employees worldwide will be very different from a small local business with 20 employees.The way in which an organisation structures and organises its workforce will impact on the culture that develops within the organisation. This system of shared values and beliefs will determine and shape the accepted patterns of behaviour of an organisations workforce. The culture in organisations that differ in size for example or are from different sectors of the economy can be very different.The structure and culture of an organisation are key factors which contribute to motivating the workforce at all levels of the organisation. The Japanese were instrumental in developing a culture of Kaizen or continuing improvement through teamwork in their manufacturing industry. This culture has now been exported around the world and encapsulates the way in which structure and understanding of culture contribute to patterns of behaviour in the workplace.This unit will develop you to understand the behaviour of people within organisations and of the significance that organisations design has on shaping behaviour.Case Study AssignmentGreggs The Baker The Real Deal?Greggs Plc emerged in the 1960s when Ian Gregg developed his fathers bakery business into a multi-store chain. Today it is a byword for low prices. While sandwiches at Marks & Spencer hover around the 3 mark at Greggs 1 is the starting point and 1.99 a gross self-indulgence.With over 1600 shops across Britain Greggs has far more outlets than Starbucks McDonalds and every other food-related chain. It is highly profitable with profits in of 2013 of 51 million; a slight fall on 2012.It is the biggest bakery chain that employs over 20000 staff throughout Britain.A November 2009 article in The Times put the companys success down to four things:Understanding its value propositionA focus on men with blokey products such as piesGreat locationsUnerring Brutishness so that even Chicken Tikka will be in the form of a (British) pastyRecognising and valuing its employees all levels.Actually that does a disservice to the core strengths of Greggs while ignoring some strategic mistakes. Among past mistakes was a move to Europe to Brussels to be precise where several outlets were opened and flopped. To managements credit that attempt at market development was not repeated. Another error was an attempt to go upmarket to produce posher sandwiches at premium pricing points. Best forgotten.Long-standing core strength has been the Greggs culture. When most plc bosses focused on shareholder value in the 1980s and 1990s Ian Gregg made clear his contempt for making shareholder profits the main objective. He believed success comes from focus upon staff and on customers. Get them right and profits will come. He told his shareholders that they were his third priority. Recognising the contribution staff makes at every level is key to the running of any businessThe benefits of this history were clear to ken McMeikan the Chief Executive who was in charge from 2009-2013. When he first took over he visited many shops and several of Greggs regional bakeries. The Guardian wrote in 2010 that:The most striking thing when Ken McMeikan the chief executive of Greggs shows me around the companys large bakery just outside Leeds is how unintimidating he seems. Workers smile and say hello. Women are standing on either side of a conveyor belt icing cupcakes in neat coils and they laugh as they remember how they tried and failed to teach McMeikan how to do it once. What I liked as soon as I took over says McMeikan, as we wander over to where two men are loading trays of chocolate muffins on to a trolley, is how there isnt an us and them feeling.Mc Meiken 45 served in the Royal Navy as an electronic welfare operator and he says every member of the ships company played a vital part Recognising the contribution staff make at every level is key to the running of any business. Mc Meikan was replaced by Roger Whiteside in 2013 who had worked at Greggs in a Director role and was seen as his natural successor. Greggs have set targets to involve two thirds of their staff in contributing their views on issues affecting them. This might suggest that only a minority currently are involved in having their views or ideas recognised.Putting this into practice includes making unannounced visits to at least half a dozen stores by Whiteside to listen to ideas from his 19000 staff and to let them know how much their ideas are valued He also looks at the way customers are greeted speed of service and presentation of products as Greggs standards are high. He joins team meetings in the stores to listen to ideas as well as keeping them informed of the companys plans for expansion. One key strategy of refurbishing Greggs shops with new layouts giving space for seats and extended range of sandwiches drinks reflects feedback from staff and customers ideas for improvements. Greggs during 2013 have already made store improvements throughout the country after listening to employees.Whiteside like Mc Meikan works several full shifts in Greggs shops doing everything from serving to sweeping floors. This is another way of keeping in touch with the front lineThe health and wellbeing of our people is of paramount importance to Greggs. They have robust Health & Safety controls in place designed to protect their people at work.They want employees to feel rewarded valued and engaged in the business. We want all members of our Greggs family to share in our success when our business is doing well that is why every individual working at Greggs is eligible for profit share paid twice a year.They also offer SAYE (Save as You Earn) schemes an annual Employee Opinion Survey where we encourage their staff to tell us what its really like working for Greggs and how they can improve plus we have a wide range of family friendly policies which recognize family rights and help our people achieve a sensible flexible work-life balance.Greggs promote equal opportunities and encourage diversity and inclusion via policies that ensure they do not discriminate on the grounds of age gender ethnic origin religion or disabilityThey want to train and develop employees at every level to ensure they are successful in their roles and can progress within the company. We offer a wide range of training and skills courses and are very proud that a high number of new appointments are internal promotions says Mc MeikanMick Duffy 60 lives near the bakery and is retiring at the end of the month after 41 years with the company. He started frying doughnuts and is now in charge of the bakerys recycling services stale bread is sent to make animal feed and he even saves the metal handles from plastic tubs to recycle (a tonne earns 10). The shops too dont throw many away unsold pastries and sandwiches are given to local charities and hostels at the end of every working day. When I joined I found it strange because even though Greggs is a plc with 19000 people it still felt like a family business says McMeikan. Its because of people like Mick who have been here for years.It is proving hard to find anyone who has anything bad to say about Greggs though the turnover of staff can be high in some areas so not everybody can be happy working there. Workers in its shops are paid above the minimum wage but not by much. Still Joe Marino general secretary of the Bakers Food & Allied Workers Union says he has no problem with the company. Turnover of staff is often high in retail but Greggs have fairly decent terms and we hold them up as the example. We dont hear the horror stories we do about other companies.One thing that hasnt changed says Ian Gregg (now 71) is the companys sense of social responsibility 10% of the profits are shared among the staff every year. The business has been based on the philosophy of look after your staff properly and theyll look after the customers and together theyll look after the business. I dont know why more companies arent like that. He also set up the Greggs Foundation its charitable arm in 1987. It seemed the ethical thing to do he says. I had worked in Newcastle Glasgow Manchester and Leeds where you did see a lot of urban poverty. If your business is doing well within a community you should put something back into it. Its enlightened self-interest.Greggs are reorganizing there supply chain and have stated in there 2010 annual report that they will ensure there supply chain team supervisors will share important information to them Does suggest there has been some communication issues with previous reorganizations or takeovers of smaller chains.The foundation gives 1.1m to local charities especially in the north-east. There is even a hardship fund where individuals can apply through social services or a housing association for up to 150 to buy essential appliances or childrens clothes.Whiteside talks passionately about Greggs breakfast clubs. The company spends 225000 a year funding free morning meals in 135 primary schools. It provides the set-up costs (catering toasters plastic plates) puts the school in touch with a local Greggs which donates the bread and gives money each term usually around 500 but up to 1000 for juice fruit milk and cereal. The scheme started in Newcastle and has gradually moved south running only in schools in disadvantaged areas; another 20 clubs are to open in the new school year.Back in Leeds meetings with all the employees he says all businesses should have a social conscience. The reality is the government hasnt got the money there are going to be some very painful cuts. Unless businesses that are strong and growing are prepared to do something theres going to be a gap he says. There has never been a time in this country where weve needed businesses to do more. It is easy to forget that Greggs is still just a business with a bottom line and shareholders to protect but it seems like a good way to run a company and perhaps it is showing the way one sausage roll at a time.(Sources: The Guardian August 11th 2010; The Sunday Mail May 29 2011 Greggs website February 2011; The Times 2009) Annual report 2013)TASK ONEUnderstand the relationship between organisational structure and culture. (LO1). Produce a report between 1500 and 2000 words to:-o Compare and contrast Greggs organisational structure and culture with another organisation of your choice. (1.1)o Explain how the relationship between Greggs organisations structure and culture can impact on the performance of its business. (1.2)o Discuss the factors which influence Greggs Chief Executive behaviour atwork. (1.3)TASK TWOUnderstand different approaches to management and leadership. (LO2).Prepare a PowerPoint presentation to:-o Compare the effectiveness of different leadership styles in different organisations. You should use Greggs as one of the organisations. (2.1)o Write a two page report-style document (must not be shorter than two pages) explaining how organisational theory underpins the practice of management.(2.2)o Extend your report by two pages in length by evaluating the different approaches to management of Greggs Plc and other different organisations.(2.3)TASK THREEUnderstand ways of using motivational theories in organisations.(L03)o Write a two-page report-style document discussing the impact that different leadership styles may have on motivation in organisations in periods of change. You will need to research examples which could be your own organisation and reflect the impact of changes on employees.(3.1)o Compare the application of different motivational theories within the workplace. Using the Greggs case study compare Whitesides approach compared to other businesses.(3.2)o Evaluate the usefulness of a motivational theory such as used at Greggs for managers. (3.3).TASK FOURUnderstand mechanisms for developing effective teamwork in organisations.(L04)o In a report of not less than 2500 words explain the nature of groups and group behaviour within organisations.(4.1)o Extend your report by discussing factors that may promote or inhibit the development of effective team work in organisations. (4.2). Be sure to include examples from both small and large organisations.o Evaluate the impact of technology on team functioning within a given organisation.(4.3) Write a memorandum to the Chief Executive of Greggs Plc to what extent technology has benefited teams throughout the organisation .

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