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Organizational Behavior At Whole Foods Essay

1293 words - 6 pages

Organizational Behavior at Whole Foods

Introduction
This paper will discuss the organizational behavior concepts that relate to Whole Foods. These concepts include Theory X and Theory Y, human and social capital, the profile of the 21st century manger, Carroll’s Global Corporate Social Responsibility Pyramid and the seven moral principles. Whole Foods Market is a supermarket chain that functions through several completely maintained divisions. The supermarkets are located in the US, Canada and the UK. It is headquartered in Austin, Texas and employed about 72,700 people as of September 30, 2012, of whom 16,400 were part-time employees and 3,200 were seasonal employees (“Company ...view middle of the document...

1013). Social Capital is the productive potential of solid, trusting and accommodating relationships. Whole Foods believes people are the key to their success. Whole Foods train their employees for achievement. In return from trainings you get teamwork, knowledge, respect, trust, shared goals and visions. Which builds the human and social capital and is necessary for the greater good of the organization.

Bringing Whole Foods to the Profile of the 21st Century Manager to Life

A 21ST century manger is more of a couch then ruler. They see themselves as part of a team and will make sure that team members are given all the resources needed to succeed. The mangers job at any organization is to hire good people and make sure they are trained well. Whole Foods believes in a conscious leadership. The leaders identify their own flourishing with the flourishing of the organization (Kreitner & Kincki, 2012). Whole Foods understand that in order to be successful, everyone especially mangers need to have the mind set of happy workers equals happy customers which equals greater success. In the past century’s mangers would only worry about their success and would walk all over their co-workers. Meinhard (2012) noted that you can hire the right employees, but if you badly manage them, they’re more than likely to mess up, rather than step up (par.1). If an organization want to succeed they need to replace the bad managers. The best way to find out how if a manger is in the 21st century is to ask their team members.
Whole Foods on Carroll’s Global Corporate Social Responsibility Pyramid

Corporate social responsibility means that organizations have moral, ethical, and goodhearted responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. Barnett (2006) wrote about how CSR requires organizations to adopt a broader view of its responsibilities that includes not only stockholders, but many other constituencies as well, including employees, suppliers, customers, the local community, local, state, and federal governments, environmental groups, and other special interest groups (pg.137). I would locate Whole Foods on top of Carroll’s global corporate social responsibility pyramid. They care about their community and the environment. They are committed to sustainable agriculture by supporting organic farmers, growers and the environment. They recycle, reuse and reduce their waste out of respect of the environment. They give back 5% of their profits every year to a wide variety of non-profit organizations and the community. Also Whole Foods sees their trade partner as supporters in serving their stakeholders. Treating them with same respect, fairness and integrity at all times that they would want in return (Whole Foods, 2013).

The Seven Moral Principles at Force at Whole Foods

The objective for mangers should be to rely on moral principles so their choices are honorable, suitable, and...

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