HND商务文化策略businesscultureandstrategy你不过我跳楼

Unitassessment:candidate’sassessmentrecord

DE3X35

BusinessCultureandStrategy

Class

Group

Candidate

Name

Candidat

eID

Outcomes1,2,3,4and5

EvidenceRequirements

RecordofPerformance

Satisfactory/

Unsatisfactor

y

Comments

Assessmenttask

Section1:Externalenvironment

SPELTorPESTanalysis

SWOTanalysis

HowtoconductaSWOTanalysisinthecase

Section2:Organisationalculture

‘sharedvalues’

and‘takenforgrantedassumptions’

Identify

JDWetherspoon’

sorganizationalculture

Therelationshipbetweenorganisationalcultureand

organisationalbehaviour

DifferentcultureinJDWetherspoon

Section3:Businessstrategy

Businessstrategyand

it’s

environment

1980

sand1990s’

Businessstrategyusedandfour

benefits

Comparisonoftwobusinessstrategiesduring

differentstage

considerbeforechangingitsbusinessstrategy

Theconnectionbetweenthe

terms‘businessstrategy’

and‘strategicchoice’

Managingbusinessstrategy

Section4:Change

‘forcesforchange’

analysis

Thefactorswhichleadtochange

Theroleofleaderduringachange

Dealingwithchange

(

EnterSorUintheboxtoindicatewhetherperformanceintherelevantaspectoftheassessmentissatisfactoryorunsatisfacto

commentcolumncanbeusedtohighlightanyre-assessmentthatmaybeneeded.)

Assessor’ssignature:

Date:

StrategyandCulture

In

JDWetherspoon

PresentbyLiuMeng

5thDecember2011

目录

Assessmenttask1

\h

Introduction

5

\h

Discussion

5

\h

SectionA

5

\h

a)ExamplesofSPETLanalyze

5

\h

b)SWOTanalysis

8

\h

c)Guidelinesformanagementuse

9

\h

SectionB

10

\h

a)OrganizationcultureinJDW

10

\h

b)ThetypeofcultureinJDW

11

\h

c)Therelationshipbetweenorganizationcultureandbehavior

12

\h

d)Managementapproachtodifferentorganizationculture

12

\h

SectionC

13

\h

a)Possiblestrategiesandindicatebusinessenvironment

13

\h

b)WhatstrategyJDWfollowedduring1980-1990s

14

\h

c)Comparetwostrategiesintermsofinfluenceandonthebehavioroftheorganization

15

\h

d)Whathasconsiderbeforechangingitsstrategy

16

\h

e)Illustratetheconnectionbetweenbusinessstrategyandstrategicchoice.16

\h

f)Keyissuestomanageitsbusinessstrategy

17

\h

SectionD

18

\h

a)WhythestrategyofJDWetherspoonchangedovertime

18

\h

b)OnefactorwhichmayleadtochangeinJDW

18

\h

c)Therolethatmanagementplaydealingwithchangesin2000

19

\h

d)AdvicegivetothemanagementofJDWhelpandanalyzechangesituation

\h

overcomeanyresistancetochange

19

\h

Conclusion

21

\h

Reference

22

Introduction

TheJDWetherspoonplcwasfoundedbyTimMartinwhoopenedthefirstJDwetherspoonpubinthe1979.Itbasedthemodelforapubona1946essaybyGeorgeOrwellwhichreferredtoanimaginarypubcalled‘MoonUnderWater’.Inthe1992,theJDWetherspoonbecameaplcwhichtimeitconsistedofachainof44pubsandnowithasover600pubs.In2002,about10yearsafterflotation,itssharepricetomorethantentimesitsoriginalvalue.

Thisreporthas4sections.SectionAisgoingtogiveexamplesofexternalenvironmenwhichhaveaffectedthewayJDbehaved.Moreover,usingaSWOTanalysis,explaintherelationshipbetweenJDandtheenvironmentitisfacingduringtheearlyyearsthe21stcentury.SectionBaimsatexplainstheorganizationcultureandorganizationbehaviorinanorganization.Moreover,thereportwillexplainthetypeofculturet

theorganizationhasusingarecognizedmodeloforganizationalculture.SectionC

mainlyevaluatesthebusinessstrategythatJDadoptedandhowtomanagestrategy

withinanorganization.SectionDdealswiththetimeschangewhichaffectJD

Wetherspoondirectlyandgivesomerecommendationsforthesenegativechanges.

Discussion

SectionA

a)ExamplesofSPETLanalyze.

Thesocialfactor

Pubsuitforthetraditionalculture

TheUKsocialcultureistraditional,sotheJDWetherspoonpubsdon’tplayconceptmusicorshowTVprograms.secondly,theUKsocialcultureispursuethehigherstandardliving,sothattheJDWetherspoonpubsnotservingcomplimentarycrisps

withbaguettes,werehealthconsciousandalmostalwaysleftthecrisps,introducing‘hotness’ratingonthecurrymenu.

Entertainmentelement

Atthebeginningof80s,youngergenerationsofcustomerswanttoenjoymusicoraneveningout,therefore,Wetherspoon’sneedtotransformfromtraditiontoentertainmentinordertoremaincompetitive.

Thetechnologicalfactor

VentilationSystem

Eachoftheventilationsystemscostmorethan100,000pounds.Itaimstoensurethacustomersdonotleavesmellingofsmoke.

Securitysystem

Itnowhasmorethantenofthesehotels,allofwhichhavebarfacilitiesattachedtoThisistechnicalfactor.Inordertoattachcustomer,thepubsmustusehightechnolandequipit.JDprovideventilationsystemineachpubsforcustomerstogiveacleindoorenvironment.

TheEconomicfactor

Economicscrisis

Asknowthatinthebeginningof21stcenturyhasabigeconomiccrisisinthework,causetheEconomicenvironmentofBritishisnotprosperity.Somoreandmorecompanyredundancytheemployees,itwillbemakealargenumberofpeoplelossthejob,moreoveritcausetheincomeisdownandthepeople’sbuypowerisdecrease.

Consumerbehavior

Becauseinthesupermarket,thewineandbeerischeaperinthepubs,somemoreandmorepeoplelikebuysomewinegobackhomeratherthangotothepubs.SothattheJDWetherspoonhavetoexpandbusinessareaswhichithasbegundevelopingbudgethotel,theJDWetherspoonpubsnowservebreakfastandhaveadedicatedfamily

diningareawherechildrenandadultscaneattogether.Itwillbeimmediatelymakmoreprofitforself-help.

Politicalfactor

JointheEuro

TheUKgovernmentconsidersmakethePoundjointheEuroaimtoEurointegration.ItisadisputefortheBritish,becauseifthePoundjoinstheEuro,itcausesthedepreciationofsterlingsothatthecommoditypricewillbeincrease.ThispointisveryimportantfortheJDWetherspoonpubs,becauseitwillbemakethecustomerwillpaymorecashforthealcohol.SothattheMartinisanotedeuro-scepticand

2002printed500,000beermatsandputup10,000‘savethepound’posterstoencouragecustomertothinkabouttheissuewhiletheydrink.

Unemploymentfactors

TheGovernmentappliedmonetaristpoliciestoreduceinflation,andreducedpublicspending.Deflationarymeasureswereimplementedagainstthebackdropoftheearly1980srecession,leadingto100.000beingaddedtotheunemploymentregistereverymonth,theearly1980srecessionsawunemploymentsawunemploymentriseabovethreemillion,itdirectlyledtopubindustryeconomiclosses.

Legalfactor

Governmentpolicy

Inthiscase,itshowsomelegalforthepubs,forinstance,thegovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehavior,particularlyincity

centers,beertax.Itmadethelessofpeoplegotothepubs.SotheJDWetherspoopubshavetodiversifyoperation,Forexample,itservethebreakfastandopenearlthanlicensinghoursbeginat11.00am.

Opportunity

JDWetherspoonseizedtheopportunityofpoliticalstabilityandpositiveeconomytrendtoexpandsmoothly.Besides,JDWetherspoonowneditsoutlets,thereforeitcaeasytocontrolitsoutletsbasedonwidespanofcontrol.MinimumhumanresourceswasteonmanagementcausedbyJDWetherspoonisacentralizedstructure.

Threat

Asgovernmentissuedthesocialpolicy,pubscannotbeseentobeencouragingbingedrinkingandtheconsequentanti-socialbehavior.JDWethspoonsufferedaresistancefromsocialpolicy,themarketshrunkduetocompetitoradoptsdifferentapproachtosharethemarket,andthecompanyhastochangethestrategyasaresult.Thecostofchangingwilldelaythedevelopment.

b)SWOTanalysis

Strength1

JDWetherspoonhasaperfectcommunicationinthecompany.AsknowthattheJDWetherspoonplacesgreatimportanceonlisteningtoandactingon,ithastwo-waycommunicationfrommembersofstaffonallaspectsofthebusinessaboutthefeedback.Moreover,theJDWetherspoonownedsomefantasticfacilities,forinstanceithasaventilationsystemineachpubs.

Strength2

Highdegreeofstaffloyaltythankstothecompany’strainingpolicy.Staffiswillingtoworkduetotheiradviceorrecommendationcouldbeadoptedbytheboardifitmakessense.

Weakness1

ButJDWetherspoonalsohasweakness.JDWetherspoonfollowtheBritishtraditionalculture,sotheJDWetherspoonpubsdon’thasanyfashionfacilities,forexampletheydon’thavetheTVandmusic,sotheylossofcustomer.Chairmangaveupdaytodaycontrolin2004tobecomenonexecutivechairmanworkingtwodaysweek.ThisseriouslyinfluenceJD’smarketingactivity.

Weakness2

Governmentconcernsaboutbingedrinkingwhichwouldresultanti-socialbehavior.

Opportunity1

JDWetherspoonrevieweditopportunity.In2002,itacquiresLloydspubchainconsistingof10pubs.Sincethen,ithasdevelopedtheLloydsNumberOneBrandandgreatlyincreasedthenumberofoutlets.

Opportunity2

ThemusicbasedoutletswithamuchstrongerentertainmentelementhasbeenadoptedinsomeJDWetherspoonoutlets.Youngergenerationwouldliketoconsumethepubslikethis.

Threat1

ButJDWetherspoonalsohasthreats.Forexample,themarketnowappearstobeoversupplied.Itcompeteswithsupermarket.supermarketbegansellingdrinks,particularlpremiumlager,atloss-leaderprices.

Threat2

Supermarketbegansellingdrinks,particularlypremiumlager,atloss-leaderprices.

Therefore,nichemarketandfiercecompetitionhascoming.

c)Guidelinesformanagementuse

OperationsincommunicationS1-T1

Thecompanyhasaperfectcommunicationinthecompany.AsknowthattheJDWetherspoonplacesgreatimportanceonlisteningtoandactingon,ithastwo-waycommunicationfrommembersofstaffonallaspectsofthebusinessaboutthefeedback.Asastrongcompetitivefactortheyshouldextendservicestodrinking-ofperiodtoattractmorecustomers.

DevelopinghighdegreeofstaffloyaltyS2toT2

HighdegreeofstaffloyaltyavoidsJDWetherspoonlosethenumberofstaffinhigunemployment.Ithelpsthecompanypullthroughtheriskofunemployment.

SectionB

a)OrganizationcultureinJDW

Theorganizationalcultureisthebasicassumptions,sharedvaluesandbeliefsthatguthewayorganizationalmembersbehavetowardeachotherandapproachtheirwork.(ChenJingHandout/2011)

Sharedvalues

Thesharedvaluesarethenormsofbehaviorwhichrunaroundthe

organization.(BusinessCultureandStrategy/2010)Accordingtothecase,theJDWetherspoonshowsthedemocraticleadershipintheorganizationvalues.The

company’soperationis‘involvementandcommunication’.Staffsarekeptintouchwiweeklynewsletters,amonthlycompanyvideoandbypublicizingtheminutesofBoard

meetings.Thenormsandvaluesofacultureareeffectivelytherulesbywhichits

membersmustabide.

Grantedassumption

Takenforgrantedassumptionaremoreinformalanddevelopovertimeoftenintheformoflowprofilesymbolssuchasphysicalsymbols,storiesandcommonlanguage.(BusinessCultureandStrategy/Inth2010)iscase,Wetherspoon’s‘listening’policyisbasedonasystemsuccessfullypioneeredbythehi-firetailer,RicherSounds.JuliRicher,ownerofthecompany,actedasaconsultanttoJDWetherspoon.TheMartineventuallybecamearegionalmanager.ThemanagercanusethiswaytoreducepositivemoodmoveintothejobandimprovetheloyalfortheJDWetherspoon.

b)ThetypeofcultureinJDW

Organizationalcultureisasystemthatpeoplecanusetoclassifywhatabusiness’spersonalityandethosislike.(ChenJinghandout/2011)accordingtoCharlesHandy“TheGodsofManagement”1985thereare4typesofcultureeachbaseduponaGreekgod.

Zeus

Autocratic

Powerculture

Apollo

Bureaucratic

Roleculture

Dionysus

Anarchic

Individualisticculture

Athena

Matrix

Task-basedculture

Centralized

Informal

Formal

Devolved

(

Figure1)

ForJDWitrepresentsforZeusCulturewhichmeanspowerculture.Asfigure1showthecharacteristicsofthefourtypesofcultureJDWetherspoonistypicallyZeuscultThistypeofculturelookstopeoplewithpowerbutitmaynotalwaysbeformalpower-holder.Alsoobtaindemonstratesponsorship.JDWwasfoundedbyTimMartinandbasedhismodelforpub.AndallthenewpubsprovidetheatmosphereandfacilitiewhichTimrequired.DuringthelasttwodecadesmuchofthesuccessofJDWwasattributedtothefunderTimMartin.SoitwascentralizedbutinformalonewhichTiMartinwasthepowerman.

c)Therelationshipbetweenorganizationcultureandbehavior

Theorganizationalculturedecidestheorganizationalbehavior.AccordingtothecastheJDWetherspoon’scultureisZeusculture.Powerandinfluenceemanatefromthecentreisthekeyfeatureforthisculture.Chairmanregularlytravelledroundthecou

visitingpubscomeouthisbusinessplanthroughthiskindoftravel.Heisanoted

euro-scepticandaddhispoliticalstandintothedailybusiness,althoughUnionleaandotherscondemnedhisactionbuthejustifiedthembyusingthemethodpollamongcompanystaffwhichshowed90%weresupporthisstandand95%customerswere

happyforthepubstobeusedinMartin’sNOcampaign.Ideasandsuggestionsarediscussedeachweekincompanymeetingandstaffarerewardedfortheirsuggestion,staffcanalsodiscusscompanyissueswithboardmembers.

d)Managementapproachtodifferentorganizationculture

IfJDWetherspoonadoptotherorganizationculturelikeAthenacultureindividualsarexpectsintheirjobsandcometogetherinprojectortaskgroup.Thiswouldrequiredmanagementapproachtobemoreflexiblebasedondifferentprojectasdifferentdepartmentinthecompanyshouldhaveaopencommunication.Andsystemsandmethodsaretransientasthegroupappliesitsenergiesandcommitmenttothetask.thedifferentorganizationculturemadethedifferentorganizationbehaviour.

Time

80

s-90s

21

century

Culturechanging

Powerculture(Zeus)

Taskculture(Athena)

Behaviorchanging

in

JDW

the

management

and

staff

are

surroundbyonepersonand

the

work

decide

by

one

the

work

will

have

more

communication

between

management

and

staff

person

Behaviorchanging

Tim

Martin

focus

on

oneself

Dedicated

more

on

employee

and

give

them

moreflexibity

SectionC

a)Possiblestrategiesandindicatebusinessenvironment

OverallLow-CostProviderStrategy

Low-costproviderstrategymeanslowoverallcosts,notjustlowmanufacturingorproductioncosts.

Pricecompetitionisvigorous

Productisstandardizedorreadilyavailablefrommanysuppliers

Therearefewwaystoachievedifferentiationthathavevaluetobuyers

Mostbuyersuseproductinsomeways

Buyersincurlowswitchingcosts

Buyersarelargeandhavesignificantbargainingpower

Environmentconditions:makeachievementofmeaningfullowercoststhanrivalsthethemeoffirm’sstrategy;skillindesigningproductsforefficientmanufacturing.

BoardDifferentiationStrategy

Incorporatedifferentiatingfeaturesthatcausebuyer’sproductorservicetoreferfirm

overbrandsofrivals.

Therearemanywaystodifferentiateaproductthatavevalueandpleasecustomers

Buyerneedsandusesarediverse

Fewrivalsarefollowingasimilardifferentiationapproach

Technologicalchangeandproductinnovationarefast-paced

Environmentconditions:Highlyskilledandcreativeproductdevelopmentteam;strongsalesteamwiththeabilitytosuccessfullycommunicatetheperceivedstrength

oftheproduct;Needtovalueandpleasecustomerswhenbuyerneedsandusesare

diverse.FocusLowCostStrategy

Thefocusstrategyconcentratesonanarrowsegmentandwithinthatsegmentattemptstoachieveeitheracostadvantageordifferentiation.

Anarrowpriceofthetotalmarket

Theappropriateenvironmentincludeswherebuyershavedistinctivepreferences,specialrequirements,oruniqueneeds

FocusedDifferentiationStrategy

Indifferentiationfocusafirmseeksacostadvantageinitstargetsegment.Itfocus

exploitsthespecialneedofbuyersincertainsegments

Best-CostProviderStrategy

Deliversuperiorvaluebymeetingorexceedingbuyerexpectationsonproductattributesandbeatingtheirpriceexpectations.Bethelow-costproviderofaprod

withgood-to-excellentproductattrivutes,thenusecostadvantagetounderprice

comparablebrands.

EnvironmentConditions:Wherebuyerdiversitymakesproductdifferentiationthenorm.Wheremanybuyersarealsosensitivetopriceandvalue

b)WhatstrategyJDWfollowedduring1980-1990s

Duringthe1980sand1990s,JDWetherspoonadoptedtheboarddifferentiation.Theyprovidedthedifferentiatedgoodsandservicestomeettheneedsofcustomersinawimarket.Forexample,theysellawiderangeofrealalebeersatrelativelylowprgoodqualitywineisavailable;theydonotplaymusicorTVprogrammes;atleasta

quarterofthespaceineachestablishmentisnon-smoking;eachhasaventilationsystemwhichaimstoensurethatcustomersdonotleavesmellingofsmoke;particularattentionispaidtothetoilets,includingtheprovisionofspeciallyadoptedtoilcustomerswithdisabilities.

TherearefourbenefitsofusingthisstrategyonJDWetherspoonplc:

Thepubsexpandedonaverageattherateofaboutonenewpubeachweek.

Itopenedover90newpubsandover50%ofthefinanceforthenew

developmentscamefromcashgeneratedbythebusiness.

In2002,about10yearsafterflotation,itssharepricerosetomorethantent

itsoriginalvalue.

Thegoodservicesandgoodsattractingmoreandmorecustomers.

c)Comparetwostrategiesintermsofinfluenceandonthebehavioroftheorganization

Duringthe1980sand1990sthecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonplc,ratherthanbuyingthotherpubs.

80s-90s 21th

Strategy BroaddifferentiationstrategyFocusedDifferentiationstrategy

Behavior1 Handonebrandonly,justJDIn2000,itacquiredtheLloydspub

Wetherspoon chainconsistingof10pubs

Behavior2Pubsbasedonthesamemodel.AminorityofJDWetherspoonDonotincludingentertainmentoutletsdidhaveTVscreensfor

element. entertainment.E.g.Football

tournament.

Inthetwentyfirstcentury,marketchallengercompeteitsmarketstatues,andthe

marketappearstobeover-supplied.SoJDWetherspoonadoptedstrategyinfocuseddifferentiationstrategy.Itservesbreakfastandopenearlierinthemorning,supporfamilydiningarea,showtelevisedfootballandsoon.Thecompanyalsojoinotherindustrylikethehotel.JDWetherspoonisgoingondifferentbusinesses,thepreviomanagementstyleisnotfitnow.

d)Whathasconsiderbeforechangingitsstrategy

Externalenvironment:bythestartofthetwentyfirstcentury,becauseoftheretaillicensingmarkethadadapttothechangesinthe“tiedhouse”systemandothercompetitorhadbeenadapteditanddevelopingtheirbusiness.SoJDWetherspoon

wasfacingmuchmorecompetition.Manyothercompetitorsrunthepubandreceivethepayrent,thissituationleadtosaturationofthepubmarket.SoJDWethersponeedstochangeitsbusinessstrategy.

Policy:during2002-2004,governmentallowsthesupermarketbegansellingdrinks,

particularlypremiumlarger,atloss-leaderprices.Thismeansthatthepubcannotcomparewithsupermarketinprice.Ontheotherhand,governmentconcernabout

bingedrinkingandtheconsequentantspecialbehaviors,particularlyincitycenteThisleadthedecreaseofnewpubnumberandsharesofcaseform.Theymusttochangetosavetheircompany.

e)Illustratetheconnectionbetweenbusinessstrategyandstrategicchoice.

Strategyisthedirectionandscopeofanorganizationoverthelong-termwhich

achievesadvantagefortheorganizationthroughitsconfigurationofresourcewithinchallengingenvironmenttomeettheneedsofmarketsandfulfillstakeholderexpectation.(JohnsonandScholes)

Organizationscanchoosetobethelow-costprovideranddifferentiationstrategy

specializationandsoon.Inthecase,wecanknowthat:atfirst,itsuppliesspecial

environmentquiet,clean,cheapbeertoothers.Duringthedevelopmentofpubs,theyallbecametodospecialenvironmentandprovidedifferentservicesandhardwareliketheventilation.ThenJDWbegantoservebreakfast,showWorldCupfootballandso

on,italsodevelopnewbrandlikeLloyds,andbegundevelopingbudgethotelas

“Wetherlodges”tochangeitsstrategy,alltheseprocessofstrategyfromdifferenttofocusondifferencestrategychoosingisitsstrategicchoice.

f)Keyissuestomanageitsbusinessstrategy

Thekeypointbelowoffersasummaryoftheissuesthattheseniormanagementofanorganizationmustbeaware:

Market/industryknowledge

Sufficiencyofresourcesandcapabilities

Offeringconsumers’auniquevalue’perceivedorreal

Establishingakey’differentiator’

ConsistentcommunicationconsistentlyManagementmustkeepchangefeasible

Structure

Recognizetheprincipalcausesofstrategicchange

(BusinessCulture&Strategy/2010)

InmyopiniontheJDWeherspoonneedtoconcernaboutthe:

1)consistentcommunicationconsistentlyasthecompanyoperationis“involvementandcommunication”whichbuildatwo-waycommunication,thismanagementmethodgreatlyhelpthecompanyandemployeeswiththeirexchangingideasandsuggestions.2)Structurecouldalsobeanimportantissuebecauseitalwaysmaintaintheappropriastructuretosuitthestrategybeingfollowed.20%oftheseniormanagersbeganasbastafforcleaners.Thiskindofstructurebuildssenseofloyaltyintheorganization3)Offeringconsumers’auniquevalue’perceivedorreal.Forexample,itprovidedleastaquarterofthespaceineachestablishmentisnon-smoking;eachhasaventilatsystemwhichaimstoensurethatcustomersdonotleavesmellingofsmoke;particularattentionispaidtothetoilets,includingtheprovisionofspeciallyadoptedtoilcustomerswithdisabilities.

SectionD

a)WhythestrategyofJDWetherspoonchangedovertime

Inordertopromotetherightconditionsforchange,individualshavetoidentifydrivingandrestrainingforces.ForJDWtheexternalenvironmentcontinuallychanges.WehaddonethePESTELanalysiswhichmayhelptheorganizationtodefinethesituationandwheretheorganizationis.Inthe21centurymanyfactorsinPESTELhavechangedthisforceJDWtoadoptedtheirstrategyintobetterusewiththenewenvironment.

Drivingforces:Theincreasecompetition,manycompetitorsrunpubstorentthemoney.

Governmenttakesmanypolicelikeconcernaboutbingedrinking,andthoughtitis

anti-socialbehaviors.

Restrainingforces:Inertia(habit)oftheJDWetherspoon,liketheirstaff,theyhabittotheirrulerandmanagement.Theywantthesteadyenvironmentofwork.Theoriginalorganizationstructuredecidetherelationshipincompanyandhowtheybehaveinworkplace.

b)OnefactorwhichmayleadtochangeinJDW

ThebadinfluenceonJDWetherspoonaboutprofitandsharesandsales.TimMartinnowasanexecutive,hehadgiveuphispowerthroughdailytime.SothebusinessethicsisveryimportantfactorsforJDWetherspoon.

Theethicsofhumanresourcemanagementcoversthoseethicalissuesarisingaroundtheemployerandemployeerelationship,suchastherightsanddutiesowedbetween

employerandemployee.()Withtheincreaseconcernofemployee’sright,managershavetopaymoreattentiontoprotecttheworkersinJDW.

c)Therolethatmanagementplaydealingwithchangesin2000

TheroleofmanagementofJDWetherspoonareasfollows:

Entrepreneurrole:themanagerinitiateschangeandnewprojects,spotopportunities,

identifyareaofbusinessdevelopment.(LiShihandout<TheRoleofManagerInthe>)

companyTimMartinwhoopenedthefirstJDWetherspoonpubin1979,basedonhismodelthepubwasdevelopedintoaconcatenatepubandbecomeaplcin1992atwhichtimeithasover600pubs.

Resourceallocator:decideswhogetwhogetresources,schedule,budget,setpriorities.Intheresourceallocatorrole,themanagerchoosewheretheorganizationwilldirectefforts.(LiShihandout<TheRoleofManager>)inthecompanyithasaflexibletrainingpolicywhichenablespeoplefromallkindsofdifferentbackgroundstojointcompany.TimMartinrequiredJDWneededtobefairlylarge.ThecompanyenterthemarketasaretaileraftertheCEOdicided.

Disseminatorrole:thattransmitspecialinformationintotheorganization.Superior

receivesmoreinformationthansubordinateformoutsidetheorganization.TheJDWcompanyhadthepolicythatwantmo