The Whole Foods Culture Is Premised On Decentralized Teamwork

â€Å"Collaboration, teamwork, and communication†, make for a better work environment (Oberoi, 2013, para. 10). â€Å"The Whole Foods culture is premised on decentralized teamwork† which is supported by collaboration and furthered by communication (Fishman, 1996, para. 7). However, collaboration, teamwork and communication do not work in the absence of trust. Accordingly, Whole Foods looks to create an environment in which employees trust one another and the organization as a whole. Whole Foods created their culture to oppose the usual bureaucratic style which is mistrusted by many. Instead, Whole Foods relies on teamwork to support their success. In large companies, like Whole Foods it is easier for employees to get lost in the shuffle. The company believes the formation of smaller teams to be more intimate and more likely to result in a â€Å"familial† feeling, trust is easier to accomplish, and communication flows freely (Mackey, 2009, para. 12). Reward and recognition. Rewarding and recognizing employees provides the drivers needed to keep employees working hard by offering incentives for hard work (Oberoi, 2013, para. 10). Whole Foods wants their employees to see that everyone is working towards the same goals and so they have a â€Å"shared fate† (Fishman, 1996, para. 2). Whole Foods believes that the strong emphasis placed on teamwork makes each team member accountable to teammates (Fishman, 1996, para. 28). Whole Foods solidifies the importance of teamwork by offeringShow MoreRelatedOrganisational Theory230255 Words   |  922 Pagesbureaucracy and hierarchy The virtuous bureaucracy Modernist themes in organizational design Modernist bureaucracy as a key challenge to organization design Contingency theory and organization design Organization culture as a key theme in organization theory The modernist tradition in organization culture Conclusions: does modernist organization theory still provide challenges for new visions of the organization? 54 54 56 56 56 58 58 59 60 60 63 66 68 69 70 72 74 75 77 81 83 85 87 87 87 89 92 92 94 Read MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pages121 147 147 Text 3. Why Organizations Change Text Cohen †¢ Effective Behavior in Organizations, Seventh Edition 14. Initiating Change 174 174 Text iii Cases 221 221 225 The Consolidated Life Case: Caught Between Corporate Cultures Who’s in Charge? (The)(Jim)(Davis)(Case) Morin−Jarrell †¢ Driving Shareholder Value I. Valuation 229 229 253 279 1. The Value−Based Management Framework: An Overview 2. Why Value Value? 4. The Value Manager Harvard Business Review FinanceRead MoreContemporary Issues in Management Accounting211377 Words   |  846 Pagesothers. Yet we use a single descriptor—management control systems—to describe these distinctly diVerent processes. In his subsequent writings on levers of control (Simons 1995), he argued against the traditional opposition of centralized versus decentralized modes of control, suggesting instead that contemporary management control systems must Wnd ways to combine elements of control with elements of empowerment. He suggested that the achievement of this goal might be supported through four distinct