C&C Grocery Store currently operates on an objective-based approach. They were committed to customer service and satisfaction. This approach provided the grocery chain with the profitability and growth they sought to achieve. Store operational goals were met and the chain had over 200 stores in operation. For years the overall performance of C&C has been excellent and has been achieved with ease. Unfortunately employee development, innovation and change were not a top priority and this began to show. To remain successful, C&C had to outsource and obtain advice from a team of consultants. The team analyzed the company from top to bottom and recommended that the chain implement an internal approach that went hand in hand with the goals-based approach. Implementing the in-house approach will give store managers full control of their stores that they do not currently own. Store managers should be knowledgeable in all areas of the store to be able to fully communicate with staff. It was difficult for district managers to give each store the time and attention they needed when they were responsible for numerous other stores. Giving store managers more responsibilities was a great idea from the consultants because store managers have more daily interactions with customers and employees and could better assist needs. C&C desperately needed to provide employee training and development. Cross-training benefits both the company and the employees. Employees have the opportunity to learn other job positions and have the possibility of advancement opportunities within the company. The company benefits from cross-training because it provides flexibility if a store is short-staffed and provides empowerment. A shop full of happy employees with mana......middle of paper......flexibility and is geared towards adaptation and change. The environment is constantly changing and very unstable, so it makes sense to adopt a structure that offers simple customer service. By making this choice I once again risk having the produce and meat managers operate as a separate entity, but I have also authorized the store manager to make all decisions, so it will be his responsibility to communicate and remind everyone that even though there they are departmental groupings ultimately all are part of that C&C shop. It is also his duty to ensure customer service so that everyone sees the final result. For example, C&C customers are accustomed to the superior quality of the meat and products and this is where their loyalty is focused. Adopting a better structure means generating a healthier internal environment but not decreasing production.