Analysis of the Success of Omega Supermarket

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Omega being a supermarket chain operating in UK emphasizes on quality more than anything else. Four quadrants have been identified for maintaining a scorecard of success of the organizations (Kaplan and Norton, 1992). These quadrants are the people, finance, customers and operations. Each stores and its performances are characterized for measuring the performance of the organisation in that particular segment. Omega is focused highly on the people quadrant. This quadrant targets on recruitment, development, retention of labour and motivating the staff by defining the benchmark performance required from the workforce. It is considered as one of the most important quadrants for the management. Effective employees are hard to retain and this helps in developing the staff, which is more groomed for managing the operations. These measures help the organisation in defining their strategic goals. This approach of the organisation proved to reform historical financial and operations results.

Omega supermarket is operating on the basis of four structural levels. These are the store managers, senior managers responsible for the operations, section managers and the general assistants. All the managers of the store take full responsibility for providing coaching and guidance to the workers. This supports the organisation in accomplishing the goals and this mobilized the teams with specific goals to be accomplished. Different forms of development, resourcing and succession planning methods are used for defining the goals. The planning flexibility is essential for centralizing and controlling. Different section managers occupy the position within the stores as front line managers and they control the staff accordingly. All these aspects are es...

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...ment discretion. The structure and design of the HR policies vary from organization to organization. This improves the satisfaction motivation and commitment of the employees working in the organization. The complete analysis of the organisation is based on the operational performance measures of the stores and this determines the performance data and percentage variation from the regional average.

Finally this report has presented a discussion of the key issues, which have been critically evaluated. Application of different models has explained how theories can help managers in different approaches. The policies of the organisation and its significant application in motivating the workforce show the role of HR on the organisational success. The understanding of motivating the employees through forming psychological contracts has also been discussed in this report.

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