A companys management style may be defined as the specific manner in which a companys executives interact with and manage its personnel. Leaders in organizations adopt a variety of methods for managing their personnel. The bosses make decisions about the future based on the current conditions and culture of the company (Smith, 2004). Waitrose CEO James Baileys management style has been examined in this research, which is based on an investigation of the Waitrose retail chains management style. A deeper look is also given to the CEO of the retail companys management style, functions, and philosophies. Further, the CEOs actions in reference to the organizations structure and culture are examined in light of the leadership style has selected, and the effect on workers is evaluated (Tench and Topi?, 2017).

Issues in Waitrose at the moment Retail stores have been harmed by the recent COVID outbreak. The influence on corporate operations necessitates a shift in the culture of communication and cooperation. To be honest and open with open communication, facing and listing with an open ear is the way that James Bailey has taken in this situation. Strengthening both the country and the neighborhoods is a priority (MartinNeuninger, 2020). Organizations must promote a culture of communication and cooperation.

Task A L01

Analyze and comment on the effectiveness of the managerial / leadership style of the CEO using suitable theoretical models.

It is also known as the directive management style or autocratic style where roles and hierarchies are defined based on reporting structures, and employees may question the consistency of the work. James Bailey focuses on the use of this authoritarian management style that is managing the functions of an organization by developing a clear direction and control. A key focus at Waitrose is identifying the organizations potential to provide value to Waitroses retail service. The leader is stressing the importance of Waitroses core values, which include respecting customers, offering prompt service, delivering excellent service, and acting with integrity. Many retail businesses rely on innovative management as a guiding principle (Muller, 2012). Waitrose has been able to thrive despite a lack of innovation by focusing on highquality items and working hard to retain its market position. Theyre looking at everything thats influencing human behavior. The CEO of Waitrose might apply a number of management principles. Each employee in a company should have the same motivation and aim in mind to make their jobs easier and their goals more easily achievable (Salaman, 2010). As a result of the current circumstances at COVID, the organizations major focus is creating a mega center for online grocery pickup and delivery.

Chief executive officers (CEOs) have the ability to perform four core managerial roles. The following of the concepts that James Bailey is applying to Waitroses management of change:

  1. The CEOs primary responsibility is to devise a strategy for attaining the organizations goals. Setting realistic deadlines and criteria for timely delivery is also a part of this plan, as is allocating resources and delegating tasks to personnel. In order to keep the company moving forward, the CEO uses a forwardlooking attitude.
  2. After the CEO has been trained in organizational skills, its time to start putting them into action. To guarantee that teams and people are completing tasks that are most suited to them, it includes everything from structures to internal processes, such utilizing expedited delivery choices.
  3. Managers must be confident and at ease in the face of uncertainty and constant change in order to effectively lead their teams. As a result of the COVID virus, Waitrose communicates the new processes that are releasing new accelerated capabilities in response to the virus.
  4. Waitrose’s controlling function is to ensure the organizations success by keeping tabs on personnel performance, project quality, and project dependability and efficiency.

Task B L02

Assess the current structure and culture of the organization and comment on whether the CEO has any role and impact in creating and enforcing them to achieve high performance.

When a company wants to grow its supply of goods and services to customers, it has to provide different products based on the business engagement. Division structure the goal of a divisional structure is to group separate divisions of a company based on unique needs, markets, products, and consumers (O’Keeffe, 2002). The three categories of divisional structure are: The following is the breakdown of the final product: A product structure is a grouping of the companys products into distinct categories. Product a, Product b, and Product c all fall under various product categories. An organization is organized into divisions based on the location of its personnel. Waitrose formerly organized into divisions based on geography, but it has now switched to an organizational model based on the market. Efficiencies in operations are one of the main reasons CEO James Bailey is focused on this approach to management. Because of the enormous scale of the organization, a hierarchical structure has been adopted. The company employs more than 50 thousand individuals throughout the world, and there is no evidence of a competing organization. To get a larger portion of the retail sector, Waitroses CEO is focused on structural qualities that might make it easier to implement strategic plans.  It appears that delivery end pick up is gaining momentum.

Waitroses organizational culture has a significant impact on how employees respond to the issues they face at work. Organizational resilience is dependent on the mentality of the workforce that must be supported by the business culture. Culture at Waitrose supermarket helps the retail firm adapt to the difficulties and changes taking place in the external market. As a result, it provides a competitive edge in the face of competition from firms like Amazon, which have large online digital distribution systems (Spence, 2009).

Employees Feel the Effects: More than 50 thousand people work for Waitrose, and their dedication is critical to the companys success as a retailer and an ecommerce service provider for customers (Spence, 2009). In the eyes of Waitroses executives, colleagues play a significant role in propelling the company forward. Waitrose’s CEO, James Bailey, is encouraging employees to share their best ideas by actively listening to them. All Waitrose workers are required to behave in a way that is in line with the companys fundamental ideals such as delivering good customer service and treating people with respect and aiming for excellence so that staff may act with moral character.

 Task C LO3

Explain the Entrepreneurial Strategy and Corporate Governance policies followed by the CEO of that organization to enhance the organizational effectiveness and performance.

As Waitroses CEO, James Bailey employs a leadership style known as transformational leadership in order to inspire, motivate, and encourage his team to innovate and bring about positive change for the companys future. James Bailey, the CEO of the company, emphasized the importance of learning, introducing new ideas, responding to queries from other suburbanites, and a willingness to learn in his teachings on leadership. When it comes to keeping up with the fastmoving retail landscape, Waitrose has seized the opportunity to do so without any risks (Tench and Topi?, 2017).

At many levels of teams, divisions, departments, and organizations, transformational leadership may be found. A charismatic appall is commonly employed by charismatic executives who are imaginative, courageous, motivating, and willing to take risks in order to transform an organization. Transformational leadership is practiced at Waitrose in a diversity of ways to spread the companys mission, vision, and values to its employees.

Developing new ideas from subordinates is encouraged through the use of intelligence stimulation, which is the fundamental approach used by James Bailey to influence followers to be more creative and innovative. In this method, there are inclinations for ensuring that subordinates have greater levels of idea generation in order to inspire them to produce innovative ideas for the aim of corporate innovation.

Decisions are made with the future in mind, ensuring the companys longterm prosperity. James Baileys main aim as a leader is to build trust through talking with people about the value of integrity inside the workplace, and improving procedures, talent compliance, as well as all systems.

Task D L04

Examine the effects of power, influence and conflict resolution at the chosen company by the CEO in managing change.

In order to implement new strategies successfully, such as increasing energy efficiency and attaining the aim of supplying energy through zero waste of sale items and services, it is necessary to formulate new strategies .

Effect of power: Waitrose is concentrating on the usage of operations management since it encompasses a number of processes that are primarily concerned with the management of the supply chain and inventories. Waitroses success is measured by its performance in retail operations management, which encompasses ten decision areas that are part of the Waitrose operations management strategy. There is the formulation of a strategic direction that corresponds to the difficulties that managers must deal with on a daily basis in order for the companys operations to be optimized. The CEO is developing the organizations vision and mission, on the basis of which a methodology is being designed to match the corporate mission statement with the organizations vision statement. It is necessary to attain improved efficiency by assuring longterm growth and success in the global market in order to compete.

Conflicts: The act of reducing the bad features of conflicts in order to produce additional beneficial aspects is referred to as conflict management. Conflict managements main purpose is to enhance group outcomes, learning, and corporate performance. Waitroses CEO is striving to resolve any disputes arising from health disagreements, which are critical to the companys performance. Employee morale and productivity can be harmed by healthy differences of opinion and unnecessarily heated exchanges. This form of dispute can help an organization come to an agreement and manage with the friction (Storey, 2014). According to Waitroses CEO, there is a need for the assistance of staff at all levels to overcome all of these issues.

The theory of conflict management is as follows: Identifying and dealing with problems in a fair, rational, and efficient manner are essential parts of any businesss operations. At Waitrose, there are several conflict management strategies that James Bailey employs depending on the nature of the conflict in question. Below are few examples of different management approaches.

Collaborating managers: Rather than ignoring the issue, this Waitrose leader is seeking to resolve it by collaborating or teaming up with others in order to achieve the styles stated aims .Managers must remove them from the mentality of winning at all costs and instead look for winwin scenarios.

Conflict resolution model:

It is a model that Waitroses executives use in their organization, as described below:

1st Stage: In the conflict resolution paradigm, this is the first step in this COVID virus, it is necessary to be mindful of the apparent distinctions in the new methods. That which occurs when one party seeks to persuade others to exercise control over other parties is called into question (Storey, 2015).

Stage 2: Confronting a resourceful state requires a second step in the conflict revolutions model known as selfpreparedness. When it comes to preserving a resourceful state, the choice is made here. In order to avoid conflict, it is necessary to communicate the desired objectives and then respond to other members of the organizations viewpoint.

Stage 3: Resolving conflicts in the third stage of the model, the emphasis is on lowering emotional energy and identifying the contrasts between the participants. It encourages the parties involved in the disagreement to come to an agreement to eradicate the damaging behavior, feelings, and immoral attitudes of workers in relation to the ongoing problems.

Stage 4: While each party in a negotiation is trying to exert influence over the other, a final agreement must take into account the interests of both sides. Its critical for leads to get to this level since it requires them to figure out the positions of various parties, as well as the underlying interests of those parties, and then ask questions about those positions, beliefs, and values.

According to the concept described above, CEO of Waitrose uses it to deal with internal problems in the company. Waitroses approach to conflict resolution is to create a mutually acceptable solution that all sides can agree on. Ecommerce businesses and markets are mostly driven by CEOs abilities to raise finance and build fulfillment centers.

Task E L05

Explain the various types of motivation strategies used at your chosen company and their influence on employees’ performance.

Styles of motivation include: Organizations can choose from a variety of various styles to communicate with their customers. The fivestage approach is separated into two categories: deficiency requirements and growth requirements. Top level demands are referred to as growth needs, whereas the first four levels of needs are referred to as deficiency needs (Kemper, 2020).

Physiological requirements: Clothing, shelter, food, and drink are all examples of biological necessities that are required for an individuals life, as are other necessities such as food and water. To raise the overall level of happiness among individuals, it is necessary for these demands to be met on a mandatory basis (Styles, 2012).

Safety and security requirements: When physiological requirements are met, individuals shift their attention to safety and security requirements, and they are willing to undergo safety and security experiences. In Waitrose, the CEO is utilizing these components to guarantee that an individuals emotional and security requirements are met, which can in turn increase their level of motivation and productivity (Pettigrove, 2020).

Belongingness and affection necessitate the following: After the safety and physiological requirements have been met, the third level of needs is fulfilled, which includes the desire to experience a sense of belonging and social sentiments. That is why it is necessary to have interpersonal ties that might inspire individuals to act in certain ways.

Needs in terms of selfesteem: When it comes to Waitrose, this is the fourth level requirement on the Maslow hierarchy, and it is utilized to ensure that employees have sufficient selfesteem, a drive for reputation, and respect from their coworkers. Most of the time, it is a result of the formal position that employees have in relation to prestige and status (Waitrose, 2022).

Selfactualization needs: Selfactualization needs are the highest needs in the Maslow hierarchy, and they are considered as attaining ones potential and achieving ones own fulfillment in terms of personal progress. It is the desire to achieve everything that is there in a persons personality. Waitrose is focusing on this issue in order to guarantee that staffs are able to work to their maximum capacity while at the company.

Waitroses top management uses the following motivation: When it comes to motivating their employees, Waitrose management is focusing on the use of extrinsic reward techniques such as providing them with health care benefits and financial benefits. Waitrose also offers their employees the opportunity to purchase stocks at lower and discounted prices, allowing them to earn additional income depending on how well the company performs (Motivation, 2020).  In this circumstance of COVID 19, motivating strategies have been used to inspire the employees to increase their current level of contribution while still maintaining their job security.

Task F Use of corporate examples and literature

For corporate organizations, the aspirational leadership method is extremely effective in terms of defining and communicating their vision. It leads to the definition of a mission, from which the vision for accomplishing major objectives emerges. One of the primary goals is to help individuals save currency so that they can enjoy better lives. According to Rose David Taylor, the founder of the Waitrose grocery chain, one of the companys pricing tactics is to use low prices to entice consumers (Spence, 2009). Low pricing is a strategy that is identifying the need to increase competitiveness in order to gain more profitability. Customers can find Waitrose and John Lewis goods and services in areas where a typical retail model isnt feasible, both in the UK and abroad (Walsh, 2014). Have seen Essential Waitrose Tea Bags in a supermarket in the Caribbean or in Little Waitrose stores in Welcome Break highway service zones. More than 50 nations, including Singapore, Mauritius, and Ghana, import both ownlabel and branded products. Waitrose manufacture and export them. British retailer Waitrose & Partners (formerly Waitrose Limited), founded in 1904 as Waite, Rose & Taylor, was renamed Waitrose in the 1970s. Employeeowned shop John Lewis Partnership purchased it in 1937 and continues to sell groceries under the name. British cities Bracknell and Victoria house the companys headquarters. While Waitrose & Partners has 332 stores in the UK, including 65 small Waitrose convenience shops, the companys 5.1% grocery market share places it ninth among UK supermarkets in terms of sales volume, besides exporting to 52 nations, the company also has a presence in the Middle Eastern region (Waitrose, 2022)

Task G Suggestions/ Recommendations

Following the discussion that has taken place, the following suggestions have been made to the CEO of the Waitrose supermarket chain:

The vision statement must be presented effectively in order for it to become ingrained in the minds and emotions of employees. The shift in corporate vision reflects the strategic transformation that the Waitrose grocery chain is implementing in response to the changes that are occurring in the competitive environment and general conditions of the retail business, according to the company. After the postCOVID period has passed, it may be necessary to develop an Omni channel business plan to service clients in order to remain relevant with them in the future.

Delegate and empower is one of the best recommended leadership strategies that is recommended for the CEO of the Waitrose supermarket chain in order to ensure the position of responsibility. This strategy will lead to the development of a sense of selfworth as well as the development of team competence in the various departments of the Waitrose supermarket chain. As part of the businesss e commerce strategy, the company will invest in the construction of fulfillment centers in accordance with a multiyear plan for the Waitrose supermarket chain, allowing the company to better deal with significant volatility.

Task H Conclusion

In conclusion, from the above, it can be inferred that leaders in organizations use various leadership techniques depending on the needs of the organization. Developing an ambitious leadership strategy that represents the future of an ingratiation is one of numerous factors that may be used to attain set vision. Another suggestion is that when it comes to motivating approaches, leaders could apply a monetary incentive strategy that may lead to increased employee effort toward the set goals.


Kemper, J.A., 2020. Motivations, barriers, and strategies for meat reduction at different family lifecycle stages. Appetite150, p.104644.

MartinNeuninger, R. and Ruby, M.B., 2020. What does food retail research tell us about the implications of coronavirus (COVID19) for grocery purchasing habits?. Frontiers in Psychology, p.1448.

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Storey, J., Basterretxea, I. and Salaman, G., 2014. Managing and resisting ‘degeneration’in employeeowned businesses: A comparative study of two large retailers in Spain and the United Kingdom. Organization21(5), pp.626644.

Storey, J., Basterretxea, I. and Salaman, G., 2015. Managing and resisting ‘degeneration’in employeeowned businesses: a comparative study of two large retailers in Spain and the UK. Available at SSRN 2690802.

Styles, D., Schoenberger, H. and GalvezMartos, J.L., 2012. Environmental improvement of product supply chains: A review of European retailers’ performance. Resources, Conservation and Recycling, 65, pp.5778.

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Walsh, D., 2014. Has social media changed the skills required of the General Counsel function?. Intl. InHouse Counsel J., 8, p.1.

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