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MGT605 Ass 2 Part B

The document summarizes a presentation on addressing coordination issues at Woolworths Supermarkets in Australia. It identifies a lack of cohesion and interaction between employees as contributing to delays and an unpredictable barrier to growth. It recommends that Woolworths strengthen collaboration at all levels of the organization to allow for more efficient coordination between employees, teams, and divisions. Establishing a coordinating framework that recognizes the unique characteristics of different parts of the company could help create a more cohesive organizational culture and improve results.

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99 views13 pages

MGT605 Ass 2 Part B

The document summarizes a presentation on addressing coordination issues at Woolworths Supermarkets in Australia. It identifies a lack of cohesion and interaction between employees as contributing to delays and an unpredictable barrier to growth. It recommends that Woolworths strengthen collaboration at all levels of the organization to allow for more efficient coordination between employees, teams, and divisions. Establishing a coordinating framework that recognizes the unique characteristics of different parts of the company could help create a more cohesive organizational culture and improve results.

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Copyright
© © All Rights Reserved
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MGT605 

BUSINESS CAPST
ONE PROJECT  
Assignment 2 Part B: Final Video Presentation  
TABLE OF CONTENT
 Introduction
 Context

 Background information

 Aim/Purpose of the statement

 Findings

 Conclusion

 Recommendations

 References
INTRODUCTION
The presentation offers a theoretical or practical application of the
paper for an approach to management problems.

Woolworth issues coordinate management issues or team members


and thus cannot communicate with the team and decide between
them.

The organisational performance, disruption to processes and


complete delayed operations cannot be minimised in a team
setting.
CONTEXT
 Woolworths Supermarkets is an
Australian retail or food supply chain
of Woolworths Limited.

 Woolworth and its staff faced


management challenges that affect
their goals and results.

 The problem found in the Woolworth


business, is the collaboration between
employees, which directly and
indirectly affects its income and
success.
BACKGROUND 
INFORMATION

The topic of the research is to identify the issues of


Woolworth and provide strategies for the same.

It has been finding that the Woolworth and its


management faced coordination issues during
this time.

The aim is to find out about the problems that


employees face during this situation.
AIM/OBJECTIVE STATEMENT
 Research Aims
 The aim of the research is to identify the issues faced
by the Woolworth and provide strategies for accurate
results.
 Research Objectives
 The objectives of the research are as follows-
 To identify the coordination issues in Woolworth
business
 To evaluate the causes of coordination issues in

business
 To analysis the impact of the issues on organization

growth
FINDINGS
Research shows that Woolworth's lack of cohesion
contributes to an unpredictable barrier to growth.

Without contact, team members do not understand


the day-to-day schedule or availability of other
members.

The lack of interaction with the team usually


hinders Team members' ability to work through
vacations, training, holidays or sickness work.
CONTINUE…
 Delays lead to extremely
wasteful delays where no
coordination exists between
management, work, and
production, marketing and
sales.

 Ithas been also find that


delays are part of the
company, customer relations
can affect the company.
CONCLUSION

The above
presentation
concludes that It would be
The Woolworths
teamwork is both a impossible to
company must take
significant organise if the goals
into account all
management issue of the company were
people and divisions.
and its effect on not clearly defined.
Woolworth's growth
and success.
CONTINUE…

A lack of coordination for teamwork results in the


physical separation of team members from various
positions.

Formal and informal chances and frequency of contact


are reduced by the division of team members.

The authors emphasise how important informal,


unplanned and spontaneous contact is in promoting
Woolworth’s cooperation and team collaboration on
software development projects.
RECOMMENDATION

It is recommended that
Woolworth strengthen
It is a diversion rather than a
collaboration at an organisation
networking mechanism rather
and be able to collaborate
than a creation of public service
efficiently, with one button, with
communications.
other employees, team members
or even the whole organisation.
CONTINUE…

It allows complete teams to


fully organise, collaborate The coordinating
and update data for their organisation must create a
companies rather than coordinating framework
relying on emails and other based on unique
conventional forms of characteristics.
documentation.
REFERENCES
 Avena-Koenigsberger, A., Misic, B. and Sporns, O., 2018. Communication dynamics in complex
brain networks. Nature Reviews Neuroscience, 19(1),
p.17.https://earbmc.sitehost.iu.edu/pubs/Sporns_comm_dynamics_NRN.pdf
 Azman, I., Nursaadatun, N. A., & Azmi, Z. (2016). Managerial coaching in enhancing
employees’ motivation. Acta Universitatis Danubius: Oeconomica, 12(3), 98–112. INSERT-
MISSING-URL. http://web.a.ebscohost.com.ezproxy.laureate.net.au/ehost/pdfviewer/pdfviewer?
vid=1&sid=229d4cff-f73c-4c72-88c3-5e1f04ae92cb%40pdc-v-sessmgr02
 Fiaz, M., Su, Q., Amir, I., & Saqib, A. (2017). Leadership styles and employees’ motivation:
perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143–156.
https://www-proquest-com.ezproxy.laureate.net.au/docview/1917823225?accountid=176901
 Graves, L. M., & Sarkis, J. (2018). The role of employees' leadership perceptions, values, and
motivation in employees' provenvironmental behaviors. Journal of Cleaner Production, 196,
576–587. https://doi.org/10.1016/j.jclepro.2018.06.013https://www-sciencedirect-
com.ezproxy.laureate.net.au/science/article/pii/S0959652618316627/pdfft?
md5=127381bd6ebec1a33b073fc457e8e27b&pid=1-s2.0-S0959652618316627-main.pdf
 Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Ahmed Bhutto, N. (2020). Unlocking
employees’ green creativity: the effects of green transformational leadership, green intrinsic,
and extrinsic motivation. Journal of Cleaner Production, 255.
https://doi.org/10.1016/j.jclepro.2020.120229https://www-sciencedirect-
com.ezproxy.laureate.net.au/science/article/pii/S0959652620302766/pdfft?
md5=5eded5486b135ab903dfe198436603e1&pid=1-s2.0-S0959652620302766-main.pdf

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