Assignment topic Mentoring Essay Example for Free

Assignment topic Mentoring Essay A brief outline of the plan for the assignment including why it is an issue and you likely conclusions. (If you like an abstract) An analysis of the Delivering Great Service strategy that is currently being applied by Sainsburys Supermarkets in relation to mentoring. And how the objectives of the strategy are being achieved. A list of material and people you intend to consult (give proper details) * Torrington,D and Hall,L and Taylor,S (2002), Human Resource Management, Prentice Hall Europe, UK * Marchington,M, Managing the Team * Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK. * Parsloe, E. (1999), The Manager as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands. * Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK. * Delivering Great Service, Colleague Briefing Leaflet, 2001 * Business Update, Sainsburys Intranet, 28th January 2002 * The Importance of Service, Delivering Great Service Store Managers Tool Kit 2001 Approved by Date HAYLEY SCARFE (00957807) BAIB II HRM ASSIGNMENT WITH REFERENCE TO SAINSBURYS SUPERMARKETS LTD, ANALYSE THE STRATEGIC OBJECTIVES AND EXPLAIN HOW MENTORING WILL CONTRIBUTE TO THE ACHIEVEMENT OF THESE OBJECTIVES (WITH DIRECT REFERENCE TO DELIVERING GREAT SERVICE FULLY DISCUSS THE IMPLEMENTATION AND RECOMMEND STRATEGIES PRIORITIES AND TIME SCALES FOR IMPLEMENTING YOUR CHOSEN TOPIC. NOTE: 1. BEFORE I COMMENCE THIS ESSAY IT IS IMPORTANT TO STRESS THAT ITS CONTENTS IN RESPECT TO SAINSBURYS SUPERMARKETS ARE STRICTLY CONFIDENTIAL AND ONLY MEANT FOR THE PURPOSE OF ANSWERING THE ESSAY QUESTION 2. THE CONTENTS ARE ONLY TO BE READ BY THE ASSESOR FOR THIS PIECE OF WORK Contents Page 1. Introduction 2. Introduction and Development of Delivering Great Service 3. The Service Promise 3.1 Sainsburys Mission Statement 3.2 Easy, Enjoyable and Inspiring 4. Impact on Company Employees 4.1 Store Structures 4.2 Departmental Management 4.2.1 Departmental Management Role 4.3 Mentoring 4.4 Store and Duty Managers 4.5 The relationship between Duty Managers and Departmental Managers 4.6 How the Service Promise is developed through mentoring 5. Implementation of Timescales 5.1 Store implementation Timescales 6. Conclusion 1. INTRODUCTION Sainsburys Supermarkets Ltd like any other business have a number of strategies in place in order to compete against its main competitors in the supermarket industry. Throughout this assignment I am going to concentrate on the companies most recent strategy called Delivering Great Service and how the topic of mentoring will contribute to the achievement of the Delivering Great Service objectives. 2. THE INTRODUCTION AND DEVELOPMENT OF DELIVERING GREAT SERVICE Over a period of years Sainsburys lost the dominant market share of the food retail sector to its main competitors. To try and rectify this situation and attempt to once again become the U.Ks top supermarket chain Sainsburys has commissioned research into what their problems were and how to overcome them. The research concentrated on the identification of the wants of Sainsburys customers and how Sainsburys can deliver these wants. With the results collated Sainsburys head office Human Resources staff developed the Delivering Great Service package. The idea behind strategy is to regain the once strong market share Sainsburys enjoyed over Tesco, Asda, Safeway, Waitrose and Morrisons, the companys main competitors through the strategy objective, Service Promise. The commissioned research uncovered Sainsburys customers want Great Service, outstanding quality and competitive prices, all of which are contained within the objectives of Delivering Great Service known as Service Promise. (THE IMPORTANCE OF SERVICE DELIVERING GREAT SERVICE, STORE MANAGERS TOOLKIT 2001) 3. THE SERVICE PROMISE The Service Promise is used as a tool within the Sainsburys Management Team, this is company wide, to improve colleague skills, store knowledge and confidence within the company name. It is through these improved skills that the Sainsburys Management Team and colleagues can work together to improve the customers shopping experience with Sainsburys and successfully deliver great service. 3.1 SAINSBURYS MISSION STATEMENT To clearly demonstrate the aspects of the Service Promise the following diagram is applied: (DELIVERING GREAT SERVICE, COLLEAGUE BRIEFING LEAFLET, 2001) I have devised the following diagram to demonstrate how the aspects of the Service Promise relate to Delivering Great Service 3.2 EASY, ENJOYABLE AND INSPIRING The three categories contained within the Service Promise (outstanding quality, great service and competitive prices) contain guidelines for Sainsburys employees to adopt collectively, thus enabling the delivery of great service. The guidelines are as follows: 1. Easy Make shopping easier by; * Speeding up customer transactions * Acknowledging their problems and accepting responsibility * Actively seeking out customers who need extra help 2. Enjoyable Make shopping more enjoyable by; * Increasing personal efficiency, politeness and friendliness * Treating customers as individuals 3. Inspiring Present inspiring products and ideas to meet customer needs by; * Presenting quality ranges of products that meet and succeed customer needs and expectations * Interacting with customers to advise them of new products, encouraging them to try before they buy (THE IMPORTANCE OF SERVICE, DELIVERING GREAT SERVICE STORE MANAGERS TOOL KIT 2001) 4. IMPACT ON COMPANY EMPLOYEES The company strategy, Delivering Great Service has massive implications on all Sainsburys employees; it requires everyone to take on new responsibilities and new daily working practices if it is to be successful. Im going to focus specifically on the implications Delivering Great Service has on Sainsburys Departmental Managers and how the topic of mentoring can help achieve the strategy (Delivering Great Service) objectives (service promise). 4.1 STORE STRUCTURES Before I do this I have designed and included a very basic store structure diagram to illustrate the structure of a typical Sainsburys Stores. As you can see from the diagram the Store Manager is responsible for the entire store with a team of Duty Mangers and Department Managers on hand to share responsibilities and the running of the store filtering down to the Store Colleagues. 4.2 DEPARTMENTAL MANAGEMENT I have already discussed the implications Delivering Great Service has on all colleagues in respect of what its objectives require from everyone to be successful (making shopping easier, making shopping more enjoyable and presenting inspiring products), but I havent discussed the implications the Department Manager faces. 4.2.1 DEPARTMENT MANAGERS ROLE The Department Managers role within the company is to communicate the importance and relevance of all business decisions and strategies to his or her Department Store Colleagues. Thus the Department Manager is responsible when explaining the Delivering Great Service strategy to his or her Department Store Colleagues and ensuring that they all have a full understanding and appreciation of the importance and the implementation of the Service Promise targets (previously outlined) and what they have to do. Not only does the Department Managers have to do this, they have to achieve it with the support and co-operation of Department Store Colleagues. In essence the Department Manager has: TO MOTIVATE COLLEAGUES TO WANT TO DELIVER THE SERVICE PROMISE TO OUR CUSTOMERS, EQUIPPING THEM WITH SOME OF THE SKILLS TO DO THISi (DELIVERING GREAT SERVICE THROUGH CUSTOMER OBSESSION, MISSION STATEMENT, 2001) But how are they supposed to do this? The Department Manager would need great leadership and motivation skills combined with skilful use of communication to initiate Department team spirit to enable Service Promise targets to be met. They would need a keen eye to identify those within the Department that need extra help or indeed those who arent willing to work towards Delivering Great Service objectives. Necessary skills would include the capacity to deal with targets being missed and the individuals ability to quickly set more achievable targets. But with no formal training how could Department Managers achieve these skills and successfully achieve Delivering Great Service objectives with the full support of their Department? I believe that Department Managers could achieve these skills by turning to mentoring. The mission statement below accurately sums up what Department Managers are expected to achieve in respect to Delivering Great Service: TO INSPIRE OUR PEOPLE TO CONTINUALLY EXCEED OUR CUSTOMERS EXPECTATIONS, TO DELIVER BUSINESS IMPROVEMENT (DELIVERING GREAT SERVICE THROUGH CUSTOMER OBSESSION, MISSION STATEMENT, 2001) 4.3 MENTORING How could mentoring assist Department Managers to achieve the requirements expected? To begin with the definition of mentoring needs to be identified and questions need to be asked as to how Sainsburys can fulfil the Service Promise by achieving the strategic objectives of Delivering Great Service The Little Oxford Dictionary defines Mentor as Mentor advisor, counsellor (THE LITTLE OXFORD DICTIONARY, 1971, 4THED) A separate textbook definition of Mentor is to help by one person to another in making significant transitions in knowledge, work or thinking (MENTORING IN ACTION MEGGINSON, D. AND D. CLUTTERBUCK, (KOGAN PAGE LIMITED, UK (1999))) 4.4 STORE AND DUTY MANAGERS Store Managers and Duty Managers within Sainsburys receive a wide array of continual training sessions and personal development ran by both internal and external bodies. They are constantly assessed by their Manager who is the Regional Business Manager with regards to their Stores performance and satisfaction of their staff, a survey is conducted every six months talkback to check on staff satisfaction levels in all stores. As Managers they are required to posses leadership, motivational and coaching skills and the ability and confidence to use them as well as the privilege of constant feedback from the Regional Business Manager and constant people skill training. Store Managers and Duty Managers are massively invested in within the company resulting in a large value added resource offering an indispensable skill base, the senior store management team is essential to the companys success. Through such investment they hold the essential, crucial skills that Department Managers need to develop if they are to successfully motivate Department Store Colleagues to implement the Delivering Great Service strategy and Service Promise objectives in their daily working practise. To mentor someone is to advise and council a person whilst developing the learners skills to meet business objectives. The mentor is there to listen and suggest ways in which to tackle a situation promoting a culture where the learner isnt being spoon-fed but independently identifying ways in which to personally improve upon current skill base and achieve targets. 4.5 THE RELATIONSHIP BETWEEN DUTY MANAGERS AND DEPARTMENT MANAGERS But how will Sainsburys Duty Managers by mentoring Department Managers enable them to contribute to the achievement of Delivering Great Service through Service Promise? Sainsburys Duty Managers are high performers able to implement business objectives and strategies into the daily running of a store in a responsible fashion whilst observing the companys values (which are as follows): 1) We will be HONEST 2) We will demonstrate INTEGRITY 3) We will show our COMMITMENT to each other 4) We will be LOYAL 5) We will take PRIDE in everything we do (REGION 35 BUSINESS PLAN JUNE 2001) Point 3 and 5 are important. When mentoring a Department Manager the companys values would easily ensure the mentor and learner success, by committing to the learner and taking pride in the learners achievement The leadership and motivational skills along with strong communication and a focused approach that are necessary to implement the Delivering Great Service strategy, through mentoring an individual Department Manager could be successfully developed as the Duty Manager already possess and uses the skills the Department Manager needs. Through a series of on the job observations and one on one coaching sessions the Duty Manager can exchange ways of better practice to reflect better results (in Service Promise targets) and encourage the Department Manager to have confidence when communicating with their staff. 4.6 HOW SERVICE PROMISE IS DEVELOPED THROUGH MENTORING. Through the improved skill base the Department Manager will have developed through mentoring and will be able through the Service Promise (objectives if the Delivering Great Service strategy) to achieve stated objectives through actions completed, as seen below: 1) 2) 3) 5.IMPLAMENTATION OF TIMESCALES But what time scale are we looking at? Delivering Great Service is a strategy that is in Stores NOW and Department Managers fully understands its implications NOW, its not planned to reach a Store in 6 months, results are expected to show in 6 months. With such a constraint on time I propose the following timescale strategy: 5.1 STORE IMPLEMENTATION TIME SCALES 6. CONCLUSION In conclusion it can be seen that the implementation of Delivering Great Service has allowed Duty and Departmental Managers to grow in their roles. The mentoring skills of the store management are developed therefore allowing them to implement the strategy outlined and provide the highest level of customer service on the shop floor. As this is what 70% of customers require in order to have a satisfied shopping experience that is easy, enjoyable and inspiring. This will allow them to compete with their market competitors to the highest advantage and regain the market share, which they have lost. BIBLIOGRAPHY BOOKS * Torrington,D and Hall,L and Taylor,S (2002), Human Resource Management, Prentice Hall Europe, UK * Marchington,M, Managing the Team * Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK. * Parsloe, E. (1999), The Manager as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands. * Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK. * Parsloe, E. and M. Wray, (2000), Coaching and Mentoring, Kogan Page Limited, UK. * Pegg, M. (1999), The Art of Mentoring, Biddles, UK. * Murrell, A, J. Crosby, F, J. and E, J, Robin, (1999), Mentoring Dilemmas, Lawrence Erlbaum Associates Publishers, UK * Clarke, D, (1996), Mentoring, Fenman Limited, UK * Ried, M, A. and H, Barrington, (2000), Training Interventions, (6th Ed), The Cromwell Press, UK. * Harrison, H, (2000), Employee Development, (2nd Ed) The Cromwell Press, UK. * Marchington, M. and A, Wilkinson, (2000), Core Personnel and Development, (2nd Ed), The Cromwell Press, UK. * Foot, M. and C, Hook, (1999), Introducing Human Resource Management, (2nd Ed), Longman, Malaysia. SAINSBURYS SOURCES * Annual Report, 2001 * Delivering Great Service, Colleague Briefing Leaflet, 2001 * Business Update, Sainsburys Intranet, 28th January 2002 * The Importance of Service, Delivering Great Service Store Managers Tool Kit 2001

Compare and contrast two poems that contain different representations :: English Literature:

Compare and contrast two poems that contain different representations of school pupils. 'Comprehensive' is a representation of a comprehensive school, in the way that the diverse mixture of cultures are included in the poem. Each pupil has a different life and culture, and the pitfalls of comprehensive schools are clearly shown by the way in which each pupil is represented. The first pupil is African, and homesick, and is not happy in England. It seems as though she misses her culture, and feels as though she is being stifled by the British culture. This is also true of 'In Which The Ancient History I learn Is Not My Own.' The boy represented in this poem is homesick, and also feels stifled by the British culture, due to the fact that he is being almost forced into it, thus not allowing him to enjoy his own Irish culture. The teacher wants him to learn 'The English Kings, the famous battles and God's grace in History' which causes him to begin to forget his own History, which he is desperately trying to hold on to. The second pupil in 'Comprehensive' is a boy named 'Wayne,' who is depicted as a stereotypical boy. He is precocious in the way he thinks he is 'too old for games' and believes he is old enough to support something so controversial, when clearly he does not understand it to a full extent. He holds a very patriarchal view, especially when it comes to women. He believes that they are there to have their knickers pulled down, as it were and cook for him. Such a strong attitude as this for a pupil of only fourteen years of age inevitably will cause friction between him and his peers and teachers. And in a school of mixed culture, this would not bode well. Although the teacher has not such a derogatory attitude as Wayne, she is similar in the way that she has very strong views that she places upon the young Irish boy in, 'In Which The Ancient History Is Not My Own.' The Teacher is very patriotic, and expects the pupil of a completely different culture to be the same about England. An example of this is when the teacher describes the Roman Empire as 'the greatest Empire ever known- until our time of course.' This is the kind of attitude that is almost stripping the boy of his patriotism of his own land, and restricting him from learn about his own History. He has had to take on another cultures history and been forced to take it on as his own. Similarities can be made between the young Irish boy and 'Ejaz' and

Positive Functions the Poor and Poverty Has on Society Essay

There is a lot of positive functions poverty and the poor have on society. The existence of poverty makes sure that â€Å"dirty work† is done. â€Å"Dirty work† is classified as dangerous, physically dirty, temporary, undignified, a dead-end, underpaid, and menial jobs. In America, poverty functions to provide low-wage labor pools that makes people, willing or unwilling, to perform dirty work at lowest costs allowed. The poor subsidize tons of activities that benefit the wealthy. They have supported the consumption and investment or the private economy by virtue of the low wages they receive. Barry Schwartz pointed out, â€Å"the low income of the poor enables the rich to divert a higher proportion of their income to savings and investment, and thus to fuel economic growth. This, in turn, can produce higher incomes for everybody, including the poor, although it does not necessarily improve the position of the poor in the socioeconomic hierarchy, since the benefits of economic growth are distributed unequally. † Poverty creates jobs to help serve the poor and shield them off from the rest of the population. Activities flourish because of poverty; examples would be anything considered a â€Å"number game† like the sale of heroin, cheap liquors and wines, prostitutes, pawnshops, and a group called Peacetime Army (this group only enlists poor men). The poor buy foods and other items that other people do not want, for instance day-old bread, fruits and veggies that would be thrown out at grocery stores, second-hand clothing, and deteriorating cars and buildings. The poor also provide incomes for lawyers, teachers, doctors, and other people who are either too old, incompetent, or poorly trained to attract the more wealthy clients/patients. There is a group of poor people called the â€Å"deserving poor†, these people are disabled or just have plain out bad luck. They provide the rest of the population with emotional satisfaction. They Induce compassion, charity and pity thus allowing the people who help them feel as though they are moral, practicing a religious ethic, and that they are philanthropic and generous. The â€Å"deserving poor† let those people feel fortunate for not having to deal with what they have to being struck within the poverty hole. Poverty also promises the status of the people who aren’t poor. In a stratified society, social mobility is an important goal. People need to know where they stand in the level of classes; poverty functions as their reliable/permanent measurement tool for status comparison. To end this long list of positive functions poverty adds to society, I have one last thing – the poor have played a large role in the shaping of America’s political process. They vote and participate far less than other groups in the economic standings. The system is free to ignore the poverty-stricken because of this; this has not only made politics more reasonable and centrist but it has added more to the stability of the processes involved in the American politics.

Immigration Reform Should Not Be Eligible For Work...

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