this one is case study

QUESTION 1

1. Resetting is a major undertaking for a grocery store while it remains open. Describe three (3) things that Sanders Supermarket management did NOT do to manage the change and what would you have done differently? (3 marks)

QUESTION 2

1. What are three (3) things that Juan Sanchez should have done as a manager to prepare Jane Oliver and Wally Weathers for his vacation absence? (3 marks)

QUESTION 3

1. When Juan Sanchez was planning his vacation, what two (2) specific pieces of information should he have considered before scheduling his time off? (2 marks)

QUESTION 4

1. Given the situation at the end of the case, answer the question embedded in the last line, "Norm...what are we going to do about it?" with three (3) prioritized actions. (3 marks)

QUESTION 5

1. If you were Juan Sanchez, describe how you apply to this case Steven Covey's Habit 2: "Begin with the end in mind". (2 marks)

QUESTION 6

If you were Juan Sanchez, describe how you apply to this case Steven Covey's Habit 4: "Think win-win". (2 marks)

QUESTION 7

1. If you were Juan Sanchez, describe how you apply to this case Steven Covey's Habit 5: "Seek first to understand, then to be understood".(2 marks)

QUESTION 8

1. If you were Juan Sanchez, describe how you apply to this case Steven Covey's Habit 6: "Synergize". (2 marks)

QUESTION 9

1. If you were Juan Sanchez, describe how you apply to this case Steven Covey's Habit 7: "Sharpen the saw". (2 marks)

QUESTION 10

1. What is a concept from this Leadership course that you consider valuable? How will you apply it to your career? (2 marks)

SANDERS SUPERMARKETS: WHAT HAPPENED TO CONTROL? Sanders Supermarkets operated 50 stores in the Midwest. Faced with significant challenges from Wal-Mart, Kroger and Meijer, and in an attempt to regain mar- ket share, the company had embarked on a program to do some renovation of its stores. Juan Sanchez was a store manager of Store #16. Three months ago Sanchez was talking with his district manager, Norm Greenberg, about a major renovation in the grocery section of his store, but had heard no more about it. Fi- nally, Greenberg called Sanchez to tell him about a meeting at the corporate main office that would be held to discuss his proposed renovation project. The meeting was attended by Sanchez, Greenberg, management from corpo- rate sales, the maintenance department, several district managers, and the cor- porate operations manager. At the end of the meeting, they generally agreed that Store #16 would be reorganized (called "reset" in the language of the mainte- nance department), including relocating various main aisles. The supervisor of the reset crew and the maintenance department were to submit final plans and a cost estimate a week later. During his next visit to Store #16, Greenberg told Sanchez about the plans for his store. He said that not everything had been finalized and apparently failed to mention that part of the reset would include moving some of the aisles. The next week, completed plans and cost were submitted and given final approval by the corporate operations manager. Since new shelving had to be ordered and schedules made, the supervisor of the reset crew and the construc- tion supervisor would be assigning the job of putting the necessary paperwork into motion. Greenberg then called Sanchez and said, "The restart project for your store has been approved. We will be getting back to you later with more information." A month later, Sanchez took a five-day vacation with his family. Normally, this would have been a great time, but he constantly thought about the frustrat- ing work environment. The last day of his vacation, he sent Greenberg a text message asking about a starting date for the project. Store #16 opened at 7 Am daily and closed at 10 PM. When Sanchez arrived at the store at 6:30 A.M., on his first day back from vacation, he soon forgot about the project. He walked into the store to find three major problems: the fro- zen food case was broken down, the floor scrubber was malfunctioning, and the grinder in the meat department was not working. After some checking, he found that no maintenance calls had been made, because each of his two assistant store managers, Jane Oliver and Wally Weathers, thought that the other was going to do it. The floor scrubber had not been working for several days, the frozen food case had broken down the previous afternoon, and the meat grinder was not functioning managers, Jane Oliver and Wally Weathers, thought that the other was going to do it. The floor scrubber had not been working for several days, the frozen food case had broken down the previous afternoon, and the meat grinder was not functioning. "It doesn't pay to take five days off and spend time with your family," San- chez pondered to himself as he headed toward his office. He called the main- tenance department, explained what happened, and requested immediate help. While waiting for the maintenance person, Sanchez called Oliver and Weathers to talk with them about letting him and each other know about the problems and how to control them. "All it takes," he said, "is working together, communicat- ing, and following up to be sure that our customers get the best possible service. We can't be out of merchandise, especially in the frozen food department. We have to make sure that when we are busy, as we will be this week, our customers aren't stepping alongside workers in the aisles." About that time, Sanchez was called to his office. When he arrived, he was greeted by four carpenters and three laborers, who told him, "We just wanted to tell you that we are here and are ready to get started on the renovation project right away." How come it takes this many people to fix a frozen food case?" asked Sanchez. "We're not here to fix a frozen food case," said one of the carpenters. "We're here to remove the shelving in the aisles and begin to reset your store." "Today?" Questioned Sanchez. Nobody told me that you guys were coming to do this today. I can't have you moving aisles during the day. What are my cus- tomers going to do? I thought you would be doing the renovation project after hours." Sanchez immediately called Greenberg, "Norm, why didn't you tell me you were going to start the reset project in my store today?" "What," said Norm, "I wasn't notified either." "Why wasn't I consulted by someone on this?" exclaimed Sanchez. "First of all, the first week of a month is always too busy a time for laborers to be working in the aisles of my store. Second, I thought this type of work would be done at night. Some of our other stores might be able to handle this in the daytime, but our customers will not tolerate this type of inconvenience." "OK," said Greenberg, "it sounds like things are really out of control at your store right now. What are you going to do about it?" "Norm, don't you mean, what are we going to do about it