netrashetty
Netra Shetty
Organisational Structure of Publix : Publix Super Markets, Inc. (commonly known as Publix) is an American supermarket chain based in Lakeland, Florida.
Founded in 1930 by George W. Jenkins, it is an employee-owned, privately held corporation. Publix is currently ranked No. 86 on Fortune magazine's list of 100 Best Companies to Work For 2010[4] and was ranked No. 9 on Forbes' 2009 list of America's Largest Private Companies and is the largest in Florida.[5] The company's 2009 sales totaled US$24.3 billion, with profits of over $1.2 billion,[2] ranking #99 on Fortune magazine's Fortune 500 list of U.S. companies for 2010. Supermarket News ranked Publix No. 7 in the 2009 "Top 75 North American Food Retailers" based on 2008 fiscal year sales.[6] Based on 2006 revenue, Publix is the fifteenth-largest retailer in the United States.[7] Publix's current stock price is $19.85 per share though it is privately held and not available to the public.[8]
Publix has operations in five states: Florida, Georgia, South Carolina, Tennessee, and Alabama. It employs over 140,500 people at its 1,023 retail locations, cooking schools, corporate offices, eight grocery distribution centers, and nine Publix brand manufacturing facilities. The manufacturing facilities produce its dairy, deli, bakery, and other food products.[9] In addition, Publix owns Crispers, a chain of restaurants in Florida specializing in salads; some Crispers locations are adjacent or built into the already existing deli department in select Publix Super Markets.
Publix stands as one of the largest regional grocery chains in the United States. Its main competitors are national grocery chains IGA, Kroger, SuperValu,and Whole Foods; consolidated retail and warehouse chains, including Wal-Mart, Target, Kmart, Costco, Sam's Club and BJ's Wholesale Club; and several regional grocery chains, including BI-LO, Fresh Market, Piggly Wiggly, Sweetbay, Winn-Dixie and Ingles.
Publix's slogan is "Where Shopping is a Pleasure".
CEO
William Crenshaw
CFO
David Phillips
Extreme Makeover: Home Edition, but Extreme Makeover:
Organization Edition.
Although this sounds like the hit reality TV show on ABC where a family
whose home is in ruins has the opportunity to have their entire house
redesigned, this article argues that the same idea holds true for
organizations today where design, in many ways, is also in ruins and
needs an organizational makeover.
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people, (225). These firms thrive on asking
questions, testing theories, and changing paradigms. Likewise, Richard
Daft says, "The learning organization promotes communication
Founded in 1930 by George W. Jenkins, it is an employee-owned, privately held corporation. Publix is currently ranked No. 86 on Fortune magazine's list of 100 Best Companies to Work For 2010[4] and was ranked No. 9 on Forbes' 2009 list of America's Largest Private Companies and is the largest in Florida.[5] The company's 2009 sales totaled US$24.3 billion, with profits of over $1.2 billion,[2] ranking #99 on Fortune magazine's Fortune 500 list of U.S. companies for 2010. Supermarket News ranked Publix No. 7 in the 2009 "Top 75 North American Food Retailers" based on 2008 fiscal year sales.[6] Based on 2006 revenue, Publix is the fifteenth-largest retailer in the United States.[7] Publix's current stock price is $19.85 per share though it is privately held and not available to the public.[8]
Publix has operations in five states: Florida, Georgia, South Carolina, Tennessee, and Alabama. It employs over 140,500 people at its 1,023 retail locations, cooking schools, corporate offices, eight grocery distribution centers, and nine Publix brand manufacturing facilities. The manufacturing facilities produce its dairy, deli, bakery, and other food products.[9] In addition, Publix owns Crispers, a chain of restaurants in Florida specializing in salads; some Crispers locations are adjacent or built into the already existing deli department in select Publix Super Markets.
Publix stands as one of the largest regional grocery chains in the United States. Its main competitors are national grocery chains IGA, Kroger, SuperValu,and Whole Foods; consolidated retail and warehouse chains, including Wal-Mart, Target, Kmart, Costco, Sam's Club and BJ's Wholesale Club; and several regional grocery chains, including BI-LO, Fresh Market, Piggly Wiggly, Sweetbay, Winn-Dixie and Ingles.
Publix's slogan is "Where Shopping is a Pleasure".
CEO
William Crenshaw
CFO
David Phillips
Extreme Makeover: Home Edition, but Extreme Makeover:
Organization Edition.
Although this sounds like the hit reality TV show on ABC where a family
whose home is in ruins has the opportunity to have their entire house
redesigned, this article argues that the same idea holds true for
organizations today where design, in many ways, is also in ruins and
needs an organizational makeover.
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people, (225). These firms thrive on asking
questions, testing theories, and changing paradigms. Likewise, Richard
Daft says, "The learning organization promotes communication
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