individual assignment managerial skills of danny wegman

The assignment looks at both sides of the real experience of Danny Wegman who is the CEO of Wegmans Food Markets, to the analysis and evaluation of his management skills.Information of m

Individual Assignment

MANAGERIAL SKILLS OF Danny

Wegman

Subject: Introduction to Management Student’s Name: NGUYEN THI LINH

Student’s Code: HS 176214

Class: IB1806 Lecturer: QUANG TRUNG HIEU

Table of Contents

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I Introduction: 2

 Information of manager: 3

 Information of company: 4

II Literature Review & Critical Analysis: 5

1 Technical skills: 5

 Difficulties: 6

 Recommandation: 6

2 Conceptual skills: 6

 Difficulties: 7

 Recommandation: 7

3 Interpersonal skills: 7

 Difficulties: 10

 Recommandation: 10

III Conclusion: 10

IV Conclusion: 11

Manager skills play an important role in three levels of management such as top-manager, middle-top-manager, first-line manager For a manager career, although the seven essential skills are interpersonal, conceptual skill, time management skills, technical skill,

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communication skills, diagnostic skill, and decision-making skills, each level of manager will choose which skills should be given priority to focus on Following the introduction part, I would demonstrate the managerial qualities of the CEO of a large-scale company The overall purpose of this assignment is to develop the student's ability to identify and define a problem and to conduct a literature review based on subject theory The assignment looks at both sides of the real experience of Danny Wegman who is the CEO of Wegmans Food Markets, to the analysis and evaluation of his management skills

Information of manager:

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Position Chairman, Wegmans Food Markets Inc

Education Bachelor of President & Fellows of Harvard

College

Company Name Wegmans Food Markets, Inc

Year of established 09/03/1987

Mission and vision The Company offers products such as meat, seafood, deli,

baked goods, health supplements, herbal remedies, pharmacy products, and wines Wegmans Food Markets serves customers in the United States

Address 6660 4th Section Road PO Box 30844 Brockport, NY 14420

United States

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II Literature Review & Critical Analysis:

1 Technical skills:

According to, Fundamentals of Management (Ricky W.Griffin ,2019) , Technical skills, The skills necessary to accomplish or understand the specific kind of work done in

an organization, which are necessary to accomplish or understand the specific kind of work done in an organization Technical skills are especially important for first-line managers These managers spend much of their time training their subordinates and answering questions about work-related problems If they are to be effective managers, they must know how to perform the tasks assigned to those they supervise While Reed Hastings now spends most of his time dealing with strategic and management issues, he also keeps abreast of new and emerging technologies and trends that may affect Netflix

Part of what makes Wegmans successful is the company’s attention to its employees’ needs at all levels of Maslow’s hierarchy The company pays above-market wages (the sous chef at a Pittsburgh store used to work for Thomas Keller’s French Laundry in Napa Valley, and talent like that doesn’t come cheap), and until 2003, Wegmans paid 100 percent of its employees’ medical insurance premiums (physiological needs) Wegmans’ most

comparable competitor has a turnover rate of about 19 percent, which doesn’t even come close to Wegmans’ 5 percent More than half of Wegmans’ store managers began working there in their teens (safety needs)

Because employees stay so long, the Wegmans culture has become stronger and more ingrained over time Edward McLaughlin, director of Cornell’s Food Industry Management Program, says, “When you’re a 16-yearold kid, the last thing you want to do is wear a geeky shirt and work for a supermarket But at Wegmans, it’s a badge of honor You are not

a geeky cashier You are part of the social fabric,” (social needs).1 Sara Goggins, a 19-year-old college student, was recently complimented on the display she helped prepare for the store’s French-inspired patisserie—by Danny Wegman himself (esteem needs) Sara keeps

a photo of her and Danny Wegman behind the counter Maria Benjamin used to bake

“chocolate meatball cookies” to celebrate coworkers’ birthdays They were so popular that she asked Danny Wegman if the store would sell them in the bakery department He said

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yes, and it did Employees like Sara and Maria are routinely recognized for their

contributions to the company (esteem needs) Wegmans has spent over $54 million for college scholarships to more than 17,500 full- and part-time employees over the past 20 years Top management thinks nothing of sending store department managers on training expeditions A cheese manager might take a 10-day trip to visit and study cheesemakers in London, Paris, and Italy; a wine manager might take a company-sponsored trip through the Napa Valley (self-actualization needs).2 As you can see from this extended example, Wegmans works hard to meet its employees’ needs at all levels

• Difficulties:

Danny Wegman spent a large sum of money to retain employees especially young and promising employees however, the question is, if these young employees find out that their abilities far exceed the amount of money they are hired, what will Danny do to keep them? not only that, the salary increase for an individual will affect other individuals, this has not yet been offered a solution

Danny's technical skills are well worth learning, from selecting employees to recommending employees, not only retaining potential employees, which makes the company stronger than ever

2 Conceptual skills:

According to, Fundamentals of Management (Ricky W.Griffin ,2019), conceptual skills , The manager’s ability to think in the abstract, depend on the manager’s ability to think in the abstract Managers need the mental capacity to understand the overall workings

of the organization and its environment, to grasp how all the parts of the organization fit together, and to view the organization in a holistic manner This ability allows them to think strategically, to see the “big picture,” and to make broad-based decisions that serve the overall organization Reed Hastings’s idea to extend the payment model used by health

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clubs to the video rental market came from his strong conceptual skills.

Gerard Q pierce is the company's vice president Of human resources He leads a 200- member HR department and reports to CEO Danny Wegman He believes that what sets Wegmans apart in terms of its HR practices is the emphasis it puts on taking care of both its employees and customers The company devotes significant resources to

improving its recruiting and employee development processes by researching the

needs and desires of its employees the same way it researches the needs of its

customers Prospective hires who "have a propensity to serve" and excellent

interpersonal skills are the type of people the HR team recruits Pierce notes that in many companies HR executives don't have access to top management but, at Wegmans, it's a management practice that has been part of the strategic vision

The company has been recognized for its commitment to diversity, employing people with disabilities and community service Wegmans received a Presidential Point of Light award in 1991 for its Hillside Work Scholarship Connection, created in 1987 to help at-risk youth stay in school, achieve academically and learn the skills to hold a job

• Difficulties:

Mr Danny's vision is vast, but this doesn't widen the gap between him and his staff, but they are even more dedicated to the job, it is almost impossible to see what remains in this organisation

Danny 's conceptural skill is truly impressive and his experience in management has helped the company greatly in addition to strengthening relationships to strengthen the company

3 Interpersonal skills:

According to, Fundamentals of Management (Ricky W.Griffin ,2019), The ability to communicate with, understand, and motivate both individuals and groups is interpersonal skills, managers spend considerable time interacting with people both inside and outside the

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organization For obvious reasons, then, they also need interpersonal skills—the ability to communicate with, understand, and motivate both individuals and groups As a manager climbs the organizational ladder, he or she must be able to get along with subordinates, peers, and those at higher levels of the organization Because of the multitude of roles that managers must fulfill, a manager must also be able to work with suppliers, customers, investors, and others outside the organization

Wegmans Food Markets, a family-owned East Coast chain with more than

70 outlets in five states, prides itself on its commitment to customers, and it shows:

It (U of C, 6.64) ranks at the top of the latest Consumer Reports survey of the best national and regional grocery stores Wegmans rates especially high on service,

and although such amenities as sushi stations, crab-cake counters, kosher delis, and Thai and Indian buffets drive up costs, the chain also keeps a close eye on prices

In fact, back in November 2008, as the economy continued to sink into the

reces-sion, Wegmans announced what amounted to a price war with itself by promising

to cut prices on many of its products: Bread went down by 17 percent and pork by

26 percent, and Wegmans claims to have saved customers $20 million “During

difficult times like these,” explains Danny Wegman, “it’s okay with us if we make a little less money.”

But commitment to customers is only half of Wegmans’ overal strategy, which

call for reaching its customers through its employees “How do we differentiate

ourselves?” asks Wegman, who then proceeds to answer his own question: “If we

can sell products that require knowledge in terms of how you use them, that’s

strategy Anything that requires knowledge and service gives u a reason to be.”

That’s the logic behind one of Carol Kent’s recent assignments—one that she under-standably regards as a perk: Wegmans sent her to Italy to conduct a personal study

of Italian cheese “We sat with the families” that make the cheeses, she recalls, and

“broke bread with them It helped me understand that we’re not just selling a piece

of cheese We’re selling a tradition, a quality.”

Kent and the employees in her department also enjoy the best benefits package

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in the industry, including fully paid health insurance And that includes part-timers, who make up about two-thirds of the company’s workforce of more than 37,000 In part, the strategy of extending benefits to this large segment of the labor force is intended to make sure that stores have enough good workers for crucial peak periods, but there’s no denying that the costs of employee-friendly policies can mount up At 15 to 17 percent

of sales, for example, Wegmans’ labor costs are well above the 12 percent figure for most supermarkets But according to one company HR executive, holding down labor costs isn ’t necessarily a strategic priority: “We would have stopped offering free health insurance [to part-timers] a long time ago,” she admits, “if we tried to justify the costs.” Besides, employee turnover at Wegmans is about 6 percent—a mere fraction

of an industry average that hovers around 19 percent (and that, for part-timers, can approach 100 percent) And this is an industry in which total turnover costs have been known to outstrip total annual profits by 40 percent Wegmans employees tend

to be knowledgeable because about 20 percent of them have been with the

com-pany for at least 10 years, and many have logged at least a quarter century Says

one 19-year-old college student who works at an upstate–New York Wegmans while pursuing a career as a high school history teacher: “I love this place If teaching

doesn’t work out, I would so totally work at Wegmans.” Edward McLaughlin, who directs the Food Industry Management Program at Cornell University, understands this sort of attitude: “When you’re a 16-year-old kid, the last thing you want to do

is wear a geeky shirt and work for a supermarket,” but at Wegmans, he explains,

“it’s a badge of honor You’re not a geeky cashier You ’re part of the social fabric.”

• Difficulties:

As in conceptural skills, for example, Danny has used HR boards effectively to make most employees want to stick with the company for a long time, which will be difficult when employees stick with a position for too long without the increase

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• Recommandation:

Danny's solid management style, with a lot of experience, shows the influence of a leading company in a field

III Conclusion:

Daniel R Wegman has proved himself to be an exemplary leader, not only in the Rochester area, but in the nation Danny strives to be a more conscious leader through managerment skills It is clear that the environment of Wegmans is wonderful, and according to Forbes Magazine, it is Danny who makes Wegmans one of the best companies to work for This is because of the leadership strategy that Danny possesses in the workplace on a daily basis Wegman's management team is very informative and accessible to their employees They make you feel as if you are part of a family Their management can often be found wandering the stores to talk to customers, always staying visible to both employees and customers Management is encouraged engage in conversations with customers and employees and receive feedback about the stores Here is a testimonial from one an employee at Wegmans in regards to the management team Here is a testimonial from one

an employee at Wegmans in regards to the management team, "I have not worked for a company that cares so much for employees as this Wegmans company, but I have

experienced similar situations like that I have noticed that when my managers are interested in how things are going on with me my co-workers, are really interested in helping customers and no just "doing their job," and do what they can to make the work environment more relaxed and enjoyable, I felt more motivated to work harder" (Jon Locke)

Danny Wegman also displays characteristics of Systems Intelligence as a leader Leaders who display System Intelligence "can see the bigger picture and understand how the different components of the system interconnect and behave over time' (Conscious Capitalism) He shows SYQ when he tries to understand the lives of his customers and how

he can make their life easier "Our customers don’t know what they’re going to want; they have a challenging life like all of us do and it’s our job to figure out what will help them do

a better job with their life, whether it’s health, whether it’s convenience, whether its value And so following that philosophy of trying to know where your customer is going has been

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