First pdf file is case study that includes 4 case study among 4 case study only do case study 3. And there are questions after case study. Go through that and write assignment in report format that includes Introduction, 3 question answer as a body part , conclusion and references.
2nd file is about assignment instructions.
Note: Answer must be from case study .
someTitle Part 5 CASE STUDIES Chapter/s Case applies to 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Case stUDY 1 The Princess Polly story Case stUDY 2 Management style and employee– management relations Case stUDY 3 Manukau Water: it’s not only about pipes Case stUDY 4 Woolworths: what it does take Wood, Jack, et al. Organisational Behaviour Core Concepts and Applications, 4th Edition Australasian, Wiley, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/une/detail.action?docID=4742144. Created from une on 2022-09-01 03:58:22. C op yr ig ht © 2 01 5. W ile y. A ll rig ht s re se rv ed . 562 Part 5 • Case studies THE PRINCESS POLLY STORY innovation and culture — the formula for success Princess Polly captures the hip, fresh, colourful vibrancy of life under the Australian sun. Founded in the summer of 2005, Princess Polly kicked off as a cute and quirky bou tique in Surfers Paradise. A combination of good quality fabrics and unique femme styles soon created a cult‐like following among local fashionistas. Until Princess Polly arrived, these customers only had access to the bulk ‘cookie cutter’ fashion offered by larger, long‐established retailers (i.e. those found in every mall across Australia). Princess Polly offered something new, exciting and distinctively different. The Princess Polly founders adopted the mantra ‘Money doesn’t buy style. What counts is that it’s gorgeous and customers see value in it’. In essence, they found a formula to build a solid and loyal customer base. Since their humble beginnings, Princess Polly has experi enced an almost exponential growth in their sales. Whilst they initially concentrated on a bricks‐and‐mortar strategy, they soon extended the business to incorporate an online platform, which has proven to be very popular. Within just three years online sales have grown from zero to a $10 million turnover. Their move to an online presence was driven primarily by the customers themselves. In early 2010, before Face book gained mass‐market popularity, customers were screaming out to shop online. Many girls from interstate had visited the Queensland store and the word was starting to spread virally across Australia. staying lean and flexible in times of rapid growth Princess Polly’s management decided to self‐fund the online store, which immediately took off. However, during the initial rapid growth phase, management strived to remain lean and agile. The Australian fashion e‐commerce market was only getting started and everything was changing quickly. According to co‐founder Wez Bryett, Princess Polly remained flexible in the face of social media and mobile technology changes by focusing on keeping systems as manual as possible and avoiding investing in cumbersome IT systems. This allowed Princess Polly to test different systems, to adjust as necessary and then to develop the successful system. Princess Polly’s management are passionate about new possibilities for retail. Fast fashion and e‐commerce have revolutionised the industry. They see the opportunity for Princess Polly to operate, not only as an online store, but as a ‘new model’ retailer. The aim is to achieve vertical retailing across online and in‐store, with a strong in‐house brand, digital presence, and a global outlook. Princess Polly currently has its sights set on borderless trade oppor tunities. Wez describes, ‘We are developing a US and Asian marketing immersion strategy to expand beyond the shores of Australia, and leveraging social media will be an integral part of this strategy’. innovative social media engagement strategies To be successful with a techsavvy Gen Y customer base, companies must keep pace with the latest and greatest in social media. Companies that move fast and are constantly on the lookout for ways to differentiate their brands will succeed; those that neglect such innovation will be left behind. In response to this market reality, Princess Polly has recently joined forces with Pirus Group, an innovative marketing consultancy, to implement a new social media platform called ‘Stylechat’. This tool allows users to shop Case stUDY 1 Wood, Jack, et al. Organisational Behaviour Core Concepts and Applications, 4th Edition Australasian, Wiley, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/une/detail.action?docID=4742144. Created from une on 2022-09-01 03:58:22. C op yr ig ht © 2 01 5. W ile y. A ll rig ht s re se rv ed . 563CASE 1 • The Princess Polly story online with their Facebook friends and instantaneously share and chat about clothes right on the Polly site. The tool allows online users to participate in the social element of shopping that has predominantly been associated with in‐store shopping, such as being able to get a second opinion and to avoid a fashion faux pas. This is what the owners of Princess Polly are good at: identifying deficiencies in the online shopping experience and connecting with experts in the field to make the cus tomer experience even more satisfying. Wez explains: Testing of Stylechat has shown that it substantially increases the customers’ level of satisfaction, deepens our followers’ sense of community and loyalty to the brand, increases time on site, boosts sales, and of course reduces returns. This demonstrates how one innovation can have a simul taneous and positive impact on several aspects of the busi ness at once. the importance of company culture During a growth phase, staff may struggle to handle con stant change. To reduce this risk, the Princess Polly founders focused on creating a strong company culture. Co‐founder Paul Lavender sees this strong culture as what gives staff the confidence to be able to stand strong in the face of change. Ensuring staff intensely share the Princess Polly core values of ‘authenticity, passion, sell what you love, and don’t be afraid to be different’ is of paramount importance. Encouraging such beliefs creates both high levels of cohe siveness and trust amongst employees as well as efficient norms. That is, employees naturally moderate their own behaviour themselves to fit in with the culture, reducing the need for managers to monitor their staff continually. Creating a strong culture also begins with recruitment. In the hiring process, Princess Polly seeks out individuals who not only want to work in a fun and fast‐moving fashion company, but also want to become part of the Polly family. Paul explains, ‘We have mostly hired new staff with great attitudes and a willingness to learn and grow into pos itions’. Not only does the prospective employee have to be good for the position, but the position has to be good for the person. According to Paul: We look for individuals that are brand aware, live and breathe fashion, and are personable and quirky. You can train skills, but you can’t train character, so finding those with characteristics that encapsulate the Princess Polly identity is very important to us. Princess Polly is passionate about positively influencing young women’s lives. They accomplish this by empowering employees and assisting them to road map their future involvement in the business, either with Princess Polly or on their own journeys. Management have strived to create an environment where the employees feel empowered and appreciated (as both individuals and as employees). They hold skills workshops to enhance abilities in sales, organise for life coach consultants to visit and offer yoga sessions to employees. This caring focus on the employees has led to the development of a loyal and dedicated workforce. Princess Polly has also implemented a mentor system, where business or design students come on board as interns to gain valuable firsthand industry experience. Wez highlights: We have found this to be a very positive experience where value is created from both sides. Not only do the interns get real fashion experience, but they inject a youthful perspective that helps inform us about the direction of the industry, and what customers in that demographic really want. The Princess Polly owners believe there is a formula for success; however, this formula must be flexible. ‘You need to change the direction of your focus depending on the environment, but as long as the main constituents of the formula are maintained, you will do well’ says Paul. These foundation elements are good quality products that are individual and distinctive; a strong culture; loyal and engaged employees; keeping in touch with the customers; and keeping pace with innovation. Oh, and of course, ‘Spreading love, peace and happiness’.1 Questions 1. What innovative technique is Princess Polly implementing? What aspects of the business will it improve, and why? 2. Determine two important factors in the creation of a strong culture and discuss what makes these factors so important. 3. What method does Princess Polly use to boost morale? What effect does boosting morale have for the company? 4. What does Princess Polly do to reduce the need for managers to engage in behaviour modification of their employees? end note 1. S Amundsen and ØL Martinsen, ‘Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates’ job satisfaction and turnover intention’, The Leadership Quarterly (2014); GR Bushe, ‘Advances in appreciative inquiry as an organization development intervention’, Organization Development Journal, vol. 13 (2014), pp. 14–22; CA O’Reilly, J Chatman and DF Caldwell, ‘People and organizational culture: A profile comparison approach to assessing person–organization fit’, Academy of Management Journal, vol. 34, no. 3 (1991), pp. 487–516. Wood, Jack, et al. Organisational Behaviour Core Concepts and Applications, 4th Edition Australasian, Wiley, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/une/detail.action?docID=4742144. Created from une on 2022-09-01 03:58:22. C op yr ig ht © 2 01 5. W ile y. A ll rig ht s re se rv ed . 564 Part 5 • Case studies MANAGEMENT STYLE AND EMPLOYEE– MANAGEMENT RELATIONS1 Background Fiji Ships and Heavy Industries Limited (FSHIL), once known as Government Shipyard and Public Slipways (GSPS), was initially a wholly Fijian government–owned entity. Fiji, one of the most developed of the Pacific Island economies, is an island nation located in the heart of the Pacific Ocean, southwest of Honolulu, midway to the equator and New Zealand. GSPS was later corporatised as Shipbuilding (Fiji) Limited (SFL) to pave the