Functional Areas

practicable Area Interrelationships Kudler first-rate Foods Charles Burt, Megan Engelking, Lou Gamache, Rebecca Lanham, and Julie Lee University of Phoenix BUS 475 July 24, 2011 Phyllis Koch Functional Area Interrelationships This paper is based on the Kudler graceful Foods (KFF) virtual validation scenario presented in University of Phoenix channel 475 course (Apollo Group, Inc. , 2009). The following musical themes entrust be covered about KFF the main motivation for the KFF population from analyzing the mint, mission, values, goals, and the basis for the case of passenger carial organize employed by KFF.We will identify the spot positions that support that make-upal social organization explaining tot anyy steps of the quislingismism dish out among the serviceable sections that must be employed to accomplish constitutional aspirations. An proceeding arrangement is to execute the collaboration march, giving an example of the use of asquint and vertical collab oration within KFF will be given. other topic will be identifying the key stakeholders and their roles needed to achieve the executive goals, and urge the collaborative interactions among the significant stakeholders to expedite the organizations accomplishments.Reason for Existence Analyzing the strategic plan of KFF reveals the radical(a) reasons for the organizations existence, and that key components be formal for the future achiever of the company. The mission avouchment is one of those key components. The mission statement states that the organization is committed to customer satisfaction by providing the finest of foods coupled with knowledgeable, experienced, and helpful cater (Kudler fair Foods Our Mission, 2003, Para. 3).The purpose for a mission plan is to support guidance for the actions of an organization and to help direct decision-making. The mission plan will shape up identify organizational goals along with the responsibilities that exist to the custo mer and other stake-holders. KFF has established a mission statement that identifies strong commission to company goals and values. Another key component to strategic planning is the vision. A vision statement provides a final objective or goal for the organization.Furthermore, it identifies the future terminus when objectives found in the mission statement are met. Although little is mentioned in the virtual organization link for customers to see about a unique(predicate) future vision for the company, one whitethorn gather the future expectations in broad(prenominal) spiritslighted in the mission plan. Visionary thoughts include the expectation for KFF to be the purveyor of choice for customers aspiring to purchase the finest epicurean delights (Kudler Fine Foods Mission Plan, 2003, Para. 3).However, strategic plan the vision Is stated for internal use that Kudler Fine Foods will be the premier(a) gourmet grocery caudex for those savvy shoppers who are searching for the f inest meats, produce, cheeses, and wine-coloured (Kudler Fine Foods Strategic Plan, 2003, p. 3). The values and goals of KFF result to the strategic plan of the organization and identify further reasons for the existence of the organization. The bulk at KFF understand the high standards that exist in providing quality food. Furthermore, they understand the responsibility to the community and their employees.By victorious extra measures, KFF fulfills this responsibility with its Social Responsibility Statement. In an effort to contribute to the local anesthetic economy, buyers will seek to purchase from local entire farmers when high standards are met. The bakery takes extra steps to ensure healthier baked goods through the use of unbl all(prenominal)ed flour and seeing that ingredients have no preservatives. Additionally, and certain(a)ly noteworthy, KFF rotates food from the shelves and donates food still in good modify to local homeless shelters and food kitchens (Kudler F ine Foods Strategic Plan, 2003, p. ). These efforts demonstrate the commitment to values and the identified social responsibility. KFF reveals many reasons for the organizations existence through its use of the companys mission, vision, values, and goals. Organizational Structure A lineage organizational building is critical to the business and the employees. An organizational body structure is the manner in which an organization arranges (or rearranges) itself (Fontaine, 2007, p. 6). At Kudler Fine Foods (KFF) the organizational structure that they operate under is a operative structure.A functional organizational structure is a structure where the position and function of employees are clearly specified. The business is divided into separate segments with specific tasks (Pearce Robinson, 2009). KFF has a hierarchy of authority, which defines who is in the boot of which fundamentals and who reports to whom. The decision making, ideas, and plans come from the top hierarchy, in this case Kathy Kudler, the electric chair of KFF. KFF has a vertical dimension with several levels of focal point. Kudler Fine Foods has a be of three shops that make up the framework of the organizational structure.For instance, the president is at top working with the three store managers. Each store has the kindred structure hierarchy beginning with the store manager. Under the store manager is the assistant store manager and continues to branch out to the four unalike surgical incision managers produce and foodstuffs spirits, cheeses, and wine meats, and seafood bakery, and pastries. The key positions that hold the structure in concert is the administration round consisting of the president, director of administration and human resources, finance, and accounting, and store operations.Many levels of direction exist in the structure. Every employee has a defined role, all of which with the coarse goal of meet the needs of the consumer. Kudler Fine Foods operates in a alter manner allowing KFF to have more upper management control. With a functional structure every employees role is important to the vision and goal of the business. Collaboration Process Todays enterprises are striving to create more alter features through globalization andcollaboration (Park, 2003, p. 5). Several steps are in the collaboration process.The first step is for all the people in the process to come to an agreement on the collaboration process. The second step is for all the people involved in the process to understand the need of gain the same goal. The third step in the process is for all people involved to work unitedly and share the responsibilities in making the decisions. The one-fourth step is to make sure all people have resources, which they destine to share with the others involved. The fifth process is making sure everyone knows that with the shared responsibility, during the collaboration, each person is also responsible for the outcome.The final step in the collaboration process is establishing trust among everyone involved. Trust is a huge factor into how healthy a team performs. After working out all the inside information to the steps in the collaboration process, the members must make sure the agendum and guidelines are discussed and followed. Developing guidelines is a way to make sure all people involved are held accountable for the inactions or actions within the group. Kudler Fine Foods has started the collaboration process and the first KFF needs to do is have the acquire and inventory managers start the process.The largest achievement of Kudler Fine Foods is the customers continue to shop at the stores. To keep the customers approach path back to Kudler Fine Foods, the collaboration team needs to consider the needs and wants of the customers. The inventory manager will assist by advising the team what point of intersections are selling and what products are not. The product manager may determine a better positi on in the store to make sure the non-selling items sell or the two individuals may cut back on that single outicular product to lessen the overhead.Kudler Fine Foods will need to implement an action plan to keep customers coming back, but also to introduce new products to the customers. Kudler Fine Foods has initiated a stag shopper design, which enables customers to earn rewards with purchases. Rewards are coupons or a certain dollar pith off the entire shopping order once a certain level of purchases is met. KFF must also increase the marketing of the company and the rewards program to make sure the customers aware of the program.The marketing manager can join forces with the inventory and acquire managers to discuss how to best implement a thriving marketing plan. Setting these processes in motion will give KFF an service above the competition Lateral and Vertical Collaboration Lateral collaboration occurs between the equivalent level of employees within the organization, and vertical collaboration would be between employees with a superior and subordinate relationship. An example of vertical collaboration occurred when Kathy Kudler coordinates the selection of sale merchandise with the store managers during the weekly operations meetings.Kathy has lapsing of the entire organization and directs the merchandise and sale processes with her subordinate store managers. skinny lateral collaboration is illustrated by cooperation between store managers in facilitating resupply of publicize merchandise between stores, to the stores with a higher demand. Kudler Fine Foods has no reproducible purchasing procedure. The three department managers at each store on an individual basis place orders with suppliers based on the department managers inseparable assessment of store requirements.Further, the onus is on the department manager to cause the best pricing, quality, and delivery possible (Apollo Group, 2009, Supply Chain Overview, para. 1). This purchas ing structure lacks both vertical and lateral collaboration and relies on the individual department managers to take additional steps to coordinate purchasing with other department managers. No mechanism for department managers to compare or discuss store needs among counterparts and no consistent pricing structure between store locations. A vertical disconnect is evident in that Kathy Kudler also places orders fissiparous from the store managers.An action plan to improve both vertical and lateral collaboration within Kudler Fine Foods involves improvements to the purchasing process. Department managers would be postulate to have a department manager weekly review meeting where store merchandise needs, trends, and purchase requirements would be compared, discussed, and coordinated laterally into a purchase order plan. This purchase plan would be submitted vertically to a central purchasing agent at the administrative level who would facilitate the negotiation and purchase from sup pliers to ensure the best pricing and quality.Key Stakeholders Kathy Kudler is the founder of KFF. She is the primary stakeholder, and because the company is a privately owned entity there are no shareholders in the company. The company does have investors who have a stake in the company. The investors or stakeholders are both internal and external and are monitored by the company. The stakeholders include the employees, consumers, suppliers, banks, and Kathy Kudler, and each can have an affect or be affected by the company. When Kathy first decided to create Kudler fine foods, she obtained financing.This is do generally through banks. Banking institutions will extend character terms to consumers much(prenominal) as Kathy. Kathy can also go to these banks when she is obtaining funding for new stores or launching new products. Banking institutions can also help with extending the line of credit when peek seasons are low and profits might not be as large. The main point of financin g comes from banking institutions. The staff of KFF is critical to the effortless operations of the company. These employees have direct contact with consumers and process as a primary point of contact for Kathy and consumers.Employees contribute to labor and the expertise to the company. In daily activities these employees are responsible for the growth of the stores, the appearance stores, maintenance in the stores, training new staff, and picking up the slack when other employees are not available. Because Kathy is not available daily to complete these activities it is important for the staff to complete these activities and ensure the triumph of the company. Consumers are a large part of the company, it is important for the consumers needs to be met, and this is done typically through purchasing goods.Customers rely on employees and Kathy to provide the goods that they are willing to purchase. Customers requests need to be met and Kudler has to decide whether the requests of the customer can be met or are operable for the company to provide. If the products are not available to the consumer the company needs to carriage into alternate options to solve the problem and to keep the customer. Suppliers can also drama an important role in the company. These suppliers are the backbone of the company and provide all the products necessary for the company to be successful.KFF have suppliers for wine, cheese, fresh produce, organic meats, and all bakery items. These come from both local and national suppliers. The local products ensure the highest quality of products and these suppliers need to remain on good financial terms to continue to build a business relationship. Conclusion Kathy Kudler has achieved success by hiring managers who take social responsibility seriously because he or she already has firm intuitions about what constitutes ethical and unethical conduct (Heath, 2006).The success of the company has many factors that contribute. The way that t he stakeholders of the company relate and work together are important factors in any companies success. KFF has achieved the success the company has because of their ability to interact positively with all the stakeholders in the company. The existence of the company is to serve the customers of the community with the highest quality of gourmet foods. Kathy Kudlers mission, vision, and values have do the company a success and a reality. References Apollo Group, Inc. 2009) Kudler Fine Foods 2003 Strategic Plan. 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