Assignment

1. Answer 1
When Paul Saginaw and Ari Weinzweig made the decision to expand into Zingerman’s
Community of Businesses, they have gone through the consultation process. They have
used their consultation skills to debate and argued about the new business venture they
would like to enter to. It was Saginaw who wanted to try new things and expand but his
partner was afraid that by replicating the original, it would dilute the deli’s uniqueness.
They have discussed the issues for two years before making the decision to enter into
Zingerman’s Community of Businesses.
Before the consultation process began, simultaneously they are also taking risk to change
their business structure. There are personal risks and sacrifices involve should they
implement the expansion. However, they are really taking the challenge of the risks and
sacrifices in order to expand the business. The desire to move forward and promote
changes has given them the courage to step ahead in making serious expansion efforts.
“They key was having partners who were real owners and we wanted people who had
visions of their own”. This notes made by Weinzweig has clearly indicates that they are
willing to allow substantial responsibility and discretion in work activities and trusting
people to solve problems. By engaging partners, the co-founders have empowered their
partners to make decisions on their own and putting the sense of ownership into them.
Both of them have put in 3 different skills when they made and implemented the decision
to expand into the Zingerman’s Community of Businesses. The 3 skills are taking risk for
change, consulting and empowering.
One more – recognizing.
Answer 2

2. The co-founders of Zingerman’s Delicatessen believe that quality, intense customer
focus, employee commitment and community spirit had made Zingerman’s successful.
Therefore, should they make any decision to expand their businesses, their employees
would be given priorities to actively participate in their expansion program. As both of
the co-founders value their employee’s contributions so much, the human skills showed
by them have built a very close relationship with their workers. In recognizing their
workers dedication and commitment in Zingerman’s successful, they have to create a
positive rewarding environment whereby all of the staff will be given opportunities in
contributing more towards Zingerman’s success.
Answer 3
Saginaw and Weinzweig have spent 2 years debating their company’s new direction and
expansion. One of the factor or reason they prolong the discussion was because of the
originality of their products. In other words, they are caring about the quality of the
products and whether the quality would remain unchanged should they expand their
business outside the original city. Furthermore, their current employees were the
strongest factor in determining the quality of the products.
On the other hand, they were also considering their loyal customer in Ann Arbor who hve
supported their business from day one. Whatever their expansion program is, they would
still holding their principles to make their deli a regular stop for avid pastrami lovers all
around Ann Arbor.
I think, both Saginaw and Weinzweig, rely so much on their human resources when
planning a new business. They realized that their employees are the main asset to
Zingerman’s Delicatessen. In view with the expansion planning, they were really put in
their human factors as their main factors to be considered.

3. Supported by Maggie Bayless, who returned to Zingerman’s after a few years, Saginaw
and Weinzweig continue to develop their employees with management and food-service
skills.

4. Smucker’s
Answer 1
Human relations skill has been seen as one the best way to enhance organizational
success. Abraham Maslow stressed out that all managers would need to understand their
employees physiological, safety, social, esteem and self actualization needs. Human
component has become the main contributors in organizational success.
Tim Smucker, one of the co-CEO of Smucker’s, said that, “people” or their employees
are what the company is all about. Smucker’s employees have been treated as part of the
family and contributed ideas to the organization.
Expansion activities by Tim and Richard Smucker started in 2001 has brought in nearly
7, 300 workforce into the organization after the completion of Multifoods acquisition.
This great number of workforce has challenged the co-CEOs to maintain the same
tradition of fostering a family feeling among them. However, both of the co-CEOs were
still maintaining the same approach in treating their employees. Ranked at the top in
Fortune’s magazine list of 100 best companies to work for in 2004, this has proved that
Smucker’s family does not only belongs to both of the co-CEOs but also to their
thousands employees.
With the number of workforce that grown to 7,300 in 2004, Smucker’s has never change
their policy and principle in managing their employees. They maintained the environment
of fairness, respect and trust between the top management and other workers. Such a
family environment has given the co-CEOs to move forward with any expansion plans
with a strong support from the employees.
Answer 2

5. Ludwig von Bertalanffy who is a scientist in physics and biology, founded a general
system theory that states “to understand fully the operation of an entity, the entity must be
viewed as a system”. System approach to management has been developed based on this
general system theory. Basically, general system theory integrates all knowledge in all
specialized fields in order to fully understand the system as a whole.
Smucker’s has two CEOs, who are brothers, running the operations of this organization.
In system approach, ‘system’ has been defined as a number of interdependent parts
functioning as a whole for some purpose. It means that, each part must understand the
workings of its interdependent parts in order to be understood. In Smucker’s, both of the
CEOs managing the same organization which has clearly against the system’s rule. By
having 2 CEOs in an organization, Smucker’s might encounter difficulties in making
decisions as 2 of these CEOs must be agreed on the deciding matters. Should any of these
CEOs disagree with each other, the decision could be delayed for some arguments and
discussions. Should this happen, the running of the organization will be affected and
might cause losses to organization.
On the other hand, the employees might have separated into two different groups
supporting each of these CEOs. The CEOs might have different views and plans in
managing the organization. This will resulted in confusion amongst the employees to
understand the workings of its interdependent as described by the system approach.
Communication from top management to lower level management would be distracted by
two different information supplied. The employees would find difficulties in following
the instructions and finally the running of the whole of organization’s operation will be
affected.
Answer 3
The classical approach of management concentrates on increasing organizational
efficiency through work processes. All of the studied done by Frederick W. Taylor, Frank

6. and Lilian Gilbreth and Henry Gantt in lower level management analysis and Henri Fayol
in comprehensive analysis of management, focused on work structures in order to
contributes more towards organization’s efficiency and productivity. The element of
human variables has been ignored and human behavior has little impact in production
activities.
Smucker’s has five basic values in guiding them managing the organization. The five
basic values are quality, growth, ethics, independence and people. The top management
of Smucker’s himself stressed the importance of their employees in the organization. The
basic beliefs of Smucker’s are to grow together with the employees and respect the
individual ideas in contributing to the growth of the organization.
Contradicts with classical approach to management, Smucker’s has put in human
variables in managing the organization. These human variables have contributes to the
success of Smucker’s as proven by sitting at the top position in Fortune magazine’s list of
100 best companies to work for in 2004.

7. and Lilian Gilbreth and Henry Gantt in lower level management analysis and Henri Fayol
in comprehensive analysis of management, focused on work structures in order to
contributes more towards organization’s efficiency and productivity. The element of
human variables has been ignored and human behavior has little impact in production
activities.
Smucker’s has five basic values in guiding them managing the organization. The five
basic values are quality, growth, ethics, independence and people. The top management
of Smucker’s himself stressed the importance of their employees in the organization. The
basic beliefs of Smucker’s are to grow together with the employees and respect the
individual ideas in contributing to the growth of the organization.
Contradicts with classical approach to management, Smucker’s has put in human
variables in managing the organization. These human variables have contributes to the
success of Smucker’s as proven by sitting at the top position in Fortune magazine’s list of
100 best companies to work for in 2004.