Functional Area Interrelationships: Kudler Fine Foods
Charles Burt, Megan Engelking, Lou Gamache, Rebecca Lanham, and Julie Lee University of Phoenix
July 24, 2011
Functional Area Interrelationships
This paper is based on the Kudler Fine Foods (KFF) virtual organization scenario presented in University of Phoenix Business 475 course (Apollo Group, Inc., 2009). The following topics will be covered about KFF; the main motivation for the KFF existence from analyzing the vision, mission, values, goals, and the basis for the type of managerial structure employed by KFF. We will identify the key positions that support that organizational structure; explaining all steps of the collaboration process among the serviceable sections that must be employed to accomplish organizational aspirations. An action arrangement is to execute the collaboration process, giving an example of the use of lateral and vertical collaboration within KFF will be given. Another topic will be identifying the key stakeholders and their roles needed to achieve the executive goals, and recommend the collaborative interactions among the significant stakeholders to facilitate the organization's accomplishments. Reason for Existence
Analyzing the strategic plan of KFF reveals the primary reasons for the organization’s existence, and that key components are established for the future success of the company. The mission statement 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 staff (Kudler Fine Foods – Our Mission, 2003, Para. 3). The purpose for a mission plan is to provide guidance for the actions of an organization and to help direct decision-making. The mission plan will further identify organizational goals along with the responsibilities that exist to the customer and other stake-holders. KFF has established a mission statement that identifies strong commitment 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 result when objectives found in the mission statement are met. Although little is mentioned in the virtual organization link for customers to see about a specific future vision for the company, one may gather the future expectations highlighted 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 premiere gourmet grocery store for those savvy shoppers who are searching for the finest meats, produce, cheeses, and wine” (Kudler Fine Foods – Strategic Plan, 2003, p. 3). The values and goals of KFF contribute to the strategic plan of the organization and identify further reasons for the existence of the organization. The people at KFF understand the high standards that exist in providing quality food. Furthermore, they understand the responsibility to the community and their employees. By taking extra measures, KFF fulfills this responsibility with its Social Responsibility Statement. In an effort to contribute to the local economy, buyers will seek to purchase from local organic farmers when high standards are met. The bakery takes extra steps to ensure healthier baked goods through the use of unbleached flour and seeing that ingredients have no preservatives. Additionally, and certainly noteworthy, KFF rotates food from the shelves and donates food still in “good” condition to local homeless shelters and food kitchens (Kudler Fine Foods – Strategic Plan, 2003, p. 3). These efforts demonstrate the commitment to values and the identified social...
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