Organizational Behavior of Williams-Sonoma

Topics: Employment, Management, Williams-Sonoma Pages: 4 (1181 words) Published: September 24, 2005
Williams-Sonoma is a nationwide specialty retailer that sells high quality, upscale products for the home through its 478 retail stores and various direct-to-customer channels. Its retail concepts are comprised of Williams-Sonoma, Pottery Barn, Pottery Barn Kids, Pottery Barn Teen, Chambers, West Elm and Hold Everything. Williams-Sonoma, a San Francisco based company, generated $2,361 million in revenue dollars. The company employs approximately 6,000 people nationwide. Locally, there are approximately 900 people employed at its four distribution centers. Williams-Sonoma operates the largest distribution center, over a million square feet, in the Memphis area. The organization rates a 10 in job satisfaction because it pays well and offers excellent health benefits; however, opportunities for advancement are limited locally due to employee loyalty and long tenures. It rates a 12 on the functioning of small groups due to its commitment to customer service and its ability to maintain a 98% service level of a two day product delivery within its direct-to-customer channels. Company culture rates an 11 because of high employee loyalty. Its employees are highly committed and loyal to the company in partly due to its "Friends and Family" referral program, in which employees are allowed to refer friends and family for work during peak shipping seasons. The average tenure in the distribution center is between 6-10 years. Finally, Williams-Sonoma rates a 12 in organizational performance because of its high product delivery rate, high customer service level and high customer. Williams-Sonoma is a sales leader in the gourmet cuisine and cookware industry and is a favorite among high profile celebrities such as Oprah Winfrey and Martha Stewart. STRENGTHS

One of Williams-Sonoma's organizational strengths is its ability to shape and reinforce culture through employee recognition programs discussed in chapter 16. Employees with perfect attendance...
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