Whole Foods organizational behaviour

Because of this therefore, the people will need to have a set of rules to obey and they will also require to be monitored in order to complete the work that needs to be accomplished. In addition, according to this theory there are no incentives to encourage the workers to do more than is required by their current job description. The assumptions of theory X were more pessimistic and negative. Therefore, McGregor felt that such a theory typified the view that the employees had of their mangers. The other theory is known as theory Y. John Mackey needs the employees to maintain a high level of creativity and ingenuity (Kopelman et al, 2008). Basically, theory Y helps the Whole Foods to utilize the best of their employees through self and inner motivation.

How Whole Foods organization builds the social and human capital Definition of human capital is the productive potential with which the actions and knowledge of an individual bears. The Whole Food established their human capital through the belief that all their employees had a great potential to deliver excellence. On the basis of that belief, they invest so much in their employees through proper management systems and also through continuous trainings. The main reason why I would do this is that the organization completely trusts their basic principles, and not just theoretically having them with an aim of pleasing the general public (Carroll, 2016). This particular case would bring the profile of this present century to life through the implementation of most if not all items which are in figure 1-3.

It is a cooperative business which puts a lot of effort in achieving win-win situation which is considered the best among all options. For instance, as stated above, all the organization’s employees are satisfied and happy to work in the organization. The customers have been fully satisfied as well and this implies that the customers will go inviting their friends. As per the website of Whole Foods, they have committed to donate a 5% of their net profits on some particular listed days to the local educational or non-profit organizations. Putting this into consideration, the first layer known as economic responsibility and being profitable is not achieved. The meeting of this criteria would have excluded the 5% being given to non-profits (Carroll, 2016).

The company appears to be addressing the other steps up. The overall topmost layer is met by the promise of the organization to offer their profits to the organizations that are not profit-making. In addition, the principle of common good also features in the organization, especially where the organization recognizes the model of stakeholder that all people, communities, environment and suppliers are in one way or the other interdependent (Smith, 2010). The organization treats their employees and every other member with great respect and they give them compensation on the basis of their skills and knowledge but not on the basis of their ranks. The Whole Foods also offers continuous training in order to keep the team members up to date with education and any other relevant information necessary for their performance.