People, Culture and Contemporary Leadership

Executive Summary of Harvey Norman

Harvey Norman is one the best retail outlet across the world. This report finds out that the performance of the company is totally based on the contributions of the employees towards organisation. Due to its nature the company is following the reward based system which motivates the employees or personnel to work for the organisation. The main focus of the firm is to focus on CSR policies and these policies or plans are being pursued with the assistance of employees. Therefore, the company has best retail structure across the globe.

Introduction to Harvey Norman

Harvey Norman is a huge Australian firm it is basically a multinational retailer of providing beds, furniture and it included all types of household furniture, electronics, computers etc. Its main focus is to operate as a franchise with other brand and all firms are working in outlets taken by ASX-listed Harvey Norman holding Ltd. In 2016, there are around two hundred eighty company possessed and franchised in this outlet in Australia, New Zealand, Europe and South-East Asia which are working under the Harvey Norman, Domayne and Joyce and all the Mayne brands in Australia (Brown and Taylor 2018). The two individuals have opened the first outlet in 1961, which is especially opened up for electric products items. There are two persons who have formulated this outlet they are Ian Norman and Gerry Harvey. They used to sell goods door-to door and with the passage of time. They created a retail outlet. In the year 1980’s the firm had sales which has reached to around A$ 260 million. This report will further discuss about the performance, culture and employee engagement for increasing its profit margin.

Performance of Harvey Norman

The company mainly focuses on enhancing the firm’s supply chain that is packaging in the Harvey Norman supply chain they are as follows:

  • A product item which owns packaging or covering the goods
  • A supplier packaging must be used to deliver the items to different outlets (Grimmer, 2019).
  • Packaging which is forwarded to the outlets to customers or clients to transport the item or to transport items to consumers via transporter through post.

Further the company is taking these initiatives for accomplishing efficiency in their performance such as number of times the sell or delivering of product has been done by three types of packaging. The firm and its franchisees are restricted by their capability to manipulate packaging decision are completed by their supply chain partnerships and the area for sinking and packaging waste is therefore restricted in its scope. Thus, this strategy mainly focuses on reduce, reuse, recycle program that priorities for reducing the packaging wastes which is created by the company. This strategy comes under the corporate social responsibility of the people. It also supported by its franchisees and outlets (Grimmer, 2019). These above factors are treated or enlisted as the most important by the company because of upcoming or awareness about the environment in people. This priority will persist to concentrate on the presence of recycling amenities and contract in place with waste consultants and contractors.

Additionally in the year 2011 the company has assessed the steps taken for reducing the waste that is the steps to recycle. Franchisees are stimulated to recycle the cardboard which are utilised in packaging of product item in outlet. It has been taken from the outlet and collected for recycling. Thedocument outlets of cardboard are reutilised. Staffs are instructed to use less paper, in the firm most of the department are using duplex printers, and advanced printer purchases which are now the source with duplex capability. Paper waste has been segregated from other waste items and gathers them for recycling. Inter firm mail is forward through paper envelopes. These envelopes are reused in the organisation again. For avoiding the using of plastic bags cashiers are being asked the customer if they need a bad with their purchase. They are shows the types of bags which should be used for the purchased. All franchised outlets provide reusable woven cotton baggage (Li and Yeung, 2018).

Culture of Harvey Norman

The firm has different structure in that every store department are being controlled by Harvey Norman. Therefore, the firm has numerous super outlets four different businesses are handled and managed independent which gives or contributes high revenue to the firm. This revenue has been generated with the lease pays and from the some part of sales. Overseas, Harvey Norman outlets are directly owned and worked by the ASX-listed, Sydney- based parent firm, Harvey Norman Holdings Limited. However, the sales commissions are burdened among all departments of the out to promote sales people, increase sales and enhance services (Li and Yeung 2018). The company follows the high reward based remuneration culture which was asserted by the famous retail marketing consultant Kevin More. This study was found by several other marketing retailer researchers. It also follows the point of variations and is what contribute at least partly to its retail dominance.

The people who are working in the firm are all sales person, they know how to deal with the customer and increase their sales. This can recommend solutions for consumers and are being paid in the line what they sell. They know how to sell the product make the customer happier by delivering the product item on time. They are also available if need any help regarding any of the product. Reward based system goes when the customer is happy with sale and likewise they feel or increase the sale by selling them two more products. This way the employees get rewarded according to their sales. The company provides various types of incentives, make the employee realise about the job security, top level management is calm so that employees feel comfortable with them. The firm has a very friendly environment to work so that they do not feel frustrated to them. The perceptions of employees are that the sales are very competitive but perks or fringe benefits which are given are also phenomenal. These types of things make the employee’s works in the organisation. In terms of service the customer first service has been applied (Li and Yeung 2018).

Employee Engagement in Harvey Norman

The personnel engagement in the organisation of Harvey Norman is highly appreciable, as the initiatives which are being taken to prevent wastes. There are few initiatives which shows that how the employees are being engaged in the organisational aims. The cashiers who are there in the organisation are skilled to ask the consumer if they need a shopping pouchfor their purchase. There are option of three typespouchsizes, the bags are used up to fifty per cent recycled componentand are easily degradable. Degradation of the pouchis triggered by aamalgamation of light, heat, mechanical stress and air. All the outlets which are franchised gives reusable woven cotton baggage (Lim et al. 2020).The possible printer ink and toner cartridges for office intruments are recycled. The basic motive of company is to show corporate social responsibility towards environment, it involves all the stakeholders or it requires the contribution of all the stakeholders to achieve this plan.

Polystyrene and plastic is also gathered by the third party. Polystyrene is recycled in some of the states and is to be utilised in diesel fuel manufacturing and melted and utilised as a poly resign for the picture frames. Plastic packaging is segregated from general waste and recycled. Third party gathers material from the used mattresses or from the customer mattresses which is being used to destroy the landfills. Thus, in this firm, the employee gets high exposure to enhance their skills and also motivates them to work further and contribute to the goals or endeavours that are decided by the firm. They also promote employees to work in such as way which makes them to accomplish the task and small tasks which are achieved are the part of big accomplishment. This way the employees contribute in the organisations to achieve goals (Lim et al., 2020). This way the company is sustaining in the market.

Conclusion on Harvey Norman

Harvey Norman is the retailer outlet or multination retailer outlet. The performance of the company is totally based upon the performance of the employees, as the company is the retail outlet or store which has business of selling household products, electrical products etc. In this firm the nature of the employee as a salesperson through which sales has to accomplished, the more and more sales had occurred. The revenue will increase, the company also following the reward based system. In this system an employee gets reward when he shows full enthusiasm in selling the product or in increasing sales of the company. Further, in terms employees engagement the company allow the employees to contribute and exchange ideas related to CSR. This step will increase the productivity of the organisation and its sales by showing corporate social responsibility towards environment. The company also involves employees in accomplishing their plans of reusing, recycling and reducing. This will increase the connectivity among the employees and also with firm. Therefore according to several researches Harvey Norman is known for the best organisation in the category of retail outlets. This way the firm will increase the sale and reach to the heights of the business world. The reason of sustaining in the competitive environment is their planning and steps taken by the firm.

References for Report on Harvey Norman

Brown, C. and Taylor, B., 2018. A business case for work-life balance in retail management.

Grimmer, L., 2019. Karen Millen enters administration, becoming latest international retail casualty: Interview with Priscilla Pho, pp 9006-9007

Li, Y. and Yeung, D., 2018. How to use social media to target Hamilton Chinese females to a Cue store, pp. 54-60.

Lim, Y.H., Kee, D.M.H., Lai, X.Y., Lee, Z.M., Low, M.Q., Sariya, S. and Sharma, S., 2020. Organizational culture and customerLoyalty: A case of Harvey Norman. Asia Pacific Journal of Management and Education, 3(1), pp.47-62.

Mehta, S. and Silva, D., 2018. Training methods used at Harvey Norman, International Journal of Production Research, 2975-2999.

Niu, B., Liu, Y., Liu, F. and Lee, C.K., 2019. Transfer pricing and channel structure of a multinational firm under overseas retail disruption risk. International Journal of Production Research, 57(9), pp.2901-2925.

Nizam, N.Z. and Hoshino, Y., 2016. Corporate characteristics of retail industry among 11 Asian and American countries. Journal of Management Research, 8(1), pp.224-247.

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