The C & C grocery store currently operates on an objective-based approach. They were committed to service and customer satisfaction. This approach provided the grocery chain with the profitability and growth it was striving for. Store operational goals were met and the chain had over 200 stores in operation. For years, C&C's overall performance has been excellent and running smoothly. Unfortunately, employee development, innovation and change was not a top priority and it started to show. To continue to be successful, C&C had to outsource and obtain advice from a team of consultants. The team dissected the business from top to bottom and advised the chain to implement an internal approach to accompany the objectives approach. Implementing the in-house approach will give store managers full control over their stores that they do not currently have. Store managers must be knowledgeable in all areas of the store to be able to fully communicate with staff. It was difficult for district managers to give each store the time and attention they needed when they were responsible for several other stores. Giving more responsibilities to store managers was a great idea on the consultants' part, because store managers have more daily interactions with customers and employees and can respond better to needs. C&C desperately needed to provide training and development to its employees. Cross-training is beneficial for both the company and the employees. Employees have the opportunity to learn other positions and have the opportunity to benefit from advancement opportunities within the company. The company benefits from cross-training because it provides flexibility if a store is short-staffed and it provides autonomy. A store full of happy employees of mana...... middle of paper ......flexibility and oriented towards adaptation and change. The environment is constantly changing and is very unstable, so it is best to adopt a structure that facilitates customer service. By making this choice, I once again risk having the produce and meat managers operating as a separate entity, but I have also given my store manager the authority to make all decisions, so he will be his responsibility to communicate and remind everyone that even though there are department groupings at the end of the day, everyone is part of this C&C store. It is also their duty to uphold customer service because all they see is the end result. For example, C&C customers are accustomed to superior quality meat and produce and this is what their loyalty is based on. Adopting a better structure means generating a healthier internal environment but not reducing production.