994), “Although traditional sources of competitive advantage such as the natural resources, technology, economies of scale and so forth create value, the resource based argument is that these resources are increasingly easy to imitate, especially in comparison to a complex social structure such as an employment system. Hence, human resource strategies may be an especially important source of sustained competitive advantage”.
The mission of the organization is to “provide quality bakery products at competitive prices”. The quality consciousness in reflected in the policies of the management in the production, marketing and customer service. But on the other hand the management should also try to evolve new methods to evaluate the cost of various operations more stringent. The assurance of quality should not be increasing the cost and this will tend to push the prices up and high prices will not help the bakery to achieve its mission.
The vision of the bakery is “To be a leading bakery in major cities of the country”. The vision of J Co is not clear and it is very ambiguous in its definition of the exact terms. This kind of vision statement will not help in aligning the organization to wards achievement of goals.
Based on the mission and vision, the management of the company has formulated the objectives. The annual objective of J Co bakery is to increase the sales by 10% in the year 2008. To achieve the target growth first an analysis of the planning activities and organizing activities is necessary. The audit of the plans show that J Co has planning done extensively for increasing the sales. But it is lagging behind in its lack of planning in the area of projection of resources required to achieve the sales. The plans do not allocate budget effectively for each retail outlet but only a general allotment of money on a whole. Hence, the personnel in each outlet do not have a clear picture about the allotment of money to carryout their operations and