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1. Executive Summary o Overview of the Organizational Behavior Analysis o Key Findings and Recommendations 2. Company/History Background o Overview of Canadian Tire Corporation o Evolution and Growth of the Company o Corporate Offices and Historical Roots 3. Organizational Vision and Mission o Vision Statement o Mission Statement 4. Critical Analysis and Industry Comparisons of Chosen OB Sub-systems
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Project Report-Organizational Behavior Analysis (Canadian Tire Corporation) Group # 1 Mayank Kasana(2307667) Sandeep Kaur(2304680) Gurleen Kaur(2304060) Ravinder Kaur(2226071) University Canada West HRMT 622: TALENT MANAGEMENT Professor: Birring Param September 5, 2023
Table of Contents
Thriving in Change: Examining Workplace Emotions, Team Dynamics, and Organizational Transformation at Canadian Tire Corporation Executive Summary This Executive Summary thoroughly describes the in-depth investigation into organizational behaviour done by the Canadian Tire Corporation. The analysis focuses on three primary areas of organizational behaviour: team dynamics and team development, organizational change, and workplace emotions, attitudes, and motivation. Examining the company's current operating processes is one of the study's primary goals and identify its strengths and weaknesses, and provide suggestions for enhancing overall performance (Robbins & Judge, 2021). By actively developing recognition and incentive programs and providing possibilities for career progression, Canadian Tire manifests its dedication to cultivating a thriving workplace atmosphere and bolstering employee motivation. These programs are essential for increasing job satisfaction and encouraging active employee participation. The organization's emphasis on cross-functional collaboration and team-building events, which improve operational efficiency and promote knowledge-sharing among team members, demonstrates its commitment to encouraging teamwork. Canadian Tire has proven to be remarkably adaptable in dealing with organizational changes. Recognizing instances in which resistance to these developments has emerged is crucial. The research suggests increasing training activities and involving staff in change processes from the beginning to successfully address this issue (Canadian Tire Corporation, 2022).
By putting the proposed suggestions into practice, Canadian Tire will enhance the experience of its employees, encourage creativity, and successfully manage times of transition. As a result, this will make it possible for the company to remain a prominent participant in the Canadian retail sector. The research that has been presented demonstrates a thorough and forward-looking methodology, showing a great capacity to evaluate both the organizational behaviour strengths and improvement areas for Canadian Tire. Company/ History Background The Canadian Tire Corporation, established in 1922 by brothers John William and Alfred Jackson Billes, has grown into a robust retail juggernaut in the country. The company was founded in Toronto as a modest automobile parts retailer, but it has experienced significant expansion and diversification, leading to an increased range of goods and services. Canadian Tire has become deeply established in Canadian consumer culture over the course of around a century. The company's growth journey turned it from a small-town merchant of car components into a flexible organization with a wide-ranging portfolio. Canadian Tire serves a broad spectrum of customers in many industries, such as automobile, hardware, sports, leisure, and home products. Its dedication to accessibility and excellence has enhanced its stature and reputation in these sectors. Toronto, Ontario, is home to the corporate offices of renowned Canadian company Canadian Tire. This prestigious corporation offers a vast network of retail locations thoughtfully dispersed throughout the nation, covering important urban hubs and rural areas. 2021 (Jones Lang LaSalle) The company's history is closely entwined with its unwavering dedication to
outstanding goods, and distinctive shopping occasions, making it the top choice for customers nationwide. By 2022, Canadian Tire Corporation Mission: The primary objective of the company is to enhance Canadians' wellbeing by providing people with access to several products appropriate for their requirements, preferences, and leisure interests. This company is dedicated to enhancing the welfare of its customers via the provision of excellent products, original solutions, and first-rate customer service for its consumers. Canadian Tire Corporation aimed to reach this objective by 2022. 2019 2020 2021 2022 2023 0 10 20 30 40 50 60 70 80 90 100
Employee Turnover Rate(%) Customer Satisfaction Score (Source: Self-made) Critical Analysis and Industry Comparisons of chosen OB sub-systems:
1. Workplace Emotions, Attitudes, and Motivation at Canadian Tire Corporation The study of organizational behaviour (OB) places a great deal of emphasis on the subset of workplace emotions, attitudes, and motivation since it significantly impacts an organization's
culture, productivity, and overall success. Examining this specific facet of organizational behaviour at the Canadian Tire Corporation, a significant player in the country's retail industry, reveals a thorough plan led by CEO Greg Hicks. We can gain important insights into the methodologies used by Canadian Tire and make insightful comparisons within the industry by conducting a thorough analysis that delves into significant similarities and differences, supported by concrete details, real-life examples, empirical data, and authoritative perspectives while taking into account all pertinent factors and critically evaluating these distinctions. Comparing and Contrasting: Canadian Tire's approach to workplace emotions, attitudes, and motivation closely mirrors the leadership philosophy of Greg Hicks. In line with numerous prosperous organizations, Canadian Tire recognizes the crucial role of employee engagement in elevating both productivity and customer satisfaction (Fletcher et al., 2020). The company shares common ground with industry standards by acknowledging the significance of recognition and reward initiatives in bolstering employee morale and job satisfaction. Hicks' high CEO approval rating attests to the positive influence of his leadership on workplace dynamics (Workplace from Meta, 2023). Canadian Tire stands out, though, for its continuous commitment to fostering a workplace culture that views employees as key stakeholders. In contrast to some of its competitors, the company's recognition and reward programs, such "Employee of the Month," go above and beyond simple platitudes. They represent an authentic culture of gratitude that strengthens the emotional connection between workers and the company (Salgado, 1997). Elaboration with Examples:
recognition, Canadian Tire's implementation goes above and beyond standard procedures. The business creates an emotionally engaging workplace climate that encourages higher levels of engagement by offering tangible incentives, appreciating employee feedback, and encouraging autonomy. Due to this distinction, Canadian Tire is at the top of this organizational behaviour sub-system (Hansen et al., 2002). Canadian Tire's strategy adheres more closely to professional advice than other rivals' approaches, which some may view as shallow. The leadership ethos of Greg Hicks, which is ingrained in the company's culture, is the driving force behind this strategy. Increased job satisfaction and improved organizational performance are the effects of the CEO prioritising employee engagement and well-being (Hansen et al., 2002).
2. Team Dynamics and Team Development at Canadian Tire Corporation A key element in determining an organization's success is establishing and fostering team dynamics. The Canadian Tire Corporation, under the direction of CEO Greg Hicks, is a prime example of a systematic and thorough approach to developing strong teams. We can learn a great deal about the strategies used by Canadian Tire and make insightful comparisons within the industry by conducting a thorough analysis that examines notable similarities and differences, uses practical examples, substantiated data, and authoritative perspectives, taking into account all aspects of the case. Comparisons & Contrasts: Canadian Tire strongly emphasises team dynamics and development, which is consistent with the accepted norms in the sector that acknowledge the value of cohesive teams comprised of talented individuals. Like many successful firms, Canadian Tire prioritises investing in cross-training and holding regular team outings, establishing a culture of good
communication and developing collective talents. These procedures follow the advice of experts who support the development of collaborative work environments (Hackman & Wageman, 2005). However, Canadian Tyre distinguishes itself by demonstrating a solid dedication to decentralized teams. Under Greg Hicks' leadership ethos, dealers are crucial in attending to their communities' unique needs. This strategy stands out from rivals because it prioritizes developing teams' in-depth knowledge of local markets, resulting in higher customer satisfaction (Hackman & Wageman, 2005). To give a specific illustration, consider Canadian Tire's unwavering commitment to cross- training. Instead of just providing general skill-sharing initiatives, the organization creates training plans tailored to each team's unique requirements. This ensures that each unit is equipped with the fundamental abilities and information needed to effectively address the particular difficulties they encounter in their local markets. Adopting this localized strategy improves team performance while securing Canadian Tire's leading position in the sector (Thompson, 2018). Additionally, under Hicks' direction, the promotion of open communication is prioritized at team meetings at Canadian Tire. By allowing employees to discuss their issues and insights in teams, the organization actively fosters a culture of constant improvement.
distinctive needs and preferences, ultimately leading to a higher degree of customer satisfaction (Lencioni, 2012). Canadian Tire's singular focus on regional teams is a key differentiator when comparing the differences between it and its rivals. Although encouraging teamwork is a common practice in the sector, Canadian Tire distinguishes itself by using a method that goes above and beyond the norm. Canadian Tire's strategy centres on building teams that are tailored to fit particular markets, as opposed to merely encouraging teamwork. With this methodology, groups can be guaranteed to develop a thorough awareness of local customers' specific demands and preferences, ultimately resulting in better customer experiences (Robbins & Judge, 2021). In contrast to rivals who can undervalue the value of regional teams, Canadian Tire's strategy shows a more marked adherence to professional advice. The development of teams that have extraordinary skills and generate a strong sense of attachment and commitment within their particular communities sets Greg Hicks' leadership philosophy apart (Robbins & Judge, 2021). In conclusion, Canadian Tyre Corporation has established a unique strategy for developing team relationships and promoting growth inside the company under the visionary leadership of CEO Greg Hicks. A constant dedication to the formation and support of regional teams distinguishes this strategy. The organisation has successfully tapped into the distinctive assets, abilities, and insights of local talent pools by prioritising the formation of groups deeply ingrained in their various towns and regions. This localised strategy encourages team members to feel a sense of ownership and belonging and helps the business respond quickly to local market dynamics and subtleties.
The company stands out in the sector by using a unique tactic of building teams tailored to meet particular market demands. Canadian Tyre highly values developing talented teams that can successfully handle local difficulties and go above and beyond for customers. This is accomplished by implementing programs like cross-training and encouraging open communication among the teams. The company's success in this area may be ascribed to its dedication to following professional counsel and its creative strategy within the rules and regulations of the sector. Organisational Change It is impossible to exaggerate the importance of organizational transformation in determining an organization's adaptability and agility. The innovative leadership of Greg Hicks is essential to Canadian Tyre Corporation's ability to navigate change successfully. We should examine critical similarities and differences, supporting our conclusions with specific examples, verifiable data, and expert opinions while comprehensively evaluating all facets of the case to identify these divergences to gain deeper insights into Canadian Tire's strategies and make meaningful industry comparisons.
business invests resources in giving its employees the information and abilities they need to handle change. According to Kotter (1995), this proactive strategy results in higher acceptance rates and less resistance, leading to more favourable outcomes. Explanation with Examples : As an illustration, Canadian Tyre offers thorough training to its staff members before introducing new technological systems. According to Cameron and Green (2012), this proactive strategy guarantees that staff members are sufficiently prepared for these changes, lowering the probability of confusion or opposition. Hicks also supports the organization's change management plans, emphasising early employee engagement. According to Cameron & Green (2012), Canadian Tyre regularly seeks employee input and feedback to match improvements with their opinions and eventually increase acceptance rates. Expert opinion and Case components : Canadian Tyre agrees with organizational behaviour expert John Kotter that urgency, communication, and empowerment are essential for corporate change. In line with Kotter's viewpoint, the organization highly values open communication and actively incorporates people in the change process. According to Kotter (1995), Hicks' leadership philosophy reflects these values, which helped Canadian Tire's transformation projects succeed. The case's elements highlight Canadian Tyre's many brand portfolios and retail divisions, each distinguished by labour dynamics. According to Cameron & Green (2012), Hicks' leadership style guarantees that change management tactics are adapted to particular divisions to increase employee engagement and win support.
Evaluation of Differences: Canadian Tyre sets itself apart from a wide range of rivals by taking a proactive and all-encompassing approach to change management. Although industry standards undoubtedly emphasise the importance of good communication, Canadian Tire goes above and beyond by prioritising extensive training initiatives and encouraging staff engagement from the start. This strategic strategy not only improves the organisation's ability to manage changes successfully but also produces noticeable results in the form of enhanced productivity and acceptance rates. This method is consistent with the observations of Robbins and Coulter (2017). Canadian Tire's strategy fully complies with professional advice, unlike rivals who can downplay the value of proactive training and early involvement. Greg Hicks' leadership style results in transformation projects that are backed by thorough training and engaged workforce participation and openly shared. According to Robbins & Coulter (2017), this agreement with professional counsel distinguishes Canadian Tire in its sector. In conclusion, Canadian Tyre Corporation's approach to organizational change is noteworthy for its proactive position on staff development and early involvement under the direction of CEO Greg Hicks. Even though open communication is a standard business practice, Canadian Tyre sets itself apart by giving its workers thorough training and actively involving them in the change-management process. According to Canadian Tire Corporation's 2022 report, this strategy highlights the organization's dedication to providing expert counsel within the context of the sector and prepares it well for the effective execution of transformation projects.
Customized Recognition and Rewards: Create reward and recognition programs designed to recognize achievements that closely correspond with the organization's values and goals. Using tools like team-based rewards and peer recognition fosters a sense of community. Implement Continuous Feedback Channels: Create regular avenues for staff to voice their thoughts, worries, and ideas regarding workplace feelings, group dynamics, and change projects. Utilize this advice as a catalyst to promote ongoing improvements inside the company. Implement Continuous Feedback Channels: Create regular avenues for staff to voice their thoughts, worries, and ideas regarding workplace feelings, group dynamics, and change projects. Utilize this advice as a catalyst to promote ongoing improvements inside the company. Development Opportunities: Elevated Employee Engagement: Canadian Tyre stands to considerably elevate levels of employee engagement, job happiness, and general well-being by applying the proposed measures. These initiatives should result in higher productivity and lower attrition rates. Katzenbach and Smith, 1997, as cited. Fostering a Culture of Adaptability: Employees will be better prepared to overcome novel problems and capture emerging opportunities through efficient change management techniques and a strong emphasis on emotional resilience. This strategy will increase the organization's market competitiveness while enhancing its agility. Pioneering Innovations: Canadian Tyre may position itself competitively by encouraging cross-functional teamwork and an environment that fosters innovation. Novel ideas,
improvements to processes, and breakthroughs in goods and services will result from this strategy. Enhanced Team Effectiveness: Elevating team dynamics will lead to heightened levels of employee trust, communication, and cooperation, ultimately improving problem-solving and decision-making capabilities among employees." Building a Favorable Employer Brand: By demonstrating a commitment to employees' emotional well-being, encouraging effective teamwork, and embracing a culture of adaptability, a company can attract top talent and strengthen its standing as an employer of preference. (Source: Canadian Tire Corporation, 2022) Implications: Building a Favorable Employer Brand: By demonstrating a commitment to employees' emotional well-being, encouraging effective teamwork, and embracing a culture of adaptability, a company can attract top talent and strengthen its standing as an employer of preference. (Source: Canadian Tire Corporation, 2022) Canadian Tyre wants to become a well-known industry leader by developing a corporate culture that values emotional intelligence, encourages strong team chemistry, and supports proactive change management. Our vision is to be widely acknowledged for our creative thinking and unwavering dedication to client satisfaction. These concepts will be strategically emphasised to advance our company in the market and firmly establish us as a recognised industry pioneer. Sustainable Growth: The proposed methods and techniques outlined here enhance both customer and staff loyalty while fortifying a company's resilience to thrive and prosper in the midst of evolving market conditions. Employee Empowerment: According to
