improving the performance of the company

improving the performance of the company

Introduction

Lululemon Company was opened in the early 1980s by Chip. He had developed it from a little yoga studio that served to help pay rent for his retailing shop. His primary reason for opening the company was triggered by the realization by Chip regarding yoga outfits. In his daily yoga activities, he had learned that cotton wear was not suitable for yoga activities. He was dedicated to developing outfits that were comfortable and suitable for yoga. As such, he formed Lululemon Company that has grown to compete with wholesalers of sportswear. His company, the main objective, is based on the “F” factor; fitness and function. The company has training programs for their employees. However, such programs are only open for workers who have spent more than three years with the company. They have several stores everywhere. However, the new CEO has noticed the company’s ability to develop operational systems was minimized. She was tasked with ensuring the company continued making profits within all its stores. However, this was the problem since the company was experiencing underperformances.

Statement of Problem

The workers required maximum training in the production of the sportswear. Although the company had training programs, she realized most of the workers were undertrained. The plan was available to workers who had been with the company for more than three years. Therefore, the newly recruited employees did not have the chance to participate in this program. The company policy on training was discriminative. It needed all workers to participate in training to ensure uniformity. The plan was one thing contributing to underperformances.

Moreover, the company had targeted developments in real estate. These estates were to provide housing to set up the stores. In some places, the stores were up and running. However, constructing more stores and maintaining the already established stores. The company was spending more resources on developing new estates other than concentrating on the previously developed estates. More so, there were inventory issues with stores situated in the United States. Coordinating the inventories in these stores was a growing challenge. In a sense, miscommunication existed between the stores in the United States and the management in Canada. This meant the company could be losing the right amount of money from the stores in the United States, further leading to the underperformance of the company.

The workers had lost their sense of team working. They were no longer embracing this concept. Many of them were as well dissatisfied with the company’s training policy. This was a serious concern for the company.  For the company to amass its objectives, the employees had to work as a team. Otherwise, there will be the disintegration of roles and divided attention.

Recommendations

Acquisition of knowledge, skills, and the right attitude enhances the performance of the employees[1]. Research has indicated that the attitude and general perception of works are highly enhanced after attending training sessions[2]. In a sense, one would understand that after such training, the employee’s basic knowledge and skill is replenished[3]. They feel so much motivated and will ensure they perform to their level best. As such, for the company to facilitate better performance, all the employees need to be trained. The policy program requiring employees to stay for more than three years before getting enrolled in a training program is unsuitable for success. It is subjective and discriminatory. Therefore, for maximum production of the company, the policy has to be adjusted so that every worker is enrolled in the training program, early enough.

Since the company is involved in a supply chain model, the centralization of inventory is very crucial. This type of model requires proper coordination of materials, information flow from producers down to the consumer[4]. The company allows each store to customize its products in response to the community the store is situated. However, to amass optimum profit from this kind of model, inventory information should flow occasionally. As such, the company needs to develop a responsive system that ensures the constant flow of inventory information from all the stores. The managers heading these stores are required to feed the information on the software frequently to promote accountability and transparency.

Every organization undergoes several changes from time to time. Lululemon is currently in a transition period. During this time, employees need to understand the benefits of teamwork. The best way to enhance teamwork by the company is through the incorporation of learning theories[5]. Changes are very corresponding to transitioning cooperation. Therefore, learning theory should be centralized within the organization[6]. It involves frameworks that demonstrate the significance of working together as a team towards achieving the company’s “F” objectives.

Action Plan

Bibliography

Fiestras-Janeiro, M. Gloria, Ignacio García-Jurado, Ana Meca, and Manuel A. Mosquera. “Cooperative game theory and inventory management.” European Journal of Operational Research 210, no. 3 (2011): 459-466.

Hendry, Chris. “Understanding and creating whole organizational change through learning theory.” Human relations 49, no. 5 (1996): 621-641.

Yamnill, Siriporn, and Gary N. McLean. “Theories supporting transfer of training.” Human resource development quarterly 12, no. 2 (2001): 195-208.

[1] Yamnill, Siriporn, and Gary N. McLean. “Theories supporting transfer of training.” Human resource development quarterly 12, no. 2 (2001): 195-208.

[2] Yamnill, Siriporn, and Gary N. McLean. “Theories supporting the transfer of training.” Human resource development quarterly 12, no. 2 (2001): 195-208.

[3] Ibid

[4] Fiestras-Janeiro, M. Gloria, Ignacio García-Jurado, Ana Meca, and Manuel A. Mosquera. “Cooperative game theory and inventory management.” European Journal of Operational Research 210, no. 3 (2011): 459-466.

[5] Hendry, Chris. “Understanding and creating whole organizational change through learning theory.” Human relations, 49, no. 5 (1996): 621-641.

[6] Ibid