Autonomy at Hy-Vee Supermarkets been since 1990, serving eight midwestern states. Constantly being challenged by giants such as Wal-Mart as well as small, regional chains, the company has consistently grown and has nearly $10 billion in annual sales. But what keeps a nearly 90-year-old company thriving? "People are allowed to share in the success of the com- pany," says Ron Taylor, the chain's senior vice president of corporate procurement and logistics. "Not only economi- cally," he says, "but in having knowledge about how the company runs." Taylor is referring to the degree of auton- omy experienced by store managers and the authority they have to ensure that their store is successful. According to Taylor, the store managers are essentially the CEOs of their respective stores. Not only do they han- dle all the hiring of staff, but they can even change the pricing and marketing from what is produced at the corpo- rate office. Typically, retailers are required to follow a pla- nogram (a pictorial description of how products should appear on the store shelves) created by the company's headquarters. But at Hy-Vee, store managers can elect to change the planogram to better suit the local customers. This may also result in changes to the prices as well as in- store promotions. Store managers can also choose to stock products that are localized. "We do a lot with local vendors," Taylor states. *Stores are given freedom to bring in their local items. If you go to Kansas City, for example, you'll see an entirely different mix of product than you'll see in [another] store." This means that store managers are working closely with vendors in the store's hometown-featuring hometown products in addition to national brands. Employees, including store managers, having the abil- ity to make their own decisions is known as autonomy. Hy- Vee's store managers have the autonomy to determine what products are on their store shelves, how to price those products effectively, and what marketing approaches work best with their particular customers. That autonomy has been delegated to them from the corporate office. Unlike larger chains, such as Wal-Mart, Hy-Vee's managers make decisions that make the most business sense for their store. With more than 240 stores, Hy-Vee essentially has over 240 presidents of small companies making the best decisions they can to affect the company's success. "There's real pride here," says Taylor, "and it helps everyone do a better job."¹ HyYoo Hy-Vee is a chain of over 240 midwestern supermarkets. Each store manager is the equivalent of a CEO of his or her store, having the authority to make decisions that are best for the store. 1. What is responsibility, authority and accountability at the store. 2. What is the job description and how is the functional similarity method used? 3. Explain authority and types of line of authority. 4. Explain accountability and delegation. What are the drawbacks of delegating so much authority at the store 5. Change can lead to conflict/stress/virtuality. Explain with challenges and how to deal with it. 6. Store managers follow the functions of management. Can they be termed as leaders? Discuss similarities' and differences between managers and leaders.