POM II Principles of Management BBA Assignment Case Study 2025, ISTEC Business School

Bachelor of Business Administration (BBA)

Assignment Cover Page 

Course Name: Principles of Management

Course Code: POM II

Declaration

I hereby declare that this assignment is my original work and has not been copied or reproduced from any other source without proper citation.

Student Name: ______________________

GENERAL INSTRUCTIONS

• All assignments are to be submitted on 12^th September 2025 to examinationboard@atmsedu.org
• Any Assignment submission extension request must come to Azra Fatima (Assistant Vice President (AVP) of Academics) afatima@atmsedu.org 5 days before the date of submission with a valid reason and supported documentary evidence.
• APA 7th edition referencing guidelines needs to be followed.
• Similarity between student’s work is strictly not accepted, any student found with similar work will be graded Zero and fail for the course. However, Plagiarism is an academic offence and will not be tolerated.
• Any revaluation request should come in 5 days of grade release. Any late request will not be obliged.

(Form and other details shall be shared based on request)

• Revaluation cannot be requested for plagiarized assignments as the assignment stands as an academic misconduct.
• If a program participant submits the assignment late, but within 1 week after the submission date a

20%penalty will be applied

• Re-evaluation requests are not applicable for any failed courses with a mark below 60. Any grade which is below the range is however not applicable for this request.
• Any rescheduling request can be fulfilled within one week after the actual date of the assessment. Any late request will not be obliged.
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 Kindly note to adhere to all the above instructions. Failing to read this, ATMS will not be responsible for any actions taken.

PLAGIARISM

Plagiarism is defined as providing material from an uncredited source, or without the acknowledgement of the original author. For longer submissions and reports, students are required to provide an Assignment Cover Sheet, which states that submission is their original work, and has not been submitted for another assignment, either in that course, or another

Plagiarism may have many forms including but not limited to:

• Outright copying another author’s work without acknowledgement
• Cut and paste without the correct citation and acknowledgement
• Copying key words but changing the sentence structure without crediting the original source
• Copying the sentence structure but changing some words without crediting the original source
• Following the structure or organization of another author’s work, or order of presentation of ideas
• Submitting work that was created by an unacknowledged third party (i.e., writing service, or another student)
• Copying from published authorities without acknowledgement
• Failure to correctly use quotation marks when expressing another author’s idea
• Incorrect or improper use of in-text citation and referencing
• Missing or incorrectly presented bibliography or reference list
• Pretending ownership of another author’s ideas
• Making work available to another person for copying
• Falsifying results
• The plagiarism tolerance for BBA is 8 %.

In cases where the plagiarism percentage exceeds the tolerance, students are given a second chance to rework on their assignments and submit. However, if the percentage continues to exceed the tolerance percentage the student will be awarded one grade lower than the original grade achieved.

Total Marks___/ 90

Assignment

Word Count: 2000-2500 words

Case Study Title: Revitalizing Zenith Foods Ltd: A Managerial Odyssey

Background

Zenith Foods Ltd., established in 2005, is a mid-sized packaged food company based in Dubai, known for its ready-to-eat Middle Eastern meals. Initially launched by the Karim family, the company expanded rapidly across the UAE and Gulf region through wholesale and supermarket partnerships. By 2015, Zenith became a household name. However, its internal systems remained rigid and traditional, management decisions were centralized, hiring was family-referred, and digital transformation was absent.

Post-2018, a series of industry shifts, consumer demand for healthier options, sustainability trends, and new international entrants began affecting Zenith’s market share. By 2022, the company had lost over 15% of its GCC market presence. Revenues dropped, employee attrition rose to 32%, and customer feedback revealed dissatisfaction with both product quality and service responsiveness.

In January 2023, Mr. Alexandre Dupont, a seasoned corporate strategist, was appointed CEO. His appointment marked a pivotal point: the first time a non-family member was entrusted to lead the company. Mr. Dupont, known for driving agile transformations, began by commissioning a 100-day audit to assess operations, employee morale, technological capability, and market relevance.

Phase 1: Diagnosing the Organisation

The audit revealed severe structural and cultural inertia. There was no formal strategic planning process; departments worked in silos, and the organizational structure remained flat and undefined. Employees lacked clarity on job roles and reporting lines. Leadership operated on intuition rather than data. In addition, decision-making was reactive rather than proactive.

Mr. Dupont quickly moved to clarify Zenith’s management hierarchy. He introduced three distinct levels — top (strategic), middle (tactical), and operational (supervisory). Each level had clearly defined responsibilities. He also realigned functions across planning, organizing, staffing, directing, and controlling.

He adopted the Contingency Theory, recognizing that there was no one-size-fits-all approach. Instead, he tailored leadership and control mechanisms depending on situational needs — this flexibility helped him gain early support from skeptical long-timers.

Phase 2: Strategic Planning and Technology Adoption

Zenith Foods had never created formal strategic, tactical, or operational plans. Mr. Dupont introduced quarterly planning workshops. A cross-functional strategic planning team (marketing, production, HR, and IT) was formed to build a new roadmap with three core pillars:

1. Market Expansion through healthier product lines.
2. Technology and Innovation via automation and CRM tools.
3. Sustainability and Inclusion, aiming for carbon neutrality by 2030.

By incorporating SMART goals into planning, departments could align efforts to key performance indicators (KPIs). In parallel, he pushed for ERP implementation, allowing real-time decision-making, inventory management, and supplier coordination.

Resistance was encountered, particularly from senior employees wary of automation. Mr. Dupont organized digital literacy training sessions to help older staff transition.

Phase 3: Organizing for Agility

To address Zenith’s structural inefficiencies, Mr. Dupont implemented a matrix organizational structure. This allowed employees to report both to a functional manager (e.g., head of R&D) and a product line manager (e.g., Healthy Snacks Division). He redefined departmentalization based on product lines rather than geography, fostering accountability.

Delegation became central. Middle managers were given authority to make budgetary and hiring decisions within their units, subject to a performance dashboard. This transition from centralization to selective decentralization allowed for faster decision-making and reduced bottlenecks.

Phase 4: Revamping Talent Strategy

The HR department — previously a purely administrative unit — was repositioned into a strategic partner. Zenith revamped its recruitment strategy by implementing competency-based hiring, reducing family and referral bias. They also introduced AI-enabled screening tools to identify skill–job fit.

To tackle high attrition, Mr. Dupont introduced a comprehensive Training & Development Program, “Zenith Uplift.” It focused on leadership development, cross-functional training, and soft skill enhancement. Performance appraisals were redesigned using the 360-degree feedback method, linking performance to team collaboration, innovation, and goal achievement.

A major milestone was the launch of Zenith’s first Graduate Management Trainee Program to attract university talent, aiming to groom future leaders internally.

Phase 5: Leadership and Motivation

Mr. Dupont’s leadership style reflected Transformational Leadership. He focused on empowering teams, setting a compelling vision, and leading by example. During town halls, he addressed employee concerns transparently and frequently used storytelling to rally the workforce.

He incorporated Herzberg’s Two-Factor Theory into performance reviews, ensuring that hygiene factors (salaries, job security) were met, while also increasing motivators like recognition, career progression, and autonomy.

One remarkable example was the “Voice of Zenith” platform, where employees could anonymously suggest improvements. The company implemented over 40% of these suggestions within a year, boosting morale and signalling a shift toward participatory management.

Phase 6: Control, Decision Making, and Monitoring

Zenith had traditionally used post-hoc controls (e.g., quarterly reviews). Mr. Dupont introduced feedforward controls, such as predictive analytics to forecast demand, and concurrent controls, including real-time production dashboards.

He also institutionalized Management by Objectives (MBO). Every department set quarterly objectives aligned with corporate goals. Performance reviews were tied to the completion of these objectives.

For decision-making, he employed a blend of Rational and Intuitive Decision Models. For example, new market entry was driven by data analytics, while product naming involved creative brainstorming and customer sentiment.

To encourage team-based decisions, Zenith introduced collaborative tools such as Slack and Click Up, and scheduled regular “Think Days” where cross-departmental teams tackled company challenges.

Phase 7: Embracing Diversity and Global Trends

Mr. Dupont was deeply committed to fostering diversity and inclusion. Women were underrepresented in leadership, so Zenith launched its “Women in Leadership” initiative, targeting 40% female representation in management by 2026.

Zenith also joined the UN Global Compact, aligning its practices with global sustainability goals. As part of its Agile Management philosophy, it created a Rapid Innovation Cell (RIC) to quickly test and scale ideas like biodegradable packaging or AI-based supply chain optimization.

Finally, to stay globally competitive, the company expanded into digital direct-to-consumer channels, invested in blockchain traceability, and leveraged consumer behavior analytics.

Conclusion

By 2025, Zenith Foods Ltd. has evolved from a rigid, family-run business into a modern, data-driven, and people-centric organization. Its transformation journey illustrates how fundamental Principles of Management — when thoughtfully applied — can drive cultural shifts, operational excellence, and long-term strategic value.

Answer any 5 Questions: 

1. How did Mr. Dupont implement the core management functions and address different levels of management?
2. How did planning and technological innovation shape Zenith’s recovery?
3. What changes were made in terms of organizational structure and authority delegation?
4. How did Zenith revamp its HR practices and address motivation?
5. What control systems and decision-making tools were implemented to improve organizational effectiveness?
6. How did Mr. Dupont incorporate leadership theories and motivational models to drive cultural change at Zenith Foods Ltd.?
7. In what ways did Zenith Foods Ltd. adapt to global business trends and sustainability initiatives, and how did these contribute to its competitive advantage?