Barrie Super Subs

Overall the management style at The Montvale Dairy Queen may be a little hectic and are not always ethical but in my opinion the negative aspects don’t outweigh the positive aspects of working at DQ. I still love each and every one of the managers for different reasons and I have never felt immediately threatened by any of their actions but I understand why it may concern other employees. Due to the positive as well as negative management practices I have learned a lot about the correct way to manage a food and beverage establishment, specifically a family owned one throughout the past several

Not only is the Food and Nutrition Department losing money from wasting food, it is also losing money from using menus only one time and then throwing them away. Each menu costs 75 cents and that money adds up pretty quickly. For example, if the hospital were to obtain 30 new patients a day, that adds up to $22.50 per day. That amount of money doesn’t seem like too much for a days’ expenses, but after a month’s time that adds up to $697.50. So, approximately, the hospital would be spending around $8,212.50 per year on menus. That money could easily be utilized for a different issue or concern within the department.

This lead to us hiring more servers, another manager and giving our managers a raise. These necessary adjustments were a must in our attempt to increase productivity. We also thought that by giving the managers a pay raise, it would make them feel appreciated and motivate them to work. Recognition is what is needed to inspire employees to do their best.

The employees would spill the food and be careless and also give out extra toppings to their friends. This would bring the percentage up and at the end of the month when manager would not receive the bonus they would realize the reason of not getting it. The manager set the benefit from 6 to 12 hours for the pizza, and salad. The employees got frustrated some still worked and some quitted. The manager hired new workers. For a time being, the manager started getting bonuses but, after a while the same issue raised because, the new workers were not happy of the policy as far as they got use to of the environment. Later, manager realize that the manager should spend more time in the franchise instead of leaving it on the workers and also the reward system has to be change because, employees were not satisfied with only the managers receive the bonus and the rest would not get

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

Most of us like to be valued as an employee and a person. This plan did not allow the employees to feel this way. As the morale dropped, so did production and from there, the bonuses dwindled. Instead of looking at themselves for the lack of bonuses, they blamed management. Their lack of understanding on the rate changes did not help the process. According to Maslow’s Hierarchy, the employees’ needs were not met and frustration created tension, which created low to no production. The company faced major decisions and needed this situation to be resolved quickly. The managers faced a crisis and needed a solution before the plant was forced to close its doors and have to lay off the employees.

“Mike I know you are new, but this stuff happens all the time. Think of it as spending a couple extra hours on personal development. In recent planning meetings, the partners have really been stressing the importance of not letting jobs get out of control. An over-budget audit won’t look good for any of us right before performance evaluations. Look Mike, I promise eating time is no big deal—people do it all the time. You want a good performance eval, don’t you? Let’s just dig in and

Another team norm would be that, if a department goes 6 months without messing up any orders, they would get rewarded with a lunch provided to the whole team.

Unfortunately, Billy is in a situation where he decides to continue being overworked and allow this “free-rider” problem to continuously occur. Free-rider problems are common in most group activities and, if left unchecked, greatly reduce the output of teams (Brickley, Smith, & Zimmerman, 2016, p. 334). Overall, the company needs to look into reorganizing these specific teams to be more beneficial to each person and the company as a whole. However, if this problem is left without correction, the

The second summer there were no motivations and rewards given to employees, which also affected their performance and behaviours. The experienced hard workers were supposed to be rehired at a higher base wage, but they weren’t. Bonuses were based on referrals but only for old crewmembers, which wasn’t fair to the new crewmembers.

A discussion with the team revealed that they all felt the organisation did not communicate enough information on how future cuts may affect them and this caused some or all of symptoms below

The manager’s retaliatory approach to lower the loss percentage was not a motivational factor for the employees at all when he changed the number of hours employees had to work to receive free food from 6 hours a day to 12 hours. Evidently the employees did not respect his authority as the change did not seem to have an effect on them nor did it give them any motivation to do better. These jobs where minimum pay jobs

Now if we analysis the situation here in a straight line it seems more like, kitchen staffs are the tough guys of the organization who are making the money for the business so obviously management not arguing about anything with them even though they do wrong things with other floor staffs as floor staffs are easier to find. As management thinks like in this way so even though the floor staff is competent in work they can’t really perform the best out of them which results affect on business.

Perfect pizzeria is staffed primarily from college and high school students; however, when hiring for management positions there is no systematic criteria in which to select the best-qualified person for the job. Those currently occupying leadership positions do so without the proper leadership training or experience to handle the open communication required to build team cohesion in a food franchise environment.

In late 1986, HCC CEO Andy Goldfarb met with divisional managers and announced a new budgeting philosophy. The Minimum Performance Standard (MPS) was created to let divisional managers set their budgeting goals at a level they felt was 100% attainable. However, Goldfarb asked each manager to set their targets at levels above what they were currently producing at. The MPS plan was accompanied with a change in incentive plan, in whereby a pool was created that paid 20% of the amount exceeded actual over budgeted PBT (profit before taxes). In addition, 25% of the amount they exceeded the target would be added to the bonus. This allowed managers to see exactly where their bonuses were coming from. If their shipments were at 98% of the budgeted, they would receive close to 100% of the bonus pool set aside for that particular measure. If a manager met only 4 or 5 measurements, then his/her bonus collection would be directly in proportion to that. However, COO Al Berger