Buddy's Snack Company

Charles See founded SEE'S Candies Inc. in 1921 in the city of Los Angeles, California. Charles See was a visionary who approached the confection business with a simple view. He decided that no image would better reflect the personality of this venture than that of his mother. Apart from using her recipes as a foundation, See knew that keeping things in the family was the only way to bring about the kind of product he desired. See along with his mother and his wife, Florence, opened the first See's Candies store on Western Avenue in Los Angeles in November of 1921. See's was able to grow steadily from that first shop in

For example, is there a bottleneck operation in your production process that you can expand cheaply? What is the effect of adding another oven? How much would you be willing to pay to rent an additional oven?

* Inside Sales employees are high in skill variety, but lower in the other dimensions, which cause a lack of motivation. This causes them to have low experienced meaningfulness, experienced responsibility, and knowledge of results.

Buddy Valastro grew up in Hoboken, New Jersey where he progressively improved his culinary skills through his father’s bakery. This being said, Valastro never attended college; however, his passion for the culinary industry was discovered after getting in trouble at age eleven and being forced to go to work with his father. Here, he started at the bottom by cleaning bowls until he proved himself to be worthy of cake decorating, four years later. By trying every task in the bakery, Bartolo “Buddy” Valastro gained the experience and skill to be where he is today. At the mere age of seventeen, his father passed away, and Buddy dedicated himself to continue the family bakery, now as the fourth generation baker.

This would give her a stronger character arc, as she realizes her own philosophy about treatment changes.

The primary reason for the Borden Foods to divert itself from snacks is to emphasis its efforts and resources in the growth of their whole-wheat meal segments. Because of this valuation they had and a growth plan they had they decided to announce sale of Cracker Jack in 1997. The management team of Broaden also recognized that with the increase in competition they have not been able to successfully grow the sales figure in past five years. Also because the Cracker Jack brand has various packaging options and has been maintaining a huge product line of 32 Stock-Keeping Units (SKUs). However, currently Broaden production facility had only 32 percent of space allocated to Cracker Jack Products and has been operating at 32% of its

Blanchard illustrates this when Jim Barnes implicitly threatens Wes Kingsley’s job because Wes is being too ‘soft.’ Jim assumes that since Wes, like every worker, lacks motivation and wants to do as little as possible while still collecting a pay check, it is his responsibility to provide a direct reward or punishment in order to ensure Wes’s performance. This contrasts sharply with the style Wes learns from Shamu and the Seaworld team, who believe that trust between whale and trainer (in Wes’s case, manager and employee) is most important. This falls in line with Theory Y management in its belief that under proper, caring (WRONG WORD) management, workers can be self-motivated and flourish. Similar to how Dave Yardley believes Shamu inherently enjoys performing (when treated well), Theory Y/Whale Done managers trust that their workers want to succeed and welcome responsibility above the bare minimum. The managers believe that it is just as much in their employees nature to work and complete tasks as it is to rest or play. Both Blanchard and MacGregor illustrate that Theory Y/Whale Done management is clearly best not only for employee morale, but also productivity. When a manager trusts his or her employees to excel and an

According to Kreitner and Kinicki (2013) McGregor contrasted two views on human nature by insisting that Theory Y assumes that people are more positive at work, and believed managers could accomplish more by viewing employees as such (p.9). The other outdated theory, is Theory X, which is a more negative and pessimistic assumption about workers.

Diamond Foods, Inc. was founded in 1912 and was publicly traded in 2005 as a distributor of potato chips, snack nuts, popcorn, shell nuts, and culinary nuts. Its brands include: Kettle Brand Chips, Emerald snack nuts, Pop Secret popcorn, and Diamond of California nuts (Gujarathi, 2015, p. 47). The company motto was always “bigger is better,” which was implemented by former CEO Michael Mendes (Mendes) to meet high performance expectations and keep up with the competition in the snack industry (Gujarathi, 2015, p. 50). Around late 2009, questionable behavior of fraud began to occur at Diamond leaving the company in a great amount of loss. Mendes and CFO Steven Neil (Neil) pressured Diamond’s accounting department to

Douglas McGregor was a management professor at the MIT Sloan School of Management. He introduced a new motivational theory in his book ‘The Human Side of Enterprise’, stating that all workers were divided into two groups: Theory X and Theory Y. Theory X workers were lazy, irrational and unreliable, and were only motivated by money and threatened by punishment. Theory Y workers were able to seek and accept responsibilities and fulfil any goals given.

approach (Armstrong, 2003, pp. 217-230). According to both of these theories ‘people only work for

10. McGregor’s Theory X and Theory Y • Taught psychology at MIT. • At Antioch College, McGregor found that his classroom teaching of human relations did not always work in practice. • From these experiences, his ideas evolve and lead him to recognize the influence of assumptions we make about people and our managerial style. Content Theories of Motivation McGregor‟s Theory X and Theory Y – Theory X • Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. – Theory Y • Assumes that workers can exercise self- direction, desire responsibility, and like to work. – Motivation is maximized by participative decision making, interesting jobs, and good group relations.

Lapiere's (1934) study shows a weak link at best between attitudes and behaviour. This would suggest that people who are satisfied with their work are not necessarily more productive than those workers who are unsatisfied with their work. A reason for this may be an employee’s limited ability. No matter how much an employee enjoys his job and wants to work hard, he may be limited to how much he can improve his performance as his ability restricts him. If this is the case, then this employee’s performance will not

helpful individual, and others viewed his work as being inconsistence and spotty at times. Rios is required to submit a formal performance evaluation on all of her workers, and Barlow’s performance appraisal was the most challenging yet she had to face. Lack of Motivation Barlow’s behavior at the TA can be simply defined as lack of motivation, and this can be further explained in depth by the use of expectancy theory. The expectancy model states, “People are motivated to work when they expect to achieve things they want from their jobs. A basic premise of the expectancy model is that employees are rational people. They think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs.”

Theory X assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be