Case Study : Domino 's S

1590 Words7 Pages
Domino’s is Australia’s largest pizza chain, exceeding 600 stores nation-wide. Domino’s ability to make pizza’s hastily in a variety of flavours has seen them sell over 90 million pizza’s annually (Domino 's 2017). After 10 years of being on the Australian Stock Exchange, Domino’s generated vast revenues that earned them titles such as ‘one of the most stunning success stories on the Australia share market’ (McDuling 2016).

Domino’s franchise managers are heavily sales orientated, neglecting the opportunity to improve organisational effectiveness for the security and wellbeing of their employees. They display autocratic leadership resulting in an overexertion of power and disconnected managing.
This case study examines the type of
…show more content…
For example, employees are forced to work in unbearable conditions and change their timesheets so they are largely underpaid (Domino 's 2017). This autocratic management style, one of the five models of organisational behaviour, is where power and authority are used to dictate a business unilaterally (Robbins et al. 2016).

Autocratic management is the centralization of power, and depending on the circumstances, can help or hurt the functioning of a group (De Hoogh, Greer & Den Hartog 2015). For Domino’s, it has hindered team performance, and a non-psychologically safe environment has been created (De Hoogh, Greer & Den Hartog 2015). Staff have no say on matters that concern them, deducing this as an inappropriate style of management. Autocratic management can be beneficial when a successful outcome can be reached without the need for team agreement, however, successful outcomes are not being obtained because staff are suffering physically and mentally. This leadership style has resulted in the lack of employee security and happiness.
3.2 Group Cohesiveness

Group cohesiveness is an issue identified at Domino’s. Employees do act interdependently to achieve goals, such as delivering a pizza on time, but lack of status in their roles and no incentives to enjoy work as they are not being paid fairly means these groups are formed out of conformity to their manager’s high expectations. Group cohesion

More about Case Study : Domino 's S

Get Access