Cheeseburger In Paradise: Team Analysis

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

According to the video, the characteristics of an effective team are, “size of the team, diversity of its members, and roles. Teams of seven or less are generally more effective. Smaller teams: reach agreement, share opinions, and ask more questions. Larger teams: disagreements, less participation, and more demands on the team leader. Successful teams require a diversity of knowledge, skills, perspectives, and experience.” (Chapter 18 Teamwork at Cold Stone Creamery)

There is no doubt that Cold Stone Creamery’s team is going to be one of the top priorities for the company since it’s the main reason why this company is so successful. In the video the term “team” is defined as a group of workers with a shared mission, vision, and collective responsibilities. A team shares a role-trade leadership role. Team members are accountable to one another. They measure their effectiveness by accessing the output of their collective labours. In Cold Stone Creamery’s team, there are customers, crews, franchisees, area developers, members of Creamery, and marketing. No matter what job he or she does, each team member plays a role in the team’s success.

Teams are an integral component of organizational success. They take on many forms and functions and can have various structures. Teams also conduct a wide variety of projects with goals of innovation or mitigation. An example, from my experience, of a project that required the execution from a team was the establishment of a finished goods inventory program within a paper manufacturing company. A project of this magnitude required that a diverse and multifaceted team be assembled.

Part of being a manager for a company is managing teams. These teams can be created for many different reasons and can have various goals put upon them. Companies want managers that are capable of constructing teams that can effectively meet goals and set standards. The four types of work teams most commonly found in organizations are: problem-solving, self-managed, cross-functional, and virtual. In completing the simulation for this course, I will use cross-functional work teams as a foundation for my investigation of effective team management.

In viewing the Manager’s Hot Seat: Working in Teams: Cross-Functional, I was able to distinguish the difference between the words team and teamwork. Team refers to a small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results ( Schermerhorm,2011). In this video, yes there was team that consisted of Rosa Denson, Cheng Jing, Simon Mahoney and Joe Tanney who plays the role of team leader for an assigned high priority project. Working in teams is essential in this age of rapidly changing technology, market-driven decision making, customer sophistication, and employee

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

Not to keep bringing McDonalds up in every example I give, but McDonalds has taught me a lot about working in teams. On a shift there will be a group of people working in the kitchen called the Production team. The people in the production team each has a different role to play. One person will be tasked with cooking all the products. Two people will be on one side of the prep table. There will be a manager that is in charge of the area. Each person has their strengths which usually determines which area they will be placed in. For instance in the service area there are usually 2 or 3 ladies that are designated order takers because they are fast and efficient. Other people are stronger on different

Teamwork: We are committed to each other personally and professionally. We respect each other, succeed together, and recognize there is nothing we can’t solve as a team.

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

All with differing skills and levels of experience, to allow a service to be provided efficiently and effectively. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interdependency. There is usually not as much room for conflict when working as a team. The team also does not rely on groupthink to arrive at its conclusions.

After my two and a half years of working at Company Creek Pizza, they have taught me well in the department of customer service. I have had a great experience of working

smile, give eye contact, make sure everything was in the customer’s bag, make sure they received the proper change (if any) and make sure I gave them a receipt. Most of the time, the atmosphere was relaxed but could become busy during special promotion times. I enjoyed my time at the restaurant chain because management was always available and the employees were pleasant.

The self-directed work team is an autonomous work unit capable of self-management. Such team has little need for direct supervision from managers; rather, the manager’s role is to meet the need of the team through the provision of resources, training and encouragement (Douglas & Gardner, 2004). The team is typically comprised of 5 to 15 members who are responsible for performing and managing all or most aspect of a set of interdependent work tasks (Yeatts and Hyten, 1998). In order to overcome the competitive challenge for production efficiency and effectiveness, organizations have focused on

There are many complications when it comes to running a large franchise corporation above and beyond the considerations for a more standard multinational with cohesive sales and operations units. Franchise operators are at once clients, customers, and operational parts of the business, and achieving effective and efficient cash flow and operational integration with the complexities of this relationship can be quite difficult, as can ensuring that quality is maintained at the base level of sales and operations. Teamwork has been identified as an essential aspect of achieving Total Quality Management, but it is not clear that the research and recommendations in this area have been recognized or implemented by even well-established and fairly successful companies (Gazzoli et al, 2010). The following pages will examine teamwork and total quality management efforts at Wendy's/Arby's Group, such as they exist and are observable, in light of current research on the topic in the industry as a whole and as a part of organizational theory.