Julia A. Stewart

For example, Scientech a small power and energy company, needed to enhance its managerial talent and service quality to meet the challenges of growth and big-company win in competitors (Nelson & Campbell, 2011).

Chipotle’s organizational structure is centered on the functional structure. The top levels of management include the co-CEOs, CFO, Head-Media Relations, and Chief Creative and Development Officer CCDO (Chipotle). Chipotle is a smaller corporation relative to its competitors, which allows it to focus on a vertical hierarchy based on functions. The fact that there are few departments demonstrates that Chipotle is still a growing corporation. Chipotle is a highly centralized corporation as all of its stores are corporate owned and they must follow the rules set by the corporate headquarters this involves the same menu throughout the country and the same prices. The restaurant business follows high levels of formalization a set of guidelines must be followed in order to comply with food and health regulations. There is low division of labor at the restaurant level as those cooking can shift to serving and cleaning when needed, allowing the allocation of labor to match whatever is needed in the situation. A unique aspect of Chipotle’s upper management is the fact that there are two CEOs (Feloni). The two CEO help ease job functions and enables them to be more accessible. Another managerial aspect of Chipotle is the through the position of restaurateur. There are 183 of these positions and they work to manage several Chipotles, bringing management close to each store (Investor’s Business Daily). From their organizational structure we can see they place high importance on

In Cooper’s universe, every right was based on responsibility. The opportunities that she sought for black girls and boys would provide them with better tools with which to serve their people. “Ultimately, her proud, demanding feminism offered to black men a stronger comrade in a partnership struggling to improve the lives of all African Americans” (Berson, 1994). Although her life was privileged in relation to those of the

Brenda Stewart returned to Kinston to live in 2002, after living in New York, San Francisco, CA and Charlotte, NC, where she at various time studied African and Jazz Dance. She received her BA Degree from Saint Augustine College in Raleigh, NC in 1971. During her stay in San Francisco, she returned to school (San Francisco State University) after 21 years and received a Masters in Social Degree in 1994. In 2004 she made her acting debut as Lady Yellow in The Black Artist Guild's Production of Ntozake Shange's "For Colored Girls Who Have Considered Suicide/When the Rainbow is Enuf". As part of this production Ms. Stewart performed a creative dance piece.

Ellen Smith¹ was really proud of her career achievements, after all, she was responsible for starting up in this well-known multinational company in an emerging country in South America. Working long hours, studying management, training new employees, implementing new systems and indirectly being a general manager were just some of the tasks attributed to Smith. She was pretty sure that, when the time was right and the company was structured enough in the

Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1),

Julia Stewart is a very successful business woman. She identifies the significance of crediting employees for their work and thereby increasing their morale. I would love to work for Julia Stewart in a management position. I have held a few jobs in the health care setting. Only two of those positions can I honestly say that I really enjoyed my job. Looking back to those jobs I enjoyed best, I discovered most of my supervisor’s management traits were similar to Ms. Stewart’s. Rarely is a person trained to perform a job perfectly after being hired on a new job. All employees including management must undergo a training period before they are proficiently effective.

In this week’s OB case study, Julie Stewart describes her experience with a group of Taco Bell employees in South Central LA (Kietner, 2013). Julia explained that this particular group of employees are not accustom to receiving praise or other positive forms of feedback. However, Julia learned from her father who was an educator that the ability to humanize subject matter or in other words make it relatable and relevant to the learner engages them and excites them to learn. Utilizing that same concept, Julia’s teaching style of management exploits Thomas’s Progress building block of intrinsic rewards and motivation. In psychology, intrinsic rewards refer to the motivation to engage in behavior arises from within the individual because it is

Companies competing for talent in today’s strong job market are increasingly focused on improving employee engagement. A high performance company depends upon an engaged workforce where employees are highly motivated, more productive, and less likely to look for a job elsewhere. In my opinion, CEO Julia Stewart is an excellent role model for how to generate employee engagement and how to motivate the employees in her company’s restaurants.

|To reinforce linkages between employee performance and department business goals to achieve corporate goals |

Julia Stewart in my opinion is an excellent role model of generating employee engagement and motivating the employees in her company’s restaurants. In the case study she used goal setting to achieve the performance outcome goal. She recognized how one employee perfect proportioned a taco and set that example as the targeted goal for all employees to follow (Kreitner & Kinicki, 2013). By asking another member of the prep line, “Did you see how well this was done” (Kreitner & Kinicki, 2013)? Another role model example, she illustrates is when she stand in the middle of the kitchen and ask “Who did the walk-in here today” (Kreitner & Kinicki, 2013)? And she would give the employee who performed the exceptional good a compliment and gather the

Duane has been smart in setting up his company with a transactional and Democratic style of leadership. The Democratic style is an excellent fit in the service industry because of the fast pace at which the industry changes and adapts to the ever-changing ideas and perspectives of consumers. The Democratic approach allows for all employees to be heard and recognized. The leadership style fits well with Duane’s personal belief of how a company should be managed and the relationship between employer and employee. He is able to retain open communication with employees, discuss concerns and issues as they arise, evaluate ways to prevent problems, respect all comments and suggestions, and explain openly and freely why the final decision was chosen. (Leadership Styles, 2014)

Multicultural Issues: There are many multicultural difference between and Diana and myself such as ethnicity, culture, gender, and even age that will have an effect on the quality of relationship between her (client) and myself (social worker). First, culture and ethnicity are important factors that influence people. It is very important that I develop cultural competence to communicate effetely and appropriate with people from other cultures because there are many things that might be completely acceptable in one culture, but it might offensive in another one. For example, I am Hispanic and it is very normal in my culture to hug and kiss another person on the chick, but in some culture that might be crossing the boundaries. It is essential to learn and get familiar with as many different cultures and ethnic groups as possible to provide culture competence services.

As a Managing Director of a mid-size business, it is important to know that there is more to success than profit. Business success also includes the message conveyed and the impact of the business on its customers, employees, society, the community and the environment, as well as the relationships that are formed because of the business. Additionally, it is important to

Becoming culturally aware I was able to understand that the French and Chinese culture held a high degree of respect for authority figures. Therefore, my experience and expertise in healthcare led Adam and Grace to see me as the person who should lead. Though humbled by that, I began to discuss that in America teams are often built upon flat structures and rely on consensus minded discussions and decisions, not hierarchy. I hoped this would encourage them to interact and embrace shared leadership roles, but when asked to share their ideas with each other it seemed difficult. Upon talking with Grace, I realized that she was fearful of being humiliated if she were to continue her behavior in a egalitarian team. Suddenly I realized that I was trying to place a single culture approach on my multicultural team. Looking at all our cultures, I saw that we shared the concept of power differences in leading. Instead of imposing the american way on them, I adjusted my approach in instilling a difference in power and allowed them to see me as a leader. In becoming the leader, I noticed both Adam and Grace became much more comfortable and eager to work on the task. In hopes of overcoming future conflict I established norms in that meeting which encouraged the members to share knowledge together. This balance between hierarchy and egalitarian allowed us as a team to build success, while