Organizational Paper

Another organizational crisis arose in 1995 when efforts to expand the Saint Louis Bread chain in order to increase brand awareness backfired as consumers favored Saint Louis Bread over its parent company. To solve this conflict, new divisional presidents were created for each chain, and in 1999 Shaich convinced the board of directors to sell all the Au Bon Pain cafes and restructure the Saint Louis Bread chain under the name Panera Bread. Panera’s current organizational structure utilizes vertical integration, with 17 fresh dough facilities that deliver to 1,591 cafes and franchises (“Our History”). Upper level managers now make menu and pricing decisions and overlook the marketing, franchise, concept development, legal, technology, supply chain, and human resource departments (“Organizational Chart”). Lower level

It is a centralized system, where decisions and recommendations come from the top down. However it is also flexible giving any employee the freedom to reach out to an upper level director. This succession of power lets Cheesecake Factory operate smoothly and competently. Each location manager has to go through extensive training to be able to be in that position and is well qualified to look over the whole restaurant. Given the success of Cheesecake factory, I would say they should keep their hierarchal structure the same and if anything they should add higher monitoring of lower levels. The upper levels seem to operate efficiently, but upon reading employee reviews of working at Cheesecake factory, there were several that were unhappy with their general managers. Many of them claimed that the management was unapproachable, and did not pay attention to the hard work of the employees. It was also said that the managers tend to be overbearing and lack communication skills with employees. Another overarching theme was the inconsistent breaks because they are up to the discretion of the manager. My recommendation would be to invest more in the employees and the directors that are above the general managers to make sure that the employees are satisfied. Promote company values more and participative leadership and more incentive for employees to go above and beyond and focus on team building as opposed to individual competition. In one of the reports they even said themselves that the success of the business is due to happy employees. “Our future growth and financial success will be highly dependent on our ability to attract, develop and retain qualified staff members who are capable of successfully managing upscale, high-volume casual dining restaurants, and consistently executing our extensive and complex

The Cheesecake Factory is a successful restaurant in the urban areas in the United States of America (Kliman, 2006). The restaurant is popular because of the large proportions of food that it offers as well as its large menu. The company usually hires professional and qualified staff. This makes the company have fancy during service (Gabriel, 2008). The company has 165 restaurants in 29 states of the United States. David Overton founded the company in 1978. Since then, the company started growing a t high rate. The company later expanded to Middle East. There is a high expectation that the company will expand to other parts of the world in the near future. If this happens, the company will among the most successful company in the world

Some of the principles of classical management have been reflected in what has happened at Creamy Creations. One of those principles is that management is making all of the decisions. Based off of the case study, Burger Barns executives have made all of the decisions without any input from the staff. The other principle which reflects on Creamy Creations is the division of labor.

happy in every way possible therefore, they have come up with many new ideas to keep

Another aspect of its success is how it functions is in the human resources department. The company has been recognized for being innovative and effective for its stay interviews and manager certification programs (Ruggles, 2011). “"Their turnover rates for both management and hourly employees were among the lowest in their industry segment,? said Joni Doolin, founder of the People Report, a research firm and sponsor of the conference along with Black Box Intelligence, another research firm” (Ruggles, 2011). Instead of performing exit interviews the company utilizes stay interviews designed to improve working conditions to impress upon employees to stay. In order to efficiently monitor sales and inventory the company utilizes a Point of Sale(POS) system as items are rang up in the register providing at real time key spending and income factors.

The RemyCake bakery created a cohesive team and an established clientele and became a staple within the community. Their exemplary customer service and the charismatic presence of their founders created a unique work and customer environment. However, with the recent retirement of the RemyCake bakery founder, a number of issues have arisen. Our Task Force identified the origin of their organizational issues. The following summary addresses and provides solutions for the RemyCake Bakery’s issues of ineffective leadership style, lack of organizational hierarchy, under-developed employee training program, and poor communication at all levels.

The organizational structure of a Subway restaurant has a clear hierarchy and it is signed by explicit responsibility and activity allocation.

Brief surveys are conducted on a regular basis by the customer service department to ensure quality is consistent throughout the organization. The Federal Drug Administration (FDA) conducts audits of all manufacturing sites to ensure the proper goods manufacturing practices are followed. The FDA also reviews all standard operating procedures (SOPs) relating to product manufacturing and handling.

Even though McDonald’s and Burger King are really similar, they are also really different. They both try to have good advertising but McDonald’s is, most of the time, ahead. Their food seems to have the same condiments, but again, they are far away to be the same. They appear as the two most famous fast food restaurants around the world, but each one of them has their own

operates 25 years’ history. Compared to Chuck E Cheese, Inc. and California Pizza Kitchen, Inc.,

The purpose of this paper is to present business leaders with an organizational communication strategy for preparing for the incoming workforce generation. This group, known as Generation Z, Gen Z, iGen, or the Centennials were born between 1995 and 2009. The oldest tier of this group are now becoming adults and entering the workforce. They will soon join the Baby Boomers, Gen Xers, and Millennials as the fourth generation in corporate America.

point of sale system. The POS system is a perpetual inventory counting method that electronically records items immediately upon their point of sale (Stevenson, 2015, pg. 552). In other words, as a cashier scans a customer 's groceries, each scanned item is automatically recorded in the system and deducted from the store’s inventory. Implementing a point of sale would benefit a business’s inventory management function in several ways. First, the POS system will provide managers with a continuous flow of updated information (Stevenson, 2015, pg. 552). As a result, the information will provide more accuracy when used for sales forecasts and analysis, which substantially affect inventory decisions. Continuously, this inventory system would also allow greater flexibility in the sense that it can be wirelessly linked to the main company’s inventory system, creating a network of the company’s inventory systems. The POS system is capable of tracking many operations at once and can be modified according to management’s needs (MacCarthy, n.d.). This flexibility would undoubtedly benefit a large company like Wegman’s with many store locations. Lastly, the system is able to help businesses maintain a high level of customer service. Because the system gives customers a receipt with the price and quantity of each item purchased, the customer is able to see exactly what he or she purchased. This practice

Here at ABC we are working hard and exciting for the new product launch that is quickly approaching! When ABC first approached us about potentially launching a new product, we could not wait to get on board and embark on our new adventure. We are now entering the phase where we began to introduce and educate our new product to our employees for a seamless transition.

Panera bread’s growth strategy was to capitalize on Panera’s market potential by opening both company-owned and franchised Panera Bread locations as fast as was prudent (A. A. Thompson). Panera Bread work closely with franchised branches in order for the company to broaden its market penetration (A. A. Thompson). Panera Bread has taken the appropriate measures to gain a competitive advantage to make franchising a successful market for the company to enter. Considering Panera Bread Company keeps interaction with the franchised branches to ensure success gives them the upper hand to ensure continued success.