Swot Analysis Of Subway

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

After observing behaviors on a random Saturday afternoon in a Subway® restaurant in Granby, Connecticut for approximately 25 minutes, I learned that many people take their sandwiches very seriously, it is important for people to stick to their routines, and that even in a workplace with only two employees there is a “workplace culture.”

The organizational paradigm Subway uses is a Human Resources frame. This is apparent in the way the company values their “family” (employees) and believes that they are what makes their organization so successful. Subway uses emotional appeals to inform the reader that they strive to make all their employees feel comfortable, empowered and happy. Subway really cares about their employees and boasts that they are the largest sandwich chain in the world and have one of the best corporate offices as well as the best franchised locations. All of which they attribute to the hard work of their employees and management.

Artifacts, which are the obvious elements present in an organization, are the things an outsider, such as a customer, can see. Artifacts can be items such as sayings that are repeated in an organization, also known as mantas, the layout of the restaurant, and dress norms. All of these artifacts are easily observable at Moe’s. When you first walk into Moe’s, you are greeted with numerous employees saying the company’s classic line of “Welcome to Moe’s!” I found it interesting as the first employee says “Welcome to Moe’s!” it starts a ripple affect where every employee working pretty much stops what they are doing to say the classic line. By saying the line, it creates culture of hospitality and a

Our textbook provides us with the definition of organizational culture “as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments” (Kinicki & Williams 227). The Publix Corporation formally states its commitment to its organizational culture in their published mission statement. One of the bullet points of the Publix mission dedication “to the dignity, value and employment security of our associates” ("Mission Statement & Guarantee").

Chick fil A is a unique company and is clearly different from most fast-food restaurants; employees are kind, helpful and maintain a clean environment no matter where they located. As stated previously Chick-fil- A’s corporate purpose is constructive in addition it emphasizes their culture “To glorify god by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come in contact with Chick-fil- A.” (cite) This statement truly shows how the company’s leadership has created a culture where service is just as important as profit. The emphasis of this section of the paper will be to research while also analyzing how Chick-fil-A makes people a priority and how doing things in an uncommon way has certainly helped Chick-fil-A create a strong culture as well as a successful business.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

The Subway restaurant chain is marked by its impressive leading global growth. It is the largest restaurant chain in the world. And its foundation and history could be not only a good example for the understanding of business, entrepreneurship and franchising, but also a story which can inspire and awake all of us to new possibilities in our own lives and careers.

This paper explores the mission, vision, values and principles of Chipotle Mexican Grill that guide them in the restaurant industry. Their key mission, vision, and values revolve around providing food with integrity and changing the way people think about and eat fast food. Chipotle’s principles include sticking to the basics of a simple menu and uncomplicated, interactive employee roles.

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

There is one aspect of the city that connects all New Yorkers, something that can span generations, education level as well as economic status. That connecting point between them all is the underground subway system also known as the Metropolitan Transportation Authority or MTA. Having existed since 1965, the MTA has taken over 6.1 million New Yorkers to their

The use of ride-sharing applications has become a popular choice to travel from one destination to another. In the past, cities were dominated by the use of taxis as a means of ride choice. As technology and society has evolved, ride-share applications such as Lyft have become a dominating choice for travel. After completing a PEST and SWOT analysis, Lyft can analyze how to proceed going forward to continue its growth and success.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

Corporate culture is a key component to the success of Starbucks. When looking at the seven dimensions of corporate culture (fn textbook pg 338) Starbucks emphasizes Team and People Orientation along with Innovation and Risk-Taking and pose less emphasis on a competitive environment or an outcome oriented approach. (see appendix c) In order to ensure a strong corporate culture Starbucks utilizes innovative and simple ways to ensure the key values are deeply held and widely shared. (fn) By visiting up to 40 stores weekly by the CEO Richard Schultz, creation of Starbucks Broadcast News to convey company news, or administering an “attitude survey” every 18 months to all employees they ensure the company and its partners (employees) are connected. (fn textbook)