Teamwork at Wendy's: Total Quality Management or a Failure to Apply Appropriate Learning?

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Teamwork at Wendy's: Total Quality Management or a Failure to Apply Appropriate Learning? Introduction 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. Company Overview Wendy's/Arby's Group was formed in its current incarnation in 2008, when Wendy's completed a stock buyout of Triarc, the parent company of the Arby's franchise chain (Wendy's/Arby's Group, 2011). The purchase of Triarc(Arby's) was primarily intended as a means of generating short-term profit for Wendy's by turning around

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