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

Kroger is the largest grocery chain in the world. Kroger is known for their friendly associates, their fast checkout and their fresh product. In order to keep their great image, new process and improved process have to be implemented. As a member of management for the Kroger Company, there a few performance gaps that needs to be bridged. “It has been recognised that the competitive advantage of a company is important, and so is the way of managing it. Related to this are the issues of company performance (the ultimate measure), organizational effectiveness (an internal interim measure), and the processes/enablers for delivering these - a key consideration for the latter is how teams are managed (such as team strategy), which is a core focus of the present journal - Team Performance Management.” (Chau Sum, 2008) As a competitive company, we are currently experiencing

“Collaboration, teamwork, and communication”, make for a better work environment (Oberoi, 2013, para. 10). “The Whole Foods culture is premised on decentralized teamwork” which is supported by collaboration and furthered by communication (Fishman, 1996, para. 7). However, collaboration, teamwork and communication do not work in the absence of trust. Accordingly, Whole Foods looks to create an environment in which employees trust one another and the organization as a whole. Whole Foods created their culture to oppose the usual bureaucratic style which is mistrusted by many. Instead, Whole Foods relies on teamwork to support their success. In large companies, like Whole Foods it is easier for employees to get lost in the shuffle. The company believes the formation of smaller teams to be more intimate and more likely to result in a “familial” feeling, trust is easier to accomplish, and communication flows freely (Mackey, 2009, para. 12).

One of the most successful companies of recent memory is Whole Foods, the all-organic grocery store that caters to customers who are concerned about the 'sourcing' of their foods. A cornerstone of Whole Foods' success is its use of team leadership to enable the organization to fulfill its functions and mission. This paper will evaluate how Whole Foods uses teams to advance its interests and create a positive corporate culture.

Today’s generation is filled with people who want to own their own businesses and be their own boss, however, crossing an individual who intends on building their ideas from the ground up is rare because the process absorbs time and finances. For this reason, franchises are becoming more popular in the business world. In this system, an established business sells a portion of temporary ownership to a franchisee, in which the franchisee must incorporate the franchisor’s existing framework and practices in exchange for a managerial role. The franchisor Findings Popeyes Louisiana Kitchen Franchise Popeyes Louisiana Kitchen creates, runs, and franchises restaurants that specialize in the quick servicing of spicy chicken, buttery biscuits, red

Using ‘Tyson Foods’ as an example, a senior manager would constantly seek out opportunities to excel their firm further ahead of its competitors. One way that Tyson food’s upholds it’s impressive competitive advantage is through differentiation in terms of prioritizing customer service and quality

The restaurant commits itself to franchisees and stakeholders in helping to achieve superior financial results and sustainable performance and development opportunities. Thus, the corporate mission and its core values are instrumental to the company’s success.

When it comes to researching prospective donors, I work hard and diligently to uncover any verified information I can about the donors while still using my time effectively to meet the sometimes tight deadlines and avoid ‘falling down the rabbit hole’. Because of my dedication and critical thinking, I was able to complete the bulk of the research requests independently during the summer while still completing my other daily tasks and backup assigned tasks.

Wendy?s had a regulated system in place by which they offered technical assistance and consultancy to franchisees. This enabled the franchisee outlets to overcome any teething problems they might have otherwise experienced and instilled in them the philosophy underlying the Wendy?s Way. As a commitment to supporting franchise owners, the Wendy?s Management Institute was formed in December 1972 to develop management skills in restaurant managers, supervisors and franchise owners. Such technical assistance and consultancy also ensured a degree of standardization and uniformity across all the outlets, whether it was in the form of service provided or restaurant layout and design.

In the article “The Franchisees Are Not Lovin’ It,” the authors, Gruley and Patton, discuss the difficulties of the McDonalds franchise, the struggles of the franchisees, and the inability to solve these problems. The article goes on to talk about how McDonalds needs to get back to basics, just as they say themselves. Yet, they continue to make the menu more complex by the constant introduction of new foods. They are getting away from their identity as a burger joint. As a result they are closing restaurants and are continuing to experience declining revenue. McDonalds isn’t what they used to be and something needs to be done to improve the well-being of the company, the franchisees, the employees, and most importantly the customers.

Teams have become a very important element of businesses as it enhances a corporation’s efficiency due to their optimization of employee talents, flexibility and responsiveness to changing events. It is because of these many advantages that companies like Market Basket have team work implemented within their organization. Market Basket operates with the multiteam system, the collection of various teams in which they all have a superordinate goal . For example, all the teams at Market Basket share the higher goal of satisfying the customer’s needs . This type of teams can be seen at their headquarters, with different teams such as the marketing and the operations departments, and at their retail stores with different teams such as the bakery, deli, and grocery departments2. In addition, this also helps explain why Market Basket uses the multiteam system, as each of these teams have very distinct functions, but they all need to be coordinated for the ultimate satisfaction of the customers. However, this paper will be focused on the teams at the retail stores of Market Basket, evaluating their team composition, and environment.

“In July 2013, the Company announced a system optimization initiative, as part of its brand transformation, which includes a plan to sell approximately 425 company-owned restaurants to franchisees by the end of the first quarter of 2014” (Wendy's 2013 Annual Report, 2014, p.13). All businesses restructure its operations from time to time, and Wendy’s is no different. As a result, the reduction in the amount of company owned restaurants will expose the intellectual capital to more people, which can also begin to hurt the assets that drive revenue for the company. In addition, the less control over the individuals that work in these restaurants can affect the image of the brand, if the intellectual capital is not handled correctly. However, the affect intellectual capital has on the balance sheet of the company will ultimately be the judge of the success of the company’s intellectual

The benefits of standardisation, as well as the risks should be understood. A top down standardisation of concept precludes the bottom up learning that is necessary to adapt to dynamic markets. Moreover, it is the franchisees - who are close to customers, markets, and employees - who have the most intimate information about changes in demographics, markets, and customer tastes that are most likely to affect the future direction of the business. Yet, these people are precluded from innovating or customizing the concept to experiment or take account of local and/or changing market conditions.

Rebranding “Mc Job” as a career involves company’s appreciation, recognition and future promotion that break the ice of the old perception of “Mc Job” to create brand new work environment in the QSR industry.

McDonalds Corporation had developed to become the leading fast-food chain of restaurants since its inception to the extent that it serves more than 47 million customers across the globe on a daily basis. The corporation is the largest global food-service retailer since it has over 30,000 local restaurants that serve approximately 52 million people in over 100 countries every day. One of the critical factors attributed to the success of McDonald's global business is operations management, which focuses on the careful control of processes that are used in manufacturing and distribution of goods and/or services.

What should a company do when its core product is considered “unhealthy” or even “harmful” by the public? Is it even possible for such a company survive and thrive; or will it have to shut down its business? McDonald’s fast food has for a long time been considered unhealthy by the public. In recent years, the health conscious trends have become increasingly popular. Moreover, many scientific studies and findings have surfaced and successfully confirmed that children’s increasing intake of fast food, which often contains high sodium content, sugars, saturated fats, and calories, for a long period of time would lead to childhood obesity. Moreover, obese children have a much higher risk of many health