Dunkin Donuts is arguably America’s leading coffee and restaurant for baked commodities. The Franchise intends to expand its businesses in five more destinations in the next two years. Having served as a manager one of their stores and successfully operating and improving the business in a particular store, the company considered me in the expansion program. The owner wishes to recognize my skills in job staffing, training, leadership, coaching, and managing people, and therefore required that I become the district manager in my location. As I assume the position, I believe the aim of the owner is to make more profits and to achieve this I have to take several factors into considerations. To open a new store and manage to attract customers, I would have to introduce new ideas, be aware of emerging issues in the industry and make the stores stable. It would also require friendly but professional interrelations with both the employees and customers. Constant communication will be crucial in the business to help know when to maintain strategies and when to try out new methods. Like many other businesses, job and organizational designs, hiring techniques, training of employees and ways of rewarding performing employees will play a significant role in evaluating the performance of the business.
As the district manager, the first assignment would be to formulate and conduct the job design. Job design refers to the process of work planning with the aim of improving job satisfaction while reducing duplication of tasks or employee alienation in the organization (Choi & Kang, 2019). It entails analyzing and providing descriptions about the duties of a new employee and specifying the expected qualifications and results from the incumbent. The analysis helps the organization to nurture the right talent and the employees to develop their careers. For a successful Dunkin donuts business, the will be several job functions to be performed. Experts consider the responsibilities of employees in different posts, the working environment, and how the work affects the employees while conducting a job analysis.
Since Dunkin Donuts is a Franchise with several other stores already operating, most of the job analysis work has been provided by the top management. Furthermore, Dunkin Donuts central store has also provided the number of employees required for every given store and their job descriptions. The owner also gives job details, even though, the manager may need some interpretation and manipulate them in a way that makes them more beneficial to the location. Most of the jobs can be performed by flexible employees who can switch from one role to the next whenever necessary to avoid monotony and to promote the continuity of the business even when an employee or employees are absent, even though it may lead to problems at work since it undermines specialization.
In case the idea of multitasking fails, we will consider the original notion of each individual specializing in a certain line of work. We intended to try the various strategies until we settle on one strategy that would guarantee results. It is for this reason that we consider employing a human approach in the job design, by emphasizing on designing the job around the employees and not the organization’s process (Grant et al., 2010).
The organizational design of the businesses is already laid out since it is a franchising business and hence the overall management is done from a central point which is in Canton, Massachusetts in the United States. The company employs a unitary form of organization design. In this model, related tasks for example functions of production are categorized into special units. The advantages of the model include the fact the business can enjoy internal economies of scale and it also makes it easy to store material that would be used by the team in a single room. The store will adopt the model in order to conform to the plans of the franchise’s method of operation. However, the manager and the team can later manipulate it slightly in a manner that favors the functionality of the store and can increase the efficacy and efficiency of operations in the stores. After observing the organizational design of the business, we will consider simplifying the design of the new openings with the aim of improving the operations in the whole system.
One reason for making the changes is to customize the business in line with the demands of the locals so that they can feel it as part of them. Every customer, whether new or old, should be able to feel the receive special treatment that makes them feel like regulars and part of the organization. The stores should be able to adopt a simple structure where all employees report to the owner directly and thus eliminates the complex structures which create confusion when a customer or an employee has an issue but does not know which manager is the most suitable to report. A simple structure also enhances the relationship between employees since they all work as equals. Eliminating departmentalization helps individuals to relate and work with whoever they want which makes them happy and more productive (Hall & Heras, 2010). On the contrary, separating employees who are used to working together brings down morale in the job and may make some employees less productive. We will consider making changes in the franchise that would see every manager of a given store assume the ownership responsibilities and thus all workers in the store answer to them directly whenever they have complains or ideas they feel could help improve the organization.
The Hiring Process
The hiring process will also be according to the arrangements and guidelines of the headquarters. However, we will ensure that it is a continuous process to ensure that the organization always has a pool of employees with appropriate skills and ready to assume any position in the store at any given time. The procedure of hiring will include identifying and developing the vacant positions and the roles to be advertised, rewarding rates for different job positions, the qualifications for the various positions, the interview questions and section criteria, the stores’ evaluation and appraisal methods, and the orientation methods of new employees (Westphal, 2010).
As the manager, I intend to conduct my job analysis effectively, recruit well-qualified individuals and who can deliver efficiently and train the employees appropriately to help them fit to all the areas of operation in the store. It is also my wish to modify the organization design so that all employees report to a single manager in the store and thus enhance the flow of communication and also the relationship between employees. I also intend to formulate the employee evaluation and appraisal methods that would ensure the employees are happy at work, more productive and hence the organization will also achieve its goals.
Choi, D. Y., & Kang, J. H. (2019). Net Job Creation in an Increasingly Autonomous Economy: The Challenge of a Generation. Journal of Management Inquiry, 28(3), 300–305.
Grant, A. M., Fried, Y., Parker, S. K., & Frese, M. (2010). Putting job design in context: Introduction to the special issue. Journal of Organizational Behavior, 31(2/3), 145–157.
Hall, D. T. (Tim), & Heras, M. L. (2010). Reintegrating job design and career theory: Creating not just good jobs but smart jobs. Journal of Organizational Behavior, 31(2/3), 448–462.Westphal, J. D. (2010). An impression management perspective on job design: The case of corporate directors. Journal of Organizational Behavior, 31(2/3), 319–327.
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