Organizational Behavior Analysis
Norman Brinker has become known as an entrepreneur, pioneer, visionary and mentor in the restaurant industry. He has been involved in the industry for over 40 years. In the 1950’s Norman Brinker started his career in restaurants as partner in the Jack-in-the-Box restaurant chain. Here Brinker found a new love for the restaurant business.
Norman Brinker was a manager who became a leader. As manager he was involved in planning and budgeting his restaurants, organizing and staffing them, as well as, controlling and problem solving with in the restaurant. As a manager he helped to reduce uncertainty and stabilize the organizations he was involved in. Norman Brinker became a leader when he developed the restaurant chain Steak and Ale, which he later sold to Pillsbury Corporation and became their vice president. As a leader, Brinker, he set forth a direction for the organization, aligned people with that direction through communication and by motivating people to action through empowerment and by basic needs gratification.
Brinker is seen as one of the most influential chain builders in food service history. He believes that winners attract winners. He shows confidence in himself and has successfully led several companies in a highly competitive industry in which most fail. He surrounds himself with people who believe in themselves and are successful. He feels success is contagious. Brinker has developed a followership at Brinker International of effective followers. Effective followers are the most valuable to a leader and an organization because of the contributions they have. These followers practice self-management and self-responsibility which means they can be relied on hence the protégé Ron McDougall who took the reins as leader when Brinker retired, as well as, aligning McDougall’s predecessors. All believe what Brinker developed at Brinker International, a culture driven by integrity, teamwork, passion, and an unwavering commitment to making sure each and every guest has an excellent dining experience. He also helped promote an ethical organizational culture where people respect one another and work collaboratively in seeking to provide excellent meals and service. Effective followers are also committed to both the organization and a purpose, principle, or person outside themselves. They invest in their own competence and professionalism and focus their energy for maximum impact.
Stephen Boos has worked in the food service industry for over 30 years. He started as a bus person and subsequently trained as a chef’s apprentice. Steve’s mother believed that a college education was something that everyone should receive. She felt that a college degree was a good investment in Steve’s future. In 1976 at his mother’s insistence, Boos moved to Northeastern Ohio to attend Kent State University where he earned a bachelor’s degree in business administration. After graduation, Steve began working for East Park Restaurant as a line cook. Using his education as a foundation, Steve made a point to learn everything he could about running a restaurant, from cutting meat to the bi-weekly food and beverage orders. His versatility, keen business sense, and ability to control costs resulted in Steve’s promotion to General Manager, as role he has held since 1995.
Don’t feel like cooking tonight or going for carry out, no problem have a Marie Callender’s Turkey Pop Pie or maybe something exotic like P. F. Chang’s Mongolian Style Chicken. No matter what may satisfy your taste buds if it can be found in your freezer or pantry chances are it’s one of ConAgra’s various brands. ConAgra’s Foods brands can be found in most American’s households. With their commitment to provide products that deliver outstanding taste, nutrition and value ConAgra have created ways to improve sustainable business practices and create innovative programs that deliver on their promise of being a leading corporation. By developing organizational structures ConAgra Foods has influenced employee’s to maximize their full potential, develop group cohesiveness, and embrace the inclusion of diversity in the workplace ConAgra is able to provide
The vision of Panera was to make Panera Bread a nationally recognized brand name as well as becoming the dominant restaurant operator in upscale, quick-service dining. The top management believed for their vision to become a reality they must depend on being better than the guys across the street. In addition Panera wanted to offer a unique dining experience at Panera so attractive that customers are passing by other fast casual restaurants to dine at their nearest Panera Bread Company. Management further implemented this strategy by following a blueprint for attracting and retaining customers. This blueprint called, Concept Essence underpinned Panera’s strategy and embraced several themes that, taken togethe...
At age fifty-two, Ray Kroc took an idea of the McDonalds brothers, and opened his first franchise. Within a decade he became a millionaire and his journey is a classic success story. Sadly, after thirty years of working for his own company, Ray died of heart failure on January 14, 1984. During 1983, the system wide sales of over four thousand restaurants accumulated almost nine billion dollars in sales. And in December of that year Ray was saluted as one of fifty individuals who had made the greatest contribution to the American way of life in the twentieth century. The West Coast Reviews of books writes, "Few entrepreneurs can claim to have actually changed the way we live, but Ray Kroc is one of them. His revolutions in food service automation, franchising, shared national training, and advertising have earned him a place beside the men who founded not merely businesses but entire new industries." Ray Kroc's influential life not only provided work for millions, but changed the life of billions.
The restaurant business is a challenging industry and if a company has a strategy that works for them as well as their employees, it should stay the course and tweak as needed.
“If I had a brick for every time I’ve repeated the phrase quality, service, cleanliness, and value, I think I’d probably be able to bridge the Atlantic Ocean with them.” – Ray Kroc. He founded McDonalds and now all over the world you can get great food for a great price. Ray built the corporation on great taste, quality service, cleanliness, and value. Ray Kroc set the standards for all fast food restaurants, and began the chain of fast food restaurants. Ray Kroc is one of the most influential people in the world because he founded one of the most famous fast food restaurant businesses.
Paying more attention to the consumer needs: As it is seen from the history of the Fred Harvey, the company was using a product-oriented marketing strategy. Based upon the book of Mr. Fried, Harvey restaurants ‘served up 6.48 million eggs and two million pounds of beef’ at the moment of history when transferring fresh food across the whole country was a real challenge (Eig,
Top level management includes Jim Skinner, the concepts of the late Charles Bell, and the late James Cantalupo. James Cantalupo was a former vice-chairman who had overseen McDonald's successful international expansion in the 1980's and 1990's. He came out of retirement and took over as CEO in hopes of quashing the potential downfall McDonald's was facing. He was instrumental in developing a strategic plan called "Plan to Win" which was the starting point for the turnaround at the beginning of 2003. This Plan contains aggressive goals and measures for success based on the critical drivers of customer experience or the 5 P's: People, Products, Price, Place and Promotion. (Chief Executive, Salad Days) Today sales are strong in domestic markets and even higher in the global markets. The plan focuses on existing customers and by changing their image to promote healtheir
Everyone has heard of McDonald’s, but where did this familiar name come from? When people think of American food, it is not uncommon for two golden arches to appear in their minds. This story began with two brothers Dick and Mac McDonald who owned and ran a small restaurant in San Bernardino, California during the 1940s. In 1954 a man named Ray Kroc came across these two brothers while selling multi-mixers and was impressed with the business they were running. The menu was compact, listing options for only a few burgers, fries and beverages, but the restaurant was effective in its operation. Ray Kroc pitched the idea of spreading McDonald’s restaurants across the United States and in 1955 he founded the McDonald’s Corporation. By 1960 he bought the exclusive rights to the name. Kroc was able to expand substantially on this small business so that by 1958 McDonald’s sold its 100 millionth hamburger. (“McDonald’s.com”)
Jack Welch created a new model for business leaders everywhere. His genius leadership and management techniques are an example to anyone aspiring to a successful career. Why is he so famous?
Checkers is owned and split equally three ways between Michael Anthony, Kory Gedin, and Meredith Guarco. All three owners have prestigious MBA degrees from Wagner College. Anthony, Gedin, and Guarco will supervise the Restaurant Managers and Accountant. The Checkers restaurant will be supervised by two full time Restaurant Managers as the building and kitchen is small and we will have only 3-4 workers on board at a time. Checkers is known for having a positive and “team effort” working environment and we will pride ourselves in maintaining a positive working environment as well as creating a positive relationship with our customers.
The P-O-L-C framework, has been a reoccurring topic in these case studies and has been used to describe management processes throughout the book. P-O-L-C stands for, planning, organizing, leading and controlling, which is an exceptional framework for companies to establish themselves and keep them afloat. The discussion in this case, Pret A Manger, involves the teamwork that Pret builds itself on. In 1986, Pret A Manger started planning their company with a vision and mission to provide healthy, inexpensive food while avoiding preservatives and chemicals, as well as establishing a well-oiled team structure. In the organizing section of the framework, Pret designed its company to be able to provide for their customers for a low price, but
An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.
In my opinion, there are some managerial roles that a manager needs to follow to become successful in the company. Depending on organizations these managerial roles changes and to be successful in business, every organization must assign right person for managerial roles. Finding a right person to a particular managerial role is really hard to do but there is another factor that we can consider here, which is the managerial skills. Managerial skills help a person to perform the managerial roles effectively. So by evaluating a person’s managerial skills we can identify whether he is suitable for particular managerial job or not. There is a company called Tata group, which is one of India’s biggest company, follows certain procedures which is called the Tata way, for dealing managers which includes hiring, training and assigning efficiently and effectively. This is reason why managerial job in the Tata group became my favorite job. This paper examines how this unique procedure for dealing managers make the Tata group successive and how can the study of organizational behavior help to replicate it and maybe even improve it.
Organizational behavior is the study of the many factors that have an impact on how people and groups act, think, feel, and respond to work and organizations and how organizations respond to their environments. (George & Jones, 2005) Organizational behavior is particularly important to managers, who are responsible for supervising the activities of one of more employees.