GC3 Headquarters GC3 was established with the purchase of 14 Coffee Hut stores in Columbus, OH, by three former Coffee Hut associates. Over the next few years, GC3 expanded into Cincinnati and Cleveland, but has kept Columbus as their regional headquarters. Moving forward, GC3 grew with the purchase of Great Scoops and DaDeli. Due to this extreme growth, and need for centralized decision making, most of GC3 staff will reside at the company’s headquarters, aside from store managers and administrative staff. With the continued growth, it is important to develop a corporate structure. The three forerunners of GC3 are Tony, Bruce and Bonnie. Tony has taken the role of Chief Financial Officer. For Tony to be successful, he will need to build his …show more content…
RJ will have two direct reports at each location. The Human Resource and Finance Administrators will assist RJ will all administration and divisional financial responsibilities. All Store Managers will report to RJ and will provide similar information as the Store Managers for the GC3 locations. RJ will be responsible for sharing his divisional reports with Tony, Bruce and Bonnie, the company owners and …show more content…
As with Great Scoops, DaDeli will have a Chief of Operations, who will report their divisional reports to owners Tony, Bruce and Bonnie. All Human Resource/Finance administrators and Store Managers will report directly to the Chief of Operations. DaDeli is struggling the most out of all the divisions because each location operates independently. It will be the newly developed Chief of Operations’ responsibility to create a more unified team. In conclusion, all divisions will indirectly report to Tony, Bruce or Bonnie based on their current function. These three executives will be the centralized decision makers for the Great Cups of Coffee organization. The focus on centralized decisions will help better align GC3 with the original concept of GC3. Once these items are in play, GC3 can begin working on their newly developed strategies for Operations, Human Resources, Finance and
GMFC is hoping to open a new plant within the United States that would specialize in recreation vehicles. Management would like to open the factory of 500 employees as a nonunion plant but they are worried that the United Automobile Workers (UAW) and other unions will attempt to unionize. There are many benefits to keeping the plant union-free such as, higher profits, flexible policies to better serve employees, and higher productivity. This paper will look at specific recommendations GMFC can do to prevent unionization at the new plant and still be competitive in the industry.
Adults A Child and Youth Professional (CYC) supports adults in their lives in countless ways. They act as advocates, mentors and teachers to parents that are or have been in difficult situations. Some of these situations are, but not limited to, teaching parents to cook and clean, creating a safe environment for their children that may be involved, and facilitating crisis intervention. As a CYC helping parents and young adults, there are two approaches that are used. The term for the first approach is the surface approach.
There is also no form of standardized training throughout the organization. Employee morale and employee relations are lower than should be expected, due to miscommunication and lack of an established strategy. There is an absence of consistency in various ways regarding branding and identity as well. No two stores appear to be alike, names vary and locations are unpredictable. Customers also complain that the menus are inconsistent. It is also evident that reliable communication is lacking. For example, GC3 has customer comment cards, but, as the case study explained, GC3 management is not sure if they are being reviewed or taken into consideration. More so, GC3 remains unclear if they are considered one company, or three separate companies. GC3’s product portfolio is becoming stagnant, and there is an apparent need to refresh the menu and align it with their competitors. Profits are falling behind, and there is nothing in place to enable GC3 to understand what products and what stores need to be evaluated. Lastly, GC3 management is becoming disgruntled. This aggravation is evident within the Pittsburgh locations. Due to this insubordinate behavior, corporate culture in the Columbus locations has started to
Management is a process that enables organizations to achieve objectives through the functions of planning, organizing, staffing, and controlling of their resources (Cole, 1996). In Summary, Tim’s coffee Shoppe has a simple structure of management where overall authority rests with the owner Tim, who is assisted by a Manager and an assistant. Tim’s mai...
...le the business units to prepare strategic plans and budget and submit them to senior management to review and approve. This will benefit the company because in an unrelated diversified corporation, business unit managers have a greater influence in developing their strategies and budgets as they, not the corporate office, possess most of the information about their respective product/market.
In one example, Lewis was assigned as director of operations for New England. The role gives Lewis responsibility for 50 stores that need attention and possible intervention. Doughty (2000) comments, ...
There is a Director of Food and Beverage that oversees the kitchen, catering, Banquets, restaurants, room service, minibars, lounges, bars and stewarding (Walker, 2013). There are several members of Management that report to the Director of Food and Beverage. The assistant Director of food and Beverage who assist the Director of Food and Beverage and helps to k...
The company started its activity in 1971 as small coffee shop located in Seattle specialized in selling whole arabica coffee beans. After being taken over by Howard Schultz in 1982, following a rapid and impressive growth, by mid 2002 the company was the dominant specialty-coffee brand in North America, running about 4,500 stores, 400 international stores and 930 licenses.
When the 1980’s rolled around, it was a thriving company, in the Seattle area. However, the co-founders began to have other interests and were involved in other careers simultaneously. Despite that, the company was about to undergo a major turnaround. A man by the name of Howard Schultz started to pursue an interest in the company. He noticed that the coffee shop had a wonderful environment.
Entrepreneur Howard Schultz joined the company in 1982, and, after a trip to Milan, suggested that the company sell coffee and espresso drinks as well as beans. The owners rejected this idea, believing that getting into the beverage business would distract the company from its focus. To them, coffee was something to be prepared in the home. Certain there was much money to be made selling drinks to on-the-go Americans, Schultz started the Il Giornale coffee bar chain in 1985.
1. Ken Lay served as CEO and chairman and Jeffrey Skilling also served as CEO. They both were responsible for planning, organizing, controlling and leading the company. They set goals for the company and organized how they would be achieved. Kay’s role was as the figurehead and the leader. He also served as the spokesperson for the company and made many of the decision on the future of the company. As CEO’s they both possessed effective communication skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong even at the end, and visionary. Throughout Lay’s tenor the company continued to grow and prosper at a fast pace.
As a long term strategy, we recommend James to be made Head of Operations of Controls Asia Pacific in Singapore because he is the best suited person who not only understands the culture and vision of the parent company in the US, but also can transcend that ideology to the Controls Asia-Pacific HQ and the joint venture.
... organizational structure that needs to be maintained for its operations in Australia. As the suggestion has been of total ownership thus span of control is needed and these factors have been discussed in this report to illustrate how effective the organization can be in Australia.
Starbucks is a worldwide company, known for is delicious brews of coffee and seasonal varieties of tasty drinks for any occasion. Starbucks opened with two main goals, sharing great coffee with friends and to help make the world a little better. It originated in the historic Pike Place Market of Seattle, Washington in 1971 by Jerry Baldwin, Zev Siegl and Gordon Bowker. The creation of Starbucks’ name came from the seafaring tradition of early coffee traders and the romance evoked from Moby Dick. At the time, this individual shop specialized in the towering quality of coffee over competitors and other brewing services enabling its growth to becoming the largest coffee chain in Washington with numerous locations. In the early 1980s, the current CEO Schultz saw an opportunity for growth in the niche market. After a trip to Italy he brought back the idea of a café style environment of leisure and social meetings to the United States we now see in Starbucks locations today. Schultz ultimately left Starbucks to open his own coffee shop, Il Giornale which turned out to be a tremendous success. Fast forward a year later, Schultz got wind that Starbucks was going to sell all their components of Starbucks including their stores and factories, he immediately acquired the funds to buy Starbucks and linked both operations. Within five years he was able to open more than 125 stores starting in New England, Boston, Chicago, and gradually entered California. He wanted Starbucks to be a franchise system based on the mission of telling the truth and emphasize the quality,
How Should Rendell resolve the current reporting relationship of the corporate controller and the divisional controllers to achieve goal congruence? Is the controller relationship of Martex better than that of Rendell’s current organizational relationships?