The name says it all, Cheesecake Factory. Who would not want to go somewhere where the main product is cheesecake? When you think of a factory, you think of a large room filled with lots of equipment and employees all with very specific duties. The Cheesecake factory is no different. The restaurant is set up to run just like a factory using classical approaches of organization. The Cheesecake factory is a very successful business, constantly growing. Everything about it is large, from the portions to the amount of employees working for them. The reason for their success is due to their high expectations of workers, their managerial set up to ensure customer satisfaction, and their ability to combine several aspects of organizational structure with technology effectively. Even though the Cheesecake Factory might seem as though it runs like a well-oiled machine, there are still areas of improvement when it comes to communication. The Cheesecake Factory has very high expectations for their workers. They spend a lot of time and money training them. “The firm spends an average of $2,000 on training per hourly worker each year. Everyone within the organization benefits from training and development initiatives. Servers get two weeks of on-the-job training. Candidates vying for a managerial position receive 12-week development courses” (Ruiz 2006). Even dishwashers are included in training initiatives. They want standardization but not on the level that employees are easily replaceable so they create an environment where employees want to keep their jobs. They are able to pay employees top dollar because they do not spend money on constantly replacing and training new employees. “Chee... ... middle of paper ... ... can only assume the Cheesecake factory will grow with them. Works Cited Liddle, Alan J. “Cheesecake Factory hopes it Soon will Wed POS and Wait-list Technologies”. Nation’s Restaurant News. 8 September 2000. 14 Oct. 2010 http://findarticles.com McGinn, D. “Faster Food”. Newsweek. 19 April 2004. 13 Oct. 2010 Miller, Katherine. Organizational Communication Approaches and Proccess. 5th ed. Boston, MA: Wadsworth Cengage Learning 2009. Ruiz, Gina. “Cheesecake Factory Cooks up Rigorous Employee Training Program”. Workforce Management. 24 April 2006. 13 October 2010 http://www.workforce.com/section/training-development-feature-cheesecake factory-cooks-up-rigorous-employee-training/ The Cheesecake Factory. (2010). The Cheesecake Factory Job postings. 13 October 2010
The article discusses how Panera Bread had to rethink its service model seven years ago. Customers had to wait in line approximately eight minutes to place an order. Furthermore, ten percent of the time, the orders were incorrect. As a result, the company decided that online ordering was the solution to their problem. In 2012, the organization opened a Panera prototype in Braintree, Massachusetts to test the elements of “Panera 2.0”. “Panera 2.0” consisted of self-order kiosks, delivery, digital ordering and a new practice of bringing food to customers’ tables. Getting the right process took Panera Bread over six years. However, all the time spent and money invested paid off for the company. Panera is now recognized as one of the best-performing chains in the industry. In addition, a quarter of the company sales come from online ordering and customers waiting time to place an order reduced to one minute. In 2016, the company posted its best sales growth in four years, outperforming the industry average by 6.5% points.
Mary Ellen Guffey, Kathleen Rhodes, Patricia Rogin. Business Communication: Process and Product, Sixth Canadian Edition. Ed. Anne Williams. Sixth Canadian Edition. Toronto: Nelson Education, 2011. EBook. 11 April 2014.
The restaurant can also engage a group of community that is in need within the jurisdiction of its operations. Such would include groups that have limited healthcare, limited life prospects, limited resources, as well as limited markets for their goods. Through targeting such disadvantaged groups within the community within which it operates, Cheesecake Factory will unquestionably
The training and development of employees in William Hill is imperative for the performance or the company as they are in a competitive market. William Hill has to inform workers to be aware of surroundings in the area that they work. Training and Development Training Training is essential for both employees and employer if they want to be effective within the organisation and also for a company like William Hill to stay competitive within their market. The reason why training is important to employees is to enable them to achieve their maximum potential in their current position, it is needed also to develop them to create further opportunities within the organisation because employees are likely to be better educated and become multi-skilled. Training should be ongoing within William Hill in developing the employee’s skills within the business.
Panera seems poised to continue to dominate the bakery-café market and continued sustainable growth is very likely. Works Cited The “Annual Report” (2010). Retrieved from http://www.panerabread.com/pdf/10k-2010.pdf “Company Overview.” (2011). Retrieved from http://www.panerabread.com/about/company/ “News Release.”
We sustain a financially strong company, with broad employee ownership, that provides a long-term competitive return to our shareowners.
Training and monitoring will also be at a minimal level since these people are already accustomed to the working environment and flow of tasks the only thing that needs to be secured is that they are able to embody the company into their work.
The Cheesecake Factory brings authenticity to many people around the world. It began from a 1940s newspaper recipe, that later turned into a dream. Accomplished by a woman and her family with desires to succeed in their business. At The Cheesecake Factory Incorporated majority of their employees say it’s a great workplace. It is known for it’s tasty cheesecakes and it’s enticing meals. The Cheesecake Factory is not just an amazing place to dine at for their pastry, but their restaurants cuisine is highly favored.
Management philosophy: TP only hires the best people and puts a lot of effort on development. This leads to an outstanding commitment and high flexibility. People who prove to be capable climb up or become even franchisees (Franchisees are therefore capable and skilled as well)
Brewer, E.W., Campbell, A.C., Petty, G.C. (2000). Foundations of Workforce Education. Dubuque, Iowa: Kendall/Hunt Publishing Company.
All cooking and baking for the fast food will be done in the kitchen facility. This facility will be equipped with computerized deep fryers, commercial freezer and refrigerators, preparation tables, stoves, ovens, and other related equipment. One employee and one chef will be in charge in the kitchen.
...omer complaints with store employees. Customers would receive phone calls directly from their local store. This social technique improved customer satisfaction as well as bridged the gap between customer and employee. Finally, Domino’s wanted to personalize the customer experience. One way it achieved this, aside from the aforementioned, was by providing the name of the employee making the pizza as well as the driver. Though the company dealt with opposition from employees who did not want their names attached, eventually, employees began to see the benefits of the change. This new social architecture improved employee morale as well as established a more comforting environment for customers.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
Personnel training can also be important in the process of staff turnover. Firstly, training and
Company strong growth enables firm to attract and retain the best employees. Staff gain the