The Organzing and Staffing Plan for New Dunkin Donuts Locations PDF

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1 Running Head: PLAN FOR NEW DUNKIN DONUTS LOCATIONS

The Organizing and Staffing Plan for Five New Dunkin Donuts Locations

Latoya Thomas

Management 330: Management for Organizations

Professor Frances Marvel

April 30, 2017

The Organizing and Staffing Plan for Five New Dunkin Donuts Locations

“America Runs on Dunkin” is the slogan commonly used for the Dunkin Donuts brand. Dunkin Donuts is the coffee, and baked goods stop shop for most Americans. The mission of Dunkin Donuts is to set goals of prioritizing the customer’s needs, being loyal to the customers, and valuing their time (Dunkin Donuts, 2017, “About Us,” para 1). As a newly appointed District Manager, I will make sure each location lives up to the mission of the company. Since I have complete autonomy, authority, and responsibility to structure, staff, and operate these five locations, I will use similar methods of managing the stores as I did the store I managed previously. The key to operating successful stores is through a structure reflecting job design, organizational design, recruiting and selection, and training and performance appraisal.

Job Design

Job analysis centers on the obligations of an employee. A rundown of undertakings that should be executed at every VIP Pizza point include: working the register, taking client orders, welcoming the clients, dealing with client objections/issues, overseeing staff, recruiting workers, preparing representatives, arranging employees records. The job description will enable the potential employee to understand what exactly the job will entail. This will involve specific obligations for different jobs and the expected code of contact in relationship with team working, relating with other employees and specific roles in handling the customers. The specification of the job outlines the specific requirements for the candidate to best suit for the job, this involves issues related to specific qualifications, special skills, education and the required experience and expertise for the job.

The last part of job design is job specification. Job specification reviews any special skills, qualifications, education, or experience required for the job. For all positions, stellar service is a requirement for our customers. Other than excellent customer service the crew member position would not have a job specification. The job specification for the shift leader position would be two years of customer service and retail experience and one year of cash handling experience. The job specification for the baker/finisher position would be two years of baking experience. The job specification for the assistant manager position would be a requirement of two to three years of

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customer service and retail experience combined with an associate’s degree. The job specification for the restaurant manager position would be a requirement of three to five years of customer service and retail experience combined with two to three years of supervisory experience. The educational requirement for this position would be a Bachelor’s Degree in Business Administration.

Every person in the organization contributes to the success of the business. The crew members are the front line associates that build relationships with the customers. The relationships they build keep the customers supporting the business. The shift leader is also important. The shift leader makes sure everything is running smoothly on their shift. A shift leader maintains order when an assistant manager or manager is not present. The bakers/finishers make sure our goods are baked fresh daily for our customers. The assistant manager plays a significant role in the organization by assisting the manager. The restaurant manager plays a major role in making decisions about the restaurant. The manager makes sure the staff is managed accurately to keep the business profiting. As a District Manager, I will have a good relationship with each restaurant manager.

Job design plays a major part in the success of a business. Employees need to know and understand their responsibilities in the organization. When employees understand their role in the organization, the business operation runs smoothly. Proper job design involves job analysis, job descriptions, and job specification.

Organizational Design Organizational design is a process of developing jobs, departmentalizing decisions, completing the company’s structure and outlining the best structural configuration (Baack, 2014). The design of an organization affects its employees.

Job design outlines the different positions within a company, the duties and responsibilities of the position, and any special qualifications or education required for the position. Previously I went into great detail of the chosen job design for my Dunkin Donuts locations.

Dunkin Donuts departmentalizes by geographic region. I am the District Manager for the Midwest Region. Departmentalization by region allows the company to compare the various regions’ success (Baack, 2014). This also allows for more flexibility. Each region can have a different item on the menu or cater to the customers’ needs differently.

The next step in the organizational design is completing the company’s structure. Completing the company’s structure involves drawing lines of authority and responsibility (Baack, 2014). The lines of authority would include the crew member, baker/finisher, and shift leader reporting to the assistant manager. The assistant manager would report to the restaurant manager, and the restaurant manager would report to me. The staff would be responsible for their actions within the organization. I would like my stores to have an organic and centralized structure. Within organic structures, the managers and employees have better relationships. I want my managers to know their employees and build relationships with them. When the structure within the organization is centralized, the managers make all the important business decisions (Baack, 2014). Even though the structure will be centralized, I would like to have a suggestion box at each location. The staff may have great ideas to help the restaurant be successful. A suggestion box would add creativity to the workplace. Workplace creativity is essential to the happiness of employees (Ario, 2004).

Simple structural configuration would be fitting for my store locations. The restaurant managers will oversee all the employees of the restaurant. Since the staff of the restaurant will be small, it will be easy for the restaurant manager to be in the loop of everything that is going on. I want my restaurant managers to run all the key organization decisions by me since I ran a successful Dunkin Donuts location. I already know and understand what it takes to have a successful location. A simple structure will allow the restaurant manager to have more control over what is going on at the site, since everyone reports to him or her directly.

Organizational design varies by each business. Organizational design is crucial to managing a business. My locations will have an organic, centralized, simple structure. This organizational design is the best fit for my restaurant locations.

Recruiting and Selection Recruiting and selection is a main aspect in staffing. Mistake in Recruiting and selection may lead to high employee’s turnover right. At each site, the senior supervisor will be liable for Recruiting and selection. Interior sourcing includes organization representatives empowering their companions/partners to submit applications. Outside sourcing would incorporate the activity being posted on vocation sites. The head supervisor will get with the human resource director to have the position posted on work sites. On the off chance that representatives appreciate working at the organization, they are bound to allude the activity to their companions and associates. The workers are most like going to give positive rating to the organization that they work for. Consequently, there will be a more prominent pool of candidates to choose from. Each individual selected for any position must comprehend the significance of client care. Our clients are an imperative piece of our business.

The selection process for the position of crew member, baker/finisher, and shift leader will involve the position being posted for thirty days, the store manager pulling applications, the store manager reviewing applications, the store manager holding interviews for qualified applicants, and the manager selecting and notifying the best applicant for the position. The selection process for the assistant manager and restaurant manager has a few additional steps like an initial screening of applications, preliminary interviews, contacting previous employers, and selecting finalist and holding final interviews. All applicants selected for any position must understand and explain why customer service is important. During the selection process, managers should give preference to individuals that are friendly and energetic. Managers should look for responses that involve good judgment, individuals that focus on the customer needs as being a priority, and individuals that have responses geared toward teamwork. Each applicant must meet the job specification for the position they are applying for. Managers should also look for people with a background in the restaurant industry, cash handling experience, and customer service experience.

Training and Performance Appraisal

I want each employee hired at my stores to have adequate training. Proper training determines the success of the employee. Learning and training opportunities and skill development keep employees happy in their current jobs (van der Meer & Wielers, 2013). Every employee will be required to learn the company’s mission statement. The mission statement for Dunkin Donuts says, “Everything we do is about you. From chefs who create exciting new flavors to crew members who know exactly how you want your drink- we prioritize what you need to get you on your way. We strive to keep you at your best, and we remain loyal to you, your tastes, and your time. That’s what America runs on” (Dunkin Donuts, 2017, “About Us,” para 1). The mission statement helps to shape planning by setting goals of prioritizing customers’ needs, being loyal to our customers, and quick service. Training new employees to learn this mission statement will help them understand the impact they have on our customers. I believe the employees will also value their job more. Each employee will undergo orientation for the position they are

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hired for. After the orientation, each employee will receive a two - day customer service training so they can better address the needs of our customers. Crew members are the front line associates, so it is imperative they interact well with our customers. After the two - day customer service training, crew members will shadow an experienced crew member for one day. The crew member will then get five days of hands - on training. After the training phase is completed, the restaurant manager will evaluate the new hire’s performance to see if additional training is necessary. The baker/finisher training process will be similar to the crew members. The shift leader position should only be for internal applicants. I believe in growth and development within my organization. The training for the shift leader would be five days with an experienced shift leader. The assistant store manager will receive two weeks of training at another location with an experienced assistant manager. The store manager will receive four weeks of training at another site with an experienced store manager. The store manager will then receive one week of classroom training to test the knowledge the manager gained while training with another manager. Proper training reduces the turnover rate of employees. A manager can determine if training is necessary just based off an employee’s performance. A good manager can identify those employees that are not performing well. The manager can develop a plan for the employees to help them (Murray, Pole, & Holmes, 2016). The manager can also arrange the employees that are performing well to mentor the employees that are not performing well (Murray, Pole, & Holmes, 2016). Proper training also serves as security for the employees. Every employee that works at a store I manage should be trained so that our customers’ needs are met appropriately and so that their needs are a priority.

Performance appraisals involve assessing an employee’s performance and providing feedback (Baack, 2014). I want to make sure all my restaurant managers are properly trained on how to successfully complete a performance appraisal. During the training, common mistakes or bias should be addressed and also advice on how supervisors can be objective when doing performance evaluations. I want the managers to be properly trained so the employees can receive fair evaluations. I want the managers to do a mid-year and end of year review for their staff. The mid-year review will give the employee an idea of where they are performing and what improvements they need to make. The mid-year review will focus on the employee’s performance for half of the year. The end of year review will concentrate on the employee’s performance for the full year. The end of year review will determine the merit increase for the employee. During the performance review, the store manager will take into account compliments, complaints, attendance, and work performance of the employee. The performance appraisal process is important to the employees. Many companies have a performance evaluation system to help develop and improve the performance of employees (Veglahn, 1993). A performance appraisal system allows employees to see where they are performing in the organization. The employees feel appreciated when they receive their merit increases as a result of the performance appraisal process.

Conclusion My locations will be successful with my chosen job design, organizational design, recruiting and selection process, and training and performance appraisal process. The job design will give the employees clarity on their position in the company and what is expected of them. The organizational design of an organic, centralized and simple structure fits my store locations. An organic design will allow more formal relationships with the managers and employees. An organic design will also enable the employees not to become overwhelmed with rules within the organization. A simple, centralized structure allows for store managers to be more involved in the business. Everyone will report directly to the store manager. The store managers will make critical decisions within the organization. During the recruiting and selection process, the managers will look for individuals that are friendly, energetic, have a customer service background, and are team players. All employees will receive proper training before working at any location. The customers’ needs come first. Proper training will also result in our customers’ time being valued. The performance appraisal process is important to our employees. Our employees are given feedback on their performance. The employees are the backbone of the organization. The job design, organizational design, recruiting and selection, and training and performance appraisal all have an impact on the employees. Each aspect plays a significant role in successfully managing a Dunkin Donuts location.

References

Plan for New Dunkin Donuts Locations

Ario, B. D. (2004). Workplace Creativity. Supervision, (6). 16.

Baack, D., Reilly, M., & Minnick, C., & (2014). The Five Functions of Effective Management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.

Dunkin Donuts. (2017). About Us. Retrieved from https://www.dunkindonuts.com/en/about/about-us

Murray, T. A., Pole, D. C., Ciarlo, E. M., & Holmes, S. (2016). A Nursing Workforce Diversity Project: Strategies for Recruitment, Retention, Graduation, and NCLEX-RN Success. Nursing Education Perspectives, (3), 138. Doi10.5480/14-1480

Van der Meer, P. H., & Wielers, R. (2013). What Makes Workers Happy? Applied Economics, 45(1-3), 357-368.

Veglahn, P. A. (1993). Key Issues in Performance Appraisal Challenges: Evidence for Court and Arbitration Decisions. Labor Law Journal, 44(10), 595-606.

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