2008, 1) The Line Foremen found themselves in non-union positions, responsible for ever-growing production quotas, untrained managers responsible for personnel issues, and administrative tasks. They held most of the responsibility and had little authority; as personnel the unions handled issues with their crews of hourly workers. Treadway did little to train the people in this position to deal the high stress environment and found itself faced with high turnover numbers in this pivotal position- a clear hindrance to the modernized Lima plant taking a number slot in productivity. Additionally, the line foremen found themselves without support from upper management who had come up from similar ranks- who held the we did so you can to attitude. Also there was a hierarchy that didn’t allow for upper management and the line foreman to mingle or be friends- thus making social situations awkward and adding additional strain to the management team/ line foreman relationships.
The Screaming Table Restaurant’s pay system did not meet all the criteria for effectiveness identified in Compensation Notebook 1.1. It could not be seen as equitable since the “volunteer” staffs could not get what the other servers were getting, which was the minimum wage and other benefits. It did not comply with the law because by not paying employees minimum wage was violating the provincial employment standards legislation. The Screaming Table Restaurant’s pay system has helped them to reduce the labour cost and meanwhile has brought them more profit; however, this structure might be hard to attract and retain qualified individuals since candidates or current employees would consider the job this as a low pay one, and would not want to work for the company. Personally, I consider the restaurant’s pay structure as an effective one because it did helped the restaurant to save a lot and besides, if the volunteer staffs knew that their wage was from the tips, they would try their best to perform the quality service for customers to earn high tips.
One problem Amy has is some customers are slow paying, leaving Amy’s Bread scrambling for money to pay overdue accounts. Also, Amy’s payroll expenses are extremely high which lead in place of fifty percent sales and higher labor cost. 4) The primary problem is that Amy shop is too small to expand. This is most substantial problem because without the adequate space the company will not be able to meet existing customer’s needs nor the needs to potential new customers. 5) This problem emerged because banks would not loan money to the business because they said a bakery is considered a restaurant and starting up a new restaurant is a risk factor.
With poor customer service skills this could affect the company in a very negative way consider these are the first people customers encounter. Jackson has a lot to handle considering her employees bad customer service skills. When you have bad customer service skills it is 6-7 times more expensive to gain a new customer base than it is to keep the current ones. Eighty-nine percent of customers report that they stop doing business with a company due to bad customer service. There also is a 78% abandonment of transactions due to bad customer service.
Also the amount of new restaurants being recruited by the company has started to level off as well. Due to the direct relationship between restaurants and consumers if the amounts of restaurants aren’t increasing in the website database, the amount of consumers won’t increase either. I believe the world is moving too fast for this business. The business doesn’t have enough funds to have enough employees to provide the many services that the business needs to provide in order to expand and profit. All of the strategic issues can be merged to the one main problem which is the lack of monetary funds.
Wal-Mart’s sales were growing, and that meant that Target’s sales would go down since consumers preferred Wal-Mart for Target. The inability of Target’s managers to identify a solution to the problem of dropping sales and develop a viable course of action also affected Target’s performance. Another micro environmental factor was the thriftiness of customers all over America, which endeared them to Wal-Mart. The impatience of Target’s shareholders and the pressure they exerted on the company’s board to deliver was also a major factor. The marketing strategies that were adopted by the management also failed to turn things around.
Unfortunately, most of Chipotle’s customers are unaware of its efforts at social impact. There are infrequent current customers, who would care about the socially responsible agenda of the restaurant, but who see Chipotle as nothing more than a big burrito for a low price. Because of supply chain restriction and the limited availability of properly sourced foods, Chipotle has been forced to gradually progress towards its food sourcing objectives. As of 2010, Chipotle has made enough headway to make sustainable and healthy food sourcing a priority in their marketing strategy. In this paper, we
The poorly erected management format, elected the wrong disciplinary actions to make employees work more efficiently, which has resulted in an even more fractured work environment. Management has let this matter linger, believing that it would sort itself out, which did not happen and consequently lead to large employee turnover, with the loss of key personnel. The workplace was further disrupted with the manager working in the kitchen, against company protocol, strictly supervising employees and causing conflict. The gap between management and employee has undoubtedly led to the non existence of the manager’s bonus and perhaps ultimately the quality of the product. There are a number of ways in which we can examine the employees of Perfect Pizzeria’s needs, drives and motivation.
Though Treadway tire company had immense business opportunity they had major issues like employee dissatisfaction and high attrition rate within employees. The employees were dissatisfied because the managers did not motivate their employees and improper management and planning from the top. The problem which Lima tire plant faced was high turnover of foremen due to job dissatisfaction, lack of proper training and differences between them and hourly workers. The biggest opportunity for the Lima tire company is to increase their Revenue by retaining their employees. I feel lack of proper management is causing most of the issues at the tire company.
Wal-Mart’s sales were growing, and that meant that Target’s sales would go down since consumers preferred Wal-Mart for Target. The inability of Target’s managers to identify a solution to the problem of dropping sales and develop a viable course of action also affected Target’s performance. Another micro environmental factor was the thriftiness of customers all over America, which endeared them to Wal-Mart. The impatience of Target’s shareholders and the pressure they exerted on the company’s board to deliver was also a major factor. The marketing strategies that were adopted by the management also failed to turn things around.