Barrie Super Subs

Topics: Management, Incentive program, Motivation Pages: 7 (1919 words) Published: June 19, 2013
Case study #2
Barrie Super Subs

Introduction
Barrie Super subs, one of the larger super subs restaurants, is a part of a chain of 300 restaurants across Canada. Currently, Barrie Super Subs has a restaurant manager, who rarely has time to serve customers and is even discouraged by head office from doing so; an assistant manager whose main priority is assisting the manager with purchasing, hiring, accounts and spends little time on the frontline serving customers; and finally, several part time team leaders who are either full time college or high school students who only service customers. Over the past eighteen months, Barrie Super Subs has been experiencing a series of problems which include staff breaching in store policies such as deliberate wastage, low employee morale within the organization and high turnover rates in a market with relatively low unemployment. These problems have not only contributed to below average profitability within the organization but have resulted in direct bonus cuts for the manager and assistant manager. This has also created a strained relationship between employees and management and left the restaurant without a team atmosphere. The team leaders lack the motivation and desire to perform their job effectively and work conjointly as a true team. Analysis

Barrie Super Subs was operating its business at a “just getting by” level. Management and team leaders did not perform in a productive manner and accountability of task performance was lacking overall. A major issue in this case was the overall motivation and morale of the team leaders. Team leaders had no tasks or goals set for them by management, which led to frustration and unaccountability when mistakes and shortages were found by management. Team leaders were expected to perform at the managers’ expectancy level, with no idea where that was. Unknowingly, management created a fault line between them and team leaders. This reduced team effectiveness by reducing the motivation to communicate and coordinate with each other. This was evident when staff was discouraging friends from even applying to work there. The fun atmosphere that once was, was no longer. Stress management was not under control at Barrie Super Subs. Interpersonal stressors such as conflict between the team leaders and management and ambiguous expectations and practices about the team leaders’ roles contributed to stress. To work effectively in a team, they must all be willing and able to perform their work in a team environment. Characteristics or behaviors of effective team members are depicted in the “five C’s” model. Cooperating:

* Team leaders should be working together towards a common organizational goal instead of actively going against company policies * Management should be more accommodating with team leaders as they are all students Coordinating:

* Management separates themselves from team leaders, they should align themselves with them * When the manager and assistant manager where on the frontline during a shortage of staff, the team leaders performed with less wastage. Communicating:

* Team leaders and management do not communicate which leaves a gap between them * Team leaders need to actively listen to management with the policies set out, as management needs to actively listen to team leaders regarding concerns and questions Comforting:

* Management does not show empathy towards team leaders, harsh punishment with removing food allowances * Team leaders do not show confidence in their work, management does not build confidence in team leaders to effectively lead the organization in a positive light Conflict Resolving:

* Management did not attempt to diagnose the conflict and its sources, just reacted on the negative outcomes * Management could try to use reinforcement tactics with team leaders, which could boost morale and motivation * Team leaders did not approach management when they were...
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