Dunkin Donuts Distric Manager

Topics: Recruitment, Human resource management, Dunkin' Donuts Pages: 8 (1536 words) Published: March 27, 2015

Dunkin’ Donuts
Joe Schmoe
MGT 330: Management for Organizations
Prof. Frances Marvel
March 11, 2014

Dunkin Donuts
As a district manager, many responsibilities come with the job. District management is responsible for virtually all the operations in the company with respect to the business goals that have been set out in the company plan. This is especially the case when the district assigned is a group of new area start-ups. District managers are responsible for the allocation of resources, hiring, training and managing teams. The roles of a district manager starting new Dunkin’ Donuts locations are no different yet they include the responsibility for a smooth start. These added responsibilities include job design, organizational design, staffing functions such as recruiting and selection, as well as the implementation of a training and performance appraisal processes. Job Design

Job design aims to reduce job dissatisfaction and employee alienation by means of repetitive and mechanistic tasks. Organizations attempt to increase productivity levels, satisfaction and motivation to employees through job design. Job analysis, job description, and job specification are the three standard approaches to job design (Baack, Reilly, & Minnick, 2014). Job Analysis

Job Analysis is a process, which is followed right after position identification and position building in an organization chart. It is the first step in the process of hiring a candidate as it outlines the particular task required for each position created. Two approaches to job analysis best suited for our organization would be through comparison and experimentation. By using the comparison model, positions could be defined and staffed quickly due to being developed according to currently established and satisfactory standards in our organization, as well as other industry players. The experimentation method process includes taking examples from industry for defining points of interaction of any given position. The experimentation process will help continuously to answer the questions: what is the amount of value that a position will bring to the organization and how can the job be done more efficiently and effectively? Job Analysis further helps in making “Job Description” and “Job Specification” as it is used as point of reference. Job Description

Once we understand requirements for the position, then next step is to define ways of meeting those needs. It includes the amount of resources and authority the position provides to fulfill the business need. A job description can be as simple as a list of tasks required by the individual holding the position. Formal job descriptions will include level of responsibility, expected outcome, including reporting line and other interactions. Once expectations, and means of attaining expectations are documented, then sketching ideal candidate will become easier. Job Specification

Job specifications “identify the eligibility requirements or qualifications needed to perform a job” (Baack, et al., 2014, Ch. 4.4). In other words, job specification is a sort of sketch of an ideal candidate. Job specification highlights required levels of education, experience, physical and technical abilities, as well as desired social skills. Job specification is used to screen job application of candidates, and job description will be of help during interviews. Candidates should be educated about the job description, it is also advised to provide a detailed explanation about challenges of the position and build ownership of candidate right from the interview.

Organizational Design
In my opinion, the organizational design of a functional structure with decentralized, organic tendency are best suited for our new operating locations. Henry Mintzberg stated that functional structure allows for top-level control with expertise maintained in the individual departments (as cited in Baack, et al., 2014). As a whole,...

References: Caruth, D.L., Caruth, G.D., Pane, S.S. (2009). Staffing The Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals (3rd ed.) Westport, CT: Praeger
Lauby, S. (2013) Overcoming 5 Common Performance Appraisal Biases. Retrieved from: http://www.hrbartender.com/2013/training/overcoming-5-common-performance-appraisal-biases/
Margulies, J., & Murphy, T. H. (2004). Performance Appraisals. Retrieved July 11, 2007, from http://www.bnabooks.com/ababna/eeo/2004/eeo55.pdf
Miles, R., Snow, C. (1992). Causes of Failure in Network Organizations. California Management Review, 34(4), 53-72.
Reilly, M., Minnick, C., & Baack, D. (2014) The Five Functions of Effective Management. (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.
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