Barrie Super Subs
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
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