Sandwich Blitz Case Study

As Lei has discovered issues regarding any discrepancies on different actions taking by different employees whether it be an employee reporting hours not yet worked and other duties that employees are expected to perform and are evaluated on that are not defined in a clear manner in the employee handbook it is clear that she must use the four step process of developing a bureaucratic control system. These steps are: setting performance standards, measuring performance, comparing that performance against the standards and looking for any deviations from it, and then taking action to correct problems and reinforce successful performance. Starting with the first step when developing the new section to address polices which are missing from the handbook, Lei must develop a standard. Standards being set levels of expected performance for the operating of Sandwich Blitz. To do this, she can have a meeting with different managers
from different stores at different periods of a month. She can then get information of how different duties were performed and what kinds of things where being done that are not addressed and should be. This would be a form of feedback control which focuses on information about past performance and any corrections that had been made to create the company standards. One thing that is an issue is an employee reporting hours that they have not yet worked.
This could become an issue because they could easily get paid for those hours and quit the job without working them, have some medical issue, or something else happen that would prevent them from ever fulfilling those hours. Also, for the other duties that are expected to be performed and evaluated there needs to be a set benchmark whereby performance can be assessed against. Next there needs to be methods of measuring performance set into place; theses could be written reports which include computer printouts and on-screen reports, oral reports could allow two-way communication between the store employees and the manager and the manager to higher level management. Finally, personal observation would be useful now that Dalman and Lei have their new level of management. They could send their district managers out to different stores at different times to perform internal audits of hour the employees perform, customer satisfaction, store cleanliness,
etc. After performing the steps of setting performance standards and developing ways to measure performance the next step would be to implement a set policy on comparing the performance of employees to those standards. In some cases there needs to be action taken if there is deviation in either direction from a standard. In other cases, deviation in the direction of exceeding expectation such as how well the employees interact with customers, customer satisfaction, employee satisfaction, and exceeding sales goals, can be good things which would be a thing that should be reinforced to have the same continued performance. On the other side, if there deviation is negative corrective action must be taken to make sure employees are operating on the company standards as outlined in the employee handbook. This would be an example of the managerial principle of exception. Finally, the last thing that would need to be created and put into the new section of the employee handbook are polices on taking corrective action for any issues that do not meet the company standards and guidelines and well as ways to reinforce employees’ behavior which is leading to excellence performance. For corrective, there should be polices put into place, to where if something happens maybe at first the managers or employees would get more training. Also, possibly some other actions to take to get the employees performance to increase. Then there should be a policy of reinforcing the positive performance.