The White Dog Cafe
March 2, 2011
Case Studies
Essay 3
The White Dog Café
After careful consideration of the case, “Walking the Walk: Putting Social Responsibility into Action at the White Dog Café,” we believe that Judy’s main obligation is to find a qualified employee that has the same instrumental values as herself, and who can maintain the company’s philosophy of corporate social responsibility. The chapters used in this proactive social responsibility strategy are “Management’s Social and Ethical Responsibility” and “Influence, Power, and Leadership.” For White Dog Café to be successful and to be able to keep up with their current frantic pace they need to hire multiple managers with equal skills and values as Judy, and balance social responsibility and restaurant quality. If there comes a day that Judy is no longer able to formally lead the organization, her main responsibility is to find ethical advocates with equal management skills that will be a positive reinforcement to the White Dog Café, and keep the tradition of Madame Blavatsky’s spirit and commitment to others. Judy’s high involvement within the company leaves her no time to go through the hiring process for when she decides to step down from her position. Being an altruistic manager, Judy is capable of balancing not only an abundant amount of projects and programs for the community but also a four-star restaurant. When the restaurant was first established, Judy had enforced the four-part philosophy to the company; she had made it well known to the employees and influenced the stakeholder audits of what she wanted to accomplish. Even though Judy was able to achieve an immense amount of tasks, it would be more efficient for the company to hire different transformational leaders for specific areas of White Dog Café. By promoting several employees to the manager positions, the company can be assured that they will not only thrive in the restaurant, but also in the ethical social responsibility aspect of the
Case Studies
Essay 3
The White Dog Café
After careful consideration of the case, “Walking the Walk: Putting Social Responsibility into Action at the White Dog Café,” we believe that Judy’s main obligation is to find a qualified employee that has the same instrumental values as herself, and who can maintain the company’s philosophy of corporate social responsibility. The chapters used in this proactive social responsibility strategy are “Management’s Social and Ethical Responsibility” and “Influence, Power, and Leadership.” For White Dog Café to be successful and to be able to keep up with their current frantic pace they need to hire multiple managers with equal skills and values as Judy, and balance social responsibility and restaurant quality. If there comes a day that Judy is no longer able to formally lead the organization, her main responsibility is to find ethical advocates with equal management skills that will be a positive reinforcement to the White Dog Café, and keep the tradition of Madame Blavatsky’s spirit and commitment to others. Judy’s high involvement within the company leaves her no time to go through the hiring process for when she decides to step down from her position. Being an altruistic manager, Judy is capable of balancing not only an abundant amount of projects and programs for the community but also a four-star restaurant. When the restaurant was first established, Judy had enforced the four-part philosophy to the company; she had made it well known to the employees and influenced the stakeholder audits of what she wanted to accomplish. Even though Judy was able to achieve an immense amount of tasks, it would be more efficient for the company to hire different transformational leaders for specific areas of White Dog Café. By promoting several employees to the manager positions, the company can be assured that they will not only thrive in the restaurant, but also in the ethical social responsibility aspect of the
Cited: Kreitner. Management. Boston: Houghton Mifflin Harcourt Publishing Company, 2009. (Chapters 5 and 15)