Copy of ENG Quiz Harvey - Tài liệu tham khảo | Đại học Hoa Sen

REQUIREMENTS OF WEEK 3 GROUP IN-CLASS ASSIGMENT
Based on management perspectives/approaches that you have learned from your
classmate, identify the management perspective/approach applied in each of cases below. --------------
HARVEY’S RECIPE FOR SUCCESS
“Wow, we just had a cus-tomer walk out on us!” Mario Sarranti drops his
Harvey Burger in midbite and bolts from the booth, rushing past four rows of
customers who make up the noonday rush at the Por- tage La Prairie Harvey’s .
Taking a command position behind the counter that stretches the width of the
restaurant, Sarranti, by his mere presence, spurs his twelve workers to hustle even faster.
It’s not enough that Sarranti has opened twenty-seven of the famous
hamburger outlets over the past sixteen years and has become a millionaire in the
process. He hates to see anyone leave one of his “ stores” unhappy, and his white-
suited crews in their Harvey’s caps know it.
“Production-twelve burgers, six Harvey’s,” barks the fresh-faced assistant
manager posted behind the warming bin, where wrapped burgers can remain no
more than ten minutes before being discarded. “Coming up” say a high school boy,
who slaps a handful of frozen patties on the hot, stainless steel grill. Behind him, a
young woman takes buns from a toaster and “dresses” them with quick squirts of
mustard and ketchup from a sliver dispenser. She puts the pickles on by hand, taking
care to spread them out so that the customer will not get everything in one gulp. At
the French-try station, another young woman shakes salt onto a hot batch of golden-
brown potatoes and then scoops the fries into red paper containers. With today’s
crowd, none will remain in the warming bin over the seven-minute maximum. The
lunchtime whirl all comes together to meet one goal: to serve the customer within
sixty seconds of placing an order.
As huge as it is, the Harvey’s empire really is built around individual stores,
each striving to conform to the company motto of “quality, service, cleanliness, and
value. “ These standards are hammered into new stores at training sessions. The way
the firm sees it, customers should get the same Harvey’s quality, no matter whether
they buy their hamburgers in Victoria, Fort Smith, or Baie Comeau. CASE 1
Mario Sarranti, the owner/ manager of twenty-seven Harvey’s outlets who
was discussed in the introductory case, could use an approach to management and
stress organizational efficiency-the “one best way” to perform jobs at Havey’s- to
increase productivity. As a simplified example, Sarranti might want to check
whether the silver dispenser used to apply mustard and ketchup is of appropriate
size to require only one squirt or whether more than one squirt is necessary to
adequately cover the hamburger bun. Sarranti also could use motion studies to
eliminate unnecessary or wasted motions by his employees. For example, are
hamburgers, french fries, and drinks located for easy insertion into customer bags,
or must an employee walk unnecessary steps during the sales process? Also,
would certain Harvey’s employees be more efficient over an entire working day if
they sat, rather than stood, while working? Sarranti also might want to consider
offering his employees some sort of bonus if they reach certain work goals. But he
should make sure that the goals that he sets are realistic since unreasonable or
impossible goals tend to make workers resentful and unproductive. For example,
Sarranti might ask that certain employees reduce errors in filling orders during the
next month by 50%. If and when these employees reach the 50 % goal, Sarranti
could give them a free lunch as a bonus.
What is the approach of management that Sarranty applies in this case? CASE 2
This approach to management might also guide Sarranti in scheduling more
efficiently. By ensuring that an appropriate number of people with the appropriate
skills are scheduled to work during peak hours and that fewer such individuals are
scheduled to work during slower hours, Sarranti would maximize his return on his labour costs.
What is the approach of management that Sarranty applies in this case? CASE 3
This approach implies that Mario Sarranti might be able to improve his
Harvey’s restaurants by evaluating the entire range of his managerial
performance-especially with regard to organizational efficiency, the handling of
people, and appropriate management action. For example, Sarranti should check
with his employees to make sure that they are receiving orders from only one
source- that a manager isn’t instructing an employee to man the french-fry station
while moments later an assistant manager tells the same employee to tend to the
grill. Along the same lines, Sarranti might want to verify that all of his employees
are being treated equitably-that fry cooks, for example, don’t get longer work breaks than order-takers.
What is the approach of management that Sarranty applies in this case? CASE 4
This approach to management suggests that Sarranti should consider the
people working for him and evaluate the impact of their feelings and relationships
on the productivity of his restaurants. He could, for example, try to make
employee work more enjoyable, perhaps by allowing his employees to work at
different stations (grill, beverage, french-fry, cash register, etc.) each day. He
might also consider creating opportunities for employees to become more friendly
with one another, perhaps through company-sponsored softball teams. In essence,
the behavioural approach to management stresses that Sarranti should recognize
the human variable in his restaurants and strive to maximize the positive effects of this influence.
What is the approach of management that Sarranty applies in this case? CASE 5
Mario Sarranti could use the approach to solve any operational problems
that asose. According to the method, Sarranti would first spend some time
observing what takes place in one of his restaurants. Next, he would use these
observations to outline exactly how the restaurant operates as a whole. Third,
Sarranti would apply this understanding of restaurant operations by predicting
how various changes might help or hinder the restaurant as a whole. Before
implementing possible changes, Sarranti would test them on a small scale to see if
they actually affected the restaurant as desired.
What is the approach of management that Sarranty applies in this case? CASE 6
If Sarranti were to accept this approach to management, his actions as a
manager would depend on the situation. For example, if some customers hadn’t
been served within sixty seconds because the deep-fat fryer had unexpectedly
broken down, then Sarranti probably would not hold his employees responsible.
But if he knew that the deep-fat fryer broke down because of employee
mistreatment or neglect ,then his reaction to the situation would likely be very different.
What is the approach of management that Sarranty applies in this case? CASE 7
Sarranti could also apply the approach and view each of his restaurants as a
system, or as a number of interdependent parts that function as a whole to reach
restaurant objectives. Naturally, each restaurant would be seen as an open system-
a system that exists in and is influenced by its environment. Major factors within
the environment of a customers, suppliers, competitors and the government. For
exemple, if one of Harvey’s fast-food competitors was to significantly lower its
price for hamburgers to a point well below what Harvey’s was asking for a
hamburger, Sarranti might be forced to consider modifying different parts of his
restaurant system in order to meet of beat that price.
What is the approach of management that Sarranty applies in this case?