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Case study opening your new dunkin donuts locations

28/12/2020 Client: saad24vbs Deadline: 10 Days

Running Header: DISTRICT MANAGER 1


Opening My New Dunkin’ Donuts Locations


Jaden Thomas


Ashford University


MGT 330 Management for Organizations


I​nstructor: Lorie Townsend


August 11th, 2020


Running Header: DISTRICT MANAGER 2


Opening My New Dunkin’ Donuts Locations


Introduction


Dunkin' Donuts's mission is to be the leading provider of the wide range of delicious


beverages & baked products around the kingdom in a convenient, relaxed, friendly environment


that ensures the highest quality product and best value for money ("Mission," n.d.). As the


manager of a Dunkin' Donuts store in the Midwest for two years, I have proudly displayed our


values of integrity, honesty, respectfulness, transparency, humility, responsibility, and fairness.


As a result of my store performing exceptionally, I am honored to have been recognized for


coaching, managing, leading, training, and staffing skills, I have been promoted to District


Manager.


As the District Manager, I will be given complete autonomy, authority, and responsibility


to structure, staff, and operate five new locations that the owner plans to open within the next


two years. Having complete autonomy and authority over these new stores will ensure I have a


major position in this growth expansion. This paper will demonstrate my chosen plan for


organizational design, job design, training and performance appraisal, and my recruiting strategy


as the new District Manager for Dunkin' Donuts.


Job Design


The standard approach to job design for adequately staffing our Dunkin’ Donuts new


establishments involves three steps: job analysis, job description, and job specification. To


structure, staff, and operate a Dunkin Donuts restaurant, I must determine the tasks needed to be


Running Header: DISTRICT MANAGER 3


done, who will do them, and the selection of criteria for hiring and placing new staff/team


members. This process is called the job design, which “takes place when managers, normally


working with the human resources department, determine the tasks that need to be completed,


the people who will do them, and the selection criteria that will be used to choose employees and


place them on the job” (Baack et al., 2014, Ch. 3.2). Moreover, I will use the means job analysis,


job description, and job specifications to explain the job design of my five upcoming Dunkin


Donut stores.


Job Analysis


Job analysis​ ​is the process of studying a job to determine which activities and responsibilities it


includes, its relative importance to other jobs, the qualifications necessary for the job's


performance, and the conditions under which the work is performed ("Performing Job Analysis,"


2020). In conjunction with other departmental managers, human resources will conduct a job


analysis. As District Manager, I believe that it is best to use the extermination method for the job


analysis which involves simply trying various ways to learn which is most effective and efficient


for performing a job, allowing managers to evaluate workload to aid the organization flow


(Baack et al., 2014, Ch. 4.2). During the hiring process for the five new establishments, the


placement of the new hires must be the best fit for their qualifications and expertise.


Job Description


After the job analysis has been settled and agreed upon, we must create a job description.


There are four different positions that we will have to fulfill for each restaurant: crew member,


shift leader, assistant manager, and the restaurant manager. Crew members will be responsible


for delivering great and friendly guest experiences. They will prepare products according to


Running Header: DISTRICT MANAGER 4


operational and quality standards and serve them with enthusiasm in a clean, fast-paced


environment, satisfying and meeting each guest's needs ("Careers", n.d.). T," shift leader will be


responsible for leading the crew, performing the same duties, while also motivating and leading


by example and executing oopertional Brand standards ("Careoperational. The assistant manager


will be responsible for assisting and helping the manager keep the restaurant running smoothly


by taking on some managerial tasks, such as overseeing employees or providing customer


service. Lastly, the restaurant manager will be responsible for the restaurant's overall operation,


according to Dunkin Donuts' standards ("Careers," n.d.). The manager will be the head of the


store, providing strong, positive leadership to his/her team while taking on different tasks such as


restaurant marketing strategies, recruiting and hiring restaurant staff, training, overseeing food


quality, and greeting and serving guests.


Job Specification


Once job descriptions are created, we must generate a list of requirements that applicants must


have to be considered for any of the above-referenced positions. Applicants must be at least 16


years or older. A high school diploma or GED will be required. It is also a critical requirement


that all applicants have some restaurant and or customer service experience. All staff members


must have and or obtain a food handlers certification. Applicants must have the necessary math


skills to be capable of counting money and making change. Lastly, applicants must be physically


and mentally capable of learning to operate standard restaurant equipment and must be able to


lift 30 to 50 pounds. These qualifications are minimal but very critical to carrying out Dunkin'


Donuts' restaurant standards.


Organizational Design


Running Header: DISTRICT MANAGER 5


The five (5) upcoming establishments will continue to follow the organizational design already


established through Dunkin Donuts. Dunkin Donuts is considered a divisional structure, and each


franchise will operate as individual machine bureaucracies as the company is built to serve


coffee drinks and donut treats. However, each restaurant of team members shall follow a simple


structure organization where all team members report to either the store manager or me. I feel


this structure will be beneficial as it will create a less stressful and organized work environment.


Conclusion


In conclusion, as a newly promoted district manager, my goal is to share and expand my


managerial experience by building successful teams for each of the five (5) locations I will be


responsible for. It is my promise and responsibility to serve our guests, communities, franchises,


and employees with dedication. By examining the job design requirements for employees,


housed through a Machine Bureaucracy with an organic, decentralized structure that will allocate


for a workforce that is adaptable and flexible. My job is to foster Dunkin' Brands' core values


into the organizational structure of each location. The purpose of this is to identify and explain


how job design, organizational design, recruiting and selecting, training personnel, and


performance appraisals are critical elements in creating successful establishments.


Running Header: DISTRICT MANAGER 6


References


Baack, D., Reilly, M., & Minnick, C. (2014). ​The five functions of effective management​ (2nd


ed.). Retrieved from https://content.ashford.edu/


Careers: Dunkin'®. (n.d.). Retrieved August 10, 2020, from


https://www.dunkindonuts.com/en/careers


Mission. (n.d.). Retrieved August 10, 2020, from


http://www.dunkindonuts.sa/English/AboutDunkinDonuts/Pages/Mission.aspx


Shrm. (2020, February 28). Performing Job Analysis. Retrieved August 10, 2020, from


https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/performingjob


analysis.aspx


https://ashford.instructure.com/courses/69718/external_tools/retrieve?display=borderless&url=https%3A%2F%2Fcontent.ashford.edu%2Flti%3Fbookcode%3DAUMGT330.14.1

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