people WEEKS 8 & 9 MANAGEMENT & LEADERSHIP ASSIGNMENT DUE DATE Leadership & Management – Leadership Consultant Analysis Week 9 ORGANIZATIONAL CHART General Manager Food & Beverage Director Operations Manager Sales Manager Financial Director Logistics Manager Catering Sales Associate Cashier Accountant In-Store Sales Associate Restaurant Manager Purchase Associate Kitchen Manager Executive Chef Cashier Food Quality Control Maintenance Associate Assistant Manager Junior Accountant Assistant Chef Head of Food Service Food Service Staff STR AYE R U N IVE RSIT Y | COPYRIGHT © 2016. ALL RIGHTS RESE RVE D. Ingredients Buyer 1 HUMAN RESOURCES: Hello, Head of HR here, providing you a bit more insight into our process. I’ve included a flow chart on the high level process (see below) but also wanted to provide a more detailed explanation. Our HR cycle begins with our recruiting department. We have campus recruiters who attend career fairs and develop relationships from select universities around the country. We also do a substantial amount of recruiting through LinkedIn, targeting professionals further along in their career with the backgrounds we look for. We then conduct phone screens with qualified candidates, followed by rigorous in-person interviews. We hire approximately 10% of the candidates we interview in-person. Once an employee comes on-board, our performance management system begins. Employees are required to write out goals and objectives after their first 30 days on the job. They have regular ongoing conversations with their direct managers, as well as with assigned mentors, regarding their performance. On or near their anniversary date, we conduct a formal performance review. In the review, we evaluate how the employee performed relative to the goals they mapped out for themselves, and relative to our expectations. Based on the result of the performance review, we make compensation adjustments and promotion decisions. Finally, when an employee does exit their role, by transitioning to another role within the company or by terminating their employment, we conduct formal exit interviews. Hope this helps. Look forward to your feedback on how we can improve. RECRUIT HIRE MANAG E EXIT C O MPENSATI O N A DJ USTMENT EVALUATE STR AYE R U N IVE RSIT Y | COPYRIGHT © 2016. ALL RIGHTS RESE RVE D. 2 LEADERSHIP STYLE: Hi, I’m writing this email in response to your request for an overview of my leadership style. First, I think it’s important to tell you how I got to my role as the General Manager. I started at the bottom and I’ve worked my way up through the ranks by being the top performer in every role I’ve had. I’ve worked hard to get to where I am today, nothing has been given to me, and I believe everyone reporting to me should have a similar mindset and work ethic. I’m looking for people who can keep up with my level of performance; that’s what we need to achieve our organizational goals. I demand a lot from people. Some might say I’m difficult to please, but I believe in continually pushing people to achieve results they previously didn’t think possible. To do that, my employees must move fast and execute on the directives I give them. If they can’t, then I need to find others who can keep up. That may sound harsh, but I view maintaining a strong performance-based culture as my responsibility as a leader. Please feel free to contact me with any questions. STR AYE R U N IVE RSIT Y | COPYRIGHT © 2016. ALL RIGHTS RESE RVE D. 3 NAME: INSTUCTOR: DATE: ASSIGNMENT 4 LEADERSHIP & MANAGEMENT – LEADERSHIP CONSULTANT ANALYSIS DUE DATE: WEEK 9 Note: All scenarios in this assignment are fictional. REAL BUSINESS It can be difficult for a business to improve how it operates from inside the organization. Sometimes, an outside perspective is needed. The large discount retail store you work for wants to improve its in-store restaurant management team. YOUR ROLE Companies like Target and Walmart often works with outside consultants—people who are not employees of the company but who are hired on a contract basis to help with a specific project. As a Leadership Consultant, you’ve been hired by a large discount retail company to help the company improve its leadership structure and approach to management. WHAT IS A LEADERSHIP CONSULTANT? A leadership consultant is a person called in to a company, be it a large corporation or a small business, to evaluate how it operates and make recommendations for improvement. Leadership consultants are typically hired when a business is struggling and needs to make changes in order to remain profitable. Such consultants are often highly educated in the field of business and have experience in managerial roles. 1 BUS100: INTRODUCTION TO BUSINESS INSTRUCTIONS STEP 1: ORGANIZATIONAL STRUCTURE Take a look at the Organization Chart provided by the company. • Based on your knowledge of hierarchies, would you say that this team has tall structure or flat structure? Underline your selection: • Tall Structure • Flat Structure Please explain your answer. STEP 2: HUMAN RESOURCES The company would like to improve the culture of its team and the quality of its work. Its leadership has provided you with a Process Chart detailing how it currently applies Human Resources best practices. • What step of the Human Resources Cycle is missing? Please explain why it is important to include this part of the process. Note: You should complete Step3 after reading the material in Week 9. 2 BUS100: INTRODUCTION TO BUSINESS STEP 3: LEADERSHIP STYLE You have been asked to help improve the leadership style of the team leader in order to meet the team’s performance goals. The team leader has given you a description of what is most comfortable in terms of leading others. • Identify this leader’s style of leadership. Underline your selection: • Pacesetting • Visionary • Affiliative • Coaching • Coercive • Democratic Please explain your reasoning and list two benefits and two drawbacks to the style of leadership you identified as it relates to the performance of the team. 3 BUS100: INTRODUCTION TO BUSINESS
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