The name says it all, Cheesecake Factory. Who would not want to go somewhere where the main product is cheesecake? When you think of a factory, you think of a large room filled with lots of equipment and employees all with very specific duties. The Cheesecake factory is no different. The restaurant is set up to run just like a factory using classical approaches of organization. The Cheesecake factory is a very successful business, constantly growing. Everything about it is large, from the portions to the amount of employees working for them. The reason for their success is due to their high expectations of workers, their managerial set up to ensure customer satisfaction, and their ability to combine several aspects of …show more content…
General managers, who run all aspects of a restaurant, receive a new BMW their first day on the job. Salaries for general managers can be in the six-figure range, according to Wensing—from
$150,000 to $200,000, by some accounts” (Ruiz 2006). This sounds like the perfect place to work but there is always room for improvement to make sure that the employees are able to keep an open flow of communication not only with each other but with other franchises and corporate. This way, if there are any concerns within a particular field that can’t be settled by management alone, they can be addressed by cooperate. After all, it was the vice president of performance and development, Chuck Wensing that said, “‘One of our biggest challenges is the notion of how to get big, but remain small’” (Ruiz 2006).
My recommendation for this would be to hold quarterly and annual events that allow the executives to mingle with the employees so that they may hear their thoughts and opinions in person. It would allow for idea sharing between franchises and offer more training that can lead to higher pay or recognition. This would also help to bolster employee morale and overall performance.
Another thing the Cheesecake factory does that works well is create a simple managerial set up that follows the principles of organizational structure. There is unity of command among the employees, meaning that employees receive orders
In addition, training should also be tailored to specific positions in the company and employees roles. Management may need additional training to help deal with employee issues, while someone in purchasing may need more training on gifting policies and someone in finance needs to understand the company’s position on fraud.
My most favorite of all time restaurants to dine at is The Cheesecake Factory. This restaurant is a famous corporate chain of restaurants that offers a widespread variety of all types of American dishes and of course specializes in the most amazing variety of the best tasting cheesecakes. I love the experience of dining at the Cheesecake factory because the atmosphere is so welcoming and the artwork on the ceilings make you feel very lavish, the food is great and the service is excellent. A particular visit last month proved to me that Cheesecake factory lives up to the expectations of its guests.
Castle’s Family Restaurant has eight restaurants in the northern California area with approximately 300–340 employees. Most of the employees are part time, with approximately 40% of them full time. The operations manager, Jay Morgan, also acts as the HR manager and travels to each location each week to take care of scheduling, recruiting, hiring, and answering questions for the employees as needed. He also takes
able to stay on top of their costs, as well as that of their competitors. Costing is a very tricky business in
our employees will enjoy a friendly, fair, and creative work environment, which respects diversity, new ideas, and hard work.
People love to drink coffee. Coffee shops, independently owned or chains are every corner. Statistics show that people are taking more coffee every day. It is a very profitable business.
Ben and Jerry’s will always have the risk in case 7-Eleven terminates its contract and stop buying its products due to low sales. French ice cream manufacturer Rolland is an example were 7-Eleven terminated their contact due to inadequate sales.
The success of the company lies within its employees. With LB’s high volume of work, the employees are very dedicated to fulfill all the requirements and to
Similarly, Longenecker and Fink (2005) assert that the benefits derived from training are manifold, and these include; exposure to new and better practices and ideas for application, leads to reflection, self-appraisal and retrospection, motivates employees to improve performance, encourages career development planning, helps identify specific performance problems and challenges an employee to think differently, to name a few. Other benefits are a more flexible workforce, improved performance of existing employees, decreased supervision, higher skill levels and reduced learning time, thus reducing learning costs, improved organisation morale, and to ensure for succession (Molander 1989).
They offer a good working environment, good pay and loads of incentives to take away. Thus candidates who seem interested in working with them, the information mentioned below will prove useful.
· Training - Employees want to increase their skills, knowledge, and abilities to remain marketable. It gives them a sense of job security. In today's workplace, the more training employees get, the more likely the employer will retain them. "According to a 1999 Emerging Workforce Study conducted by Interim Services and Louis Harris and Associates: Among employees who say their company offers poor training, 41 percent plan to leave within a year, versus only 12 percent of those who rate training opportunities as excellent. (Business Week, March 1, 1999)"
It’s successful because of their workplace environment, empowerment of employee ideas, and their employee benefits. These elements are the result of the strategy that the Microsoft
It’s successful because of their workplace environment, empowerment of employee ideas, and their employee benefits. These elements are the result of the strategy that the Microsoft is
Provide training that is specific to improve current performance, general to provide wider skills and advance to prepare
Krispy Kreme Doughnuts was a successful privately owned business since 1937. In 1982 a group of franchises bought back the company from Beatrice Foods for $24 million, and reintroduced the old recipe of doughnuts and their “hot doughnuts now” system. In 1998 Scott Livengood became Krispy Kreme’s new