Barrie Super subs is one of 300 restaurant franchises throughout Canada. Each op

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Barrie Super subs is one of 300 restaurant franchises throughout Canada. Each operation has one manager, an assistant manager, a few team leaders, and many employees (mostly college and high school students who work part-time). Most employees earn minimum wage. The manager and assistant manager get a bonus for keeping costs (wastage) low. However, employees raise costs by helping themselves to food, and by adding free ingredients when their friends order a sub. Errors are supposed to be charged back to the responsible employee, but the night manager rarely writes this up because of peer pressure. The manager tried to reduce costs by reducing the free food allowance only to staff who work six or more hours (most work less than that minimum), but employees still nibbled whenever the manager or assistant manager were away. Morale fell and about 20 percent of the experienced employees quit. The high turnover and resulting staff shortages required the manager and assistant manager to train staff and spend more time in food preparation (even managers are discouraged from working directly in food preparation.) Accidental wastage increased due to new staff but deliberate wastage feel while the managers were in the restaurant. However, wastage increased again almost immediately after the managers stepped back from daily operations. In response, the manager withdrew all free food allowance and threatened to fire employee caught consuming food. © 2015 by McGraw-Hill Education Working in groups of 3-4, review the case and prepare a report using the questions listed below the case. You are encouraged to apply relevant terms, concepts, models, etc. from the course in analyzing the case. 1. Analyze the case to identify the issues, symptoms and problems at Barrie Subs. 2. What are some of the employee behaviours which are indicative of problems in the company? 3. Apply concepts of job design to discuss whether these could be applied to explain the problem and provide a solution to some of the employee behaviours. 4. How is management dealing with some of the problematic behaviours and is this approach helping? Explain why or why not? 5. Discuss a motivation theory which might help explain what is wrong in the case above. 6. Discuss a leadership theory / style which to explain the current approach taken by management. 7. Recommend solutions which address the problems in the case. That is explain what changes need to be made in order to address the issues in the case specifically from a motivational and a leadership point of view. 8. Provide a conclusion on what positive change will look like at Barrie Super Subs once changes are introduced and what may be unintended consequences of implementing these changes. Barrie Super subs is one of 300 restaurant franchises throughout Canada. Each operation has one manager, an assistant manager, a few team leaders, and many employees (mostly college and high school students who work part-time). Most employees earn minimum wage. The manager and assistant manager get a bonus for keeping costs (wastage) low. However, employees raise costs by helping themselves to food, and by adding free ingredients when their friends order a sub. Errors are supposed to be charged back to the responsible employee, but the night manager rarely writes this up because of peer pressure. The manager tried to reduce costs by reducing the free food allowance only to staff who work six or more hours (most work less than that minimum), but employees still nibbled whenever the manager or assistant manager were away. Morale fell and about 20 percent of the experienced employees quit. The high turnover and resulting staff shortages required the manager and assistant manager to train staff and spend more time in food preparation (even managers are discouraged from working directly in food preparation.) Accidental wastage increased due to new staff but deliberate wastage feel while the managers were in the restaurant. However, wastage increased again almost immediately after the managers stepped back from daily operations. In response, the manager withdrew all free food allowance and threatened to fire employee caught consuming food. © 2015 by McGraw-Hill Education Working in groups of 3-4, review the case and prepare a report using the questions listed below the case. You are encouraged to apply relevant terms, concepts, models, etc. from the course in analyzing the case. 1. Analyze the case to identify the issues, symptoms and problems at Barrie Subs. 2. What are some of the employee behaviours which are indicative of problems in the company? 3. Apply concepts of job design to discuss whether these could be applied to explain the problem and provide a solution to some of the employee behaviours. 4. How is management dealing with some of the problematic behaviours and is this approach helping? Explain why or why not? 5. Discuss a motivation theory which might help explain what is wrong in the case above. 6. Discuss a leadership theory / style which to explain the current approach taken by management. 7. Recommend solutions which address the problems in the case. That is explain what changes need to be made in order to address the issues in the case specifically from a motivational and a leadership point of view. 8. Provide a conclusion on what positive change will look like at Barrie Super Subs once changes are introduced and what may be unintended consequences of implementing these changes. Barrie Super subs is one of 300 restaurant franchises throughout Canada. Each operation has one manager, an assistant manager, a few team leaders, and many employees (mostly college and high school students who work part-time). Most employees earn minimum wage. The manager and assistant manager get a bonus for keeping costs (wastage) low. However, employees raise costs by helping themselves to food, and by adding free ingredients when their friends order a sub. Errors are supposed to be charged back to the responsible employee, but the night manager rarely writes this up because of peer pressure. The manager tried to reduce costs by reducing the free food allowance only to staff who work six or more hours (most work less than that minimum), but employees still nibbled whenever the manager or assistant manager were away. Morale fell and about 20 percent of the experienced employees quit. The high turnover and resulting staff shortages required the manager and assistant manager to train staff and spend more time in food preparation (even managers are discouraged from working directly in food preparation.) Accidental wastage increased due to new staff but deliberate wastage feel while the managers were in the restaurant. However, wastage increased again almost immediately after the managers stepped back from daily operations. In response, the manager withdrew all free food allowance and threatened to fire employee caught consuming food. © 2015 by McGraw-Hill Education Working in groups of 3-4, review the case and prepare a report using the questions listed below the case. You are encouraged to apply relevant terms, concepts, models, etc. from the course in analyzing the case. 1. Analyze the case to identify the issues, symptoms and problems at Barrie Subs. 2. What are some of the employee behaviours which are indicative of problems in the company? 3. Apply concepts of job design to discuss whether these could be applied to explain the problem and provide a solution to some of the employee behaviours. 4. How is management dealing with some of the problematic behaviours and is this approach helping? Explain why or why not? 5. Discuss a motivation theory which might help explain what is wrong in the case above. 6. Discuss a leadership theory / style which to explain the current approach taken by management. 7. Recommend solutions which address the problems in the case. That is explain what changes need to be made in order to address the issues in the case specifically from a motivational and a leadership point of view. 8. Provide a conclusion on what positive change will look like at Barrie Super Subs once changes are introduced and what may be unintended consequences of implementing these changes.

Explanation / Answer

1. Issues faced by the company were wastage due to poor supervision and lack of communication between leaders and workers. The supervisors were not doing their duty and were not able to communicate organisation goal and they failed get support of the workers.Lack of morale and motivation to work were the symptoms experienced ,as the result experienced and valued staff left the jobs. The staff being integral part of the company, company cost increased by poor recruitment and lack of quality.

2. Employees lack Self-motivation and supervisors lacked leadership skills to get the support of all the employees to work for the common goal.

3. Job design helps in standardization of job, helps to understand the duties, task, motivation and responsibilities and establish a link to the attainment of goal. Negative news and toxic environment of negativity cannot be handled for a long term. The supervisors should have done the job efficiently and should have created a support system for workers to understand their mistake and resolve problems.Workers Benifits were withheld and they were unable to cope up with changes introduced by management .

4. Instead of resolving the matters, management took harsh actions which harmed workers morale. The supervisors were not given enough training on how to build a good team and work on the goal. There was lack of communication which led to more problems in future.

5. Herzberg’s theory of motivation states that there 2 factors that are responsible, Motivators are factors such as freedom, recognition, challenging work etc that can create positive motivation. Others hygiene factors like salary, fringe benefits, job security creates sometimes dissatisfaction or low motivations. In this case the workers had very demotivated when they reduced their free food allowance etc.Experieneced workers were ot recognised so they left the company.

6. Autocratic. As leaders lacked leadership skills, management was forced to take autocratic style as they had taken harsh steps without consulting with workers

7.In relation to motivation, employees should be given benefits like free food and should guide with supervisors with good leadership skills to increase motivation, work effectively and boost morale. Transformational leadership can bring lot of changes .

8. Transformational leadership is the need of the hour. As there have been lot of negativity in the environment, the new transformational leadership can bring changes to the current organisation so that people can easily adapt to the changes. Leaders should work with subordinates and make required changes, find solution to the problems, get commitment and get inspired .Benefits like free food should be reintroduced and proper reporting must be done . Tasks should be linked to goal and performance should be supervised .

Some workers will not be satisfied but coaching can help them to overcome these challenges. Cost will be increased when given other employee benefits, but will benefited in long run

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