1.What surface problems do you notice? 2.What are the underlying root problems?
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1.What surface problems do you notice? 2.What are the underlying root problems? 3. If you were Doug Fong, what would you do? Case Study 9.1 Doug Fong, Asian American Manager Doug Fong is a restaurant manager for Jollytime Corporation. Jollytime of over 250 fast food restaurants throughout the United States Its consists of mission is to provide quality fast food at competitive prices and qualityservice. of its strategies for quality control is to send "mystery shoppers to every restaurant at least twice a month. These employees check on quality of food, cleanliness of restan. rant, and quickness of service. Two managers operate each restaurant, a day mana nd a night manager. Restaurants are categorized as low-level, medium-level, or h ger annual profit, percentage of in sales and in annual profit, and scores assigned by mystery shoppers. Doug Fong is a first-generation Asian American who lives in the San Fra area. He's been with Jollytime for ten years and is respected by the other man Seven years ago he was promoted to manager of a low-level restaurant in Bay suburb of Concord, whose residents are primarily Euro-American but are also somewhat multicultural. rancisco the East After two years he was transferred to a medium-level restaurant in the Hunters Point area of San Francisco, an area dominated by African Americans. Restaurant profits increased 13% the first year and i 5% the second year. The top executive team was impressed with Doug's ability to handle the challenging Hunter's Point location and at the end of two years transferred him to a "less hectic" restaurant in the Sunset district, where he has been working for three years. Doug told a colleague, "I w to leave the Hunter's Point location because I had built a trusting relationship with my employees and my customers. There were a few trouble makers around, but really didn't have any problems." esidents in the Sunset are primarily Euro-American but also multicultura ificant Asian American population. During the following three years WI ug's leadership, the Sunset district restaurant is ranked third, then sixth, an econd on the top 50 list of all Jollytime restaurants. Profits increased in each ofthes three years, and mystery shopper ratings have been outstanding. Doug has done in managing a diverse group of employees. They speak well of him. For exam Kevin, a Euro-American food server, says, "Doug is a great manager; he treats one fairly." And Ruben, a Latino American cook says, "I've worked with Dou nearly three years, and he knows how to motivate people." ell ple. every for Doug's career goals include moving up to district manager and then to manager. He has become more and more devoted to his job, often w 12 -hour inExplanation / Answer
1. The surface problem in this case is that the corporation has been quite negligent towards Doug Fong and his consistent performance. Even though the top executives were impressed by his performance, the credibility and belief on his capabilities was not shown to him and was never considered for promotion as his qualification is quite low.
2. The root problems in this case are that the promotions and talent recognition was not done effectively. The talent and capability of Doug were completely ignored, just on the argument that he lacked the requisite education qualification for the post. Also the job location allocation was done on the basis of the race and ethinicity of the managers. There was a clear case of discrimination.
3. If I were Doug, I would try exploring my options outside Jollytime Corporation. The company was not appreciative of the talent and capabilities of Doug and hence it is high time that Doug consider switching options.
4. Jack Barnes needs to trust the capabilities of Doug Fong. Fong has time and again, proved his capabilities and his talent needs to be encouraged. If Doug Fong leaves his job for some other company, then it will be great loss for Jollytime Corporation. Jack Barnes can promote Doug Fong for the job of division manager by trusting his capabilities.
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