Stage Left Steak.pdf - Stage Left Steak Team 2 Catherine...

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Unformatted text preview: Stage Left Steak Team 2: Catherine Chen, Daniel Fehl, Richard Kruse, Xiaoxian Yang, and Guanyu Zhu Company Access ● Modernized Steakhouse in Downtown New Brunswick. ● Menu: steak, foie gras, chocolate cake, and more. ● Pricy due to quality of food. ● Contact: Julie Blauvelt who is a manager at Stage Left. Background Information ● Founded by two Rutgers graduates in 1992. ● Focus on a green-market driven strategy. “be a warm and welcoming place for New Brunswick locals and visitors from all around the world.” ● Mission: ● Wide demographic of workers. ● High class and upper middle class customers Data Collection Method ● In-depth interview and analysis with Julie Blauvelt in Week 5 to get background information and overview. ● 3-question interview with an employee of each job title to gain diverse perspectives of the workplace. ● 4-topic survey administered with 1 to 5 rating scale to attain quantifiable data. Output Problem ● Turning tables away because of inadequate staffing. ● Loss in revenue. ● Lack of staff training. ● Miscommunication between management and employees. Motivation ● Motivation is the force that drives employees to behave a certain way. ● Two ways: Extrinsic motivation and Intrinsic motivation. ● Managers are not motivating employees to perform at the level that they wish their employees are at. Employee Standpoint “Just my paycheck!” -Matt Breznak Employer Standpoint “[I motivate] By giving [employees the] freedom to work things out on their own and solve customer issues accordingly” -Mark Pascal Analysis ● Every employee responds to extrinsic and intrinsic motivation differently. ● To produce a competent team, management have to use both of their tactics to motivate employees. ● Harvard Business Review: “a solid performance management system requires due respect to both intrinsic and extrinsic rewards.” Justice ● Justice is the moral right and wrong of a decision made by company executives and managers. ● Two ways: distributive and procedural justices ● Employees are not getting fairly rewarded or job assigned for additional efforts on work. Employee Standpoint Employer Standpoint “There is no one to split my work during busy time, and there is no increase in salary.” “All works are fairly assigned to all the employees, and they should be satisfied with their assignments.” -Carlos Stanley -Julie Blauvelt Analysis ● Management believes that the distributive and procedural justices are achieved, the employees always do not feel the same. ● Uneasy relationship between managers and the employees. ● Increase communication so manager knows which motivation strategy fits each employee. Recommendation #1 ● Regular meetings with employees. ● Develop personal goals. ● Hands-on training for different job requirements. ● Making employees more productive. Cheesecake Factory ● 320 hours of professional development training per year. ● “Team Member of the Month,” “Commitment to Excellence”. ● More productive and more content in the workplace. ● Stage Left can increase revenue. Recommendation #2 ● Openly communicating with their employees. ● Transparency in Distributive and Procedural Justices. ● Clarifying system of procedure. Google ● Open communication is an essential part of Google’s corporate culture ● “Open door policy” ● “Encourages an open flow of communication, fosters closer working relationships, and allows for faster access to information.” Communication Methods ● Present our findings directly to Stage Left management. ● Focus on how they can be more profitable as a business by following the recommendations. ● Allow employees to take a poll on their approval of our recommendations. ...
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  • Fall '14
  • sharma
  • Julie Blauvelt

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