Saddle Creek Deli Management and Leadership Case Study Assessment

SADDLE CREEK DELI CASE STUDY
1
Saddle Creek Deli Management and Leadership Case Study Assessment
Luis Fernandez, Fernando Magana, Chad Magers, Jake Richards, David Schelske
Southeastern Oklahoma State University
Abstract

SADDLE CREEK DELI CASE STUDY
2
This case assessment explores the Saddle Creek Deli and the business decisions made by the
owner, as well as their newly hired manager. Saddle Creek Deli is a well-established,
successfully run business for the past 7 years and when owner, Richard, decides to hire a new
manager, Paul, to manage and to help improve the cost saving measures of daily operations.
However, as a result of conflicts of interest and mismanagement, the efficiency of the restaurant
is negatively affected as are the customers and the subordinates. It is not until Richard decides to
hold a meeting with his subordinates and discuss possible solutions that the restaurant starts to
improve for the better.
This paper analyzes the impact of their decision making by answering 5 important management
questions. Using logic and data, we address their management styles, leadership style and the
negative consequences that have arisen and some of the negative repercussions that could occur
if those decisions persist. Additionally, this paper puts forth constructive advice and proven
solutions that can help resolve the crisis that is slowly emerging.
Superiors have the power to influence subordinates and change the way they perceive
their work environment. A boss that shows genuine kindness and respect to their employees, will

SADDLE CREEK DELI CASE STUDY
3
have subordinates that are happy and motivated to work hard in an organization. A superior that
belittles, not only demonstrates a lack of true leadership, but will also build animosity within
their subordinates. This will cause multiple things to happen, such as change in the
organization’s efficiency, employee morale, and the quality of the service will suffer because of
the lack of communication and openness because of fear in their superiors.
As a manager, Paul failed to properly and effectively implement change. Paul also failed
to anticipate the negative effects these new implementations would have on customers. Lowering
quality, service, portions, sanitation and wait-times are going to have a negative effect on sales
and reputation or the brand. By failing to engage with his staff and customers, he seems to be
unaware that many of the decisions he has made are negatively affecting the business. The
effects on customers might not be felt right away, but if these practices continue, their customers
lifetime value will be cannibalized in a flawed effort to cut costs to maximize profits.