District Plan for Dunkin Donuts

District Plan for Dunkin Donuts

Management for Organizations

MGT 330

Introduction

“Since the 1950s, Dunkin’ Donuts has been a daily ritual for millions of people and has offered guests delicious food, beverages and friendly service at a great value. Dunkin’ Donuts offerings include iced coffee, flavored coffees, lattes, Dunkin’ Donuts K-Cup® pods, Coolatta® frozen drinks, donuts, muffins, bagels, breakfast and bakery sandwiches, and a DDSMART® menu featuring better-for-you items.” (Pr,n, 2015). Dunkin Donuts was started by Bill Rosenberg in 1950 in Quincy, Massachusetts. In 1955 the first franchise was started. From the very beginning Rosenberg had a simple mission statement for his donut business, “Make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores.” (Dunkin Donuts, n.d.). Today, the company has blossomed into a common household name with 9700 stores worldwide. As a new district manager, I have the name of the company on my side, but making sure these five new stores run smoothly and profitable will be a challenging task.

Job Design

As the district manager, I will responsible for overseeing all operations of company stores included in their areas. They make sure that all branches of a company in a specific district meet projected revenues and sales estimates. These professionals also inspect stores, recruit and fire employees, conduct meetings, train staff, create reports, and recommend changes regarding to store procedures and activities.

District Managers usually perform many of the following tasks: 
• Explaining new policies. 
• Coaching managers. 
• Creating action plans. 
• Visiting company branches. 
• Recruiting new employees.

I will also be in charge of hiring and managing the managers of each individual store. Selecting these managers based on their qualifications and experience is very important. While I have some say in each stores operation, it will be up to the Store Managers to manage their staff.

The Store Manager has a strong hospitality element, ensuring that the restaurant delivers high-quality food and drink and good customer service. However, you’ll also undertake activities common to business managers within any sector, including overseeing:

finance

human resources

marketing

operations

sales

The Store Manager will be responsible for operational, financial and people management. They’ll need to:

organize stock and equipment, order supplies and oversee building maintenance, cleanliness and security

plan and work to budgets, maximize profits and achieve sales targets set by head office

control takings in the restaurant and administer payrolls

recruit new staff, and train and develop existing staff

coordinate staff scheduling and motivate, as well as encourage staff to achieve goals

ensure standards of hygiene are maintained and that the restaurant complies with health and safety regulations

ensure high standards of customer service are maintained

implement and instill in their team company policies, procedures and ethics

handle customer complaints and queries

implement branded promotional campaigns from head office, including the handling of point-of-sale promotional materials, or devise your own promotional campaigns

prepare reports and other performance analysis documentation

report to, and attend regular meetings with area managers or head office representatives

establish relationships with the local community and undertake activities that comply with the company’s corporate social responsibility programs.

And responsible for managing labor costs

A degree is not required to be a General Manager, but it is preferred. If the applicant does not have a degree, they must have equal experience in the fast food business.

With the General Manager, we will start interviewing the staff for the stores. Each store will need, prep cooks, line cooks, and cashiers. No degree will be required for these positions.

In the beginning, I will hire for each individual position with hopes of cross training in the future. Prep cooks will be responsible for prepping any food that is needed for each day. Different from a prep cook, line cooks will be responsible for preparing the donuts as well as any other food items that are on the menu. The cashiers are responsible for the customer service aspect of the company, and the money transactions. Cashiers are also responsible for making the beverages for the customers as well as packaging the donuts. They will be the face of the store, so I will need to make sure I hire someone with a friendly personality and ability to work in a fast paced environment.

Organizational Design

All five stores will operate on a simple and organic structure, because there are few employees who report to their General Manager who then reports to me. “Organic structures employ few rules and procedures, have a small number of organizational levels and ranks, and allow for informal relationships among workers and supervisors.” (Baack, Reilly, & Minnick,

chapter 3.4, 2014) In a small business it is easy for everyone to the district manager, who will report straight to the owner.

Recruiting and Selection

It will be vital that I hire the right people for each store. Though “Recruiting should be an ongoing process.” (Baack, Reilly, & Minnick, chapter 3.4, 2014), it is very important to hire qualified employees right off for a new location. As the district manager, I will act as the human resource manager when starting my recruitment process. “The district will seek to hire talented candidates that will grow within the district as a leader” (Pallais, 2014). I will post ads for hiring on hiring websites such as indeed.com or craigslist, as well as put a post in the local newspaper.

During interviews, I will assess the applicants experience, education, and personality and hire for positions according to the results. The franchisee, general manager and I will go thru all applicants and select the ones that best fit our needs and have the availability.

Training and performance appraisals

Continuous training is very important for most companies. With Dunkin donuts, new products and procedures will be introduced constantly and the old ones forgotten. Making sure all employees are doing their best to ensure a successful store is important. One way to help

employees understand what is expected of them is to do performance appraisals.

“Performance assessment consists of assessing an employee’s performance and providing feedback.” (Baack, Reilly, & Minnick, chapter 4.4, 2014). Employees not only need appraisals to know where they need to improve, but also how they are succeeding. Appraisals are also a good time to speak with the employee about where they see themselves going with the company.

Conclusions

By following this plan, I will be able to start a successful district of Dunkin Donuts. I am confident that I can manage these stores with great customer service while putting out quality product just as Dunkin Donuts has wanted from the beginning. I am excited for this opportunity and I am thankful for all the tools that I have been given to do so.

References:

Baack, D., Reilly, M., Minnick, C., (2014) “The Five Functions of Effective Management”.  Course textbook.  Retrieved from https://content.ashford.edu/books/AUMGT330.14.1/sections/coverLinks to an external site.

Dunkin Donuts. (n.d.). Corporate fact sheet. Dunkin Donuts. Retrieved from http://www.dunkinbrands.com/about/donuts

PR, N. (2015, August 11). Dunkin’ Donuts Announces Plans for Two New Restaurants in Baton Rouge, Louisiana With Existing Franchise Group, Panama City Donut Network, LLC. PR Newswire US.

Amanda, P. (2014). Inefficient Hiring in Entry-Level Labor Markets. The American Economic Review, (11), 3565.

Hawkes, C. L., & Weathington, B. L. (2014). Competency-based versus task-based job descriptions: Effects on applicant attraction. Journal of Behavioral And Applied Management, 15(3), 190-211.