Introduction
Leading big businesses in restaurants and stores requires managers to possess specific skills and experience. The history of Mary Browns tells about the franchisee chain that operates multiple stores throughout Canada. The CEO aims to check the work of his heads in places and observe strong and weak aspects of their duties in the places. The stores’ employees’ positive and negative managerial practices will be found and analyzed. Analyzing strengths and weaknesses and searching for new approaches in any business is crucial and ensures better overall performance flow.
Managers’ Performance
The Positive Managerial Practice of the Carbonear Store
The first location of the CEO visit is the Carbonear store in Newfoundland. The position he takes is supervised by the supervisor Joyce on the packing table. She implements various duties that impact the company’s functioning. The first positive managerial practice in Mary Browns’ case is the motivation of employees to work fast and coordinately. The reason for Joyce’s successful work is her enthusiastic leadership. She treats her professional environment as her area of interest and development. Such an attitude leads to successful business outcomes and better customer service.
The Negative Managerial Practice of the Carbonear Store
Although, there is the first negative managerial practice presented by ignoring the technological problems of the business. When the computer breaks, Joyce says that employees should guess whether the food is ready, which is the cause of her negative executive operation. According to the theoretical concept of Mintzberg’s managerial roles, a good supervisor must be concerned with technology as it impacts many organizational factors (Robins & Coulter, 2021b). To prevent further technological issues, the alternative action of regular observation of stores’ devices’ functioning should be undertaken. This recommendation can be implemented by assigning a special person to perform this duty. It will help to create a more productive, fast-paced working environment and foster outcomes.
The Positive Managerial Practice of the St. John’s Store
The second analyzed Mary Brown’s store is in St. John’s, Newfoundland. The CEO checks the position of lead drive-through cashier Corinne. She shows a devoted implementation of duties by providing high-quality services to visitors. Consequently, Mary Browns’ case’s second positive managerial practice is keeping a professional attitude toward Corinne’s employees and clients. She fosters the organization’s sales, offering the customers different propositions, such as drinks or pet services. Such an approach attracts more people and positively impacts the company.
The Negative Managerial Practice of the Belleville Store
At the same time, Karen, the store’s middle manager in Belleville, Ontario, experiences difficulties in her work. The distributors do not deliver the product on time, which creates problems that she must deal with on her own. The second negative managerial practice is weak demand from the manager’s side. According to Mintzberg’s theoretical concept, the role of the head requires enhanced decisional skills to allocate resources and negotiate (Robins & Coulter, 2021b). To avoid further problems, it is recommended that Karen undertake an alternative action of keeping constant contact with top managers instead of coping with suppliers’ malfunctioning on her own. This recommendation can be implemented through periodic informing of directors about the inappropriate work of distributors. It will help to find enhanced solutions for the communication between the store and the suppliers.
The Positive Managerial Practice of the St. John’s Store
Another business location is St. Johns, Newfoundland, where the delivery position is shown. Jeff, the store supervisor, is a good example of how to deal with employees in different conditions. He hires and trains a worker with a physical disability, treating him as an equal. It is pointed out in theories of “The Americans with Disabilities Act” that discrimination against individuals with disabilities is prohibited in the workplace (Robins & Coulter, 2021c). The manager should consider workplace diversity a crucial driver for a successful business (Robins & Coulter, 2021c). Consequently, the third positive practice in Mary Browns’ case is strong leadership skills, which cause fast and effective results achievement. Delivery logistics are well-organized, which leads to positive outcomes in terms of sales, finance accumulation, and customer satisfaction.
The Negative Managerial Practice of the Halifax Store
Meanwhile, the Halifax, New Scotland store underperforms and suffers a small number of visitors. John as a supervisor, presents the third negative managerial practice for Mary Browns. It is a weak marketing strategy presented in his store, which is not developed enough. According to the theoretical concept of the External Environment, a manager must comprehend sociocultural factors and forces affecting the store’s performance to gain more customers (Robins & Coulter, 2021a). To avoid the issues with a low rate of visitors in the future, the alternative action of a more progressive marketing strategy should be undertaken. It is recommended to initiate a virtual campaign with strong promotion approaches. It can be implemented by creating social media accounts and developing an active advertisement plan. Such a change will help to change the business, diversify its image, and grow revenues. Eventually, the CEO rewards each manager for their hard work, which motivates them to improve their practice and to operate better.
Conclusion
Conclusively, a thorough analysis of the strengths and weaknesses of the company’s functioning allows us to find the reasons for negative and positive managerial operations. It is crucial to keep stable work of each department of stores to ensure profitability and customer satisfaction. In the presented case, the CEO experiences different positions, finding strong and weak sides of his managers. Eventually, he rewards them, potentially impacting their duties implementation positively.
References
Robins, S.P. & Coulter, M. (2021a). Influence of the external environment and the organization’s culture. Management (15th ed.). Pearson Education.
Robins, S.P. & Coulter, M. (2021b). Managers and you in the workplace. Management (15th ed.). Pearson Education.
Robins, S.P. & Coulter, M. (2021c). Managing diversity. Management (15th ed.). Pearson Education.