HistoryofThePub

AttheUniversityofTexasatDallas,campusdiningismuchdifferenttodaythanitwas

yearsago.Previously,thecampuswasbareanddidnothavemanyrestaurants.Eventually,the
studentgovernmentsuggestedthatthereshouldbearestaurantoncampusthatiscateredtoa
youngstudentdemographic.Duringspring2002,DeanDonnaRogersfoundedThePub,a
restaurantthatservesfoodinalivelyandwelcomingenvironment.Originallylocatednexttothe
DiningHallandCometCafeintheStudentUnion,ThePubwasstudentrun.EventssuchasDJ
night,karaokenight,andlivemusicshowswereplentiful.However,astimepassed,ThePub
evolvedintoamorecorporateatmosphererunbyCompassGroupChartwells.Accordingto
multiplecurrentemployees,theyprefertheatmosphereoftherestaurantbeforechangeswere
madebycorporatebusinesspeople.Despitethechanges,ThePubisstillapopularlocationonthe
UTDcampuswherestudentstogotorelax,enjoyameal,orlistentomusic.
OrganizationalStructure
Organizationalstructureishowjobsandtasksaredividedandcoordinatedbetweenindividuals
withinacompany.Structureisimportantbecauseitgivesindividualsasenseofdirectionandset
ofparticularresponsibilities.KerryGrubbistheretaildirectorforTheCometCafandThePub.
Hisjobistooverseethedailyoperationsoftherestaurant,checkinventory,andaccounting.The
nextrole,underMr.Grubbinthechainofcommand,istheheadsupervisor.Theirdutiesareto
providetrainingandguidancetotheirteammembers,dealwithanyconcernsandfeedbackfrom
customers,andadditionaljobdutieswithintherestaurant.
Allemployeesthatworkthefrontofthehouse,oroutsideofthekitchen,arecrosstrainedto
domultiplejobdutiesincludingthecashiers,barista,expeditors,andrunners.Thejobdutiesof

thecashiersincludegreetingthecustomersandtakingorders.Theroleofthebaristaisto
primarilyhandlemakingStarbucksbeverages.Expeditorscheckforfoodquality,bringsfood
fromthekitchentothefrontwhenitsready,andnotifiestherunnersthatthefoodisreadytobe
servedtocustomers.Runnersjobtasksincludebringingcustomersfoodorderstotheirtables,
maintainingtherestaurantscleanliness,restockingnecessaryinventory,anddoingthelast
qualitycontrolofthefood.
Thekitchenleadandlinecooksmakeupthebackofthehouse,orkitchen,operations.The
kitchenleadisresponsibleformanagingthelinecooks,checkingforfoodquality,andmaking
surethatfoodordersarecorrect.Theresponsibilitiesofthelinecooksarepreparingingredients
thatareneededforthedaysoperationsandassemblingfooddishes.Duetopersonal
responsibilitiesthebackofthehouseandfrontofthehousedontcommunicateoften.The
maincommunicationbetweenthemcomesfromthefoodorderticketthatisprintedforeach
area.Whenacustomerordersfood,theticketorderisprintedinthefrontandbackofthe
restaurant.Afterthefoodorderisprocessed,itispreparedinthekitchen,checkedbythe
expediter,andbroughttothecustomer.
MissionStatement

ThemissionstatementofThePubistoachieveleadershipinourchosenfoodservice

marketsthroughtheconstantpursuit,inpartnershipwithourclientsandpartners,ofsuperior
levelsofquality,efficiency,andservice.Thetotaldedicationofourstafftoachieveexcellenceis
themajorfactorinoursuccess.
Objective&Vision

TheobjectiveofThePubistocontinuetoachievevolumeandprofitabilitygrowthbased
onsuperiorlevelsofcustomersatisfaction.Furthermore,ThePubsvisionistobethemost
profitableandhighestqualityownerandoperatoroftheworldstopbrandsinthefoodservice
industry.WhileinterviewingemployeesfromThePub,itisclearthatcustomerserviceand
satisfactionistheirmainpriority.
Teams:CharacteristicsandDiversity

AtThePub,veryseldomarethereworkersthatstaylongtermduetoamajorityofthem
beingstudents.EverysemestertherewouldbeanewsetofteammembersthatjoinThePub.
Duetothetimeconstraint,teammembersinfrequentlyprogressanyfurtherthanthestorming
stage.Accordingtothestagesofdevelopmenttheory,duringthisstagemembersarestill
determiningpowercontrol,clarifyingtheobjectiveoftheorganization,andadaptingtoother
members.Failuretocompletethisstageandmoveontonorminghindersthememberstoform
togetherinterdependentlythatcannegativelyimpactonesperformanceandcommitment.

WithThePubreceivinganewsetofteammemberseveryfourmonthsorso,trainingandhaving
competentmemberstofullyunderstandandcarryouttheirresponsibilitieshaveshowntobe
challenging.Providingsuperiorservicetotheircustomerrequiresthatacashiercorrectlyinputs
thecustomersorderintothePOSsystemwheretheticketwillbecommunicatedtotheline
cooks.Frompersonalexperienceandobservation,onmanyoccasionsteammembershave
incorrectlyinputacustomersorderleadingthelinecookstopreparethewrongdish.Frustration
andconflictarisestowardsoneanotherandthecustomerwillexperiencedelaysduetomembers
inabilitiestointegrateproperknowledgeandtraining.Interpersonalrelationshipsbeginsto
sufferfrommembersstrugglingtocommunicateeffectivelywithanother.Teammembers

becomeresistanttocooperatewitheachotherduetopersonalconflictsthathaveemerged.This
hasledtoadecreaseinsequentialinterdependenceandlosstoproductivity.
UppermanagementhavealsorecentlyshiftedtheirfocusonraisingrevenueatThePub.Changes
havecausedmanyteammemberstolosesightoftheteamsobjectiveandhavebeenresponded
withcounterproductivebehavior.Theheadsupervisorhasexpressedthatduetothechangesthe
dynamicoftheteam,customerservice,andqualityoffoodhavesteadilydeclined.Lowdegrees
ofgoalinterdependenceisevidentbecauseexpectationsofuppermanagementarenotaligning
withthoseoftheheadsupervisor.Thiscausesconfusiontoariseduetothedifferent
expectations.
Therewardandpunishmentsystemhasledtolowdegreesofoutcomeinterdependenceandhave
furtherenabledteammemberstoactindependently.Twotimesayeartheheadsupervisoris
responsibleforevaluatingindividualsbasedontheirperformancesorewardsandpromotions
willbedependentontheindividualandnottheteam.Competitionamongstteammembershave
causednegativefeelingstowardsoneanother.Fromobservations,ateammemberwasrecently
deniedtheheadsupervisorposition.Thatmemberhasshownresentmenttowardstheother
colleaguethatendedupreceivingthatpromotion.
Leadership

Aleadercanacquirefivetypesofpoweraspartoftheirabilitytoinfluenceothers.These
powersaredividedintotwodimensionscalledorganizationalandpersonalpower.
Organizationalpowerincludeslegitimate,reward,andcoercivepower.Twotypesofpersonal
powerareexpertandreferentpower.

Fromtheobservation,theretaildirectordemonstratedthelegitimate,reward,andcoercive
power.Beingtheretaildirector,heoverseesThePubsdailyoperation.Heuseshislegitimate
powertodelegatedailytaskstotheworkersaswellasholdthepowertohireadditionalworkers.
Theemployeesneedtoperformtheirjobeffectivelybecauseheevaluatestheemployeesbased
ontheirjobperformance.Then,heusestherewardpower

toawardthemwithhigherpayor
promotions.Ifanemployeebreakstherestaurantspolicy,theretaildirectoralsohasthecoercive
powertowritethatpersonup.Whenanemployeereceivesthreewriteups,hecanconsider
havingadiscussionwithHRinfiringtheemployee.
ThesupervisoratThePubdemonstratedgreatleadershipskills,notonlywithhisformaltitle,but
alsowiththeadditionalcapabilitiestoinfluencetheemployees.Accordingtotheemployees
responsesonwhattheythinkofthesupervisor,itshowsthatthesupervisorobtainsthereferent
power.Theemployeesstatethatthesupervisorisanunderstandingperson,willingtolistento
anyofworkerspersonalproblems,alwaystryingtoaccommodatetheemployeesanddoinghis
besttomakeeveryonesjobeasierandhappier.Asaresult,theemployeesenjoyworkingwith
him.Oneoftheworkersstatedthatheisavegetarianthesupervisorrespectshimandmakes
surehedoesnotneedtocleanupanyleftoverdisheswithmeatonit.Heisalwaysgoingoutof
hiswaytohelptheemployeesout.Thesupervisorhastheexpertpowerfromhisyearsof
experienceworkingatThePubandisthereforeabletodealwithmostoftheproblemsthatarise
attherestaurantandfindaresolution.Forexample,ifacustomercomplainsonawrongorder,
thesupervisorwouldtakeactionimmediatelybycorrectingtheorderandthenofferingthema
freedrinktoshowgreatcustomerservice.Thisisalsoagreatwayofshowingthattheycarefor
alltheircustomersandalwayswantthemtocomeback.

Leadersrelyonseveraltacticstocausebehavioralchangesinothers.Itwasclearly

observedthatthesupervisoroftenusedaneffectivetacticcalledcollaboration.Hewouldgoout
tohelptheworkerstakeordersandcaterfoodtocustomersduringbusyhoursevenwhenheis
notonclock,conversely,theuppermanagementutilizedtheleasteffectivetacticcalledpressure
toforcetheworkerstoupsellcustomerspurchasestoboosttheorganizationsprofit.Thiswasa
poorwaytoinfluencetheworkersasmostofthemdidnotevencaretoupsell.

JobSatisfaction

Forthemajorityofthepopulation,workisanecessarydailytaskthatpeopleneedtofulfilin
ordertosupportanindividualorfamily.Peoplespendalargeportionoftheirlivesatwork,an
averageof40hoursperweek,sofeelingsandemotionallevelsaboutajobareimportant.Job
satisfactionisthetermusedtodescribeapleasurableemotionalstateresultingfromtheappraisal
ofonesjob.Employeeswanttohavepositivefeelingsaboutworkingforacompanyandthey
desireahighlevelofjobsatisfaction.Noonewantstoworkinanenvironmentthatbringsabout
lowjobsatisfactionbecauseitresultsinunhappyandnegativefeelings.
Aspreviouslystated,ThePubisrestaurantlocatedontheUniversityofTexasatDallascampus.
Therestauranthiresmostlystudentemployeesanditisusuallycrowdedwithapotentiallyhectic
andstressfulworkenvironment.InordertodeterminethejobsatisfactionofemployeesatThe
Pub,individualinterviewsandsurveysweregivenout.Accordingtothevaluepercepttheoryof
jobsatisfaction,therearefivefacetsthataddtogethertocreateoveralljobsatisfaction.These
facetsincludepaysatisfaction,promotionsatisfaction,supervisionsatisfaction,coworker

satisfaction,andsatisfactionwiththeworkitself.Thesefivecharacteristicswerecoveredinthe
employeeinterviewsandsurveys.
InaninterviewwithasupervisoratThePub,whowantstoremainanonymous,heseemedtobe
somewhatsatisfiedwiththeoverallworkexperience.Accordingtothesupervisor,heisneutral
abouthispaysatisfaction.Paysatisfactionreferstoanemployeesfeelingsabouttheirpay.
Thesefeelingsincludehowmuchonebelievestheydeserve,isitcomparabletoothercolleagues
orcompanies,andisitenoughfortheirpersonalexpenses.Thesamesupervisorwasvery
satisfiedwithregardstopromotionsatisfaction,orhowanemployeefeelsaboutpromotionsin
termsoffairness,frequency,andability.Thissupervisorsreasonwasbecausehewasrecently
promotedfromfrontofthehousetosupervisor.Healsobelievesthereisgoodroomforcareer
progressionatthecompany.
Aseparateinterviewwasconductedwithadifferentemployee,whoseroleisthefoodrunnerand
cashier.Thisemployee,whoalsowishestobeanonymous,statedthathewas10starsatisfied
withhissupervisor.Supervisionsatisfactionisanemployeesfeelingsabouttheirbossthese
feelingsincludebosspoliteness,communicationskills,andlikeability.Accordingtothis
employee,heloveshissupervisorandtheyseemtohaveapositiveworkrelationship.When
askedaboutthesatisfactionoftheworkitself,whichreflectsfeelingsabouttheworkinterms
ofchallenge,skill,etc.,thisemployeewassatisfied.Hemadeacomparisonbetweenworkingat
ThePubandSubway,whichisanotherrestaurantoncampus.Hestatedthathegetsthesamepay
asaSubwayemployeeanditisntaschallengingasworkingthere.
ArandomlyselectedsamplegroupfromThePubwasaskedtofilloutananonymoussurveyto
determineemployeejobsatisfactionlevels.Thesurveyaskedquestionssuchashowsatisfied

areyouworkingforThePubandhowsatisfiedareyouwithyourcareerprogressionatThe
Pub.TheresultsindicateamajorityofworkersaresomewhatsatisfiedworkingatThePub.
ThesurveyscoresshowthatatThePub,thecoworkersatisfactionisthestrongestaspectofjob
satisfactionforemployees.Whenaskedaboutcoworkersatisfaction,theaveragescorewas80
percentoutof100.
Thejobcharacteristicstheoryisatheorywhichstatesthatfivecharacteristicscombinetoresult
inhighlevelsofsatisfactionwithworkitself.Thesecharacteristicsarevariety,identity,
significance,autonomy,andfeedback.Varietyistheamountofdifferentactivitiesthatinvolvea
numberofskills.AtThePub,thefrontofthehouseworkershaveahighdegreeofvariety.
Theseworkersarecrosstrainedandrotatejobseveryfewdays.Forexample,onedayan
employeemightbeacashierandanotherdaybearunner.Identityisdefinedascompletingan
identifiableworkfrombeginningtoendwithavisibleoutcome.Intherestaurantindustry,alow
identityisnormalbecauseitisdifficulttoseeavisibleoutcome.ForThePub,thegenerated
revenuecanusedtomeasureidentity.Forinstance,ifKerryGrubb,theretaildirector,seesthat
revenueisabovenormal($1,600fortheafternoon)hecanusethatasapositiveidentifier.
Anothercharacteristicofthejobcharacteristictheoryisfeedback.Feedbackistheinformation
providedtoemployeesabouthowtheyareperforming.ThePubprovidesfeedbackevery6to9
months.Thefeedbackisanevaluationsheetwitha1to5scaleandisindividualperformance
based.Itisusedtodeterminepotentialsalaryraisesandisntgiventoemployeestosee
themselves.
Jobsatisfactionisanimportantmechanismthataffectsjobperformanceandorganizational
commitment.Accordingtosurveysandinterviews,employeesatThePubarestronglysatisfied

withtheircoworkersandsomewhatsatisfiedwiththeiroveralljobsatisfaction.ThePubalsohas
ahighlevelofvarietyandprovidesregularfeedbacktoimprovejobsatisfactionwiththework
itself.
Stress

AlthoughThePubhasajoyful,funandrelaxingenvironment,theemployeesworking

therestillexperiencedifferentkindsofstressatwork.Thesupervisorhasstatedthattheyare
morefocusedoncustomerserviceandfoodquality.Themanagersexpecttheircustomerstoget
thebestservicefromtheiremployees,however,thereisaroleconflictbetweentheconflicting
expectationsthatthemanagershaveoftheirstudentemployees.Themanagerswanttosatisfy
customerswhobelongindifferentagegroupsanestimated95percentofthecustomersare
1930yearsold.Thesupervisormentionedthatoldercustomershavepreviouslycomplained
aboutloudmusicplayedinThePub,whichyoungcustomersenjoy.Theyexperiencework
hindrancestressors

becauseitsdifficultforallthecustomerstoenjoythesametypeofmusic.
Theirgoalistoprovidethebestcustomerservice,butthedynamicdifferenceishinderingtheir
progresstowardtheirgoal.Thesupervisorshaveworkresponsibilitytowardtheiremployees,
andthepunishmentgoestothemiftheiremployeesmakewrongorders.Thesupervisorsalso
needtotrainnewemployeeseverysemester,andtheyhavetimepressurebecausetheyneedto
completethetraininginashortamountoftime.
MostoftheemployeesatThePubarestudents,andtheyhavetomanagebothclassesandwork.
Itsstressfulforstudentstogotoworkwhentheyneedextratimetostudyfortheirupcoming
exams.Itsachallengeforstudentstoworkandstudyatthesametime,theyhavetimepressure.
SupervisorshavetotakecareofthedailyhasslesatThePub,andtheyhavetodealwithdifferent

kindsofcustomers.Supervisorstakemostoftheresponsibilitiesfortheiremployeesandthey
alwaysexpecttohavegoodemployees.However,asupervisorstatedthatthehiringprocessis
weak.Onetypeofstressforthemisthattheycantexpectstudentemployeestodoaswellasfull
timeadultemployees.Asupervisoralsomentionedthathehadfamilyproblemswhichmadehim
upset.Thesetypesofnegativelifeevents

canhappenandactasstressorswhichnegativelyaffect
workers.

Recommendations
Memberswhoareunabletointegratetheknowledgeandskillsthathavebeentaughtintraining
haveshowntohindercommunicationandcooperationwithothermembers.Onemethodto
improvethissituationistodeviseabetteremployeetrainingprogram.Thismayincludealonger
trainingperiodtoensurethatnewteammembersunderstandthedailyoperations,whattheir
responsibilitiesinclude,theirabilityandcompetencetocarryouttheseduties,andtheir
knowledgeabouttherestaurantsproducts.Oneononeevaluationswiththeheadsupervisorwill
reassurethatthemembersperformanceisuptostandards.Byprovidingabetteremployee
trainingprogram,teammemberswillperformmoreeffectivelyandwilldecreasetheresponseof
counterproductivebehaviorduetoamembersabilitiesandknowledge.
Creatingahybridoutcomeinterdependencethatcorrelatesoutcomewithtaskinterdependenceas
anincentivepaycanencourageteammemberstoputinmoreefforttocoordinateand
communicatewitheachothermoreeffectivelyandefficiently.Teammembersaremore
willinglytoworkwithoneanotheriftheiroutcomesaresharedwiththeirteammembers.
Interpersonalrelationshipswillimprovesincemembersarereadilyopentocommunicatewith
eachotherandlearningtoadapttonewideas.Uppermanagementcansetclearguidelines,
expectations,andstandardsofwhatwillbeconsideredfortheincentivepay.Thisprovidesa
clearobjectiveofwhatisexpectedofteammembersandwillreduceconfusionandconflict.
Employeeshavestatedthatthefoodquality,atmosphere,andoverallqualityoftherestaurant
havedecreasedsinceThePubbecamemorecorporaterunasopposedtostudentrun.Theamount
ofcustomersandtraffichavealsodecreasedovertime.Theirreasoningisthebeliefthat
corporatesonlygoalsaretoincreaseprofitandcatertowardsabroaderdemographic.For

instance,themenuandqualityofingredientshavechangedovertheyearsinordertodecrease
costsandincreaseprofits.Thisbenefitsuppermanagementbutdecreasescustomersatisfaction.
Accordingtoananonymousemployee,theywouldrecommendchangingthemenubecausethe
foodisntsatisfactory.
Multipleemployeeshavecomplainedaboutthemusicselectionintherestaurant.MusicinThe
Pubisimportantforsettingtherightmoodandatmosphereforbothcustomersandemployees.
Listeningtoenjoyablemusicwilldecreasestressandincreasejobsatisfaction.Someworkers
feelasifthemusicisntthetypeofmusicthatyoungpeoplelike.Uppermanagementinsiststhat
theyplaycertainsongsbecauseoldercustomersandfamilieshavepreviouslycomplained.
Workersthinkthatthemusicshouldreflectthemajorityofcustomers,whichareyoungadult
students.AllowingemployeesandcustomerstocontrolwhichsongsareplayedatThePub
wouldbenefittheatmosphere.

Despitehighlevelsofcoworkersatisfaction,notallemployeesenjoyworkingwitheach
other.Aninterviewrevealedthattwocoworkersquarreledwhichresultedinanegativeracial

commentbyanemployee.Thevictimwasunhappyaboutthisbehaviorandbroughtittoupper
managementsattention.However,duetoathreestrikecompanypolicy,theemployeewasnot
disciplined.Thevictimmadeitapparentthathedoesntagreewithmanagementsdecisionand
wishesthattheaccusedworkerbeproperlydisciplined.Asupervisorhassaidthathedisagrees
withthethreestrikepolicybecauseitmakesdoesntproperlyholdpeopleaccountablefor
improperactions.Thecurrentpolicywouldonlyremoveanemployeeiftheyaccumulatedthree
strikesofasimilarmanner.Forexample,ifanemployeehadonestrikeforfighting,another
strikeforyellingatacustomer,andonestrikeforbeingabsent,theywouldnotbefiredunderthe

threestrikepolicy.Thatemployeewouldneedtwomorestrikesforfightingtobeletgo.A
recommendationtooverridethispolicywouldbetocreateanindividualevaluationona
oneononebasis.
Twiceayeartheheadsupervisorisresponsibleforevaluatingindividualsbasedontheir
performancesorewardsandpromotionswillbedependentontheindividualratherthantheteam.
Thiscausescompetitionamongstteammembers.Creatinganevaluationsheetbasedonteam
performanceratherthanindividualperformancewilldecreasecompetitionandnegativefeelings.
Also,allowingemployeestoviewtheirevaluationsheetswouldgivethemproperfeedback
whichwouldimprovetheirsatisfactionoftheworkitself.
ThePubisarestaurantatTheUniversityofTexasatDallaswithamajorityofemployeesand
customersbeingstudents.Thecompanyhasaclearorganizationalstructureaswellasmission
statementandobjectives.Becausemostemployeesarestudentstheychangeeverysemester
whichcausesmemberstorarelyprogresspastthestormingstageinteamdevelopment.Thehead
supervisorexertsstrongleadershipskillsandtheretailmanagerholdsmanytypesofleadership
powerssuchaslegitimate,reward,andcoercivepowers.Jobsatisfactionforemployeesis
relativelyhigh,whilecoworkersatisfactionisthestrongestcharacteristicfromthevaluepercept
theory.Despitehighlevelsofjobsatisfaction,timestressesandnegativelifeeffectsexistinthe
company.Recommendationstoimprovethebehavioroftheorganizationincludechangingthe
interviewingprocess,developpropercommunicationbetweenmanagementandemployees,
improvingfoodandmusicquality,andrestructuringthethreestrikepolicyandemployee
evaluations.

ThePub

HistoryofthePub
Backintheday,theUTDcampusdidnothavemanyeatery.Thestudentgovernment
suggestedthatthereshouldbeanothereateryoncampus.Inspringof2002,DeanDonnaRogers
openedthepublocatednexttothedininghallandcometcafeinthestudentunion.Itwasfirst
ranbythestudents,andthenbythecorporate.Theemployeesstateditwasbetterranwith

studentsthanbythecorporate.Theyhavestudentsplaylivemusic,karaokenightandlive
events.
Missionstatement
Toachieveleadershipinourchosenfoodservicemarketsthroughtheconstantpursuit,in
partnershipwithourclientsandpartners,ofsuperiorlevelsofquality,efficiency,andservice.
Thetotaldedicationofourstafftoachieveexcellenceisthemajorfactorinoursuccess.
Objective
Tocontinuetoachievevolumeandprofitabilitygrowthbasedonsuperiorlevelsof
customersatisfaction.
Vision
Tobethemostprofitableandhighestqualityownerandoperatoroftheworldstop
brandsinthefoodserviceindustry.
CompanyOverview:
OrganizationalStructure

KerryGrubbistheretaildirectorforTheCometCafandThePub.Heoverseesthedaily
operationsoftherestaurant,checkstheinventory,andaccounting.Thenextinthechainof
commandistheheadsupervisor.Theirdutiesaretoprovidetrainingandguidancetotheirteam
members,dealwithanyconcernsandfeedbackfromcustomers,andadditionaljobdutieswithin
therestaurant.

Allemployeesthatworkthefrontofthehousearecrosstrainedtodomultiplejob
dutiesincludingthecashiers,barista,expeditors,andrunners.Thejobdutiesofthecashiers
includegreetingthecustomersandtakingorders.Thebaristasprimarilyhandlesmaking
Starbucksbeverages.Expeditorschecksforfoodquality,bringsthefoodtothefrontonceits
ready,andnotifytherunnersthatthefoodisreadytobebroughtouttothecustomers.Runners
jobtasksincludebringingcustomersfoodorderstotheirtables,maintainingrestaurants
cleanliness,restockingnecessaryinventory,anddoingthelastqualitycontrolofthefood.
Thekitchenleadandlinecooksmakeupthebackofthehouseoperations.Thekitchen
leadisresponsibletomanagethelinecooks,checkingforfoodquality,andtobesurethatfood
ordersarecorrect.Theresponsibilitiesofthelinecooksarepreparingingredientsthatareneeded
forthedaysoperationsandassemblingfooddishes.
Teams:CharacteristicsandDiversity
Veryseldomarethereworkersthatstaylongtermduetoamajorityofthembeing
students.EverysemestertherewouldbeanewsetofteammembersthatjoinThePub.Dueto
thetimeconstraint,teammembersinfrequentlyprogressanyfurtherthanthestormingstage.
Accordingtothestagesofdevelopmenttheory,duringthisstagemembersarestilldetermining
powercontrol,clarifyingtheobjectiveoftheorganization,andadaptingtoothermembers.
Failuretocompletethisstageandmoveontonorminghindersthememberstoformtogether
interdependentlythatcannegativelyimpactonesperformanceandcommitment.
WithThePubreceivinganewsetofteammemberseveryfourmonthsorso,trainingand
havingcompetentmemberstofullyunderstandandcarryouttheirresponsibilitieshaveshownto
bechallenging.Providingsuperiorservicetotheircustomerrequiresthatacashiercorrectly

inputsthecustomersorderintothePOSsystemwheretheticketwillbecommunicatedtotheline
cooks.Frompersonalexperienceandobservation,onmanyoccasionsteammembershave
incorrectlyinputacustomersorderleadingthelinecookstopreparethewrongdish.Frustration
andconflictarisestowardsoneanotherandthecustomerwindupexperiencingdelaysdueto
membersinabilitiestointegratetheknowledgeandtraining.Interpersonalrelationshipsbegins
tosufferfrommembersstrugglingtocommunicateeffectivelywithanother.Teammembers
becomeresistanttocooperatewitheachotherduetopersonalconflictsthathaveemerged.This
hasledtoadecreaseinsequentialinterdependenceandlosstoproductivity.
UppermanagementhavealsorecentlyshiftedtheirfocusonraisingrevenueatThePub.
Changeshavecausedmanyteammemberstolosesightoftheteamsobjectiveandhavebeen
respondedwithcounterproductivebehavior.Theheadsupervisorhaveexpressedthatduetothe
changesthedynamicoftheteam,customerservice,andqualityoffoodhavesteadilydeclined.
Lowdegreesofgoalinterdependenceisevidentbecauseexpectationsofuppermanagementare
notaligningwiththoseoftheheadsupervisor.Thiscausesconfusiontoariseduetothedifferent
expectations.
Therewardandpunishmentsystemhasledtolowdegreesofoutcomeinterdependence
andhavefurtherenabledteammemberstoactindependently.Twotimesayearthehead
supervisorisresponsibleforevaluatingindividualsbasedontheirperformancesorewardsand
promotionswillbedependentontheindividualandnottheteam.Competitionamongstteam
membershavecausednegativefeelingstowardsoneanother.Fromtheobservation,amemberof
theteamthathaverecentlybeendeniedtheheadsupervisorpositionandhaveshownresentment
towardstheteammemberthatendedupreceivingthatpromotion.

Leadership

Aleadercanacquirefivetypesofpoweraspartoftheirabilitytoinfluenceothers.These

powersaredividedintotwodimensionscalledorganizationalandpersonal.Organizational
powerincludeslegitimate,reward,andcoercivepower.Twotypesofpersonalpowerareexpert
andreferentpower.
Fromtheobservation,theretaildirectordemonstratedthelegitimate,reward,and
coercivepower.Beingtheretaildirector,heoverseesThePubsdailyoperation.Heuseshis
legitimatepowertodelegatedailytaskstotheworkersaswellasholdthepowertohire
additionalworkers.Theemployeesneedtoperformtheirjobeffectivelybecauseheevaluatesthe
employeesbasedontheirjobperformance.Thenheusestherewardpower

toawardthemwith
higherpayorpromotions.Ifanemployeebreakstherestaurantspolicy,theretaildirectoralso
hasthecoercivepowertowritethatpersonup.Whenanemployeereceivesthreewriteups,he
canconsiderhavingadiscussionwithHRinfiringtheemployee.
Thesupervisordemonstratedgreatleadershipskills,notonlywithhisformaltitle,butalso
withtheadditionalcapabilitiestoinfluencetheemployees.Accordingtotheemployees
responsesonwhattheythinkofthesupervisor,itshowsthatthesupervisorobtainsthereferent
power.Theemployeesstatethatthesupervisorisanunderstandingperson,willingtolistento
anyofworkerspersonalproblems,alwaystryingtoaccommodatetheemployeesanddoinghis
besttomakeeveryonesjobeasierandhappier.Asaresult,theemployeesenjoyworkingwith
him.Oneoftheworkersstatedthatheisavegetarianthesupervisorrespectshimandmakes
surehedoesnotneedtocleanupanyleftoverdisheswithmeatonit.Heisalwaysgoingoutof
hiswaytohelptheemployeesout.Thesupervisorhastheexpertpowerfromhisyearsof

experienceworkingatThePubandisthereforeabletodealwithmostoftheproblemsthatarise
attherestaurantandfindaresolution.Forexample,ifacustomercomplainsonawrongorder,
thesupervisorwouldtakeactionimmediatelybycorrectingtheorderandthenofferingthema
freedrinktoshowgreatcustomerservice.Thisisalsoagreatwayofshowingthattheycarefor
alltheircustomersandalwayswantthemtocomeback.
Leadersrelyonseveraltacticstocausebehavioralchangesinothers.Itwasclearly
observedthatthesupervisoroftenusedaneffectivetacticcalledcollaboration.Hewouldgoout
theretohelptheworkerstotakeordersandcaterthefoodtocustomersduringbusyhourseven
whenheisnotonclock,conversely,theuppermanagementutilizedtheleasteffectivetactic
calledpressuretoforcetheworkerstoupsellcustomerspurchasestoboosttheorganizations
profit.Thiswasapoorwaytoinfluencetheworkersasmostofthemdidnotevencaretoupsell.
Recommendation
Memberswhoareunabletointegratetheknowledgeandskillsthathavebeentaughtin
traininghaveshowntohindercommunicationandcooperationwithothermembers.Onemethod
toimprovethissituationistodeviseabetteremployeetrainingprogram.Thismayincludea
longertrainingperiodtoensurethatnewteammembersunderstandsthedailyoperations,what
theirresponsibilitiesincludes,theirabilityandcompetencetocarryouttheseduties,and
knowledgeableabouttherestaurantsproducts.Oneononeevaluationswiththeheadsupervisor
willreassurethatthemembersperformanceisuptostandards.Byprovidingabetteremployee
trainingprogram,teammemberswillperformmoreeffectivelyandwilldecreasetheresponseof
counterproductivebehaviorduetoamembersabilitiesandknowledge.

Creatingahybridoutcomeinterdependencethatcorrelatesoutcomewithtask
interdependenceasanincentivepaycanencourageteammemberstoputinmoreeffortto
coordinateandcommunicatewitheachothermoreeffectivelyandefficiently.Teammembers
aremorewillinglytoworkwithoneanotheriftheiroutcomesaresharedwiththeirteam
members.Interpersonalrelationshipwillimprovesincemembersarereadilyopento
communicatewitheachotherandlearningtoadapttonewideas.Uppermanagementcanset
clearguidelines,expectations,andstandardsofwhatwillbeconsideredfortheincentivepay.
Thisprovidesaclearobjectiveofwhatisexpectedofteammembersandwillreduceconfusion
andconflict.

JobSatisfaction

Forthemajorityofthepopulation,workisanecessarydailytaskthatpeopleneedtofulfilin
ordertosupportanindividualorfamily.Peoplespendalargeportionoftheirlivesatwork,an
averageof40hoursperweek,sofeelingsandemotionallevelsaboutajobareimportant.Job
satisfactionisthetermusedtodescribeapleasurableemotionalstateresultingfromtheappraisal
ofonesjob.Jobsatisfactionisanimportantmechanismthataffectsjobperformanceand
organizationalcommitment.Employeeswanttohavepositivefeelingsaboutworkingfora
companyandtheydesireahighlevelofjobsatisfaction.Noonewantstoworkinan
environmentthatbringsaboutlowjobsatisfactionbecauseitresultsinunhappyandnegative
feelings.

Aspreviouslystated,ThePubisrestaurantlocatedontheUniversityofTexasatDallascampus.
Therestauranthiresmostlystudentemployeesanditisusuallycrowdedwithapotentiallyhectic
andstressfulworkenvironment.InordertodeterminethejobsatisfactionofemployeesatThe
Pub,individualinterviewsandsurveysweregivenout.Accordingtothevaluepercepttheoryof
jobsatisfaction,therearefivefacetsthataddtogethertocreateoveralljobsatisfaction.These
facetsincludepaysatisfaction,promotionsatisfaction,supervisionsatisfaction,coworker
satisfaction,andsatisfactionwiththeworkitself.Thesefivecharacteristicswerecoveredinthe
employeeinterviewsandsurveys.

InaninterviewwithasupervisoratThePub,whowantstoremainanonymous,heseemedtobe
somewhatsatisfiedwiththeoverallworkexperience.Accordingtothesupervisor,heisneutral
abouthispaysatisfaction.Paysatisfactionreferstoanemployeesfeelingsabouttheirpay.
Thesefeelingsincludehowmuchonebelievestheydeserve,isitcomparabletoothercolleagues
orcompanies,andisitenoughfortheirpersonalexpenses.Thesamesupervisorwasvery
satisfiedwithregardstopromotionsatisfaction,orhowanemployeefeelsaboutpromotionsin
termsoffairness,frequency,andability.Thissupervisorsreasonwasbecausehewasrecently
promotedfromfrontofthehousetosupervisor.Healsobelievesthereisgoodroomforcareer
progressionatthecompany.

Aseparateinterviewwasconductedwithadifferentemployee,whoseroleisthefoodrunnerand
cashier.Thisemployee,whoalsowishestobeanonymous,statedthathewas10starsatisfied
withhissupervisor.Supervisionsatisfactionisanemployeesfeelingsabouttheirbossthese

feelingsincludebosspoliteness,communicationskills,andlikeability.Accordingtothis
employee,heloveshissupervisorandtheyseemtohaveapositiveworkrelationship.When
askedaboutthesatisfactionoftheworkitself,whichreflectsfeelingsabouttheworkinterms
ofchallenge,skill,etc.,thisemployeewassatisfied.Hemadeacomparisonbetweenworkingat
ThePubandSubway,whichisanotherrestaurantoncampus.Hestatedthathegetsthesamepay
asaSubwayemployeeanditisntaschallengingasworkingthere.

ArandomlyselectedsamplegroupfromThePubwasaskedtofilloutananonymoussurveyto
determineemployeejobsatisfactionlevels.Thesurveyaskedquestionssuchashowsatisfied
areyouworkingforThePubandhowsatisfiedareyouwithyourcareerprogressionatThe
Pub.TheresultsindicateamajorityofworkersaresomewhatsatisfiedworkingatThePub.
ThesurveyscoresshowthatatThePub,thecoworkersatisfactionisthestrongestaspectofjob
satisfactionforemployees.Whenaskedaboutcoworkersatisfaction,theaveragescorewas80
percentoutof100.

NOTES:

Missionstatement:Toachieveleadershipinourchosenfoodservicemarketsthroughthe
constantpursuit,inpartnershipwithourclientsandpartners,ofsuperiorlevelsofquality,
efficiency,andservice.Thetotaldedicationofourstafftoachieveexcellenceisthemajorfactor
inoursuccess.

Objective:Tocontinuetoachievevolumeandprofitabilitygrowthbasedonsuperiorlevelsof
customersatisfaction.

Vision:Tobethemostprofitableandhighestqualityownerandoperatoroftheworldstop
brandsinthefoodserviceindustry.

Raises:15scaleofindividualevaluations,2timesamonthtodeterminepayraiseandalsowith
promotions

Punishmentsgoestosupervisor
Supervisorservice
Otherworkershavedifferentgoals
Upperlevelmanagementeffectscommit
actualManagerofpubellen
3writeupofthesamethingtogetfired
hiringprocessisweak