...Week 6 Assignment 3 Outback Steakhouse Linda D. Mitchell HRM 530 Professor Jerome Newman Strayer University Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage. It is Outback’s belief that employee’s is what gives the company a competitive advantage and that employees are the primary reasons a company is successful. Therefore, since the competitive advantage to an organization’s success is its choice in the individuals they hire there has to be an effective hiring process in place to weed out those individuals that do not fit into the culture they’ve established. Their intention is to provide a positive employee experience to prevent a high turnover rate. They have created a selection process for hourly and management workers that will help hire and retain people to successfully run their organization. Their selection process helps the organization achieve a competitive advantage because it allows Outback to recruit the applicant, assess their qualifications, then select the most qualified individual by selecting candidates who are motivated and their willingness to adapt to the culture, vision, values and beliefs of Outback Steakhouse. Discuss the importance of fit to Outback Steakhouse. As stated earlier it is Outback’s belief that they need to hire employees that can adapt to their culture, vision, values and beliefs. It’s also, important to Outback that the individuals they hire...
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...Assignment #3 Outback Steakhouse Strayer University HRM530 May 15, 2011 ASSIGNMENT 3 OUTLINE I. For the following reasons the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage: a. Effective selection provides many benefits. Hiring highly motivated employees who fit the organizational culture along with providing a positive employee experience keeps turnover low. Low turnover reduces disciplinary problems and diminish costs related to replacing employees. b. Rigorous employee selection process rooted in Outback Steakhouse’s principles and beliefs help the organization hire employees able to keep the commitments of the company. Using a well thought out assessment and selection process can consistently assist in selecting the best and brightest employees. Identifying and selecting top performers is the key to achieving a competitive advantage. c. The key for effective staffing is to balance job fit and organization fit, as well as achievement and potential, in ways that align staffing practices with HR strategy. Employee selection can accurately predict future performance. Employee selection can improve productivity, decrease turnover and surpass business objectives. II. The following describes the importance of employee fit to Outback Steakhouse: a. Outback recognized the importance of employee fit early on. They recognized you cannot send turkeys to eagle school. Smart leaders hire smart employees. ...
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...Assignment 3: Outback Steakhouse 2/12/2012 1. Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage. According to Hellriegel and Slocum (2010), effective employee selection is a critical component of a successful organization. How employees perform their jobs is a major factor in determining how successful an organization will be. Job performance is essentially determined by the ability of an individual to do a particular job and the effort the individual is willing to put forth in performing the job. Through effective selection, the organization can maximize the probability that its new employees will have the necessary skills to do the jobs they were hired to do (Hellriegel & Slocum, 2010). The selection process within Outback has allowed it to become the market leader in hiring and maintaining the most competitive workforce. Outback exercises a rigorous process in employee selection in order to acquire the best employees with exceptional qualities that not only enable them to deliver the best services, but also to retain employees and reduce turnover. The selection process involves five major steps. The first step involves offering employees a preview of responsibilities and duties that they will be charged with as employees and how they will be held accountable. The second step involves sharing with the prospective employee the dimension of performance overview, which states the expected behaviour...
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...Prasanna V oUTBACK sTEAKHOUSE 6000I Vikram Prasanna hereby certify that the attached assignment and all materials therein have been created by me unless otherwise footnoted and that all the material contained herein including charts, graphs and other materials have been created by me. | SUBMITTED TO: MARIA RADFORDSUBMITTED BY: VIKRAM PRASANNASTUDENT NUMBER: 212448858 DATE OF SUBMISSION: 2ND MARCH 2014 | CASE OUTLINE: The case outlines Outback Steakhouse, one of the fastest growing and most acclaimed restaurant chains in North America by 1995. The chain was founded by Chris Sullivan, Bob Basham and Tim Gannon when they realized an untapped opportunity existed in serving quality steaks at affordable prices. The chain differentiated itself through its consistent high quality food, dinner only timings, and unique “buy in” concept with managing partners, suburban locations, stringent hiring practices and a high emphasis on the quality and degree of personalization of service it provided. Although initially company owned and managed, based on requests from known acquaintances, the chain cautiously embarked on the franchisee route as well. By 1995, Outback acquired rights to develop Carrabba’s Italian Grill as part of its diversification strategy. In 1994, Hugh Connetty was appointed to lead Outbacks overseas expansion and charter out its future direction. INDUSTRY ANALYSIS: The industry has been analyzed using Porters’s Five Forces framework in APPENDIX1 .The food service industry...
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...California Pizza Kitchen Assignment Questions 1. In what ways can Susan Collyns facilitate the success of CPK? 2. Using the scenarios in case Exhibit 9, what role does leverage play in affecting the return on equity (ROE) for CPK? Based on the analysis in case Exhibit 9, what is the anticipated CPK share price under each scenario? How many shares will CPK be likely to repurchase under each scenario? What role does the tax deductibility of interest play in encouraging debt financing at CPK? 3. What capital structure policy would you recommend for CPK? (Explain) 1. I think that the CFO, Susan Collyns, could facilitate success of the firm by implementing the following measures: A. Increase the advertising spending. According to the article that CPK spent 1% of its sales on advertising, less than the 3% to 4% of sales that casual dining competitors, such as Chili’s, Red Lobster, Olive Garden and Outback Steakhouse, spent annually.CPK is using the word of mouth advertising to attract more and more coustomers for their traffic.so advertising spending is one of most important factor for CPK success. B. Increase leverage using debt financing by changing the existing capital structure and purchasing US treasure securities CPK used the proceeds from its 2000 initial public offering to pay off its outstanding debt and completely avoided debt financing. C. Repurchase the company’s stock Becase of their recent 10 ％ share price decrease,it is a good change for they to repurchase...
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...Course Objectives: This course aims to provide you with theoretical and experiential learning as it relates to understanding and implementing corporate strategy. The course is designed to develop and exercise your high-level, critical thinking skills that can be applied to any profession or personal projects you may become involved with. The theory provides the basis for understanding corporate strategy and execution and the experiential exercises will assist to apply that theory to real world examples. Overall two objectives are to be achieved: 1. To help you learn and apply strategic thinking, critical thinking, analytical skills, and management. 2. To enhance professional skills such as verbal and written communication as well as presentation and teams work skills. Textbook and Required Readings: Contemporary Strategy Analysis 8th Ed., 2013, Text & Cases by Robert M. Grant Information on the Web: Information for the course is available on the Moodle website listed above which will outline the semester and provide notes and updates as needed. 1|Page Marks: In class performance Peer Review by team members Case write-ups – in groups: Starbucks Danone Case write-ups – done individually: Class Case Presentation (written and oral): Team Individual 15% 10% 15% 15% 25% 15% 5% To pass the course, you must also get a passing grade on the non-group portion of the course. That is, your participation mark (out of 15%) plus your Peer Review (out of 10%) plus your individual case...
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...Week 5 Individual Assignment Travis St. Denis ACC 400 April 24, 2016 Joseph Poletti Exercise 25.4 Sapsora Company uses ROI to measure the performance of its operating divisions and to reward division managers. A summary of the annual reports from two divisions is shown below. The company’s weighted-average cost of capital is 12 percent. Division A Division B Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $6,000,000 $8,750,000 Current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 500,000 1,750,000 After-tax operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000,000 1,180,000 ROI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25% 14% a. Which division is more profitable? Division B due to the operating income being higher than division A. b. Would EVA more clearly show the relative contribution of the two divisions to the company as a whole? Show the computations. ROI measures show that Div A is showing a higher profit per dollar. However, EVA measures show that both Div A and B are contributing equally to the overall residual income Div A EVA=1,000,000-[(6,000,000-500,00)*12%] = 340,000 Div B EVA=1,180,000-[(8,750,.000-1,750,000*12%)]=340,000 c. Suppose the manager of Division A was offered a one-year project that would increase his investment base by $250...
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...Week 5 Assignment from the textbook Nancy Schwartz ACC/400 February 22, 2016 Lee Kroll E25.4 Sapsora Company uses ROI to measure the performance of its operating divisions and to reward division managers. A summary of the annual reports from two divisions is shown below. The company’s weighted-average cost of capital is 12 percent. Note: Economic Value Added (EVA) (p. 1087) A specific type of residual income that is computed by multiplying the after-tax weighted average cost of capital by total assets minus current liabilities and subtracting that product from the after-tax operating income. ------------------------------------------------- Division A Division B Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $6,000,000 $8,750,000 Current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . 500,000 1,750,000 After-tax operating income . . . . . . . . . . . . . . . . . . 1,000,000 1,180,000 ROI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25% 14% a. Which division is more profitable? Division A b. Would EVA (Economic Value Added) more clearly show the relative contribution of the two divisions to the company as a whole? Show the computations. EVA = After-Tax Operating Income – {Division’s Total – Division’s Current} x Weighted- Assets Liabilities Average Cost of Capital | Division A | Division B | Total Assets | 6,000,000 | 8,750...
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...TABLE OF CONTENT 1. Acknowledgement …………………………………………………....3 2. Executive Summary …………………………………………………..4 3. Introduction …………………………………………………………...5 4. Discussion ……………………………………………………………..5 5. Intervention Programs………………………………………………..14 6. Conclusion ……………………………………………………………17 7. References ………………………………………………………...…..18 ACKNOWLEDGEMENT We are heartily thankful to our lecturer, Dr. Syed Uddin, whose encouragement, guidance and support from initial to the final enabled us to develop an understanding of the subject. Lastly, we offer our regards and blessings to all of those who supported us in any respect during the completion of the project. Surbhi Koak Shovita Sharma Suraj Malla Lipik Chettri Subodh Regmi Date: 27 January, 2011 EXECUTIVE SUMMARY For the long run of an organisation addressing employees’ needs are as important as the achieving organisation goals. Managers lacking to focus in one of them equally cannot get succeed compared how much they can succeed when they give priority both equally. This report has examined an organisation, ABC Institute Pty Ltd, where the attaining organisational goals were given highly important by manager and employees’ needs were badly ignored. This report has indentified the high staff turnover problem in the organisation. The symptoms and causes of the problem have been discussed and analysed the problem in terms of two topics: the manager’s poor leadership skills and lack of motivation...
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...NAME_______________________________________ DIET STUDY PROJECT Gender: M / F Height:________________ Current Weight:_____________ Age:_________ Activity Level:______________________ Make sure you SAVE a copy OF YOUR ASSIGNMENT for your file. this must be sumbitted with your assignment. |CRITERIA-Rubric |COMMENTS | |ASSIGNMENT TURNED IN ON TIME | | |No points for late submission. | | |All REQUIRED FORMS MUST BE TURNED IN the Dropbox in D2L one iProfile| | |pdf file (from iProfile report wizard that includes: Macronutrient | | |Distribution, Food Journal Summary, Intake compared to DRI, Intake | | |Spreadsheet, MyPlate, and Activity Journal Summary), AND this Diet | | |Study Project document-MSWord doc...
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...Faculty of Business, Economics & Accounting Department of Business Studies HELP Bachelor of Business (Hons) Year 1 HELP Bachelor of Management (Hons) Year 1 HELP Bachelor of Business Psychology (Hons) Year 1 INTERNAL SUBJECT DETAILS Semester 3, 2015 Subject: MKT 101 Principles of Marketing Subject Lecturer/Tutor: Ms Liew Huey Min Telephone: 03-2716 2000 Fax: 03-2095 7100 Email: liewhm@help.edu.my Consultation: By appointment PRE-REQUISITE(S) No pre-requisite is required. SYNOPSIS MKT101 has been designed to provide students with an introduction to the field of marketing. The subject focuses on the relationship between organisations and the consumer, expressed through the marketing mix. Essentially, studies are concentrated on the nature and behaviour of supplying organisations, nature and behaviour of the consumer and the various marketing mix elements (product, price, place, promotion) which are used by organisations to satisfy needs and wants of consumers. While the subject has a theoretical base, practical application of the marketing concepts to 'real world' situations via a specific project is an essential part of the subject. LEARNING OBJECTIVES Upon completion of this subject, students should be able to: Provide an understanding and appreciation of the areas of marketing principles including its theories, concepts and importance for businesses; Demonstrate knowledge of the broad range of marketing skills necessary...
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...Krispy Kreme Case Study FINA 470-01 Strategic Financial Management Company Overview: Krispy Kreme is a retailer and wholesaler of “high quality doughnuts and packaged sweets” (2010 10-K report) as well as various beverages. Krispy Kreme consists of stores and franchises that include domestic and international franchises, company stores and the KK Supply Chain. Krispy Kreme is also the sole provider to all their stores and franchises of the ingredients and equipment needed for store operations via the KK Supply Chain. Notably, neither equipment nor ingredients can be purchased from any other vendor and thus the franchises/stores are completely dependent upon Krispy Kreme. Vernon Rudolph acquired the Krispy Kreme recipe from a New Orleans chef and moved to Nashville and opened his own doughnut shop in 1937. Initially selling to grocery stores, he ended up cutting a hole in the building to sell to passersby who inquired about buying hot donuts directly from the bakery. Mr. Rudolph patented Krispy Kreme in 1939. Family members joined the bakery to help Rudolph meet rising demand for his doughnuts. Rudolph invented and built all his donut making equipment. To date, the company still uses only company made equipment. Other stores started popping up around the south in the 1950s and 1960s as the company quickly expanded. Rudolph died in 1973 and as the company began to flounder, it was sold to Beatrice Foods in 1976. Original franchisees repurchased the company...
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...YUM! BRANDS, PIZZA HUT, AND KFC Teaching Note Overview This case describes the evolution of the global fast-food industry and Yum! Brands, Inc.’s development of the Pizza Hut and KFC franchises worldwide. It focuses on international business risk assessment and develops a model of country evaluation that students can use to analyze international business and market entry decisions in a variety of industries, regions, and countries. Teaching Objectives 1. Develop skills in industry analysis 2. Develop skills in global industry analysis. 3. Develop knowledge of franchising and the costs and benefits of expanding globally using franchises versus company-owned stores. 4. Develop skills in international business risk analysis. 5. Develop skills in country portfolio evaluation and assessment. Suggestions for Using the Case This case has been used successfully in undergraduate, MBA, and Executive MBA classes in strategic management, marketing management, and international business. It can be used in undergraduate courses to develop student skills in industry structure analysis, strategy analysis, and international business risk assessment. The teaching note is designed to give students practice in each of these three areas. Instructors may choose to use the case to discuss only one of these three areas during a single class period or to cover all three areas over two class periods. The case can be also...
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...Executive Summary Industry and macro-environmental analyses of the international restaurant industry provides an overview of the industry and reveals the conditions that impact competitiveness and profitability of the industry’s players. The industry is split in two sectors: full-service restaurants (FSR) and limited-service restaurants (LSR). FSRs typically have a wait-staff; LSRs do not have wait-staff. The top five countries, in terms of total number of foodservice outlets, are: China, India, Brazil, Japan, and the US. The industry is of low concentration. Combined, the top industry players make up less than 3% of total global industry revenues. In terms of size, 2013 global sales were $2.6T, up 4.9%. The 2013 global labor force was 62.4M employees, up 2.4%. In accordance with Porter’s Five Forces framework, the forces that shape competition in the restaurant industry have a moderate to high impact on competitiveness. There is a moderate threat of new entrants and a high threat of substitutes. Buyers have a high degree of bargaining power and suppliers have a moderate degree of bargaining power. The restaurant industry is highly competitive and experiences intense rivalry. In terms of macro-environmental factors, emerging markets around the world over are having an impact on how restaurants execute strategy both domestically and abroad. The growth of the middle class in emerging markets, such as China and India, presents a new demographic and an opportunity...
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...Part III: Staffing Recruiting and Selecting Employees After reading this chapter, you should be able to deal more effectively with the following challenges: ▪ Understand approaches to matching labor supply and demand. El n Weigh the advantages and disadvantages of internal and external recruiting. Distinguish among the major selection methods and use the most legally defensible of them. 121 Make staffing decisions that maximize the hiring and promotion of the best people. El Understand the legal constraints on the hiring process. Specialty Cabinets Company had rapidly expanded from a two-person operation to a small business with 28 employees. This thriving business catered to those who needed high-end cabinet work in custom-built homes or office buildings. Specialty had been able to attract highly trained carpenters; however, the company's president realized that Specialty needed to hire an additional manager. She gave George Zoran, a senior supervisor with strong interpersonal skills, the responsibility for hiring the new manager. George posted the opening on the company bulletin board and put an ad online and in the "Help Wanted" section of the local newspaper and soon received numerous applications. George was particularly impressed with one candidate, Tim Wells. Tim had never worked in carpentry, but George thought Tim seemed personable and had sufficient managerial experience 146 Chapter 5: Recruiting and Selecting Employees 147 and ambition to handle the...
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