...Dalman and Lei have started a successful business in Sandwich Blitz, Inc. Before making their decision as to whether they should consider a small expansion or something on a larger scale, they should consider the strengths, weaknesses, opportunities, and threats for the good of the company. First, Dalman and Lei have strengths in their business as far as it seems they are good business people, being loyal, considerate, and aware of their employees and customers needs and wants. They take time out of their day from running the day to day business functions, to go to every store and look at the needs and wants, along with issues of employees and customers. This ensures quality control, that everyone remains satisfied and happy. Second, their strength could turn in to a weakness by deciding to expand, because they are maintaining the control of the managers and employees themselves. They could hire managers, who have the experience to take this duty upon his or her self so they could concentrate more on the expansion. They also have to take in to consideration they will need to focus on hiring more employees along with the other duties of expanding. Third, the opportunity to expand could bring more profit and they could consider the ability to turn the company in to a franchise. Even though it is a time of economic downturn, their shops are bringing a profit and they are already known in the area. They could also consider offering specials and prices that other shops...
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...Dalman and Lei must focus their attention on the sudden rush of customers throughout all of their locations. Because of the sudden rush, Sandwich Blitz employees have been inputting incorrect orders which would lower customer satisfaction. To counteract such problems, Dalman and Lei have decided to install an e-customer ordering system so that employees will feel less overwhelmed. By applying Kotter’s Eight Steps to Leading Change, it will modernize all of the locations with the new change. Step one establishes a sense of urgency. In other words, Dalman and Lei need to quickly install the new ordering system to minimize ordering errors. Step two creates a guiding coalition, a group of people to lead the change. By the e-mails sent to all of the managers, it is letting them know to be prepared to make the change; which will increase customer satisfaction with the new ordering system. Step three develops vision and strategy. It speaks for itself, have an end goal and a strategy to reach the end goal; reduce ordering errors. Step four communicates the change vision, meaning every channel and opportunity is used to reinforce the vision. Dalman and Lei must make it understanding with all employees what the vision and end goal is. Step five empowers broad-based actions removes anything in the way of the end goal. Therefore, if employees are causing the ordering errors, simply replace them with electronic ordering systems. Step six generates short term wins to slowly work towards the...
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...their strengths, weaknesses, Opportunities and threats that the business faces if Dalman and Lei expand their business. Dalman and Lei strengths are their attitude towards their business, and team cooperation. I chose attitude as one of their strengths because you should have a positive attitude about everything you do or try to do. When managing your business there are many challenges that employees face on a daily basis. A positive attitude is a key component to a successful career. I think that Dalman and Lei are positive individuals and they are team players that know how to collaborate with other their staff. I also chose team cooperation for Dalman and Lei strengths. The reason I chose team cooperation as their strength because in order to run a successful business and agree with ideas such as expanding the business, Dalman and Lei should have team cooperation so they want feel as if they are alone in deciding or going through with expanding their building. Everyone should be on the same page with no regrets in order to have a successful business. There is not “I” in team. Dalman and Lei needs to stick together in order to expand their business. Dalman and Lei opportunity is expanding their business so they make more money and Dalman and Lei can make more decision of what they want to do if expanding their business become a success. Dalman and Lei weakness are not having enough money to expand their business. In order to expand their...
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...Sociotechnical Systems Theory, Quantitative Management, Organizations Theory, and System Theory approaches and Macro, Internal, and Competitive environments all have their place and relevance to managing a business. Some are more helpful than others and can be a great asset to building a business and some seem to lack importance or stability. Which ones are best for certain situation depends on what business a person is in and what position they are holding at the current time and place in the business. There are differences between the four contemporary approaches to management. Sociotechnical Systems Theory is different from the other approaches in that it deals with the people or human side of business. Human interactions and interpersonal relationships are considered in the decision making process. The people are handled more hands-on and allows people to correct any mistakes or problems early on. Quantitative Management is unique from the other approaches because it deals mostly with management issues in a mathematical way. Though there seem to be issues with this because most problems that arise cannot be solved in a mathematical way as in dealing with a management issue that an employee is misbehaving or not completing work on time. Organizations Theory differs from the other approaches as it is more cause and effect. How the manager treats the employee is how the employee will in turn act or work. If a manager does not know what they are doing or does not train their...
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...For the strategic planning aspect of Sandwich Blitz, Inc., Dalman and Lei should start by clarifying the company’s overall plan. Dalman and Lei should be sure their unit managers and staff employees are all on the same page. Dalman and Lei need to start devising a plan to effectively implement the company’s vision and core values. They also need to plan how a timeline for these changes to be put into place. For tactical planning, Dalman and Lei should devise a plan to improve the company’s sales, efficiency, and ways to generate more business, for example, Dalman and Lei could come up with a faster way to make their sandwiches, start offering catering services and/or delivery services. Dalman and Lei can also implement new ways to market or advertise their sandwich shops. They currently serve an upscale area with breakfast and lunch menus. Dalman and Lei could incorporate a dinner menu, by doing this they could work their way up to expanding their company and opening more sandwich shops. Operational planning for Dalman and Lei could involve giving their managers at each location the discretion to be able to handle all managerial tasks and operations without having to contact Dalman or Lei. Each unit manager should be given the ability to make the weekly employee schedule, handle the monthly budget set forth by the corporate office, order supplies their store needs, hiring and firing capabilities. By giving each unit manager the ability to conduct all of these responsibilities...
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...business is owned by Dalman Smith, who is the President and Chief Executive Officer (CEO) and Lei Lee who is the Vice-President and Chief Financial Officer (CFO). The company currently operates eight free-standing sandwich and beverage shops located near three universities, one hospital, and four high-traffic office complexes in the metropolitan area. The firm serves mostly upscale breakfast and lunch customers and specializes in organically grown food ingredients and health-conscious beverages. Currently, the firm employs a staff accountant, eight unit managers and forty employees. The corporate headquarters occupies rented space in an office park which houses Dalman, Lei, and the corporate accountant, Jayin Chopra. Each operating sandwich shop is staffed with a manager, a team supervisor, and four customer associates. Revenues from 2011 operations were substantial with a ROI (Return on Investment) of 30%. Beginnings Sandwich Blitz was the idea of Dalman Smith whose previous experience was in middle management for a wholesale food distribution company headquartered in a large European city. An ardent devotee of healthy food, Dalman received the inspiration for Sandwich Blitz while visiting the Mediterranean area on corporate business. Dalman noted the presence of healthy sandwich shops in that area of Europe and was surprised on his return home that no such models were in operation in his local area. After considering the idea for several weeks, Dalman approached his long-time...
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...be the ones that listen attentively and with empathy to concerns expressed by others; which would allow Dalman to focus more on the expansion of the business. 2. I think promoting a existing manager is the best and the safest option at this time. By promoting existing managers Dalman can give clear, motivating, and constructive feedback; Dalman can provide challenging assignments and coaching’s to facilitate individual development; promoting within will convey trust in managers to manage, this creates a feeling of energy, excitement and personal investment; inspires others to excel. . 3. Although Lei and Dalman are business partners ultimately I think that Dalman should be the one that make the decision. Once the promotion is in place this will allow Dalman to investigate all of his options and work on the strategic issues. Dalman and Lei must agree on the direction of the company and consider anticipating long-term challenges and trend. 4. The staff level will have no authority; only reporting researching the problems, report the problems. The supervisors would give potential solutions but still on report; supervisors would develop alternate solutions. Managers would take all findings and recommend a best solution for approval. The new positioned managers would gather the best solutions and report the solution recommendation for implementation. Dalman would then evaluate, select and implement to his discretion total...
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...business is owned by Dalman Smith, who is the President and Chief Executive Officer (CEO) and Lei Lee who is the Vice-President and Chief Financial Officer (CFO). The company currently operates eight free-standing sandwich and beverage shops located near three universities, one hospital, and four high-traffic office complexes in the metropolitan area. The firm serves mostly upscale breakfast and lunch customers and specializes in organically grown food ingredients and health-conscious beverages. Currently, the firm employs a staff accountant, eight unit managers and forty employees. The corporate headquarters occupies rented space in an office park which houses Dalman, Lei, and the corporate accountant, Jayin Chopra. Each operating sandwich shop is staffed with a manager, a team supervisor, and four customer associates. Revenues from 2011 operations were substantial with a ROI (Return on Investment) of 30%. Beginnings Sandwich Blitz was the idea of Dalman Smith whose previous experience was in middle management for a wholesale food distribution company headquartered in a large European city. An ardent devotee of healthy food, Dalman received the inspiration for Sandwich Blitz while visiting the Mediterranean area on corporate business. Dalman noted the presence of healthy sandwich shops in that area of Europe and was surprised on his return home that no such models were in operation in his local area. After considering the idea for several weeks, Dalman approached his...
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...Dalman and Lei can utilize the Bureaucratic Control Systems four steps; setting performance standards, measuring performance, comparing performance against the standards and determining deviations, and taking action to correct problems and reinforce successes to correct the deficiency in their employee handbook. Setting performance standards. Setting performance standards will be the backbone of Dalman and Lei’s control process. Dalman and Lei need to understand that if they do not take the time to create will defined standards then there newly born business will never be able to mature. Employees who do not have standards or “rules to live by” tend to lack the motivation to continually do the right thing and may cut corners on procedures and or bend policy. This can become toxic to an organization. On the contrary, according to Bateman & Snell (2013) “employees tend to be motivated by specific, measurable performance standards that are challenging and aim for improvement over past performance” (p.328). Employees who are given well defined standards will perform better than those who do not have well defined standards. Dalman and Lei owe a well-defined playbook to their team, especially their managers. I recommend Dalman and Lei take the time to research current issues that are not defined currently defined in their handbook with their managers and employees. Including employees in this process will help create buy in at all levels. Additionally I recommend they enlist the...
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...Dalman and Lei face upcoming challenges in expanding their business. They need to decide if expanding into a large scale business is right for the company and themselves. Dalman and Lei need to look at their long term goals regarding Sandwich Blitz. Dalman and Lei need to make sure Sandwich Blitz is running effectively and efficiently before moving into a large scale company. Dalman and Lei need to consider a few things before committing to expansions. A strength they have is their business model. They have in place a manager and a supervisor at each location. The manager is responsible for day to day operations, budgets, employee matters, and any customer service issues. They have a compensation incentives based on performance of the location. The supervisor is responsible in assisting the manager for day to day operations and assuring the customer associates are abiding to the Sandwich Blitz motto. A weakness is Dalman and Lei have not been communicating to the fullest capacity due to Dalman spending a lot of time at all the locations to help managers resolve issues within their locations and Lei is consumed with financial matters of the company. The lack of communication has put a barrier between them to discuss and plan the future of Sandwich Blitz. An opportunity is the ingredients. Dalman has a few ingredients he considers to be a private brand. Dalman can turn these ingredients into a market for consumers to purchase at Sandwich Blitz. This could increase revenues and...
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...Sandwich Blitz Inc. By Shannon Chapman Kaplan University MT140-11 Sandwich Blitz Inc. Dalman has been visiting the operating locations and addressing manager operations concerns. Dalman has heard that other businesses have successfully used a team approach to managing with good results. Explain how self-managed teams could be used at Sandwich Blitz to allow Dalman more time to devote to growing the business. Switching to a self-managed team would empower location managers to solve small problems on a day-to-day basis and increase productivity. By assigning managers under Dalman and Lei’s level, the self-managed teams would be better equipped to handle daily activates. This would involve training the self-managed teams to better plan and determine what type of training would help them manage their daily responsibilities. Once the self-managed teams are trained and assigned the ultimate goal would be to reduce Dalman’s involvement in having to go visit the operating locations and addressing manager operation concerns, and Lei would be able to completely concentrate on the financial matters of the company without being disturbed. Dalman and Lei can train the self-managed team on monitoring and implementing the company’s policy so that each employee can understand what they are supposed to do and also know the positives and negatives of the company. Another way a self-managed team at Sandwich Blitz can help increase team productivity, such as having the team members...
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...Professor Abate Week 3 assignment Lei and Dalman are considering opening two more locations, and timing everything. (SWOT) stands for strength, weakness, opportunity, and threats. Strength By talking and discussing the possibilities of op another franchise in another location, is actually a good thing. Lei and Dalman know that if they are going to do this, then they need to act quickly. Acting on something such as opening another business, requires time consuming. There initial capabilities and resources will give the company a competitive advantage. Weaknesses I think one of the weaknesses that Lei and Dalman has to consider should the franchise be a small expansion, or should they try something on a larger scale. Any company can suffer if it has a poor brand recognition. What Lei and Dalman need do is suggest how best to position a company against a rival that is stronger. Opportunity After noticing the two other franchise operations that offered food and beverages similar to that of sandwich blitz; the companies may not have entered the market yet, but having the resources to open two additional locations, only if good places are found. When opportunity knocks then answer, and when wanting to expand a chain of franchise, location is important. The classy the location, the better the business will be. Threat A possible threat since the recent economic downturn has adversity affected the occupancy rates. Lei and Dalman need to act quickly it they want to go forward...
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...blitz in numerous ways, and gives Dalman more time to focus on the company. Dalman and Lei should apply short term goals that will lead to long term achievement goals when attempting to incorporate self-managed teams into their company. This should start with the managers and eventually lead to both the managers and supervisors becoming self-managed teams. The first goal toward self-managed teams that Dalman and Lei should implement is forming the location managers into a semiautonomous work group, in charge of production and performing operations at their precise location. Dalman and Lei should provide the location mangers with clear and precise goals to work on. “Self-managed teams can develop quicker or more effective decision-making skills.” (Open University, 2011) The mangers should work as a team to resolve small issues that each are facing amongst themselves, by sharing their strengths and personal experiences on what is and isn’t effective. Self-managed teams can relieve stress for the leader, who is then able to concentrate on other tasks. The team is mutually supportive and members learn from each other instead of approaching the team leader (Dalman) for advice”. (Open University, 2011) By forming the locations managers into a self-managed team capable of resolving their own issues, Dalman then has time to focus on the growth of the company. When they are finally able to work together and solve most issues on their own with Dalman and Lei should then give them more responsibilities...
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...Question 1: How would creating a new coordinating position between the CEO and location managers help the business to grow? Answer 1: The Sandwich Blitz organization has grown as far as it can without engaging a major project to investigate the best process for a major expansion. In order to accomplish this, the job function that Dalman and Lei have been performing since the start of the company, daily operations, should be assigned to a job position called Daily Operations Manager. This job would be in charge of the day to day operations of the stores. Each of the store managers would report to this new position. This person will take on the day to day duties in managing the stores that Dalman and Lei had been performing. This will free up Dalman and Lei so that they can concentrate on building the business. Question 2: Is promoting an existing manager the best option to fill this position? If not, what is an alternative source to till the position? Answer 2: The decision on whether to promote one of the store managers or to hire someone from the outside is not an easy one. Each option has advantages and disadvantages. If you promote one of the store managers, you gain the advantage of someone who is already familiar with the day to day operations. Unless this person has also had previous experience at this type of management, you won’t be introducing any new ideas to the organization. In order to do this , you would need to hire someone from the outside. Though this person...
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...SWOT Analysis for Sandwich Blitz Dalman and Lei are considering a large-scale expansion for their business, Sandwich Blitz. In order to come to the right conclusion they need to do a SWOT analysis which means finding a strength, weakness, opportunity and threat in regards to their business. By performing a SWOT analysis Dalman and Lei will be able to find factual information about their internal and external business environment. Then they will be able to take advantage of opportunities presented to them by playing on their strengths, correcting their weaknesses and counter acting threats, or those deemed potential. The first part of doing the SWOT analysis is to identify one strength and one weakness in regards to Sandwich Blitz’s internal resources. Sandwich Blitz’s strength is that they have a positive cash flow and Lei knows that they have enough money to open two new locations. Even though she mentions that there has been a decrease in traffic in the stores near the office parks they are still making a profit. Their weakness is their internal structure is not functioning correctly at the moment. Dalman and Lei are spending the majority of their time helping the managers with budgeting and the daily accounting process. These are things the managers should be doing themselves without Dalman and Lei’s help. The second part of doing the SWOT analysis is to identify one opportunity and one threat in regards to Sandwich Blitz’s external environment. Sandwich Blitz currently...
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