The Opening of New Dunkin Donut’s Locations
Constance E. Hill-Bankston
Management for Organizations
Brian Freeland
October 2015

The Opening of New Dunkin Donut’s Locations
As the newly appointed District Manager of Dunkin Donuts I find that it is my job to develop a team of employees who can help to ensure quality service and contribute to making each individual store a success. In this essay I will be discussing the job design that I have chosen as well as other strategies that I plan to use in order to make sure that I am building the right team of employees. First a little background as to why I first began working with this company. Dunkin Donut’s mission statement reads: "Make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores.” In order to make sure that my stores are upholding to this statement, I must ensure that I have set the right foundation by choosing the right job design.
Job Design According to Reilly, Minnick and Baack (2014), "Job design involves three steps: job analysis, job description and job specification. To help me develop the job design I will first begin with step one which is defining the job analysis. I will use the comparison with other company’s method to assist me with the job analysis; specifically using the Dictionary of Organizations (U.S. Department of Labor, 1977). After researching the positions that other Dunkin Donuts stores are hiring for, I have been able to narrow down my list of jobs. The store-based positions needed in these five new locations are: crew member, shift leader and manager.
Step two involves creating a job description for each of the jobs listed above. According to Job Applications.com,
Crew members perform food production duties or serve customers at the cash register. Dunkin’ Donuts crew members must also ensure operations