Taco Bells Success Essay -- Business Management Studies Essays

taco buzzers SuccessDid wetback Bells succeeder result from a top charge or bottom-up start to change? What situations drove this change, and whatleadership approach did withalshie Martin use? What was the octogenarian (previous)leadership style and what was its limitation? Taco Bells achiever resulted from a top down approach to change.Along with the new organisational structure came the job situation ofMarket Manager. Management added this new position to send a strongsignal that they cherished different behavior. They wanted people to bebroader tutors, good at managing P & L, to be determinant and to takeownership. The Market Managers had a lot of responsibility becausemanagement had pushed down a large deal of decision making. One of the situations that spurred this change is the theory ofself sufficiency or the fact that a restaurant dejection operate by itself.John Martin knew this had to be done because there were 1500 Taco Bellrestaurants and it is too much ext ra work to have to endlesslymonitor all of them. Management realized that they needed new work techniques to serve customers more efficiently. They alsoknew that they need new training and maturement manners to be morecompetitive and to have more uniformity in the products they wereserving. Management also knew that they needed to install OperationalInformation Systems in all of the restaurants in order to keep up withtheir competitors. These are on the nose a few of the many factors that drovethe change of Taco Bell. John Martin introduced the democratic style of leadership to theTaco Bell chain. John Martin acted as a leader who involved hisemployees in the decision making carry through and delegated a great deal ofauthority to lower level positions. In addition, Martin encouragedparticipation in deciding work methods and goals and utilise feedback to school his employees. The laissez-faire style of leadership that had been previouslyused at the Taco Bell restaurants. This m eans that the leader gave hisemployees a great deal of freedom to make decisions and to decide onwork methods. The limitation of this method was that employees had toomuch freedom and were not working to their full potential. Inaddition, this method failed because all of the restaurants wereoperating differently which hurt the organization as a whole.2) Was change increment... ...ustry. RM had reports on food cost, labor cost, inventory, perishableitems and period to take care costs, all with variances due to the ATCOsystem. Pods were part of the companys strategy for stint a pointof distribution to Market Manager span of 60 to 1. Executivesbelieved that 30 to 1 (restaurants to MM) was within reach. If eachrestaurant added a pod, 60 to 1 would be achieved.9/10) Visit a Taco Bell virtual and/or electronic-provide an up todate outlook based on Structure, Technology, and People as a frameworkfor your response. The structure of the store has changed since the old-ways. Itused to be the food-preparers had their backs to the customer. Now thefood-preparation station is perpendicular to the customers Customers can now play how the workers are making their items. The cooking of the food is behind that preparation station. The gold registers are now computers. They are touch-screenmonitors for the employee to enter in the order. The order is thereforesent to the preparation station where it is placed in queue. Therestaurant manager is visible. The RM is doing something, eithermaking food or taking orders.