Opening My New Dunkin’ Donuts Locations Jaden Thomas 026703

Opening My New Dunkin’ Donuts Locations Jaden Thomas Ashford University MGT 330 Management for Organizations I​nstructor: Lorie Townsend August 11th, 2020

Opening My New Dunkin’ Donuts Locations

Introduction

Dunkin' Donuts's mission is to be the leading provider of the wide range of delicious beverages & baked products around the kingdom in a convenient, relaxed, friendly environment that ensures the highest quality product and best value for money ("Mission," n.d.). As the manager of a Dunkin' Donuts store in the Midwest for two years, I have proudly displayed our values of integrity, honesty, respectfulness, transparency, humility, responsibility, and fairness. As a result of my store performing exceptionally, I am honored to have been recognized for coaching, managing, leading, training, and staffing skills, I have been promoted to District Manager.

As the District Manager, I will be given complete autonomy, authority, and responsibility to structure, staff, and operate five new locations that the owner plans to open within the next two years. Having complete autonomy and authority over these new stores will ensure I have a major position in this growth expansion. This paper will demonstrate my chosen plan for organizational design, job design, training and performance appraisal, and my recruiting strategy as the new District Manager for Dunkin' Donuts.

Job Design

The standard approach to job design for adequately staffing our Dunkin’ Donuts new establishments involves three steps: job analysis, job description, and job specification. To structure, staff, and operate a Dunkin Donuts restaurant, I must determine the tasks needed to be done, who will do them, and the selection of criteria for hiring and placing new staff/team members.

This process is called the job design, which “takes place when managers, normally working with the human resources department, determine the tasks that need to be completed, the people who will do them, and the selection criteria that will be used to choose employees and place them on the job” (Baack et al., 2014, Ch. 3.2). Moreover, I will use the means of job analysis, job description, and job specifications to explain the job design of my five upcoming Dunkin Donut stores.

Job Analysis

Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for the job's performance, and the conditions under which the work is performed ("Performing Job Analysis," 2020). In conjunction with other departmental managers, human resources will conduct a job analysis. As District Manager, I believe that it is best to use the extermination method for the job analysis which involves simply trying various ways to learn which is most effective and efficient for performing a job, allowing managers to evaluate workload to aid the organization flow (Baack et al., 2014, Ch. 4.2). During the hiring process for the five new establishments, the placement of the new hires must be the best fit for their qualifications and expertise.

Job Description

After the job analysis has been settled and agreed upon, we must create a job description. There are four different positions that we will have to fulfill for each restaurant: crew member, shift leader, assistant manager, and the restaurant manager. Crew members will be responsible for delivering great and friendly guest experiences. They will prepare products according to operational and quality standards and serve them with enthusiasm in a clean, fast-paced environment, satisfying and meeting each guest's needs ("Careers," n.d.).

The shift leader will be responsible for leading the crew, performing the same duties, while also motivating and leading by example and executing operational brand standards ("Careers," n.d.). The assistant manager will be responsible for assisting and helping the manager keep the restaurant running smoothly by taking on some managerial tasks, such as overseeing employees or providing customer service. Lastly, the restaurant manager will be responsible for the restaurant's overall operation, according to Dunkin Donuts' standards ("Careers," n.d.).

The manager will be the head of the store, providing strong, positive leadership to his/her team while taking on different tasks such as restaurant marketing strategies, recruiting and hiring restaurant staff, training, overseeing food quality, and greeting and serving guests.

Job Specification

Once job descriptions are created, we must generate a list of requirements that applicants must have to be considered for any of the above-referenced positions. Applicants must be at least 16 years or older. A high school diploma or GED will be required.

It is also a critical requirement that all applicants have some restaurant and or customer service experience. All staff members must have and or obtain a food handlers certification. Applicants must have the necessary math skills to be capable of counting money and making change. Lastly, applicants must be physically and mentally capable of learning to operate standard restaurant equipment and must be able to lift 30 to 50 pounds. These qualifications are minimal but very critical to carrying out Dunkin' Donuts' restaurant standards.

Organizational Design

The five (5) upcoming establishments will continue to follow the organizational design already established through Dunkin Donuts. Dunkin Donuts is considered a divisional structure, and each franchise will operate as individual machine bureaucracies as the company is built to serve coffee drinks and donut treats. However, each restaurant of team members shall follow a simple structure organization where all team members report to either the store manager or me. I feel this structure will be beneficial as it will create a less stressful and organized work environment.

Conclusion

In conclusion, as a newly promoted district manager, my goal is to share and expand my managerial experience by building successful teams for each of the five (5) locations I will be responsible for. It is my promise and responsibility to serve our guests, communities, franchises, and employees with dedication. By examining the job design requirements for employees, housed through a Machine Bureaucracy with an organic, decentralized structure that will allocate for a workforce that is adaptable and flexible.

My job is to foster Dunkin' Brands' core values into the organizational structure of each location. The purpose of this is to identify and explain how job design, organizational design, recruiting and selecting, training personnel, and performance appraisals are critical elements in creating successful establishments.

Paper For Above instruction

In the highly competitive quick-service restaurant (QSR) industry, effective organizational and job design are critical elements for success. As Dunkin’ Donuts plans to expand with five new locations, strategic planning in organizational structure, job responsibilities, recruitment, training, and performance evaluation becomes essential to ensure operational excellence and sustained growth. This paper discusses the comprehensive approach to designing the organizational and job structure needed for successful franchise operations, emphasizing the importance of aligning management strategies with corporate values to foster a high-performance workforce.

Organizational design is a foundational aspect of managing multiple restaurant locations effectively. Dunkin’ Donuts operates within a divisional structure, which allows each franchise to function as an autonomous entity while maintaining alignment with corporate standards and values. This structure promotes flexibility, accountability, and local responsiveness—attributes vital for customer satisfaction and operational excellence. Each restaurant functions as a machine bureaucracy, based on standardization and routine processes, which streamlines operations and ensures consistency across multiple outlets (Mintzberg, 1983). The simple organizational chart, whereby all team members report directly to either the store manager or district manager, reduces hierarchy and fosters open communication, teamwork, and quick decision-making.

Job design within this context is centered around three key steps: job analysis, job descriptions, and job specifications. Conducting a precise job analysis involves systematically examining roles to identify core activities, required skills, responsibilities, and working conditions. The extermination method of job analysis—testing various procedures to determine the most efficient—aligns with the fast-paced nature of the QSR industry. After analysis, detailed job descriptions clarify responsibilities for four key positions—crew member, shift leader, assistant manager, and restaurant manager—each vital for daily operations. For example, crew members are tasked with delivering excellent customer experiences and maintaining cleanliness, while shift leaders motivate staff and uphold operational standards. Managers oversee broader operational responsibilities such as staffing, marketing, and quality control.

Drafting precise job specifications is equally important, as they define minimum qualifications for candidates. For Dunkin’ Donuts, this includes age, educational background, prior experience, and certifications such as food handling. The emphasis on experience and certifications ensures that employees possess the requisite skills for hygiene, safety, and customer service, which are critical for quality assurance (O’Neill, 2018). Requirements like the ability to lift weights and perform physical tasks match the physical demands inherent in restaurant work, reflecting the importance of job-fit in staffing procedures.

Recruitment strategies integrate with the organizational design to attract suitable candidates. The franchising model’s decentralized nature allows each location to tailor recruitment efforts based on community needs, yet maintaining standardized selection criteria. Recruitment channels include online job platforms, local advertisements, and community outreach. Emphasizing values such as teamwork, integrity, and service excellence helps attract candidates aligned with Dunkin’ Donuts' corporate culture (Huselid, 1995). Creating a strong employer brand fosters loyalty, reduces turnover, and improves service consistency across locations.

Training programs form the backbone of workforce development, ensuring that employees adhere to operational standards and embody brand values. Dunkin’ Donuts invests heavily in onboarding and continuous training, focusing on product knowledge, customer service skills, and safety protocols. Training delivery includes classroom sessions, on-the-job training, and digital modules, aligning with adult learning principles that emphasize experiential learning (Noe, 2017). Regular performance appraisals, utilizing both quantitative metrics and qualitative feedback, evaluate employee performance, promote accountability, and identify development opportunities. Recognition and rewards motivate employees, reinforcing high standards and fostering a culture of excellence (Latham & Pinder, 2005).

Implementing effective organizational and job design strategies provides several benefits. It optimizes workforce productivity, ensures consistency in customer service, and facilitates scalability for rapid expansion. As Dunkin’ Donuts grows, maintaining flexibility within a structured framework allows the company to adapt to changing market demands and operational challenges. The combination of standardized procedures and decentralized decision-making equips franchise locations to operate efficiently while fostering local innovation.

In conclusion, successfully opening and managing multiple Dunkin’ Donuts locations requires a strategic approach to organizational and job design. By employing a divisional organizational structure aligned with standardization of roles, clear job descriptions, and precise candidate qualifications, the company can build a capable, motivated workforce. Effective recruitment, comprehensive training, and performance management are essential in maintaining high-quality operations and delivering on the brand promise. As a new district manager, my focus will be on implementing these strategies to ensure each location's success, serving customers, communities, and stakeholders with dedication and excellence.

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