Perfect Pizzeria (Case Analysis)



Perfect Pizzeria (Case Analysis)

Statement of the Problem

The problem that is there in perfect Pizzeria is condition of negative culture between workers in the restaurant and the restaurant manager. The main symptoms in this case appear to be that the conflict between the employees and the manager is getting worse; managers are trying to control the waste percentage and keep their bonus, while employees cannot stand the way that the managers treat them. It is argued that the main problems in this case relate to the issues of HRM, Organizational Culture, low and vague motivation (Linda & Neale, 2002).

Negative Cultural Condition

The perfect pizza shop manager has taken vigorous steps to create a rift between him and the restaurant staff. These steps include changes and the elimination of employee benefits, without warning. The rift has established a lack of employee loyalty to the organization's success. This is a pressing issue, because these has a negative impact on staff morale, and reducing sales as it is against the strategic direction of the Perfect Pizzeria (Linda & Neale, 2002).

Analysis and Evaluation

This section of the paper will present the analysis and evaluation of the data that is presented in the perfect Pizzeria case study.

Human Resource Management

First, the qualification of manager is not adequate. In Perfect Pizzeria, there are no systematic criteria for being a manager. To be specific, the age of manager is relatively young, and there is no college education required, while the employees are mostly college students. Having these in mind, it can be assumed that managers are facing difficulties to build up prestige. In addition, the way to choose assistant manager and the night manager is not strict enough, not mention that managers come from the ranks of night managers or assistant managers. The ability and knowledge of the managers is somewhat doubtful.

Second, the empowerment of the manager is not strong enough. The night managers were chosen to perform the duties of regular employees, which did not give them powers to control the performance of the other employees on a night shift.

Third, the train of employees and managers are not taken serious. There are no systematic criteria for being a trainee. When face with the large turnover, it seems that the employee training is not efficient and workers appear to be inexperienced (Grint, 2000).

Organizational Culture

The growing apathy and even the arising conflict can be referred to a premature organizational culture. Since the managers would loss his bonus if the percentage is high, employees are consequently in a opposing or confronting positions to the managers. And without a harmonious atmosphere, managers treated employees in a wrong way - to punish and take away benefits that they are used to.

When apathy appears, managers did not concern, and did not give employees opportunities to express their feelings. The reason is that the workforce is quite sufficient in that area. However, this is not an excuse to treat employees like this. Respect and care as well as listening are very important no ...