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Essay / Research Paper Abstract
This 20 page paper examines a case study supplied by the student. Flying Pizza are a chain of upmarket pizza restaurants. One branch is under performing, has a terrible culture with low motivation and no training. The paper starts by looking at how change can be introduced and a training programme developed. The way in which learning styles will impact on training methods is considered in the second part of the paper, and the use of motivation theory and empowerment is looked at in the third part of the paper. Issues such as the development of an appraisal system and disciplinary and grievance procedures are also considered. The bibliography cites 7 sources.
Page Count:
20 pages (~225 words per page)
File: TS14_TEflyingpz.rtf
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Unformatted sample text from the term paper:
up market pizza restaurant. The poorest performing restaurant is managed by Katrina Blackthorn, an employee who has worked there fore two years, and has received no training in either management
or pizza preparation in order to carry out this job. Promoted by the former area manager prior to his departure. This lack of training and uniform standards can be seen
in the restaurant with the inability of the kitchen staff; namely Josh, to accept any authority from Maeve, the kitchen supervisor. There are arguments abuse, constant interruptions and a total
lack of any workplace discipline. This also indicates a lack of commitment to the workplace by Josh. In looking at this scenario it is easy to see what
it wrong, but the issue is how to put these right. In many ways it may be argued that the problems are not only the fault of the individual, there
has been no guidance to show or motivate them to behave properly, no training to support the standards which should be in place and furthermore, with not training it is
also likely that the employees do not feel that the compnay has any commitment towards them. Therefore the need is for the culture of this branch to be changed,
initially trying to do this through training and support, but also realising that harsher measure may also be required if staff do not respond as desired.
For change to be successful it has to be accepted and embraced by the employees, otherwise no change will occur. This process Lewin observed occurring in
three stages where it is successful, these are unfreezing, change and refreezing (Lewin, 1951). Unfreezing is the process by which people are
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