W9A4
ASSIGNM E NT
Leadership & Management –
Leadership Consultant Analysis
1
DU E DATE
Week 9
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0 1 6 . A L L R I G H TS R E S E RV E D.
WEEKS 8 & 9
MANAGEMENT & LEADERSHIP
people
ORGANIZATIONAL CHART
In-Store
Sales
Associate
Catering
Sales
Associate
Maintenance
Associate
Purchase
Associate
Cashier
Food
Quality
Control
Executive
Chef
Cashier
Head of
Food
Service
Assistant
Manager
Food &
Beverage
Director
Sales
Manager
Logistics
Manager
Financial
Director
Kitchen
Manager
Restaurant
Manager
General
Manager
Junior
Accountant
Accountant
Assistant
Chef
Food
Service
Staff
Ingredients
Buyer
Operations
Manager
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HUMAN RESOURCES:
Hello,
Head of HR here, providing you a bit more insight into our process. I’ve included a flow
chart on the high level process (see below) but also wanted to provide a more detailed
explanation.
Our HR cycle begins with our recruiting department. We have campus recruiters who
attend career fairs and develop relationships from select universities around the country.
We also do a substantial amount of recruiting through LinkedIn, targeting professionals
further along in their career with the backgrounds we look for. We then conduct phone
screens with qualified candidates, followed by rigorous in-person interviews. We hire
approximately 10% of the candidates we interview in-person.
Once an employee comes on-board, our performance management system begins.
Employees are required to write out goals and objectives after their first 30 days on the job.
They have regular ongoing conversations with their direct managers, as well as with
assigned mentors, regarding their performance. On or near their anniversary date, we
conduct a formal performance review. In the review, we evaluate how the employee
performed relative to the goals they mapped out for themselves, and relative to our
expectations. Based on the result of the performance review, we make compensation
adjustments and promotion decisions. Finally, when an employee does exit their role, by
transitioning to another role within the company or by terminating their employment, we
conduct formal exit interviews.
Hope this helps. Look forward to your feedback on how we can improve.
R E C RU I T H I R E M A N AG E
E X I T E VA L UAT EC O M P E N SAT I O N
A D J U ST M E N T
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0 1 6 . A L L R I G H TS R E S E RV E D. 3
LEADERSHIP STYLE:
Hi,
I’m writing this email in response to your request for an overview of my leadership style.
First, I think it’s important to tell you how I got to my role as the General Manager. I started
at the bottom and I’ve worked my way up through the ranks by being the top performer in
every role I’ve had. I’ve worked hard to get to where I am today, nothing has been given to
me, and I believe everyone reporting to me should have a similar mindset and work ethic.
I’m looking for people who can keep up with my level of performance; that’s what we need
to achieve our organizational goals. I demand a lot from people. Some might say I’m
difficult to please, but I believe in continually pushing people to achieve results they
previously didn’t think possible. To do that, my employees must move fast and execute on
the directives I give them. If they can’t, then I need to find others who can keep up. That
may sound harsh, but I view maintaining a strong performance-based culture as my
responsibility as a leader.
Please feel free to contact me with any questions.
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