Dunkin Donuts District Manager Essay

1545 Words Mar 25th, 2015 7 Pages
Dunkin’ Donuts
Joe Schmoe
MGT 330: Management for Organizations
Prof. Frances Marvel
March 11, 2014

Dunkin Donuts
As a district manager, many responsibilities come with the job. District management is responsible for virtually all the operations in the company with respect to the business goals that have been set out in the company plan. This is especially the case when the district assigned is a group of new area start-ups. District managers are responsible for the allocation of resources, hiring, training and managing teams. The roles of a district manager starting new Dunkin’ Donuts locations are no different yet they include the responsibility for a smooth start. These added responsibilities include job design,
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Organizational Design
In my opinion, the organizational design of a functional structure with decentralized, organic tendency are best suited for our new operating locations. Henry Mintzberg stated that functional structure allows for top-level control with expertise maintained in the individual departments (as cited in Baack, et al., 2014). As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost (Miles & Snow, 1992). The Dunkin’ Donuts mission statement, “Dunkin Donuts will strive to be the dominant retailer of high quality donuts, bakery products and beverages in each metropolitan market in which we choose to compete” is best facilitated by functional structure standardization. A functional structure will ensure that customers experience the same high quality product and service no matter which location they visit. The organizing of specialization will lead to operational efficiency where employees become specialists within their own realm of expertise. In a decentralized, organic structure, daily operations and decision-making responsibilities are delegated to middle and lower-level managers within the organization. This structuring allows employees to utilize their knowledge and expertise for more efficient decision-making, also allowing for fewer links in the chain of command. This type of moderate autonomy is critical in a franchise-based enterprise

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