Creating Cooperation and a Sustainable Culture of Unhealthy Food Managers

As someone who doesn’t like reading, I was very surprised when I started reading My Secret Life on Jerry Newman’s McJob. Jerry’s real-life experience and the use of storytelling made me a passionate reader. I am very interested in the concept and theory of the main textbook for this course previously involved. Jerry applies his experience to fast-food restaurants, a landscape that many of us (not even everyone) are familiar with. The method of how to describe the relationships, training, and leadership on management style provides clear examples of valid and invalid.

These opened my view, that is how individuals are affected and what truly constitutes a strong manager. In addition, having the opportunity to read my classmates’ views on this book helps helped light some aspects that I didn’t get my attention at first. Cooperating in this book, not only helps to structure my paper but also helps to understand the appearance of resource management.

Newman’s Thesis & Supersized Management Principle Based on his Findings

It is speculated that Newman and his daughter were hooked on the fast-food industry after having breakfast at a fast-food restaurant. In exceptional circumstances, Newman found a similar figure condom in her daughter’s breakfast. After an active conversation with the store manager, Newman realized that this is likely to be part of the staff of the glove. However, he never found lost fingers employees. As a result, Newman decided to spend 14 months figuring out the fast-food industry. Despite the incredibly obvious defects in the industry, Newman realized that it trained good workers, strong managers, and future leaders. He intended to find out how they got there, what happened behind the counter if you want to cut something that will encourage people to unhealthy means of implementation in the gloves of mischief and fast-food industry presence. At the end of a long-term fast-food restaurant, he found it necessary to control costs, changes in management style and most managers create an environment, a high turnover rate is almost inevitable.

Introduction, seven chapters, an analysis, as well as a chapter reflection, highlights Newman’s ideas and discoveries. In the last seven chapters, the reader excerpt details the large management principles. In the first chapter of ‘rules of the game’, Newman describes the guidelines for his work in the fast-food industry and learning. He pointed out that to achieve the full range, he must work in different geographical areas. The cultural differences in different areas to distinguish so that he can find a common agreement. In addition, his idea is that he will be like the past teaching positions as seriously the job. To obtain similar experiences with peers, he is set to the actual work hours. At work, he is not allowed to insist upon or expose the motives of his work in fast food. Fortunately, in his 14-month adventure, only one male teenager grabbed what he wanted to discover.

In Chapter 2, The McJob Isn’t McEasy, Newman elaborated on the nature of the franchise and recommended that this work is far from easy. In particular, he questioned the Merriam-Webster dictionary description of the McJob: ‘The low-paying jobs require little skill, and there was little opportunity for advancement.’ Although Newman disagreed with the low-paying part of the description above, he believed that McJobs needed A lot of skills. He also elaborated on the work he completed seven of 14 months during the study period, which describes the difficult working conditions of the fast-food industry. Newman’s description provides further information to support many critics of the US fast food industry as exploitative. This description is the greatest contribution of this book.

In Chapter 3, The Great Cheese Wars and Other  Culture Tales from Behind the Counter, Newman highlighted the role of culture in affecting their work experience in the industry. By providing different franchises (usually the same restaurant chain) descriptions of the organization of cultural diversity, the authors can focus on defending their attention to culture. Newman believes that although the production process is highly rationalized, HR practices vary widely at different franchises in the industry as a whole. In particular, he attached great importance to personal managers and their role in establishing these outlets’ workplace culture. Here, Newman established an interesting type of manager and introduced their ability to influence the work of different outlets. However, it must be pointed out that, along with the diversity of important system warnings, Newman did not elaborate. This warning and the cost of universal attention and trying to reduce the staffing managers concerned. Thus, in a variety of different work cultures and management styles, themes of overexploitation and inadequate salaries of workers throughout.

In Chapter 4, Will Work for Whoppers, Newman describes in detail how to create a positive culture after expressing social management and leadership skills. The store manager to instill culture is best expressed by his / her staff. However, at a fast-food restaurant company, the employee’s salary is almost the same. Newman found that the best way to reward employees’ benefits culture is through non-monetary means. Timely feedback and recognition are the best ways employees understand their value.

In Chapter 5, Training the Utterly Confused, Newman emphasized training and was serious about its importance. For managers, the matter of learning goals and staff must have faced every day linked. Training for employees to keep their jobs and eventually set the standard for consideration for promotion. It also provides an opportunity to establish credibility and establish yourself as a resource for managers. Establishing credibility and building relationship cohesion is crucial for binding and creativity by providing a resource. He stated the differences between corporate training programs depicted in the growth picture and the actual working conditions of care staff did reinforce the belief that: enterprises are to operate through to the true self is covered with a veil. Newman noted that the veil not only can the true nature of the enterprise and consumers’ separation, can also be used to manipulate the company’s employees. Newman also pointed out, that McWorld’s actual work is far from standardized and offers a different interpretation of the rules and guidelines.

Chapter 6, Diversity, Discrimination, and Lap Dancing, this chapter involves discrimination and gender/race relations in the fast-food industry an important issue. Newman points to racial/gender differences in the industry; However, he doesn’t think fast food enterprise discrimination. To support their views, he thinks, in many of these stores, a high proportion of women in senior positions. Newman shows attention to the importance of diversity. Each member brings to the team a unique diversity. Understanding the difference between each other is an unexpected advantage. Fast-food restaurants are not discriminated against, but they do not practice ‘tolerance’. Fast food is a chance to embrace diversity and realize, adapt to and obtain knowledge based on workplace diversity.

In Chapter 7, I Blame It on Henry Ford, Newman suggested establishing a social network and developing friendships, to reduce turnover. Human resources experts said, to reduce the high turnover rate, the expectation of job seekers and hiring managers to want is what kind of problems, such as a day’s work, tell them straight away. If a person knows you don’t like this position before the start, he is more likely not to accept the position. Managers have a responsibility to the new employees agreed to take responsibility for the task and situation to provide feedback to staff.

In retrospect, Newman said the experience of fast food provides some useful life skills in other places. Way to other places might not be glorious. The opinions of the crew are often neglected, but reliability is a characteristic of a difference between success or not success quickly good department.

The Connections Between Decision-Making, Break-Even Analysis, and Planning to Achieve Goals

Three connections that I made from Fundamentals of Management by Robbins and My Secret Life on the McJob are the importance of decision-making errors and biases, the relationship between decision trees and break-even analysis, and how managers set goals in developing plans (143).

Two factors that cause decision errors and biases are overconfidence and selective perception. Newman believes that a large part of the attitude shown by the manager and related roles and overconfidence. For managers, away from this role is very important because it will make them out of touch with the staff. An overly confident person might despise the opinions of others, but afterward, their view is priceless, and can directly improve the bottom line. To raise unrealistic demands on themselves, forcing employees to question management credibility and resourcefulness.

Managers who oversee or assist meetings sometimes have a selective perspective. This view may affect the company’s operations or employees. Managers sometimes target specific employees, to enable them to become role models. This not only belittles the targeted employees but is also a valid learning tool. In addition, the selectivity of the process operation of the store perception limits and/or tissue using a more efficient way to complete the task. A person performing a task, in this case, a crew member, is more likely to find a better course of action than a manager because that person is the more consistent implementation of one or more specific functions. There are several possible reasons why this curiosity and innovation are discouraged, by workers. Managers may be jealous that he/she did not put forward the idea, or that the implementation of a new process took too much time.

Another related point in Newman’s book is break-even analysis techniques. Although Newman did not directly discuss how to find a balance point, it shows managers how to minimize variable costs to improve the bottom line of the organization. Managers can be done this in the following ways: If the business is slow, let employees leave early; if capacity is not expected to increase, told employees not to come to work; or arrange more than other skilled employees. Newman cited an example, a worker only welcomes them when customers came in. She refused to learn to cook, clean, and take orders. Therefore, her value is very low, unnecessary necessities, so her time is shortened. Therefore, her skills can be easily taught to others, and can perform other tasks when needed by employees.

Textbooks’ most prominent point is to emphasize how low morale and high turnover of branches are to develop goals and plans. It has a unique training program managers more professionalism than those on the spot hiring managers are more likely to receive training. Proper planning prevents poor performance and instills team spirit and cohesion in a community. Managers from trusted, knowledgeable, easy to get along with personal interviews began, to encourage employees to stay, to make the greatest efforts to target the target store.

The Importance of Cost Management & Culture

My classmates particularly caught my notice of key concepts and points out the beginning I did not notice a place. I first emphasized the standardization of the training process. The training process in fast-food chains is particularly unique because employees just want to know how to perform tasks based on previous experience and after watching training videos. The development of new employees or employees gets very little practical help. Including practical help managers see a new employee or developing employees struggling at work, and forced a capable, there is the development of individual employees to complete the work. Display tasks and use phrases such as ‘Look, is that simple!’ Is the new standard for employee learning and retention of a task. In addition, employees also due to how to think critically improvement process has been criticized. If a new, developing, or developed during staff training or work found a better solution to perform the task, the idea will eventually be rejected. This emphasizes the standardization and simply doing one’s job, to benefit the bottom line is the main focus of the fast-food chain.

Secondly, I emphasized the cost factor they are most concerned about the fast-food chain recognized. Because fast food is cheap and quick, there is almost no room for error. Therefore, unnecessary costs are simply cut. One example is how several fast-food chains dismiss employees. Most companies did not take the time to lay off workers. Instead, managers either reduce or terminate their view is not good for the team staff time. To do so would force employees to resign to maintain a good income. When employees choose to resign rather than go through the process of dismissal, large food chains do not have to worry about former employees’ jobless claims. Another common practice is a large fast-food chain requires employees not to come in, if the business led to slow their classes or employees leave early if the business is slow, in their squad. This steadily reduces the variable costs of the fast-food chain, but the staff expected revenue is minimized. This approach will lead to the resignation of employees, so they are not eligible to receive unemployment benefits.

The third topic I discussed was the huge turnover of the fast-food market, I found that the most common topic of discussion throughout the edition. In the field of fast food, viable workers, station workers, aimless workers, and professional workers. ‘Survival worker’ refers to those who make a living while looking for solutions, they do not have time to ask whether they can do better. The station staff is those who put the fast-food system as a bridge to the future better. For example, some work fast food, a chance to reputation after they graduate college students are more qualified to do better to wait. Aimless workers are those who meet the status quo, are not motivated, or ultimately have no chance. The final type of worker is the professional worker. Professionals who are working hard, trying to get people through the promotion. All positions except for professional workers are due to the high turnover of the fast-food system.

In my discussion board posts, my main point is to the positive aspects of the organization of high turnover. However, my classmates emphasized the negative impact brought about by the high turnover rate. According to the discussion area, we can say the high turnover rate in the industry is a major negative factor. In any case, high turnover remained positive and negative side. An excessive employee resignation provides an opportunity for advancement in others. Furthermore, instead of a non-interest in energetic staff employees can improve morale. However, training will increase costs, because it is not known whether those who are trained to work are helpful, but must be compensated during the training. Many of my classmates pointed out, that resulting in a high turnover of employees is not easy to build relationships with colleagues. From the perspective of professional or long-term employees, if a co-worker has only a few weeks or a few months left, so we continue to become friends with him will be quite difficult and unpleasant. When a person’s team is shortly unknown, maintaining a certain culture and effort is very difficult.

Part of my classmates noticed that the book two managers by building an extensive interview process, in their stores has created a unique culture. Managers ultimately convey the culture they want – rather than the company culture – so take the time to ensure that candidates meet the culture they want. However, most managers and both cases are not similar. Most managers produce results and give an indication. The unfriendly staff, nor does it provide direction for them. Most managers think mandatory training video is sustainable, so most people think that the question is unnecessary.

Since most of the managers that I’ve had in my current and former positions were grateful and positive influences, the different types of managers highlighted in the book did not stick out to me as much. My classmates pointed out that there are different types of managers. There are toxic, mechanical, relationship-oriented, and performance-oriented managers. Toxic managers primarily use sarcasm or disrespectful comments to indicate that they are unsatisfied with the work of an employee. They often completely dismiss the feedback loop. A mechanical manager, on the other hand, is a manager that simply goes through the motions and doesn’t go out of one’s way to create comradery within the team. Most mechanical managers are assistant managers or shift managers who have merely been with the organization for a long time and in turn, received a promotion. Relationship-oriented managers care about the destinies of their employees. Relationship-oriented managers create a positive culture by being friendly and supportive to employees. Ultimately, Newman noticed that relationship-oriented managers are a relatively rare breed. The last type of manager, the performance-oriented manager, focuses both on building relationships and setting quantitative standards for his/her employees. There is no ambiguity in expectations.

Accordingly, my classmates related their experience with Newman stated in journal entries to determine what makes the best manager. As discussed above, the best managers to give employees stability, hope, trust, and compassion. Development and, in turn, trust their employees, can enhance the cohesion between the colleague, and also can improve the retention rate between employees and managers.

Conclusion

All in all, Newman’s findings complement the themes expressed in this year’s textbook. Not a universal standard of managers, but managers can take advantage of some specific attributes, in the fast-food restaurant to create a kind of cooperation and sustainable culture.

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