mongolian barbecue case study
DESCRIPTION
TRANSCRIPT
Bd’s Mongolian Barbeque
Vishrudh SantaprakashJoanna Lu
Sam van KleefSteve Kim
Nathish GokuladasRohan D'Souza
Agenda• Introduction
• Group Issues
• Feedback Issues
• Motivation Issues
• Conclusion
Genghis says:So it begins!
Introduction
Meet the Mongos• Established in 1992• Present in 13 states as
well as Ulaanbaatar, Mongolia
• Focused on fun, growth, community, and teamwork
• “Friends-helping-friends” culture
Research• Website• Interviews– Ex-employees– Grillers– Servers–Manager
• On-site observations
Group Issues
Group Faultlines• Diversity is good, but…• Restaurant divided into surface-level
subgroups
– Age – Gender –Work function
(grillers, servers, greeters, chefs, etc.)
Mongo Madness• Disruptions– Undermines “friends-
helping-friends” culture– New-hire integration
difficulties– Hostile work
environment– Employees not excited
to come to work
Mongo Mingling• Group dinners– Outside of work hours– Solidifies trust– Solidifies social bonds
• Solidifies foundation of “friends-helping-friends”– Improves company culture– Improves efficiency and productivity
Feedback Issues
Feedback• No formal feedback mechanism– Lack of communication– Distrust of other subgroups
• No management-employee feedback– No clear goals
Genghis says:Your feedback – give it to
me!
Analysis• Group-to-group feedback– Persistence of group divisions– Breakdown of “friends-helping-friends”– Animosity towards employees in other
work functions
• Management-employee feedback–Misalignment of goals– “Management bubble”
Mongo Meetings
• Management-to-employee feedback– Go over the positives and negatives– Alignment of restaurant goals– Higher management involvement
• Group-to-group feedback- Creates understanding
- Navy Blue Angels- Increases
communication- Dissolves faultlines
Motivation Issues
Motivation Issues at bd’s• Lack of substantial goals– No interest in employee goals– Inability of employees to work well
together
• Impact on work environment–Mundane experience for employees– Lack of team cohesion– High turnover rate
We Have two concepts…
1• McClelland’s Three-Needs
Theory
2• Reward System
McClelland’s Three-Needs Theory
Need for achievement
Need for power
Need for affiliation
Need for Achievement • Currently, too
focused on fun
• Employees want to learn and develop
• No individualized goals
• No task significance!
Need for Affiliation• Currently, very
cliquey
• Hard for new employees to make friends
• Social identity theory – Need for belonging
Need for Power• No influence in one’s
daily responsibilities and work environment
• Unapproachable manager• Opinions not heard• Lack of autonomy
Genghis says:“It is not enough that I
succeed – all others must fail”
Job Design Model
Reward System
MOngol Motivation• Provide 1-on-1 time between
employee and manager – Understand what employees value– Allow employee to speak up
MOngol Motivation• Set goals for employees to aim for • Align employee and company goals
• Content: specific, measurable, challenging• Both employee and manager set these goals
• Individualize rewards(ex)Real Seafood Co. to seafood lovers…
Genghis says:Setting “monGOALS”
– get it? Eh?
Conclusion
Congruence ModelFORMAL
- No feedback system
- No focus on employee development
“He [Tom] could be more approachable.”
INFORMAL - Management focus
on having fun- Contests and
games - Reward gift cards- “Friends-helping-
friends” culture
Congruence ModelPEOPLE
- Faultlines form based on age, gender, work function
- Difficult to integrate new hires
- High turnover rate “Bd’s is a place full of drama, employees just don’t get along with each other. They have bad attitudes and bring this to the
workplace. “
WORK- Service industry - Split up into
servers, grillers and chefs
- Some interaction between functions but mainly within
Current Congruence Model
Congruent?
- Service- Focused on customers satisfaction
- Split into functional groups- Lack of communication- Difficult to meet new people and get along
- Lack of feedback- Lack of employee development- No ind. goals
- Competitive culture- Contests and reward- No individualization
INCONGRUENT!
New Congruence Model
Congruent?
- Service- Focused on customers satisfaction
- Split into functional groups- Lack of communication- Difficult to meet new people and get along
- Lack of feedback- Lack of employee development- No ind. goals
- Competitive culture- Contests and reward- No individualization
- Mingle across functional groups- Family environment- Family dinners
- Constructive feedback system- Focus on employee goals & development
- Friends-helping-friends culture- Reward tailored to employees’ preferences
CONGRUENT!
Q&A Genghis says:
Are we done yet? I’m late for my pillaging appointment.