Must be clear and concise and non plagiarized

Read the case and answer the questions that follow.

A reporter for Fortune magazine recently said that David Novak “may be the business world’s ultimate team builder.”56 Novak, chief executive officer of Yum! Brands are credited with delivering extraordinary growth and profits in the tough business of fast-food restaurants. Yum! Brands has built its trio of restaurant brands—KFC, Pizza Hut, and Taco Bell—into the world’s largest restaurant company measured in terms of the number of locations.

Novak says the company’s strength comes from the value it places on teamwork. He notes that, as a manager, he is driven to win, adding, “You can’t win without people.” In Novak’s experience, success requires a team effort.

According to Novak, the origin of his focus on teams came when he was manager of bottling operations for PepsiCo, which then owned the restaurants that now makeup Yum! Brands. Meeting with route salespeople, Novak asked a series of questions about their work, and they repeatedly pointed out one of their coworkers as the expert. The man was in tears, hearing for the first time, after decades of service, that he was so well respected. Novak determined that he would never let a person’s contributions go unrecognized.

From Pepsi Bottling, Novak moved to the top position at KFC, which had been unprofitable for years. Novak realized that to replace the bitterness he saw between headquarters and owners of the franchise restaurants, he needed to change the company’s spirit. His goal was to establish the qualities of a great team: people determined to win, to compete, and also to have some fun. From that vision came the idea for the Rubber Chicken Award. As Novak met with his managers and visited his restaurants, whenever he heard about someone doing great work, he would personally hand over a rubber chicken with a personal message of thanks.

The Rubber Chicken Award became the first example of what is now the most famous outward sign of team building at Yum! Brands: enthusiastic recognition of employee performance. Every restaurant division has its own version of the award, and every leader has developed a personal award. Each is delivered with a personal, handwritten message of appreciation. But these awards are just one facet of the team-driven culture. The company has stated its values in a written document called “How We Win Together.” These values assert that “everyone has the potential to make a difference” and that employees should engage in “take the hill teamwork,” including open discussion aimed at smart actions. Also, managers participate in a leadership development program called Taking People with You. Despite the name, the program does not start with rewarding others but with knowing oneself—how one thinks about and treats others. As managers come to understand themselves better, they begin thinking about the most effective ways to communicate, lead, and recognize the performance of their team members. Today, Novak acknowledges that the job of team building is a work in progress. In particular, he says, the company has not yet fully spread its culture of teamwork into every one of its 40,000 restaurants around the world. But as long as Novak is CEO, building teams will be his passion.

17-7 Consider the salespeople David Novak managed for Pepsi Bottling. How would you decide whether to characterize these employees as a group or a team?

17-8 If you were in charge of managing a Yum! Brands restaurant division, how would you ensure that an effective team emerges? How would you help build trust among the employees who work together in your division?

17-9 What challenges do you think might exist in developing teamwork at franchise restaurants? How would you overcome those challenges?

Building Your Management Skills Portfolio

Read the following about Eden’s Fresh Company and perform the skills activities that follow.

Brian Certo had just graduated from Rollins College with an MBA. Rather than entering the job market, he decided to open Eden’s Fresh Company, a fast-casual restaurant specializing in salads and wraps in Winter Park, Florida. Brian began planning for the opening of Eden’s by producing a spreadsheet reflecting all projected costs and anticipated revenues. After developing a spreadsheet business model that seemed workable, Brian began taking steps to start his restaurant. His first step was to recruit a partner, Colin Knight, who had just graduated from the University of Florida. Together, Brian and Colin acquired funding, selected and renovated a site, interviewed and chose suppliers, designed the restaurant’s décor, and purchased appropriate equipment and furnishings. As one of the final steps, they hired eight employees and began training them.

Assume that you are opening Eden’s. The last part of your planning is to design and implement the organizational culture that you would like to exist within the restaurant. Perform the organization culture planning tasks that follow.

18-10 Write a paragraph describing the type of organizational culture you would like to establish at Eden’s. Be sure to include all the values that you want for the restaurant.

18-11 List and discuss in detail five cultural artifacts you would use to implement and maintain the values included in your organization's culture vision.

Artifact 1:

What organization culture value does this artifact emphasize and how?

Artifact 2:

What organization culture value does this artifact emphasize and how?

Artifact 3: What organization culture value does this artifact emphasize and how?

Artifact 4:

What organization culture value does this artifact emphasize and how?

Artifact 5: What organization culture value does this artifact emphasize and how?