Name: Azidah Bte Sapii
Age: 27
Job designation: Assistant Outlet Manager
Company: The Coffee Bean & Tea Leaf
The Coffee Bean & Tea Leaf, true to its name, is an international
company that aims to sell the best coffee and tea in the world. Born in 1963 in
California, it has become one of the largest privately-owned companies in the
world, achieving its mission, that is being known for its coffee and tea. However,
it not only serves beverages, but gourmet food as well. The company
collaborates with various farms and estates in order to guarantee the best
quality of coffee. It also focuses greatly on customer relations and services,
as emphasized on its websites. Over the years, it has developed not only a
multitude of coffee and tea but machines related to them as well.
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As assistant outlet manager, Ms Azidah’s responsibility is to handle and
manage the day-to-day store operation. This includes ensuring high quality and
a consistent standard in the products, cleanliness of the outlet or store, as
well as excellent customer service. She is also required to supervise and watch
over the preparation of quality food and beverages for customers. In order for
this to be possible, she needs to delegate and appoint tasks to the employees.
Not only this, she also needs to reach a sales target set by the higher
management.
Based on the answers provided by Ms Azidah, it can be concluded that the
approach that she takes is based on the Human Relations School of Management,
namely the Hawthorne Studies/Hawthorne Effect. She mentions that when directing
her staff, new or old, she needs to follow a specific procedure, and this way,
it is fair for all the staff. This indicates that she has set objectives, and
this objective is to be made known to the staff. The sense of common purpose
that she has in her mind is also a key feature in the Hawthorne Studies/Effect.
She also emphasizes the importance of getting to know her staff and their
different characteristics, as well as creating close bonds. Especially when
there is an issue involving them, she finds this essential. She will approach
the staff personally, try to relate to him/her and share her experience, like
talking to a friend. This way, the staff does not feel inferior and
uncomfortable. Her approach to this kind of situation symbolizes participation
and cooperation. This sense of teamwork, where both parties – herself and her
staff – work together to solve an issue, is also a key defining feature of the
Hawthorne Studies/Effect.
Ms Azidah explains that in every workplace, there are going to be pros
and cons for every role. She classifies the problem factors into three:
Managers, Staff, and Higher Management.
Firstly, she feels that there is a communication barrier between
managers, be it outlet managers or assistant managers. Miscommunications or
lack of communication often happen because the other parties are not inclusive.
She feels that sometimes, as an assistant manager, she is not filled in enough
about her outlet. This poses as a problem when the authoritative bosses from
the higher management visits the outlet and she is not well-informed about what
has been going on when is not around.
In order to overcome this problem, Ms Azidah needs to take initiative
when her counterparts do not. She makes it a point to seek information and
updates regarding the happenings at the outlet when she is not around. She
needs to communicate with her co-workers.
Secondly, she realizes that there is a ‘staff trend’ for bad behavior.
This means that an action that is carried out by one staff is witnessed and
practiced by another, and this is a cycle that will continue on if there is
nobody to stop it. Especially when it comes to senior staff, or staff that have
been working for a longer period of time, she recognizes the fact that they
feel slightly more superior to the rest. She explains that they feel are
big-headed and feel entitled to do as they please, and with reference to the ‘staff
trend’ mentioned, the junior staff follow lead.
In order to overcome this problem, Ms Azidah keeps a close eye on her
junior staff and points out the wrongdoings when it comes. It is important to
clarify to the staff that there are boundaries and rules, and be a good role
model. She feels it is also equally as important to follow-up with their
actions, communicate to understand their progress and motivate them. Some rules
need to be reiterated to be understood.
Thirdly, Ms Azidah feels pressurized by the higher management when it
comes to meeting the sales target. She thinks that it is unfair to the staff
that contribute their manpower and labor, as the management’s main focus is on
the sales and not welfare. However, she feels as if this problem is beyond her
control.
In conclusion, to Ms Azidah, a good manager needs to have positive
thinking and a sense of initiative. A good manager will be a good role model
and try to limit the impact of crises in the workplace, this can be done by
creating a lively atmosphere and focusing on the tasks at hand.
