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I need a ms word written Management Report with strictly followed Instructions provided MCP report/(case study)King of the Burgers MCP case study Tr2, 2021.pdf MCD2040 Managing People & Organisations. Trimester 2, 2021. Assignment: Case Study Status Hurdle Weighting Word/Time Limit Due date MCP report part 1 – Individual MCP report part 2 – Individual MCP presentation – Group N/A N/A N/A 15% 25% 15% 900 words 1500 words Time limit Week 7 Friday 11.55 pm Week 10 Friday 11.55 pm Week 12 King of the Burgers. King of the Burgers (KOTB) is a chain of Burger restaurants located in the United Kingdom (UK) with 63 restaurants located across England, Scotland, Wales and Northern Ireland. The business started in 2011 as one small restaurant operated by 2 friends who loved burgers and saw that the market was dominated by cheap low quality burgers or overpriced expensive gourmet burgers. Their big difference was delivering quality at reasonable prices and allowing customers to make changes to their burgers that were charged by the cost of these ingredients to keep the prices of their basic burgers low. Their business idea fitted well with the existing economic climate in the UK as it recovered from a global recession that impacted many countries around the world from 2008-2010. This basics plus add ons pricing model and the taste and flavours of their burgers were a huge hit and the business quickly expanded to more and more locations in more cities across the UK. Backed with large investments from venture capitalists, KOTB won awards for their food and business success. KOTB became well known for constantly changing menus serving high quality burgers made from fresh local ingredients in store. KOTB’s friendly staff have also won awards for providing some of the best customer service in the industry with many working for the company since it was first established. The company culture was all about collaboration and motivation. Staff were able to provide input on new menu options introduced monthly. Performance related pay and bonuses incentivised staff to go above and beyond to look after their customers and colleagues. KOTB tried to ensure that their workforce was diverse with males and females of all ages and of different religions, backgrounds and skills. Some were students, some chefs and some had corporate backgrounds. For this reason they tried to be as flexible as possible with work shifts for the students but also provide career opportunities for the full time staff to advance as the company grew. Being customer centric was central to KOTB operations. Their website and social media regularly accepted customers’ suggestions and ran voting systems to ensure products were in demand before being released. Customers could also take part in electing their favourite staff member as “Royal Employee of the Month”. All stores were additionally heavily involved with the local community sponsoring events and raising money for regional charities. Doing all of this not only encouraged job satisfaction amongst staff but also grew popularity across KOTB’s communities leading to more sales. With all this success, it wasn’t surprising that a generous offer was given to the owners of KOTB from one of the UK’s largest fast food conglomerates – Brilliant Brands. Unable to refuse due to the need to repay the venture capitalists investments and the life-changing sums involved, the KOTB founders held a video conference meeting to tell all the staff that they had accepted the corporation’s offer. As expected, staff voiced concerns about Brilliant Brands’ operations were founded on efficient processes, fast food and maximum profit. Reassuring KOTB staff, the founders explained that the sale contract required no changes to occur to the current business model for at least six months. “Why does a company similar to McDonalds want to own us?” asked one Chef. A founder replied “They want to set up a part of the business that solely focuses on gourmet burgers and realised the best way to do so was to acquire a company that already is well established: Us.” “Will we be renamed or lose our jobs?” asked another staff member. “We will stay KOTB,” responded the founder. “At this stage everyone’s employment is secure but there will be changes in the future as Brilliant Brands wants to focus on expanding the business to have 100 stores across Europe in five years. This doesn’t necessarily mean negative changes but rather offers great opportunities for promotions and development.” As promised, no changes happened in the first six months of Brilliant Brands’ ownership of KOTB. The company did however appoint a new CEO to monitor and understand KOTB’s operations. This new CEO would eventually be in charge of the gradual transition of KOTB into the Brilliant Brands’ corporate empire. This new CEO, Ronald Kalownski had worked with fast food companies for a decade, developing expertise in implementing efficient processes and cutting costs across fast food chains. After the first six months, a meeting was held across the whole organisation to advise that KOTB needed to become more aligned with Brilliant Brands. “Our goal will be ‘Lower Costs, Increase Profit’ across existing KOTB stores. Currently we have high spending practices which are holding back our potential to establish new stores,” said Ronald. “We will be taking some initiatives from Brilliant Brands while making changes to our current ways and removing some elements to help us lower costs,” he explained. The staff were told new cooking machines would be brought in to make the cooking times quicker where both sides of patties would be cooked at the same time and scoops would be used to make serving chips more cost effective. Such equipment was used in the main Brilliant Brands’ restaurants. All the food would be pre-cut and pre-frozen at a factory which would supply the entire UK operations to ensure consistency and lower costs. Pre-frozen food enabled bulk, centralised buying and this usually excluded buying from local producers. Given the high quantities of produce they bought each day from the local producers, this approach was going to make the local producers lose their business and for some who depended on KOTB solely would therefore could go bankrupt. Assurance was given that the food would still be of the same quality but menu items would be standardised with no customer changes allowed. As with its other fast food restaurants, Brilliant Brands started introducing KOTB burgers to suit customers with almost any income in a tight economic situation with burgers priced from as low as one pound sterling introduced on the KOTB menu. Naturally the staff were a bit concerned after the meeting. They felt the main point of KOTB was its unique and ‘gourmet’ food that used local ingredients and was made in store, however there was no initiatives or opportunities from Brilliant Brands to collect their feedback. At times, staff felt it was all a top-down approach with Ronald Kalownski unanimously making most of the decisions only looking for input from other senior management at Brilliant Brands. Managers at KOTB felt like they have to seek advice from each other more often as Ronald did not spend much time or communicate with KOTB managers as he assumed they were experienced enough to figure out how KOTB’s business and stores should operate. Two months later the changes the managers feared were put into operation. At first it didn’t seem too drastic. New menus were introduced with memos advising that from now on Brilliant Brands will strategically design these and that KOTB stores cannot have individual menus. Each KOTB store had been given authority to plan for their operations and it used to be more decentralised as mangers drew up their own plans, did the budgeting for the store for the week and had more autonomy. However, Ronald changed this and decided that these must be done at the Brilliant Brands head office to save time and costs. KOTB stores were run by a ‘Special Operations team’ at Brilliant Brands head office, appointed by Ronald to do all the planning, budgeting and staff rosters for all restaurants. While experienced, as most members of this team had been working for Brilliant Brands for many years, they however did not understand how things worked at KOTB. This team used their standardised systems to budget all KOTB restaurants in the same way they would a low budget low cost fast food store and did not take any local data or preferences into account. Rostering was a simple attempt to allocate workers names to different times. They did not follow KOTB’s previous policies of checking staff availability and some experienced staff had to work in more than one restaurant location in a given week. Their staff rosters were issued on Sunday night for work starting Monday morning, and this very short notice caused issues for workers. KOTB’s staff were getting frustrated by the centralised organising as it meant they would have to sacrifice their personal plans to keep their employment. Then the new kitchen equipment arrived. However, it wasn’t ‘new’ just ‘different’. It was older equipment from other Brilliant Brands’ restaurants with some stoves damaged and old fridges that smelled of the seafood that used to be stored in them. When store managers complained to Ronald he replied “They are the best equipment in the industry, second-hand but nonetheless still perfectly functional”. Ronald ignored complaints about the new centralised operations team too. This meant that KOTB’s experienced managers who had worked there for many years felt that their views getting ignored, staff and stores were neglected and they had no voice or power anymore. The used equipment and the standardised food items delivered to the stores meant that Ronald felt there was no need to have the existing specialised KOTB staff – “Grill Masters” - who possessed culinary skills and were paid higher wages. Part of KOTB success came from how well different staff members added value into making the burgers, from a specialised person being in charge of the grill and cooking the burger to the consumers liking, to another person being in charge of carefully assembling the burgers. To make the processes more efficient these operations were now standardised and all staff were expected to carry out all tasks. From then on KOTB staff and managers started to notice more frustrating decisions as Ronald continued to cut costs. All paid training courses stopped, with each store getting a computer just for training so staff could do it all online. An announcement was made that bonuses were stopping as no other business in the Brilliant Brands’ empire are paid bonuses therefore it wouldn’t be fair. The reward system also changed with only the store with the most sales receiving an incentive. Naturally these changes had a negative effect on motivation and this was one of the reasons for KOTB having poor, declining customer service standards compared to the strength of their business with their staff performance noted as a positive highlight amongst their customers in the past. Then KOTB restaurant managers suddenly found that their social media accounts’ passwords were changed; therefore the stores couldn’t upload content like photos or video to Facebook, Twitter or Instagram. When they asked about this at their next meeting with the CEO they were told that this will all be done at Brilliant Brands’ head office. Ronald continued disappointing these managers by telling them that from now on all the accounts, advertising and creative development will be done by Brilliant Brands’ head office. In line with all the changes made Ronald suggested that the manager’s jobs had become much easier and that their wages would be frozen for the next five years and new managers would be paid at a much lower rate. After the meeting, the store managers looked at the new staff rosters for the next 4 weeks that Brilliant Brands head office had created. They noticed all of their best staff who had worked for years including those who worked full time hours had hardly any shifts. Previously, the staff brought up their roster concerns to the KOTB store managers. Now when they inquired with the managers all they could say was, ‘I had nothing to do with this’. This lead to more confusion amongst the staff when reporting issues. The workers were not clear whom to report to as they didn’t know who was in charge. This lead to most of the key feedback about in-store problems not being reported by staff. To save costs, the central operation team cut workers hours with experience and higher hourly wage rates. Instead, the main staff rostered were the youngest students who lacked experience but also couldn’t work that many shifts due to their university timetables. There were also instructions from head office to only hire new younger workers who could be employed at lower costs than the existing workers. Beyond this cost-cutting approach there were no clear guidelines when hiring compared to the detailed instructions provided in the past. Store managers could conduct ad-hoc interviews and hire workers on the spot and get them to work without giving them a formal training session and an induction. Mangers were authorised to immediately hire new part time staff to cover shifts of any other part time team member who had not shown up to work. Most managers now spent their time supervising, training these new recruits on the job. The KOTB restaurant managers were pressed for time to do their job with so many new inexperienced workers and they were still expected prepare performance reports and keep the costs low and profits high. Understandably angry the managers started a secret Whatsapp group to complain about the changes forced upon them by Brilliant Brands. The messages included complaints like “ Why are we recruiting???? I have enough staff and good staff!” “Why are my students rostered on to work hours they can’t do? Doesn’t head office read the timetables we send them?!!”. The managers created an email together that they all signed to complain about these changes to the CEO. Ronald responded - “Read your emails. We will be slowly phasing out the more expensive staff and recruiting the younger generation. We need to lower costs so be prepared to go to High Schools and University Expos to recruit students. Also, those students of yours – if they can’t work the hours assigned then tell them to work elsewhere. We don’t have time to individually tailor every minute of work allocation to their timetables. We’re a business and it’s about time you restaurant managers start treating KOTB as one”. This approach did not allow any existing staff members or a new recruit to have much career aspirations in the company. It had become a place of cheap employment from the great place to work it used to be. The staff didn’t see any chance or point of progression in a company whose values were all about cutting costs to be profitable. Even though KOTB has now being part of a much bigger company such as Brilliant Brands, the existing managers were not keen to have a long career with KOTB anymore. The secret KOTB Whatsapp group exploded with messages after this “Who is going to train all these new recruits? I don’t have time and obviously they’re not going to spend money on binging in a trainer.” “Online training. Online recruiting. What is next? Online toilet breaks??? Need to poop? Do it online. Is Ronald for real??? What a $%^&* clown” Customers have compared KOTB stores before and after the change of ownership and leadership. Their comments include – “Before, eating in a KOTB store was like joining a party, now it is like eating in a high school canteen where no one wants to be there.” “I hate the new menu – it used to have fewer burger choices but I could change whatever I wanted. Now there are more burgers to choose from but I can’t change anything. “ “I don’t like the same thing as everyone else, it used to be great now I can’t find anything to suit everyone in my family, we will eat somewhere else.” “Other restaurants give free soda refills, free sauces – at KOTB now you have to pay extra for everything”. “I hate that you have to go to the front counter to order and pay now, I want table service with a smile!” “KOTB staff used to be so friendly and helpful and the store was a warm relaxing environment. Now it is like eating in a prison or visiting your mum’s house after her favourite cat died.” “KOTB used to be great value for money, now it is high prices for garbage food and the burgers are smaller and everything tastes like it was frozen or premade.” “King of the Burgers???? More like Krap on the Burgers now!” Two more months went by with more and more challenges becoming obvious, sales decreasing and customer complaints increasing. The messages between the KOTB managers on Whatsapp flowed as they vented their frustrations to each other. “We’re understaffed on the weekends and busy periods as they are ‘saving money’ putting on less workers and those younger and inexperienced,” said one. “I know!” replied another, “workplace accidents are through the roof! One of my staff burnt himself due to those old stoves spitting oil at him, will have scars on his face for life! Head office hasn’t done anything about that stove!”. Due to time demands, some workers were trying to be innovative and did not follow the set cooking standards. They were introducing cooking hacks to cook burgers faster, leading to poorly prepared burgers. “I have had staff set the kitchen alight and another break their arm rushing orders out to customers,” messaged another KOTB manager. “All because the restaurant was so busy and we didn’t have enough staff on. They haven’t been trained properly! More pressure to cut costs is leading to health and safety issues, I’m thinking of reporting the company to the Government as its dangerous!”. Another restaurant manager commented: “I’ve also heard about increasing theft issues. Stealing from the cash register but also there have been incidents were staffs’ phones and wallets are stolen out of their lockers! The store managers have asked for cameras or at least new locks on the lockers but were told no due to costs.” Another manager shared that: “The five new stores that have opened since Brilliant Brands has taken over have inexperienced managers. I was asked to buddy with one, on their first week but they didn’t seem to care about anything including their staff.” Other managers agreed. “Those restaurants have really high turnover of staff with the managers having no clear goals given to them and they actually don’t care either. Staff have most often not turned up to work and just resigned which has been difficult for the managers to organise daily operations. They are simply told ‘lower costs, increase profit.’ The managers are all in their early twenties and have no experience and no training! How can they deal with the theft and workplace accidents? There was an incident the other day where an employee punched a customer! I wouldn’t be surprised if those stores close in their first year.” Another experienced manager sadly told the others that “I offered my advice to head office but they don’t want any input from us managers. I am so close to resigning.” Some of the senior managers at KOTB have already stated, “I am well experienced and skilled, I can easily join McDonald’s if I want to work for a cheap fast food restaurant”. One of the managers leaked the contents of the Whatsapp group to Ronald in exchange for a promotion to Brilliant Brands head office. Ronald fired several managers over their messages but they have launched lawsuits against Brilliant Brands for wrongful dismissal and the Brilliant Brands legal team have advised that KOTB is likely to lose these cases and that Ronald should arrange payments for these managers to keep them quiet and this news out of the media and off the internet. All of these changes and problems have come at a terrible time for KOTB as the UK is in turmoil due to Brexit and as restaurants and pubs face intense financial pressure during the coronavirus crisis. UK restaurants were forced to close for several months last year and continue to suffer from local lockdowns and low visitor numbers on streets and shopping centres where KOTB stores are located. In an internal email from KOTB CEO Ronald to Brilliant Brands he disclosed that the business was losing market share and forecast that KOTB stores may only generate 50% of the revenue in 2021 that they earned in 2019. KOTB faces an uncertain future with declining burger sales and significant financial losses. KOTB has lost most of its loyal customers since the take over from Brilliant Brands and internal emails show he wishes they did not purely focus on cutting costs which did not suit the KOTB business model. There were times when consumers would rally behind KOTB since they closely looked after their needs before the business changed ownership. Now, most of their customers have been supporting local, small restaurants since they don’t feel the same way about KOTB anymore. Brilliant Brands have started looking for an external management expert to try and save their struggling investment and consider all options available to fix the problems troubling KOTB in a “challenging UK casual dining environment, where customer behaviour is changing as shown by long term consumer trends and increasing competition. KOTB’s CEO defended his actions suggesting that he had taken tough but necessary actions to reduce costs and restore profitability. To the public he announced that, ”no restaurants will close immediately and employees and suppliers will continue to be paid on time and in full.” Assignment instructions. For instructions refer to the MCP folder on Moodle. Each of these assessment descriptions and assessment instructions are clearly labelled. __MACOSX/MCP report/._(case study)King of the Burgers MCP case study Tr2, 2021.pdf MCP report/(instructions)Instructions to Students for the Assignment Business Report Part 2 (1).pdf MCD2040 Worth: 25% Instructions to Students: MCP Report Due: Week 10 Friday 11.55pm © Monash College Page 1 of 5 Last updated January 2021. Instructions to Students for the MCD2040 Management Consulting Project – Part 2 Business Report In a Business Report that analyses a case study, it is crucial that you integrate relevant theory from the course (MCD2040) and evidence from the case. Failure to attempt to integrate theory will lead to severe mark reduction. Integration refers to having a strong connection between your theory and evidence to help justify your ideas of why it is a problem or why it will solve the problem. Being a business report, third person tense must be used (for example you should say: This report recommends…. NOT: I recommend). Students must check to ensure the correct tense is used throughout the entire report while also checking for inconsistencies such as stating the problem is X but then analyzing a different problem of Y Your report will be checked on word matching software Turnitin and will be compared to other available assignments. Note: previous students have been excluded (expelled) or failed the course as a result of cheating on the MCD2040 assignment including purchasing assignments online and using past students’ work. Your Task As a leading Management Consultant who specializes in business process improvement, , you have been hired to provide expert advice to the client by providing a 1,500 (+/- 10%) word report. Your report must identify TWO Major problems and analyse them with relevant Management theory. This is due by Friday Week 10 at 11.55pm to be submitted online. NOTE: Simply firing or hiring new managers or closing down operations and moving to another country is NOT an option. MCD2040 Worth: 25% Instructions to Students: MCP Report Due: Week 10 Friday 11.55pm © Monash College Page 2 of 5 Last updated January 2021. CRITICAL REQUIREMENTS: WORD COUNT & FORMATTING  The word count requirement is 1,500 words. Students may go 10% over and 10% under. The Executive summary is included in this word count.  The Reference list does NOT count for the word count.  Make sure to minimise quotes, instead you should paraphrase then cite (reference) the original source. Quotes should be saved for definitions.  As it is a report, use third person not first person. For example, use: This report… don’t use: I think….  Every page must have a page number and header/footer. REFERENCING  Must use APA 6th ed. style  See the Q Manual on how to reference  The reference list must be in alphabetical order  Only use page numbers when citing when it is a direct quote  A minimum three peer reviewed journal articles AND your textbook must be used in the assignment. This is a minimum, meaning students should use more than this. Websites and other sources that are not academic do not count for this 4  Research is key to have a strong problem analysis. FORMATTING APA STYLE For all text except title and within figures (refer to Q Manual):  Times New Roman 12pt Font  Double line spacing  ONLY Executive Summary can be 1.5 spacing  Standard margins  Typing is left justified only (ragged right)  Indent first line of every paragraph  Being a Business Report – every section from Problem Identification onwards MUST use numbers as part of the heading. This will help a correct contents page to be created. NOTE: THERE IS NO INTRODUCTION OR CONCLUSION IN THE ASSIGNMENT. MCD2040 Worth: 25% Instructions to Students: MCP Report Due: Week 10 Friday 11.55pm © Monash College Page 3 of 5 Last updated January 2021. Report Format NOTE: The following formatting must be followed otherwise marks will be penalised The headings below are in the order the report should be in. Title Page Create a title page which states: who is the case study report for, prepared by whom, you could even create your own business name. It must also include:  Your official name (that you’re enrolled as) and may include your preferred name  Student number  Teacher’s name  Word count Table of Contents Using Microsoft Word, auto generate your table of contents or manually create this section. Executive Summary. …………… Page 3 Problem 1………………………… Page 4 Problem 2………………………… Page 6 1.0 Executive Summary This is the first section stated at the beginning of the report. Its good practice to write this section last after you finish your assignment since you need to summarize your contents of the report here. NOTE: It needs to be on its OWN page and is only one page long maximum. It is a critical section where the reader gets told all the important points the report makes. It should comprise of a concise overview of the case by giving a summarized background of the current situation to set the scene for the report and noting any important assumptions made. The purpose Brief Background of the company A synopsis of your report. Outlines the 2 major problems identified The theory being used to analyze them and any key findings Etc. MCD2040 Worth: 25% Instructions to Students: MCP Report Due: Week 10 Friday 11.55pm © Monash College Page 4 of 5 Last updated January 2021. 2.0 Problem Identification and Analysis This overall section is where you identify each of the major problems you’re going to focus on then analyse why they are problem and the impact on the organisation by integrating theory from MCD2040 (not from other subjects) AND evidence from the case study itself. There will be two sections (one for each problem) inside 1.0, they should be set out under different headings: 2.1 Problem 1 – give it a name Identification and Analysis of the first problem, why they are problem and the impact on the organization by integrating theory from MCD2040 (not from other subjects) AND evidence from the case study itself. (500-600 words) 2.2 Problem 2 …