Organization Structure of Dominos
In the year 1960, Domino’s Pizza was founded by two brothers who are from Michigan, United States. There are different kind of pizza makers which ranges from local pizzerias to international franchises like Pizza Hut (Hastings et al., 2018). At Dominos, every employee aims to store member to head office staff. Along with proper vision and mission, the organization aims to follow certain values for the organization. Domino’s vision is to become the leading organization of food in various neighborhood (Donaldson & Vacha-Haase, 2016). Mission of Domino’s is to sell more pizza have more fun. Dominos is very similar like other organization which tends to follow the structure of hierarchical based.
In the coming pages of the report, an idea has been provided concerning performance appraisal and training development in Dominos. It is all about bringing positive work culture and team engagement for effective and efficient performance for entity in Dominos.
Fig 1: Organization Structure of Dominos
(Source: Villar et al., 2017)
In the beginning days, the organization was named as DomiNicks and later on changed to Dominos. At present, the pizza industry is considered to be highly competitive and mature market.
At present, both leaders and employees at dominos tend to suffer from issues of performance appraisal (Singh et al., 2015). Two biggest performance issue encountered in sales and marketing department are
Infrequent Feedback: The primary goal in this method is all about identifying and overcoming issues of performance (Willems et al., 2016). The whole execution process is very much silly. Quality control and assessment are considered to be an important factor in the business domain where it tends to operate. The minimum feedback tends to operate in the given quarter.
Lack of effectiveness metrics: There is a large number of executives in Dominos who accept their goals and recognize their result. It is all about providing feedback to address the weakness along with understanding the training needs (Crofts et al., 2016). The main duty of executives at Dominos is to look for poor performers. In some of the rare cases, the process owner even measures their process contribution for attaining their goals. The most common method is all about relating the performance appraisal for the complete percentage.
In dominos, the best method of performance appraisal which can be applied to the sales and marketing department is ranking method. This particular step is all about catering the need of subordinates on the overall performance (Hediger & Hund-Georgiadis, 2017). By developing a process manager can look for improving the overall objective metrics. It is mainly done so that managers can easily identify issues related to human resources. It is also very much easy to customize the overall process. There are mainly six steps of performance appraisal of managerial post in dominos like
- Establishing Performance Standard
- Employee communication
- Measuring Employee Performance
- Making comparison to the employee metrics
- Feedback from employee.
- Action plan development.
Performance Appraisal Issues in Dominos
There is large number of data collection options are available for collecting data of each team members (Noe et al., 2017). The overall methods can be easily categorized into four sections like
- Goal Progress
- Generic data
- Competencies
- Third-party feedback.
Fig 2: Method of Data Collection for Performance Appraisal
(Source: Cascio, 2015)
There are large number of stakeholders who are involved in performance appraisal process and method like
- Owners
- Manager of the department
- Director of Dominos
- Execution Team.
Training Tittle
Training for Managerial post in Sales and Marketing Department at Dominos.
Objective
To increase the overall efficiency of both team members and managers.
Data/ Time
This is a one-day training program which will be conducted on 12 March 2019 in head office of Dominos.
Target trainee and trainers
The target trainee is the manager of the head office department of Dominos (Hastings et al., 2018). A higher managerial authority will be hired from outside who has experience in managerial post.
Resources and Logistics Arrangement
The logistics arrangement needed for Training are
- Selection of Participants.
- Pre-training conference call
- Room setup, equipment, and food
- Participant preparation
Resources needed for providing training to manager are
- Training for teachers who are teaching curriculum summary.
- Workshop Handout Materials.
Two customer service skill needed by manager of Dominos is
Clear communication skills: The manager must get to the problem of customers in very quick way and easy way (Donaldson & Vacha-Haase, 2016). Manager needs to be aware of the fact of how the communication skills are translated to the customers.
Attentiveness: The manager can listen to their customers more effectively. The main focus is all about providing great services for various available reasons (Villar et al., 2017). Manager must pay attention to customer interaction but also become mindful and attentive of feedback to large number of things.
In the year 1959, Kirkpatrick Model was established for large number of users. It is widely used for proper evaluation of training industry (Singh et al., 2015). This particular model becomes popular as a result of its ability to breakdown the required subjects into manageable levels.
Reaction: It is the first level of Kirkpatrick Model which comprises of following steps like training satisfaction, training relevance and training engagement (Willems et al., 2016). By gaining feedback from the trainees for training both employers and trainers can learn about method of improving the training course.
Learning: It is the second level of Kirkpatrick Model which aims to measure the amount of training needed for courses (Crofts et al., 2016). The key areas are knowledge, confidence, commitment and skills. It is very much important to plan for level 2 because trainers can easily find the learning objectives which has been satisfied. Apart from this, there should be focus on ways to improve it.
Best Method of Performance Appraisal in Sales and Marketing Department
Fig 3: Stages of Kirkpatrick Model
(Source: Hediger & Hund-Georgiadis, 2017)
Conclusion
From the above pages, the fact can be easily taken into account that this report is all about performance appraisal in Dominos. Performance appraisal in Dominos can bring huge number of advantages like employee development. It can cause certain number of disadvantages like contrast error. Proposed training programme and evaluation in Dominos can cause huge number of benefits like staying ahead of competitors. In some cases, it can result in increase in stress level for employees along with wastage of time and money. The point can be easily concluded that employee training in dominos can improve their skills. Apart from this, it can help them in gaining new skills.
References
Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
Crofts, J. F., Lenguerrand, E., Bentham, G. L., Tawfik, S., Claireaux, H. A., Odd, D., … & Draycott, T. J. (2016). Prevention of brachial plexus injury—12 years of shoulder dystocia training: an interrupted time?series study. BJOG: An International Journal of Obstetrics & Gynaecology, 123(1), 111-118.
Donaldson, W. V., & Vacha-Haase, T. (2016). Exploring staff clinical knowledge and practice with LGBT residents in long-term care: A grounded theory of cultural competency and training needs. Clinical gerontologist, 39(5), 389-409.
Hastings, R. P., Gillespie, D., Flynn, S., McNamara, R., Taylor, Z., Knight, R., … & Przybylak, P. (2018). Who’s challenging who training for staff empathy towards adults with challenging behaviour: cluster randomised controlled trial. Journal of intellectual disability research, 62(9), 798-813.
Hediger, K., & Hund-Georgiadis, M. (2017). Animal-assisted therapy in the view of staff members before and after implementation in a rehabilitation clinic. Human-Animal Interaction Bulletin, 5(2), 61-73.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Singh, N. N., Lancioni, G. E., Karazsia, B. T., Myers, R. E., Winton, A. S., Latham, L. L., & Nugent, K. (2015). Effects of training staff in MBPBS on the use of physical restraints, staff stress and turnover, staff and peer injuries, and cost effectiveness in developmental disabilities. Mindfulness, 6(4), 926-937.
Villar, F., Celdrán, M., Fabà, J., & Serrat, R. (2017). Staff members’ perceived training needs regarding sexuality in residential aged care facilities. Gerontology & geriatrics education, 38(4), 443-452.
Willems, A. P. A. M., Embregts, P. J. C. M., Hendriks, L., & Bosman, A. (2016). Towards a framework in interaction training for staff working with clients with intellectual disabilities and challenging behaviour. Journal of Intellectual Disability Research, 60(2), 134-148.
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