Mongolian Barbecue case study

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.