netrashetty
Netra Shetty
CKE Restaurants, Inc. is the parent company of the Carl's Jr., Hardee's, Green Burrito, and Red Burrito restaurant chains. Its headquarters are in Carpinteria, California. It was incorporated in 1964 by Carl's Jr. founder Carl Karcher as Carl Karcher Enterprises, Inc.
CEO
Andrew Puzder
Chairman of the Board
Peter Churm
Director
Daniel Ponder
2
Director
Jerold Rubinstein
3
Director
George Golleher
2
Director
Lance Milken
2
Director
Robert DiNicola
Director
Thomasmas Thompson
CFO
Theodore Abajian
10
Administration, Legal
Michael Murphy
Marketing of Hardee's Food S...
BH
Operations, Hardee’s
BS
2
Real Estate Development
Richard Buxton
Restaurant Operations
RF
Planning & CIO
JC
Supply Chain Management
JD
In seeing the existing culture in the business unit of Rubber Inc, it seems that the culture is significantly more powerful than the authentic formal structures in the company. This is explicable as the workers in the teams are mainly skilled personnel. There is an accessible assumption that without their abilities and skills in the team, the general operations of the business unit in addition to the company will be disadvantaged immensely. There is somewhat authenticity in this belief. Workers skillful in information technology are hard to obtain. To this end, looking for their assistance and collaboration would be the preeminent means to realize the goals of the business unit.
The concern should be in the group level to guarantee the finest results. Allowing this procedure is essentially anchored on the account of the organization above where persons are predisposed chiefly by their individual groups. These groups could be formal or informal. (Jehn, Northcraft, Neale 1999, 741) Formal groups comprise of those implicated in teams. In the case of Rubber Inc, the teams are a consequence of departmentation by function where the individual abilities are held together to attain specific organizational purposes in a fitting manner. Moreover, informal groups are those that occur naturally as seen in the numerous actions and cliques in the business unit. Usually, informal cliques are produced owing to manifestations of value congruence among the workers. (Klaas, Mcclendon and Gainey 2000, 107) This indicates that in a case where an individual discover that another individual possess identical values as he/she, then it is more probable that he/she responds positively towards the same.
The conduct of strict employee appraisal would significantly affect the organizational behavior of the company. Essentially, being in a team denotes that there is an enormous chance for the individual workers to take on social loafing. (Brophy 1998, 199) In carrying out an appraisal of the individual jobs and performance of the employees, the individual is forestalled from lessening his/her production. The idea of losing ones job is perhaps among the most menacing items a worker could think about in his/her professional career. The existence and the likelihood of this happening place the employee in a condition where his/her behavior may be shaped. Rodgers and Stieber (1985, 35) described employee discharge as “terminations of employment initiated by the employer for such reasons as incompetence, violation of rules, dishonesty, laziness, absenteeism, insubordination, and failure to pass the probationary period.”
This description shows that the emancipation of an employee is not anchored on impulse alone. The organization, so as to implement this power, is compelled by legal regimes to discover just cause in terminating an employee. The description above pointed out the very causes that allow the management just cause for such acts. In any case, employee termination seems to be the ends upon which bad behavior is anchored. It is the definitive demonstration of delinquency in the company. The moment an employee is terminated, he/she may have revealed some appearance of “unacceptable skill, experience, physical ability, or psychological qualifications; lack of willingness to do the work; bad attitude; and positive misconduct.
CEO
Andrew Puzder
Chairman of the Board
Peter Churm
Director
Daniel Ponder
2
Director
Jerold Rubinstein
3
Director
George Golleher
2
Director
Lance Milken
2
Director
Robert DiNicola
Director
Thomasmas Thompson
CFO
Theodore Abajian
10
Administration, Legal
Michael Murphy
Marketing of Hardee's Food S...
BH
Operations, Hardee’s
BS
2
Real Estate Development
Richard Buxton
Restaurant Operations
RF
Planning & CIO
JC
Supply Chain Management
JD
In seeing the existing culture in the business unit of Rubber Inc, it seems that the culture is significantly more powerful than the authentic formal structures in the company. This is explicable as the workers in the teams are mainly skilled personnel. There is an accessible assumption that without their abilities and skills in the team, the general operations of the business unit in addition to the company will be disadvantaged immensely. There is somewhat authenticity in this belief. Workers skillful in information technology are hard to obtain. To this end, looking for their assistance and collaboration would be the preeminent means to realize the goals of the business unit.
The concern should be in the group level to guarantee the finest results. Allowing this procedure is essentially anchored on the account of the organization above where persons are predisposed chiefly by their individual groups. These groups could be formal or informal. (Jehn, Northcraft, Neale 1999, 741) Formal groups comprise of those implicated in teams. In the case of Rubber Inc, the teams are a consequence of departmentation by function where the individual abilities are held together to attain specific organizational purposes in a fitting manner. Moreover, informal groups are those that occur naturally as seen in the numerous actions and cliques in the business unit. Usually, informal cliques are produced owing to manifestations of value congruence among the workers. (Klaas, Mcclendon and Gainey 2000, 107) This indicates that in a case where an individual discover that another individual possess identical values as he/she, then it is more probable that he/she responds positively towards the same.
The conduct of strict employee appraisal would significantly affect the organizational behavior of the company. Essentially, being in a team denotes that there is an enormous chance for the individual workers to take on social loafing. (Brophy 1998, 199) In carrying out an appraisal of the individual jobs and performance of the employees, the individual is forestalled from lessening his/her production. The idea of losing ones job is perhaps among the most menacing items a worker could think about in his/her professional career. The existence and the likelihood of this happening place the employee in a condition where his/her behavior may be shaped. Rodgers and Stieber (1985, 35) described employee discharge as “terminations of employment initiated by the employer for such reasons as incompetence, violation of rules, dishonesty, laziness, absenteeism, insubordination, and failure to pass the probationary period.”
This description shows that the emancipation of an employee is not anchored on impulse alone. The organization, so as to implement this power, is compelled by legal regimes to discover just cause in terminating an employee. The description above pointed out the very causes that allow the management just cause for such acts. In any case, employee termination seems to be the ends upon which bad behavior is anchored. It is the definitive demonstration of delinquency in the company. The moment an employee is terminated, he/she may have revealed some appearance of “unacceptable skill, experience, physical ability, or psychological qualifications; lack of willingness to do the work; bad attitude; and positive misconduct.
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