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Organization: Metropolitan Bakery (Course Mate) – Cengage Chapter Video Run time: 6:25 minutes. Review the video and complete the questions as instructed. Themes: The video emphasizes the issues surrounding performance management and appraisal. It discusses the importance of setting performance expectations and giving feedback. The challenge of having a performance management system that is standardized and systems oriented but also flexible is discussed. The importance of providing feedback on the spot is also emphasized. Plot: The two co-owners of Metropolitan Bakery talk about how performance is managed and evaluated. Special issues for a small business with many short-term employees are described. Certain performance standards related to attendance and customer service are absolute in an organization where relationships and customer satisfaction are critical to success. The organization is committed to providing continuous performance feedback to encourage growth. Questions and Exercises 1.The video discusses some performance management linkages between organizational strategiesand employee performance. a.Describe at least one example where an organizational strategy of Metropolitan Bakeryis reflected in performance management and leads to organizational outcomes. b.Is Metropolitan Bakery an example of an entitlement culture or performance-drivenorganizational culture? Explain your answers using a total of 200-300 words for each (aand b)—total of 400-600 words. 2.What type(s) of performance information (trait-based, behavior-based, or results-based) tendsto be used at Metropolitan Bakery? Explain your answer using a total of 200-300 words. Transcript of Video: Metro Bakery Performance Appraisal James Barrett: I was a pastry chef at a local Philadelphia restaurant for about eight years where I met my now business partner, Wendy Born. I was a pastry chef, and she was the managing partner of the restaurant. My name is James Barrett, and I am co-owner of Metropolitan Bakery. I’ve worked and learning from European apprentice program trained chefs. Very, very demanding, very strict, and very tough. Well, you know, something that you would make would be just tossed into the trash can because it was, it was wrong. So, so I learned early on to build a tough skin. That said, I worked in, in hotels and restaurants under young American chefs that were more coddling and nurturing. Wendy Smith Born: I, I think that is the sort of stereotypical chef. You know, people throwing things and whatever. In the long run, I don’t think that’s at all the way you get people to work. I’m Wendy Smith Born, co-owner of Metropolitan Bakery in Philadelphia, Pennsylvania. If you want people to be able to work autonomously and for the kitchen to operate in your absence, and your values to be translated on a daily basis, you can’t treat people that way because first of all, when you’re screaming and yelling, you’re not talking from a very deep place. You’re talking off the top of your head, and so nobody really knows what’s up, and all it does is keep people off base and not particularly engaged in, in producing good work. What kind of [inaudible]. This is not acceptable. James Barrett: To not call or show up for your scheduled shift. That’s it. Yeah. I used to tolerate it. I’m too old for it now. You don’t call, you don’t show, and you do not care. Bye. Wendy Smith Born: We are completely clear about our expectations on, on punctuality, showing up, and appearance. So clear, and the, the biggest one is being rude to a customer. Totally, absolutely 100 percent not acceptable. So we have a, you know, a typical performance appraisal form that you would see anywhere, but tailored to our business. James Barrett: And they’re done on a three-month basis, six-month basis, and then one year. When a person is first hired, they go through a two-week training period, and then we’ll have a sit down, and we’ll give them feedback. Sometimes it’s keeping your job. [laughs] Especially for a new hire, and then particularly for somebody who has been here for a while, maybe who’s lost interest or their passion has waned, and then. So then it comes, you know, you know, your job is on the line. Wendy Smith Born: The dance that you dance in a small business is how to become systems oriented without killing the passion. So there are two ways I think about performance appraisals. Do I really like them? I don’t really actually like them. I think that if you meet with somebody once a year, twice a year, and then drop the bomb, either good or bad, or drop the bomb that, that it’s bad or give a, a glowing, it doesn’t always get at what you want to get at when you’re in a business like this. And in this business our primary commodity is relationships and engaging the customer, and to talk to somebody twice a year about that is really not going to get us very far. Both James and I are hands on. We’re both involved in the business daily, him in production, me here in the retail and business side. So we have lots of contact with people. So we don’t have to do everything with pieces of paper and formal, formal evaluations because we can give feedback right on the spot. I’d rather reward the behavior and what I see than wait and save it up for a big evaluation. That only makes people anxious and stressed out and [clearing throat] when you have people staying for an average of six to nine months, you have to wonder what the value of a six-month evaluation is. You’re better off giving them feedback along the way, and that, in turn, gives them the opportunity to give you feedback. If they want to stay or move to a different job, they can do it at that point. James Barrett: Yeah. I mean, it can go both ways. Absolutely. Sometimes people just burn out, and it is time for them to move on and sometimes somebody that has been here for a long time shouldn’t be here. Wendy Smith Born: For the, for the actual associates, I feel that performance evaluations, if we’re at a point where somebody would like to have a raise, and maybe we’re, we’re kind of not on the same wavelength about that, we can go through a more complete and thorough process, and they can, we can see where, why we, we are kind of disconnected on that. James Barrett: You know, some people are, are very responsive to feedback, and so then I have had, you know, many cases of success, and that’s why the evaluations are important. That’s why I, I, I do them. On the other hand, there are people that just don’t want to hear it. Wendy Smith Born: You know, as I’ve been in the business longer, there are certain things that I feel like I really understand better, and so if I feel that somebody is impervious to feedback, then I just, I cut it, cut my losses because it’s, it’s ultimately all those relationships I just talked about with the customer, that’s what keeps us in business. And it’s the customer telling another customer, perspective customer about us that keeps us in business. You know, we’re not spending hundreds of thousands of dollars in advertising and in commercials.

Organization: Metropolitan Bakery (Course Mate) – Cengage Chapter Video
Run time: 6:25 minutes. Review the video and complete the questions as instructed.
Themes: The video emphasizes the issues surrounding performance management and appraisal. It discusses the importance of setting performance expectations and giving feedback. The challenge of having a performance management system that is standardized and systems oriented but also flexible is discussed. The importance of providing feedback on the spot is also emphasized.
Plot: The two co-owners of Metropolitan Bakery talk about how performance is managed and evaluated. Special issues for a small business with many short-term employees are described. Certain performance standards related to attendance and customer service are absolute in an organization where relationships and customer satisfaction are critical to success. The organization is committed to providing continuous performance feedback to encourage growth.
Questions and Exercises
1.The video discusses some performance management linkages between organizational strategiesand employee performance.
a.Describe at least one example where an organizational strategy of Metropolitan Bakeryis reflected in performance management and leads to organizational outcomes.
b.Is Metropolitan Bakery an example of an entitlement culture or performance-drivenorganizational culture? Explain your answers using a total of 200-300 words for each (aand b)—total of 400-600 words.
2.What type(s) of performance information (trait-based, behavior-based, or results-based) tendsto be used at Metropolitan Bakery? Explain your answer using a total of 200-300 words.
Transcript of Video: Metro Bakery Performance Appraisal
James Barrett: I was a pastry chef at a local Philadelphia restaurant for about eight years where I met my now business partner, Wendy Born. I was a pastry chef, and she was the managing partner of the restaurant. My name is James Barrett, and I am co-owner of Metropolitan Bakery. I’ve worked and learning from European apprentice program trained chefs. Very, very demanding, very strict, and very tough. Well, you know, something that you would make would be just tossed into the trash can because it was, it was wrong. So, so I learned early on to build a tough skin. That said, I worked in, in hotels and restaurants under young American chefs that were more coddling and nurturing.
Wendy Smith Born: I, I think that is the sort of stereotypical chef. You know, people throwing things and whatever. In the long run, I don’t think that’s at all the way you get people to work. I’m Wendy Smith Born, co-owner of Metropolitan Bakery in Philadelphia, Pennsylvania. If you want people to be able to work autonomously and for the kitchen to operate in your absence, and your values to be translated on a daily basis, you can’t treat people that way because first of all, when you’re screaming and yelling, you’re not talking from a very deep place. You’re talking off the top of your head, and so nobody really knows what’s up, and all it does is keep people off base and not particularly engaged in, in producing good work.
What kind of [inaudible]. This is not acceptable.
James Barrett: To not call or show up for your scheduled shift. That’s it. Yeah. I used to tolerate it. I’m too old for it now. You don’t call, you don’t show, and you do not care. Bye.
Wendy Smith Born: We are completely clear about our expectations on, on punctuality, showing up, and appearance. So clear, and the, the biggest one is being rude to a customer. Totally, absolutely 100 percent not acceptable. So we have a, you know, a typical performance appraisal form that you would see anywhere, but tailored to our business.
James Barrett: And they’re done on a three-month basis, six-month basis, and then one year. When a person is first hired, they go through a two-week training period, and then we’ll have a sit down, and we’ll give them feedback. Sometimes it’s keeping your job. [laughs] Especially for a new hire, and then particularly for somebody who has been here for a while, maybe who’s lost interest or their passion has waned, and then. So then it comes, you know, you know, your job is on the line.
Wendy Smith Born: The dance that you dance in a small business is how to become systems oriented without killing the passion. So there are two ways I think about performance appraisals. Do I really like them? I don’t really actually like them. I think that if you meet with somebody once a year, twice a year, and then drop the bomb, either good or bad, or drop the bomb that, that it’s bad or give a, a glowing, it doesn’t always get at what you want to get at when you’re in a business like this. And in this business our primary commodity is
relationships and engaging the customer, and to talk to somebody twice a year about that is really not going to get us very far. Both James and I are hands on. We’re both involved in the business daily, him in production, me here in the retail and business side. So we have lots of contact with people. So we don’t have to do everything with pieces of paper and formal, formal evaluations because we can give feedback right on the spot. I’d rather reward the behavior and what I see than wait and save it up for a big evaluation. That only makes people anxious and stressed out and [clearing throat] when you have people staying for an average of six to nine months, you have to wonder what the value of a six-month evaluation is. You’re better off giving them feedback along the way, and that, in turn, gives them the opportunity to give you feedback. If they want to stay or move to a different job, they can do it at that point.
James Barrett: Yeah. I mean, it can go both ways. Absolutely. Sometimes people just burn out, and it is time for them to move on and sometimes somebody that has been here for a long time shouldn’t be here.
Wendy Smith Born: For the, for the actual associates, I feel that performance evaluations, if we’re at a point where somebody would like to have a raise, and maybe we’re, we’re kind of not on the same wavelength about that, we can go through a more complete and thorough process, and they can, we can see where, why we, we are kind of disconnected on that.
James Barrett: You know, some people are, are very responsive to feedback, and so then I have had, you know, many cases of success, and that’s why the evaluations are important. That’s why I, I, I do them. On the other hand, there are people that just don’t want to hear it.
Wendy Smith Born: You know, as I’ve been in the business longer, there are certain things that I feel like I really understand better, and so if I feel that somebody is impervious to feedback, then I just, I cut it, cut my losses because it’s, it’s ultimately all those relationships I just talked about with the customer, that’s what keeps us in business. And it’s the customer telling another customer, perspective customer about us that keeps us in business. You know, we’re not spending hundreds of thousands of dollars in advertising and in commercials.

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