BIOGRAPHICAL DATA

ACKNOWLEDGEMENT

ABSTRACT

TABLE OF CONTENTS

LIST OF TABLES AND FIGURES

I. INTRODUCTION A. Importance of the Study B. Objectives of the Study

II. METHODOLOGY

A. Time and Place of the Study B. Collection of Data C. Method of Analysis III. DESCRIPTION OF THE FIRM

A. Background Ice cream was a huge fad during that time and in 1975, Tony Tan Caktiong and his family opened a franchise of Magnolia Ice Cream Parlor in Cubao, Quezon City. However, it seemed that having an ice cream business wont generate huge amount of income. Due to that, Caktiong and his family collaborated with Manuel C. Lumba, a management

consultant. During 1978, the business concept shifted from ice cream to hamburgers and the Yumburger enterprise was born which is the Jollibee Foods Corporation. In 1984, Jollibee achieved the P500 million sales mark, obtaining a rank in the Top 500 Philippine Corporations. During 1987, barely 10 years in the market, Jollibee finally landed to Top 100 Philippine Corporations. It was the first Philippine fast food chain to break the P1 billion sales mark during 1989. In 1993, Jollibee became the first fast food service company to be listed in the Philippine Stock Exchange. This paved the way to expand its capitalization and making the move for sustained expansion locally and

abroad. Eventually, several food products are developed by Jollibee such as the Champ Burger, Jolly Spaghetti,

Chickenjoy, Breakfast Joys, Palabok Fiesta, Jollibee Float, and other Langhap Sarap meals. Evidently, JFC adopted the American-style of fast food service with Filipino-influenced dishes. JFC, along with its goal to be the top fast food service leader expanded its market coverage by acquiring ownership of other food service companies such as Greenwich Pizza in 1994 which became its pizza-pasta segment. The next year, the company acquired shares to franchise Dlifrance here in the Philippines. In 2000, the corporation acquired

Chowking which became their Chinese cuisine fast food segment. Shares from other fast food chains and restaurants located abroad are acquired by JFC such as the Beijing-based Hong Zhuang Yuan, Lao Dong and Chun Shui Tang Tea House in Taipei, and Chow Fun Holdings LLC in New Mexico, USA. Lastly, Jollibee acquires 70% share of Mang Inasal, the Philippines leading fast food chain that specializes in barbecued chicken, for 3 billion pesos.

As the countrys leading fast food chain, Jollibee developed exponentially on all aspects on operation. From a handful of stores 32 years ago, Jollibee now boasts of more than 600 stores and over 50 international stores. One of which is located at Nueno Avenue, Imus, Cavite.

B. Characteristics A fast food restaurant or QSR (Quick Service

Restaurant) has the following three characteristics: It is characterized by its fast food cuisine and nominal table service. It offers limited menu, bulk cooking in advance, kept warm, finished, packaged to order, and available via take-out, drive-thru, and dine-in. It is usually a part of a chain or franchise operation, which supplies standardized ingredients and other materials needed for its day-to-day operation.

C. Working Environment

Jollibee's people undergo modern and comprehensive training programs based on the company's high standards. Managers continuously learn the latest systems in store operations as well as other results and people-oriented management skills. Service crew get regular training on the various store stations as well as on other food-service innovations. Career pathing is also provided, allowing opportunities for qualified and exceptional crew members to pursue their food-service careers as managers. Store

operations are ably supported by professionals who are experts in Marketing, Computer Management and

Engineering. As a whole, Jollibee's working environment is anchored on the highest standards of corporate

professionalism and excellence.

D. Managements Values Always customer first. Excellence through teamwork. Spirit of family and fun. Frugality, honesty and integrity.

 Humility to listen and learn.

E. Managements Vision This represents a challenging portrait of what the organization and its members can be in the future. As a unit of the leading fast food industry in the country, Jollibee Imus aspires to continue its operations in the foreseeable future through constantly rendering high quality fast food service to the local consumers.

F. Managements Mission The mission identifies the firms business it is in, its market, the type of customers and reasons for existence. As a fast food restaurant, the firm aims to spread happiness and satisfaction by serving great tasting food and bringing joy of dining to the customers. Jollibee is a local leader in the food industry that proves its higher competence in the market. With motivated and well-trained personnel, high quality service is guaranteed to the customers. Jollibees strict adherence to high standards is symbolized by the

acronym FSC. Every Food (F) item served to the public must meet the company's excellent standards or it will not be served at all; the Service (S) must be fast and courteous; and Cleanliness (C), from sidewalk to kitchen, from uniforms to utensils, must be maintained at all times.

G. Model of Organization Behavior Collegial is the model of OB present in the firm. The basis of this model is partnership with the managerial orientation of teamwork. Employees feel needed and useful and in return, they are oriented through responsible behavior and self-discipline and their self-actualization need is met. Normally, some degree of fulfillment, worthwhile contribution, and self-actualization is felt and this leads to moderate enthusiasm in performance.

H. Managing Communications and Teamwork Communication aids in the accomplishment of the management functions so that the organization can achieve its goals. Effective communication leads to the

encouragement

of

better

performance

and

high

job

satisfaction. Lastly, open communication is generally better than restricted communication. In order to ensure firm that uses information logbooks, is properly of

communicated,

the

posting

memorandum, bulletin boards and daily briefing is always done with the manager and employees. Employees negative rumors and as managers a team. control A the effects and of

friendly

family

atmosphere is maintained in order to prevent conflicts among the people and more focus is given to building strong and effective teamwork in order to provide high quality service to the customers

I. Social System and Organizational Culture A social system is a complex set of human relationships interacting in many ways. This concept demonstrates the social interaction and relation between employees and managers of Jollibee. The social system also includes the interaction to the customers.

Organizational culture is the set of assumptions, beliefs, values and norms that are shared by the organizations members. House rules, code of conduct and list of core values are provided for the employees to follow. As a role model, the manager act accordingly to the procedures, rules and standards of the company.

IV. ANALYSIS OF THE FIRM

A. Motivational Basics Development of motivational drives result from the cultural environment in which a person lives. These drives affect the way people view their job and lifestyle. According to McClelland (xxxx), peoples motivational drives reflect the culture in which they grow up. These drives are

achievement, affiliation motivation and power. Achievement motivation is the drive to accomplish objectives and get ahead. Affiliation motivation is a drive to effectively relate to people. Competence motivation is a

drive to do high quality work and develop ones skills. Power motivation is a drive to influence people and situation. Based on the survey, it is determined and assumed that 11.1% are achievement-motivated, 5.56% are affiliationmotivated, 5.56% are power-motivated, and 77.8% of the employees are competence-motivated. Since majority of the employees have competence motivation, this may indicate that they are willing to develop their skills and perform well on their jobs. Having low motivational drive on achievement, affiliation and power doesnt mean that employees are not eager to accomplish objectives and get ahead, relate to people effectively, or influence people and situation. This may suggest that competence motivation is prevalent since it is the most suitable motivational drive in order for the employees to work effectively.