Strategic problem finding for the foodservice manager

Abstract

This study investigates the early phases of the problem finding-solving process. The objectives of the research were: 1. To identify the phases of the problem finding process for a group of foodservice managers. 2. To develop a typology of problem finding for foodservice managers. 3. To determine the perceived importance of the "monitor" role. 4. To determine whether certain personality measures relate to differences in problem finding. 5. To determine whether certain characteristics of the individual relate to differences in problem finding. 6. To determine if franchise managers differ from independent managers according to personality measures or problem finding. A group of forty-two foodservice managers was used for this study. In-depth interviews, averaging two and one-half hours were conducted with each manager from June 6 through July 27, 1978. Half of the managers were selected from franchise type foodservice operations and the other half were from independent type operations. The %ers-Briggs Type Indicator and the Levenson Locus of Control instrument were used to provide personality measures. The first three objectives were treated by the utilization of data gathered from the interviews. Objectives 4, 5, and 6 were dealt with through the testing of eighteen hypotheses. The hypotheses were tested by Chi Square and Pearson Correlation Coefficient statistical analysis. The findings of the study suggest that the problem finding process includes unfocused monitoring, gap recognition, and a focused monitoring step which includes preliminary diagnosis and problem clarification. A typology of problem finding was identified which found five monitoring modes to be both necessary and sufficient to account for all forty-two managers in the study. The five modes are Communication, Observation, Inspection, Participation, and Anticipation...