Analysis of Store Manager Suspension and Leadership Styles

This assignment involves analyzing a case study where a store manager was suspended due to misbehavior and several other issues. The analysis includes evaluating the situation, discussing the leadership style of the regional manager, and assessing the performance management theories applied in the scenario. The assignment also explores the impact of losing an experienced employee on the company's future costs.

Running head: LIVE DISCIPLINARY CASE OF COFFEE CHAIN
LIVE DISCIPLINARY CASE OF COFFEE CHAIN
Name of the University
Name of the Student
Author Note

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LIVE DISCIPLINARY CASE OF COFFEE CHAIN
Introduction:
Maintaining disciplinary procedure in an organization is the important to handle the
contradictory situation and providing justice. This case study is to evaluate the live disciplinary
cion ase of a coffee chain where some conflict situation arose regarding the mistreating of
employees by the store manager. The key thesis of this case study is to determine the whole
suspension procedure of store manager and to link all the evidences with the theories.
Hard and soft HRM skill is related with the HR management to maintain the relation
with the employees and to use them effectively in the business. Hard HRM skill refers to the
hard handling with the employees where all the employees are treated as a resources and
communication with the management is less (Armstrong and Taylor 2014). On the other hand
soft HRM is the procedure where all the employees are treated as the back bone of the company
and their demands are also considered.
The main point of this paragraph is the mismanagement of the store manager and due to
this employees are unstaified and feel uncomfortable. District manager during his regular visit
noticed this situation. In order to understand the whole scenario a meeting was conducted and
store manager was accused by several allegations like bullying, shouting at the staff, no proper
record of the working hours of the employees and many more. In the case study, few interviews
were taken to understand the situation. They reveal that sometimes staffs are also directed to not
say anything to the district manager regarding the store’s condition.
According to the McGregor’s in group and out group theory reveals that there are two
groups one is inner group to whom leaders have a special relation and other is out group who are
not fully commited to their leaders (Lawter, Kopelman and Prottas 2015). In this case study inner

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groups are employees who are following the SM and out group member are the DM who donot
have ant commited relation with the SM. In this case study SM does not have any good relation
with the inner group and she shouted infront of the customers and also did not pay the reward for
the good job because she did not review the employee performance data for 12 hours. Theory
reveals that leader maintain the good relation with inner group. There is some evidence of one
employee who supports the SM but still the inner group theory is not applicable to SM.
According to the John storey’s theory, the manager wants to create hard discipline around
the stores and this is the reason can be linked with the case study of shouting at the employees in
front of the customers (Storey 2016). Developmental theory of John storey’s reveals that district
manager thinks differently and give the priority to the employees because he thought that the
employees are the backbone of the company and they need to be treated properly. This
developmental nature supports the theory of John storey. hard developmental skils are treating
the employees a sa resource, not providing proper training, authority has been unemotional. Soft
disciplines are good communication , proper training, flexible organizational structure.
In this case study, behavior of the store manager with the employees reflects the hard
nature of the organization and steps taken by the district manager of suspending store manager is
soft because that supports the development and proper implication of the above discussed
theories.
Disciplinary hearing latter and final grievance latter were rubbish because all the
statements taken were not justified because only few respondents attained the interview
procedure and according to the store manager authority only granted those reviews which

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satisfied their need. Proper evaluation was not done and a decision had been made on the basis of
negative response.
Consistency means the rigidity, stability and circumstances is the condition which defines
the scenario by relevant prove. In this case study authority showing the consistency by
suspending the store manager but circumstances which they evaluated are not justified the
situation due to lack of numbers of respondents (Rutz et al. 2017).
The main point of this paragraph is the suspension of the store manager by taking the
interview of few employees and treated the answer as true without proper justification.
According to the case study store manager reveals that the authority took the answer which gives
the value to their points. There is a respondent who supports the store manager but his
information completely ignored and decision of suspension was made. According to the ACAS
code, the procedure is to give a chance to the person to explain his side before accusing him
regarding disciplinary issues (Bernstein 2017). In this case study all the procedures are followed
properly and store manager also invited to attain the hearing meeting to explain his points.
In this case study procedural justice applied as the authority gave the chance to the store
manager and also gave the chance to apply against the decision. There is the evidence in the case
study that store manager attend the hearing and explain her points. No distributive justice was
there because workers did not get the right pay for the time they work. This is also another issue
noticed by the DM.
Strength of this situation is that the authority provides the priority to the employees and
weaknesses is that, without proper information from every employee store manager was
suspended.

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LIVE DISCIPLINARY CASE OF COFFEE CHAIN
Obviously, this decision cannot be taken as a good decision because the number of
respondents is low and decision was made on the basis of negative information against the
manager and authority can warn the store manager by oral warning before sending the hearing
letter.
Performance management is one of the important components to manage the
performance of the employees and allows the authority to enhance the performance by providing
proper training and guiding (Buckingham and Goodall 2015).
The main point of the paragraph is to enhance the performance of the employees in the
organization by providing proper training. Store manager treated staffs as a resource and focused
on the profit. Shouting on the employees, some issues regarding the working time forced the
authority to suspend the store manager in order to enhance the performance of the employees.
According to the goal setting theory, establishing a goal is much needed to motivate yourself
(Mauro 2016). Organization also need to help the employees to reach the goal but in this case
store manager did not review the performance of employees for 12 years and also proper training
is not provided to meet the goal. According to the espoused management, behaviour of the store
manager does not justify the organisational etiquette and enacted theory reveals how an
employee reacted in an organisation (Bourne, Jenkins and Parry 2014). In this case study store
manager reacted diversely because she treated the employees as a resource and no proper
communication was made to develop the behaviour within the organisation.
Strength of this part of case study is that organisation are willing to focus on the
development of the employees by managing performance but weaknesses in that no proper

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evaluation was made and no proper training is also provided to the employees to develop their
performance.
Decision which was taken is good for enhancing the performance of the employees but
store manager is also experience and suspension without any notice in holiday is bad for the
organization. It can hamper the image of the company.
Leadership can be explained as the concept, which guides the employees and
organization to achieve the goals (Nanjundeswaraswamy and Swamy 2014). Importance of the
leadership mainly involves in finding the capabilities of the employees and uses these
capabilities into right place to obtain the successful result.
Point for this part is to develop the leadership nature and finding the leadership style of
the store manager as she was suspended on the ground of grievance. Evidences that reveal store
manager misbehave with the employees have been seen in the case study but no proper
evaluation has been done to understand the situation. Store manager is dedicated and worked
nearly 10 years for the company and also got two company awards. District manager on the
other hand has been recently appointed and very unsympathetic person. All the situation can be
handled by conducting a oral meeting but suspension has been made when store manager was in
holiday. Transactional leadership theory is a style where whole management is leaded by the
supervision, performance and organizing in proper way (McCleskey 2014). In this leadership
theory leader guided his follower by giving reward and punishment. In this case one interviewer
named Rosella De Cicco provided good review and also reveals the support she gave to her. Also
some interviewer gave the negative report. This reveals the punishment and reward procedure of
the store manager. In the case study, both the store manager and district manager follow the

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LIVE DISCIPLINARY CASE OF COFFEE CHAIN
transactional leadership and this is the reason DM suspended the SM as a punishment and
rewards the employees by providing support. DM is also follows this rule of transactional theory
and evidences are in the case study.
In this case study it is clear that the store manager did not review the employees
performance for 12 years and feedback of the employees are also not in favor of the SM
(Karkoulian, Assaker and Hallak 2016). All over feedback are also not up to the mark to
appreciate the leadership style of the SM.
Strength of the case is that DM supports the employees and her leadership style is
transactional in nature. This reward also appreciated by the employees as she suspended the SM
due to bad behavior. Regional manager did not show the transformational leadership On the
other hand because she did not give any optons or talk with SM before suspension. In order to be
a transformational leader RM must need to evaluate the situation, knowing the employees kind
hearted.SM is dedicated and experience in this field but without proper evaluation, suspension is
not seem to be valuable for the company to hold the proper organizational image.
Decision, which was taken, is good for the employees that they got the support from the
higher authority but also the company cannot ignore the experienced person like SM. Losing the
dedicated and experience person who worked for several stores will make the company cost in
future.
Conclusion:
From the above it can be concluded that store manager has been suspended due to
misbehave and many other issues and suspension is also done by following the ACAS rules and
regulation but disciplinary procedure reveals that SM can get the oral warning before suspension

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LIVE DISCIPLINARY CASE OF COFFEE CHAIN
on holiday. Also several employees provided the negative report against the SM but as a reply
she raise the issue of not evaluating the whole scenario properly. Several theories and peel
structure of the case study are provided in this essay. Performance management and leadership
theories are also described with the fact from the case study for better understanding.

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References:
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bernstein, A., 2017. A zero tolerance approach to bullying in the workplace. Nursing And
Residential Care, 19(12), pp.706-708.
Bourne, H., Jenkins, M. and Parry, E., 2014, January. The Power of Words: Charting Espoused
Organizational Values. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 12438).
Academy of Management.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
Lawter, L., Kopelman, R.E. and Prottas, D.J., 2015. McGregor's theory X/Y and job
performance: A multilevel, multi-source analysis. Journal of Managerial Issues, 27(1-4), p.84.
Mauro, M.S., 2016. Book Review: Rehabilitation goal setting: Theory, practice and evidence.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership
development. Journal of Business Studies Quarterly, 5(4), p.117.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
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Nanjundeswaraswamy, T.S. and Swamy, D.R., 2014. Leadership styles. Advances in
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LIVE DISCIPLINARY CASE OF COFFEE CHAIN
Rutz, S., Mathew, D., Robben, P. and Bont, A., 2017. Enhancing responsiveness and
consistency: Comparing the collective use of discretion and discretionary room at inspectorates
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Storey, J., 2016. Popular Culture. Materiality and Popular Culture: The Popular Life of Things.
Karkoulian, S., Assaker, G. and Hallak, R., 2016. An empirical study of 360-degree feedback,
organizational justice, and firm sustainability. Journal of Business Research, 69(5), pp.1862-
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