Day 151 - 10 Jul 95 - Page 60


     
     1        that would suggest to me that I could speak to the Manager,
     2        so I would not say that I would necessarily go in with the
     3        intent purpose to look specifically in that area, but my
     4        experience in judgment is such that I will look into that
     5        particular area rather than go into every single restaurant
     6        and have a list of A to Z in terms of the way I approach
     7        it. I guess it would become pretty easy to anticipate where
     8        I would be going.
     9
    10        The idea is, I think, to look at the symptoms on shift, to
    11        trust the managers, and area managers, and ox managers to
    12        be aware of that, but if I see things that indicate to me
    13        there may be an opportunity to improve, then I may look
    14        further on to that but I never go into a restaurant with
    15        the, or very rarely with the, distinct purpose of looking
    16        at one particular area unless perhaps I have seen it
    17        elsewhere in a supervisor's or area manager's restaurant.
    18        Part of the thing I was educated in was if something was
    19        not quite right, just check your other restaurants to
    20        ensure that it is not occurring there.
    21
    22   Q.   The checks that supervisors make on the actual hours worked
    23        and things like that and performance reviews, whether they
    24        are adequate, things like that, how far up the ladder do
    25        they go?  Are people checking on the area supervisors to
    26        see whether they are doing their job properly or not?
    27        A.  There is a sort of form of that going on with the
    28        person directly above that particular person within
    29        Operations.  I suppose, to a degree, there is that form of
    30        policing that is involved, but I think a lot of these days
    31        it is a matter of trusting an individual and building their
    32        self confidence and putting their systems in place, so
    33        I would not expect that part of the job for this case for
    34        an operations manager is to go through what the supervisor
    35        should or should not be doing on their particular visits,
    36        so it is an education and I would expect the Operations
    37        managers to look at the restaurants and observe what is
    38        going on and then make decisions about whether or not it is
    39        something that is an endemic problem, or it is something
    40        that has only occurred that shift or for that visit and
    41        make the necessary requirements, but certainly some of
    42        their job is to ensure the supervisors are doing some of
    43        those audits certainly.
    44
    45   Q.   Is the general assumption then that things are okay unless
    46        the area supervisor says, "Hey, there is a problem at this
    47        store with people working more than 39 hours" or something?
    48        A.  No.  I think I seek to put a healthy cynicism is the
    49        best way to put it, that do not be too rose tinted when you
    50        go into a restaurant.  Anticipate the restaurant wants to 
    51        do well and wants to show off to a degree. 
    52 
    53   Q.   Do not be too what?
    54        A.  Sorry?
    55
    56   MR. JUSTICE BELL:  Want to show off to a degree.
    57        A.  But the idea of going in with a positive attitude
    58        rather than going in to seek and find what is wrong, but
    59        seek and find ways to improve it so that the restaurant
    60        does not get put on a negative footing because they are

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