Day 086 - 09 Feb 95 - Page 76
1 Q. If they feel like it?
2 A. Not if they feel like it, no.
3
4 Q. What I am saying is, are these standards compulsory? Is
5 this what they have to do?
6 A. That is what they have to do.
7
8 Q. That is what they are told to do? That is what the
9 manager ---
10 A. That is what they are trained to do.
11
12 Q. -- and trained to do, and that is what the manager has the
13 power to enforce them to do?
14 A. Yes.
15
16 Q. Or else?
17 A. Well, power ----
18
19 Q. He is the manager, is he not, or she?
20 A. He is the manager. He is responsible for their health
21 and safety certainly. Some of them are health and safety
22 orientated and others are quality orientated. So, we may
23 be not be as perturbed if that particular criteria was not
24 being adhered to as a more crucial one.
25
26 Q. Really, every step in the production process and serving
27 process is identified in these OCLs, is it not?
28 A. Yes, hopefully.
29
30 Q. I mean, McDonald's is very hot on that. Does the manager,
31 effectively, have control over what the staff are doing in
32 the store, or can the staff just do things out of his sight
33 which they can get away with, in your opinion?
34 A. Most of the time there will be a manager watching what
35 they are doing or around in the kitchen area where they are
36 working. They could be out of his sight at some time
37 within the shift.
38
39 Q. And the crew know that, yes, that they are being observed
40 or they can be being observed?
41 A. It is a team that works in the kitchen, the team that
42 works on the shift and everyone works as part of that
43 team. Occasionally, the team leader may be dealing with a
44 customer request and two or three people are working in the
45 kitchen cooking food without a manager being there.
46
47 Q. Does this whole process make it possible to operate a quick
48 service? Is this process geared to efficiently operating a
49 quick service store?
50 A. I think it is because of this process that we operate a
51 quick service restaurant.
52
53 Q. So, in paragraph 85 of Mr. Wignall's statement, he defines
54 -- I will read it out to you --"Authority - obedience" in
55 terms of authoritarian management. "This style is said to
56 be characteristic of "a manager acting on these
57 assumptions", it is referring to authority - obedience,
58 "who concentrates on maximising production by exercising
59 power and authority, and achieving control over people by
60 dictating what they should do and how they should do it".
