Managers’ Leading Style and Incentive System of Highly-Efficient in China Restaurants

• Main Authors: Yu-Tang Lin, 林鈺棠
• Other Authors: Yung-Fu Huang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/43151789870979783274

碩士 === 朝陽科技大學 === 企業管理系 === 102 === The expanding of chain restaurants had become a saturated market in Taiwan. Unlike the raging agitation of enterprises, what is left are the now micro-enterprises. By contrast, more and more chain restaurants brought their fund and technique to involve in China’s market, especially after the announcement of the China’s 12th five-year plan which one of the main points is to transform their hard power into soft power. With such great opportunity and market, how can Taiwanese Chain Restaurant failed to take advantage? We’ve seen a lot of chain restaurants had earned fruitful results after nearly twenty years of hard work. Though 85C Bakery and Wangprime was launched in Taiwan, their stock price had gone to the top due to their investment in China. However, from other aspects, there had been hundreds of Taiwanese Chain Restaurants expanding towards China, and most of them end up failure. In counter view, some of the Chinese Chain Restaurants I have known had spectacular development in just ten years. One restaurant that sold fried-chicken and hamburger had the scale of 4,000 operating restaurants. Its subordinate brand, which is their shift investment, had grown into hundreds of chain companies. One restaurant that sold pot-stewed meal was launched in 2012, they have over ten-thousands of stores now. Those restaurants didn’t have the experience in chain-restaurants, the main reason that led to such success was by single stores, and the key point is the manager of the stores. Through the investigation of 55 chain restaurants that are still operating in Fuzhou City, China, and the broad inquiry of their managers, especially those who run a highly-efficient stores, this research had made a cross classification with their leading style in order to figure out which style of guidance and what kind of incentive system would end up with the highest performance. This is the major motivation of this research, with the induction, we can developed diverse of incentive system and management that can be reference for practical companies. From the induction of the research, we come up with the conclusions below. If it can be operated in practical companies, we expect to have brilliant mangers that can produce more highly-efficient stores. 1. Transformational and Transactional Leadership should pay equal attention 2. Strengthen the education and training of the Transformational Leadership 3. We should strongly extend the regulations of the raise of spirit 4. Examine the existence-needs of incentive system again 5. Educate and communicate with the manager, emphasize the importance of the needs of the society and the needs of the growth of the chain-restaurants