Jamie Oliver Case Study

SCETION A

1. To what extent do Professor’s Ariely’s ideas help us evaluate the effectiveness of Jamie Oliver’s management approach?

Brief about Jamie Oliver case

Jamie Oliver (James Trevor Oliver) was born in 27/may/1975, his a British celeb chef. He is known for his characteristic in healthy English cuisine that has gain him success in television show, restaurants, cookbooks and more lately his campaign against the use of processed better foods in national schools. He is also christened” Naked Chef”, he attempts to improve unhealthy diets and poor cooking habits in the United Kingdom as while as the United States. He has gone around the world to improve the diets and keep people having a tradition of healthy cooking.

Brief about Professor

Duke Professor of the Psychology and the Behavioral Economics. He teaches at the Duke University and is the founder of The Center for Advanced Hindsight and also the co-founder of BE works. Ariel talks on TED have been watched over 7.8 million times. He is the author of Predictably Illogical and The Upside of Irrationality, both of which became New York Times best sellers, as well as The Honest Truth about Dishonesty.

Manager can be regarded as theory X, Theory Y, which is Jamie Oliver?

Theory X

X represents the carrot-and-stick assumptions on which traditional organizations are based. Its assumptions are that: the average person is lazy and has an inherent dislike of work; most people must be coerced, controlled, directed and threatened with punishment if the organization is to achieve its objectives; the average person avoids responsibility, prefers to be directed, lacks ambition and values security most of all; and Motivation occurs only at the physiological and security levels.

Essentially, Theory X assumes that people work only for money and security.

Theory Y

Theory Y is the integration of individual and organizational goals basis on self-actualization such as its higher-level needs throughout employees can best be motivated. Its assumptions

Efficiency is concerned with (doing things in right) and relates to inputs and what the manager does. Effectiveness is anxious with (doing the right things) and relates to productions of the job and what the manager actually achieves. To be efficient the manager must attend therefore to the input requirements of the job– to clarification of objectives, planning, organization, direction and control.

The manager’s effectiveness may be assessed in part, therefore, by such factors as the follows:

• strength of motivation and morale of staff

• Success of their training and development and Creation of an organizational environment in which staff work willingly and effectively.

• Efficiency of systems and procedures

• Standards of services afforded

The difficulty is determining objective measurement of such factors. Some possible indication might be given by, for example:

• level of staff turnover;

• incidence of sickness

• absenteeism

• poor timekeeping;