This research project investigated a method to promote one low-fat, high-fiber choice in a national chain fast-food restaurant. It is an extension of efforts toward large-scale dietary change. A procedural extension of a prompting strategy was used in an attempt to influence customers to choose a salad. A simple visual and print message based on themes derived from formative and pilot research at the restaurant was presented during two intervention phases of a reversal design. The message, "Be Fit and Healthy; Eat a Low-fat SALAD as Your Meal or Add a Side Salad," was displayed in colorful posters and tent cards which were placed on all the tables. Data from a comparison base in a neighboring town were obtained. A one-month follow-up phase was included in the design. Prices and in-store advertisements were identical in both locations. The existing computerized cash register system was used to obtain accurate, objective data. Daily and weekly sales percentages of several entrees were obtained. Results of analysis using a correction procedure indicate that when graphically represented, salad sales across phases increased with the introduction of the prompts, and decreased with their removal. In addition, three entrees not represented by associated prompts remained stable across phases. For Salads-combined, results indicate that sales increased about 15% and 9%, respectively, for the first and second intervention phases. Daily temperature during this project was variable. Although a comparison site was used to control for the effects of weather, results indicate that salad prompting may have increased sales more during warmer temperature. Population demographics were recorded. Analyses of the customer population during this project indicate customers were about equal by gender, and consisted primarily of white, 18-39 years old individuals. The cost for each added salad bought during the intervention was about $.22, and the cost to raise the percent of salad sales, each percent, across the four weeks was about $16.00. Future research should attempt to foster longer term behavior change and integrate multifaceted promotions. / Master of Science

Franchising is the primary force in the growth and survival of the hospitality industry. Franchise systems contain legally independent, economically interdependent, and politically affective franchise organizations. Strategic management in hospitality franchise systems with emphasis on implementation methods is investigated in the present study. Impact of sources of power (economic and noneconomic), held by the franchisors, on franchisees’ strategy implementation process and eventual performance are also included in this study. Single unit Quick Service Restaurant (OSR) franchisees from six different concepts have participated in this study. A total of ten research hypotheses are empirically tested using various statistical procedures. The current study demonstrates that implementation plays an important role in determining performance (satisfaction) of an organization. It also shows that sources of power impact organizational performance (satisfaction) whether measured as revenues or profits. The QSR franchisees’ satisfaction with franchise arrangements is affected by the nature power sources. The results indicate that some implementation models are more effective than others, and different performance objectives demand different implementation models. The "match" between the outcome objectives and the implementation model is essential to achieve the desired performance. Different sources of power (coercive, legitimate, referent, and information) have varying effects on organizational performance, financial or nonfinancial. Originality of the instrument is one of the major methodological contributions of the study. Positive and statistically significant results achieved in the current study offer empirical validity to the instrument. Another major contribution is the confirmation of earlier studies by several authors on relation between power and satisfaction, and power and performance using the hospitality industry setting. The results also indicate that for long term survival, the OSR franchisees must consider different implementation models and their congruence with the nature of power present in the franchise system. / Ph. D.

This research was designed to set up standard procedures for cooking battered fish portions for fast food restaurants and to study the quality of the frying fat under various conditions. Cooking time and temperature are two important factors to determine the quality of battered fish portions. Fat absorption depends on cooking time, surface area of the food, the quality of frying fats and oils and holding times. The amount of fish portions fried in a frying kettle affects the oil temperature. The addition of 0.02% ascorbyl palmitate (AP) unexpectedly reduces color development of the frying oils in simulated studies. It also reduces peroxide and conjugated diene hydroperoxide (CDHP) values and the volatile compounds, such as decanal, 2, 4-decadienal, which indicate that AP has the ability to inhibit thermal oxidation of frying fats/oils. French fries fat has lower CDHP values compared to animal fat-vegetable oils (A-V fat) in simulated studies and fried chicken oil has lower CDHP values compared to vegetable oil partially hydrogenated soybean oil (V-S oil). Peanut oil has higher thermal stability compared to the other frying fats/oils used. According to sensory evaluation, battered fish portions fried in A-V fat with no holding time are the most preferred products, while those fried in V-S oil with no holding time are the least preferred. / M.S.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The business format, franchising, can be defined as "the granting of a licence for a predetermined financial return by a franchising company (franchisor) to its franchisees. The grant entitles them to make use of a complete business package, including training, support and the corporate name (branding and logos). Thus enabling them (franchisees) to operate their own businesses to exactly the same standards and format as the other units in the franchise chain." (Grant 1985, p4 as cited by Altinay, L. 2004) Franchising as a business model can be seen in essence as a proven business model that is sold as a "best practices knowledge" model to franchisees. Although the "best practices" approach is at the core of franchising no formal methodology was found to exist to guide the development thereof. The lack of a formal methodology in this regard has given rise to various self-designed so-called "project management" approaches as found to be applied in the development of franchise outlets. This mini-thesis sets about testing the theoretical and practical integration of a formal project management approach, in fast food franchising market. Both from a theoretical and practical point of view it was found that the integration of a formal project management methodology and franchising as a business model would improve the functionality of franchising as a whole. By developing a formal methodology in a course for the franchising model, better control over the limited scarce resources (money, time, quality and people) at its disposal can be obtained, allowing optimal growth through proper development, planning, monitoring and delivering of business outlets. / AFRIKAANSE OPSOMMING: Die besigheids formaat, naamlik agentskap, kan beskryf word as: die vergunning van 'n lisensie teen 'n voorafbepaalde finansiële tarief deur die maatskappy, aan sy agentskappe. Die vergunning leen hulle daaraan toe om gebruiksnut van die hele pakket te kan benut, insluitende opleiding, ondersteuning en korporatiewe naams- (handelsmerk en logo) gebruik. Sodoende bevoeg die gebruiksnut die agentskappe om hulle eie besighede tot dieselfde standaarde en formaat as die ander agentskappe in die groep te bedryf. (Grant 1985, p4 soos aangehaal deur Altinay, l.2004) Agentskap as 'n besigheids model kan beskou word in wese as 'n erkende besigheids model, wat verkoop word as 'n "beste kennis praktyk" model, aan die organisasie se agentskappe. Alhoewel die "beste kennis praktyk" metode, aan die kern van agentskap is, is geen formele metodologie gevind wat die ontwikkeling daarvan reguleer nie. Die tekort aan 'n formele metodologie in die aanwending van agentskap het tot gevolg gehad dat verskeie self ontwikkelde sogenaamde "projek bestuur" metodes in gebruik geneem is in die ontwikkeling van verskeie agentskappe. Hierdie mini-tesis is daartoe gemik om teoretiese en praktiese integrasie van 'n formele projek bestuur metodiek in die kits kos agentskap mark te beproef. Beide van 'n teoretiese en praktiese perspektief was dit bevind dat die integrasie van 'n formele projek bestuur metodologie en agentskap as 'n besigheids model, die funksionele toepassing van agentskap as 'n geheel sal bevorder. Deur die daarstelling van 'n formele agentskap kursus bied dit die organisasie beter kontrole oor hulle beskikbare skaars hulpbronne (geld, tyd, kwaliteit en mense), wat optimale groei bevorder weens die ontwikkeling van verbeterde ontwikkeling, beplanning, toesighouding, en lewering metodes.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: McDonald's is world renowned for the benchmark standards it sets in operations management. This is evidenced by the numerous references in operations management textbooks over the last 10-15 years. However, since 1999, McDonald's has not been able to link this operations excellence to creating shareholder value. In fact, the McDonald's share price has declined by 64 % over the last 4 years. In comparison, Wendy's (McDonald's biggest competition in the US fast food market) share price has increased by 2 % over the same period. Understanding why McDonald's has not been able to link operational excellence and the creation of shareholder value is the reasoning behind this mini-thesis. The hypothesis is that there are a number of factors. which influence shareholder value, and operational excellence is but one of these factors. A literature survey was conducted in order lO understand the underlying theories which link operational excellence and shareholder value creation. Evidence supporting this hypothesis is then presented and discussed. In Chapter 3, McDonald's ability to deliver operational excellence is evaluated against the evidence presented in operations management textbooks and other sources. The success of McDonald's in delivering perfonnance in the other factors affecting shareholder value is then discussed in Chapter 4 and compared to its biggest competition. Firstly, the share price of McDonald's is compared to its biggest competition (Wendy's), then the strategy of McDonald's and its impact on shareholder value creation is discussed, along with McDonald's ability to implement the other important factors and drivers, namely customer value creation, efficiency of value delivery and direct financial impact on shareholders. As a result of the above evidence. it was found that there are two basic reasons why McDonald's has not been able to link operational excellence and shareholder value creation: 1. Relative to its competition, McDonald's has not demonstrated sufficient competence in the other factors, which influence shareholder value creation. These factors are: customer value creation and the efficiency of customer value delivery. This is further evidenced by the financial output measures of McDonald's relative to its competition. 2. McDonald's ability in delivering operational excellence has diminished recently. This is evidenced by falling ratings in customer satisfaction surveys. The above reasons are evidenced by customer satisfaction survey results, comparative financial results and a number of non-direct driver results. In order to increase shareholder value creation, it is recommended that McDonald's change the focus of its strategy from operations to the creation of customer value. In order to support this change, the organisational structure and business processes will have to be changed by top management, who must be the crusaders of this change. / AFRIKAANSE OPSOMMING: McDonald's is bekend vir die maatskappy se wereldklas bedryfs bestuur standaardc. Die standaarde word tel kens na verwys in menige bedryfs bestuur handboeke oor die afgelope 10 tot 15 jaar. McDonald's kon egtcr nie daarin slaag om die hoe bedryfsbetuur standaarde in aandeelhouer waarde te omskep nic. Die waarde van die McDonald's aandele het met 64% gedaaJ oor die afgelope 4 jaar. In kontras het Wendy's (McDonald's se grootste mededinger in die Amerikaanse kitskos mark) se aandeel pryse met meer as 2% gestyg oor dieselfde peri ode. Die redc vir hierdie studie is dan juis om te bepaal waarom McDonald's nie hul voortrcflike bestuurs standaarde kon koppel aan stygende aandeelhouer waarde nic. Die hipotese is dat daar 'n aantal faktore is wat die aandeelhouer waarde van 'n maatskappy bepaal en dat bedryfs bestuur standaarde maar net een van hierdie faktore is. 'n Literatuur studie is gedoen om te bepaal wat die verwantskap is tussen puik bedryfsbetuur standaarde en die skepping van aandeelhouer waarde. Die bewyse vanuit die literatuurstudie is dan gebruik om die hipotese mee te toets. In Hoofstuk 3 is die vennoe van McDonald' s om hoe bedryfsbestuur standaarde te handhaaf evalueer aan die hand van die literatuur studie. McDonald's se sukses in die implementering van die ander faktore wat lei tot verhoogde aandeelhouer waarde is in Hoofstuk 4 bespreek en terselfde tyd vergelyk met die verrnoens van sy grootste mededingers. Eerstens is die aandeelprys van McDonald's met die van sy grootste mededinger (Wendy's) vergelyk en tweedens is die strategie van McDonald's en die impak daarvan op aandeelhouer waarde bespreek. Ander belangrike faktore soos kliente waarde skepping. effektiwiteit van waarde toevoeging en direkte finansiele impak op aandeelhouers is ingesluit in die bespreking. Daar is gevind dat daar twee hoofredes is waarom McDonald's nie daarin geslaag het om bedryfs bestuur uitmuntenheid te omskep in aandeelhouer waarde nie: 1. McDonald's het in vergelyking met sy mededingers nie goed genoeg gedoen m.b.t. die ander faktore wat aandeelhouer waarde bernvloed nie. Hierdie faktore is kliente waarde skepping en effektiwiteit van waarde toevoeging. 2. McDonald's se bedryfs bestuur standaarde het begin afneem. Dit word gestaaf deur laer waarderings in klante tevredenheids bepalings. Die onvermoe van McDonald' s om die bogenoemde faktore te implementeer word deur die klante tevredenheids bepalings, vergelykende finansiele resultate en 'n aantaJ indirekte maatstawwe gestaaf. Daar word dus voorgestel dat McDonald's sy stralegiese fokus moet verskuif vanaf bedryfs bestuur optimisering na kliente waarde skepping. Die organisasie struktuur en besigheids prosesse van McDonald's sal dus deur bestuur herorganiseer moet word om die verandering in strategie te kan ondersteun.

Thesis (MTech (Busines Administration))--Cape Peninsula University of Technology, 2011. / Motivating employees in fast food outlets plays a major role towards improving the commitment and performance of workers. However, it has been confirmed that there is low levels of employee motivation in some fast food outlets, which has led to negative results and poor performances. Therefore, improving employee motivation in fast food outlets has become a necessity. The main aim of the study was to investigate causes of low employee motivation in fast food outlets within South Africa. The present author was able to discover the causes of low employee motivation levels such as poor supervision, little or no training, poor pay and poor working conditions. Hence, factors that could improve levels of motivation of employees in fast food outlets were identified; for instance, motivating fast food employees through genuine appreciation, recognition, compensation and inspiration. The researcher further suggests strategies, which may improve the quality of work-life for employees with fast food outlets training and developing employees, reducing their workload; and initiating incentive programs and retention strategies. This will help the management at fast food outlets to improve levels of motivation of their workers, and also assist them to retain their talented staff. The case study method was used for this research since the study involved fast food outlets in Cape Town. The triangulation method was applied to solicit information from staff members, managers and store managers/franchisees. Semi-structured interview questions were used to obtain information from franchisees/store managers, senior managers, floor managers, and supervisors, while closed-ended questionnaires were used to interview other staff members. This study has confirmed that there are no motivation policies at most of the fast food outlets which were studied that can guide employers to motivate their workers. It is clear from the study that there is low employee motivation at some fast food outlets, and hence the researcher has proposed recommendations, which will help the management of fast food outlets to enhance the levels of motivation of employees, and their work performance. It is suggested that employees should be involved in the decision making of their organization; the quality of work-life of employees should be improved; a harmonious working environment should be promoted; and workers should be empowered and allowed to participate in the profit sharing of the organization. This will improve workers' levels of motivation and better results will be achieved for the organization at large.

Estudos sobre a relação entre Cultura Organizacional (CO) e Qualidade de Vida no Trabalho (QVT) são escassos na literatura científica, principalmente no segmento de restaurantes fast-food. O desenvolvimento de uma investigação que interligue esses dois temas pode contribuir para a gestão da produção e de pessoas nesse segmento de empresas. Portanto, esta pesquisa tem o objetivo de estudar as relações entre a CO e a QVT de funcionários de restaurantes fast-food. Trata-se de um estudo empírico, com delineamento de grupo contrastante (caso e controle) e categórico, com tratamento quantitativo e qualitativo dos dados obtidos. A amostra do estudo foi composta por três organizações localizadas em um mesmo bairro de classe média de uma cidade da região central do estado de São Paulo. A primeira empresa, restaurante fast-food (grupo caso); a segunda, um restaurante vegetariano (grupo controle 1) e a terceira, um restaurante universitário (grupo controle 2). A opção de dispor de um grupo contrastante objetiva facilitar a identificação de características específicas aos restaurantes fast-food. Participaram do estudo um total de 30 funcionários. Instrumentos de pesquisa: a variável CO foi avaliada por meio do Inventário de Valores Organizacionais (IVO) e a variável QVT, avaliada através da Escala de Indicadores de Prazer-Sofrimento no Trabalho (EIPST). A escolha desses instrumentos considerou sua validação e uso em pesquisas brasileiras na área. Além disso, foram utilizadas entrevistas semi-estruturadas com a equipe gerencial do restaurante caso. O estudo qualitativo mostrou-se fundamental considerando o tamanho pequeno da amostra. Os resultados obtidos foram analisados de acordo com as planilhas de cálculos específicas a cada instrumento, e posteriormente relacionados. Os resultados foram discutidos com bases nas contribuições teóricas, empíricas e metodológicas dos estudos referentes à CO, à QVT e à psicodinâmica do trabalho. / Investigations about the relationship between organizational culture and employees\' quality of life are scarce on scientific literature, mainly on fast-food restaurants segment. The development of an investigation which co-relate both issues can contribute to management and human resources practices. This paper aims to study the relationship between organizational culture and employees\' quality of life inside fast-food restaurants. Methodology: empirical and categorical studying, with contrasting group design (case and control). Quantitative and qualitative data treatment was done. Sample: three organizations located on the same region and city, state of Sao Paulo. The first of them was the fast-food restaurant (case group); the second was a vegan restaurant (control group 1) and the third was a university restaurant (control group 2). The contrasting group turns easier the identification of particular fast-food restaurants\' features. Research instruments: organizational culture was assessed by Inventario de Valores Organizacionais - IVO (Organizational Values Inventory) and employees\' quality of like by Escala de Indicadores de Prazer-Sofrimento no Trabalho - EIPST (Pleasure-Suffering Indicators Scale). The instruments \'choice concerns the validation and utilization on Brazilian researches. They were examined according to the calculation spreadsheets specific to each instrument, and then connected. Further partly-arranged interviews were done with the fast food\'s managerial team. The qualitative study was crucial considering the small size of the sample. The results were discussed based on theoretical contributions, empirical and methodological studies related to organizational culture, employees\' quality of life and psychodynamics of work.

Thesis (Ph.D.)--Pardee Rand Graduate School, 2007. / Title from title screen (viewed on June 13, 2008). This website links to the complete document in PDF format. Includes bibliographical references.

Estudos sobre a relação entre Cultura Organizacional (CO) e Qualidade de Vida no Trabalho (QVT) são escassos na literatura científica, principalmente no segmento de restaurantes fast-food. O desenvolvimento de uma investigação que interligue esses dois temas pode contribuir para a gestão da produção e de pessoas nesse segmento de empresas. Portanto, esta pesquisa tem o objetivo de estudar as relações entre a CO e a QVT de funcionários de restaurantes fast-food. Trata-se de um estudo empírico, com delineamento de grupo contrastante (caso e controle) e categórico, com tratamento quantitativo e qualitativo dos dados obtidos. A amostra do estudo foi composta por três organizações localizadas em um mesmo bairro de classe média de uma cidade da região central do estado de São Paulo. A primeira empresa, restaurante fast-food (grupo caso); a segunda, um restaurante vegetariano (grupo controle 1) e a terceira, um restaurante universitário (grupo controle 2). A opção de dispor de um grupo contrastante objetiva facilitar a identificação de características específicas aos restaurantes fast-food. Participaram do estudo um total de 30 funcionários. Instrumentos de pesquisa: a variável CO foi avaliada por meio do Inventário de Valores Organizacionais (IVO) e a variável QVT, avaliada através da Escala de Indicadores de Prazer-Sofrimento no Trabalho (EIPST). A escolha desses instrumentos considerou sua validação e uso em pesquisas brasileiras na área. Além disso, foram utilizadas entrevistas semi-estruturadas com a equipe gerencial do restaurante caso. O estudo qualitativo mostrou-se fundamental considerando o tamanho pequeno da amostra. Os resultados obtidos foram analisados de acordo com as planilhas de cálculos específicas a cada instrumento, e posteriormente relacionados. Os resultados foram discutidos com bases nas contribuições teóricas, empíricas e metodológicas dos estudos referentes à CO, à QVT e à psicodinâmica do trabalho. / Investigations about the relationship between organizational culture and employees\' quality of life are scarce on scientific literature, mainly on fast-food restaurants segment. The development of an investigation which co-relate both issues can contribute to management and human resources practices. This paper aims to study the relationship between organizational culture and employees\' quality of life inside fast-food restaurants. Methodology: empirical and categorical studying, with contrasting group design (case and control). Quantitative and qualitative data treatment was done. Sample: three organizations located on the same region and city, state of Sao Paulo. The first of them was the fast-food restaurant (case group); the second was a vegan restaurant (control group 1) and the third was a university restaurant (control group 2). The contrasting group turns easier the identification of particular fast-food restaurants\' features. Research instruments: organizational culture was assessed by Inventario de Valores Organizacionais - IVO (Organizational Values Inventory) and employees\' quality of like by Escala de Indicadores de Prazer-Sofrimento no Trabalho - EIPST (Pleasure-Suffering Indicators Scale). The instruments \'choice concerns the validation and utilization on Brazilian researches. They were examined according to the calculation spreadsheets specific to each instrument, and then connected. Further partly-arranged interviews were done with the fast food\'s managerial team. The qualitative study was crucial considering the small size of the sample. The results were discussed based on theoretical contributions, empirical and methodological studies related to organizational culture, employees\' quality of life and psychodynamics of work.

This paper conducts an analysis of county level data to determine the effect of fast food restaurants on type 2 diabetes rates. Due to endogeneity concerns with respect to the location of fast food restaurants, this paper follows the work of Dunn (2010) and uses the number of interstate exits in a given county to serve as an instrument for fast food restaurants. The strength of the instrument, which is theoretically and empirically tested in this paper, imposes some restraints on the interpretation of the findings. Using the Two-Stage Least Squares estimation method, I find that the presence of fast food restaurants has a positive and statistically significant effect on type 2 diabetes rates at the county level.