The mid-Atlantic states region of CFS was headed by Vice President James Cranston, who was responsible for serving approximately 80 customers. These 80 accounts were grouped into eight food districts and two vending districts. Each district was supervised by a district manager who reported either to Cranston or to a regional operating manager who in turn reported to Cranston. (An organization chart for the region appears in Exhibit 10-1.) Each of the food districts contained from 1 to 14 client accounts which were supervised by unit managers and assistant managers; the vending districts were also administered by district managers.It was Cranston's custom to travel to the various cities in the region and spend a day or two working with the local district managers as they, in turn, visited their unit managers.
Note: This case provides background information for "James Cranston," Case 11, and "Eugene Kirby," Case 12. Taken together, these three cases describe a situation in which a manager approaches a performance appraisal interview with a long-time employee. The names in all three cases have been disguised.
A food district involved the cooking and serving of food by hand. Sales in Cranston's area were about $35 million in 1976.
Copyright © 1977 by the President and Fellows of Harvard College. Harvard Business School case 9-478-005.
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Note: This case provides background information for "James Cranston," Case 11, and "Eugene Kirby," Case 12. Taken together, these three cases describe a situation in which a manager approaches a performance appraisal interview with a long-time employee. The names in all three cases have been disguised.
A food district involved the cooking and serving of food by hand. Sales in Cranston's area were about $35 million in 1976.
Copyright © 1977 by the President and Fellows of Harvard College. Harvard Business School case 9-478-005.
DOWNLOAD FULL