The Case of Dunkin’ Donuts: Organizational Structure

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Devising a stable and efficient branch of any organization is an essential part of its further development. Researchers claim that a company is most likely to achieve success when significant attention is given to such features as organizational and job designs (Baack et al., 2014). Even though there are many various topics to consider when managing a new location, job units and coordination of employees’ activities should always be regarded. In this work, the most beneficial job design method for the Dunkin’ Donuts case will be presented, and clarification for an organizational system chosen will be provided.

Starting the Job Design: Analysis, Description, and Specification

Job design is an imperative feature of a successful company’s development. In order to create occupation units that will be profitable for both the corporation and its employees, an analysis of the future positions must be conducted (Baack et al., 2014). In the case presented, the District Manager’s obligation to thoroughly devise the five new locations’ characteristics is especially large-scaled, and various types of job placements will be required. Additionally, the authoritative organization is substantially sized, and additional information about the activities procured will be necessary. Furthermore, understanding the personnel’s attributes is crucial for the job design, as the locations’ structure and affluence will be positively influenced by them.

A comprehensive analysis of new job placements is the first step in designing future occupations. An examination of positions required offers smaller units of data to explore and presents the researcher with an opportunity to collect pertinent information (Baack et al., 2014). For this example, a Combination Job Analysis Method (C-JAM) would be highly appropriate. The use of C-JAM allows obtaining knowledge about specific tasks that will be completed, as well as the methods of such completion, which is essential to evaluate branch effectiveness (Ospina et al., 2019). Moreover, this approach includes collecting data pertaining to the human attributes necessary for the operational activities, which can be especially helpful for the process of candidate selection (Ospina et al., 2019). Overall, C-JAM can be of high importance for the case provided.

A thorough job description is needed for successful branch management. Providing a useful and understandable definition of a worker’s expected duties and qualifications can be of remarkable advantage to both the employer and the employee, increasing their possible levels of satisfaction with the job outcomes (Ramhit, 2019). Thus, as a District Manager, I would create a valid explanation for future positions, stating the job titles, summaries, and tasks that a potential employee will be responsible for. Additionally, any extra details beneficial to the understanding of the occupation would be included (Ramhit, 2019). However, it is vital to note that the descriptions should vary based on the job presented, with more sophisticated tasks and details available for higher positions.

The last stage of the job design process concerns the specification of the worker’s requirements. Devising a statement that envelops all prerequisites for a particular position can be instrumental for both the workers and the manager, directly influencing the employees’ performance (Hertel-Waszak et al., 2017).

A detailed specification may include several factors, such as prior education, relevant experience, and personal characteristics (Hertel-Waszak et al., 2017). In my opinion, a prominent description for the example provided may vary depending on the job in question: for a customer service position, there may be more individual traits considered, while a managerial placement will require higher education and experience. Nevertheless, all of the statements should include information about the candidate’s preferred knowledge, personal skills, educational degree, and motivation to work.

Organizational Design and Further Development

A considerable amount of preparation is required to produce a successful organizational design. The first factor to be regarded is departmentalization, which allows for the creation of various sections within the company (Baack et al., 2014). Such a process is critical for a high-revenue organization catering to different groups of customers and providing multiple services (Baack et al., 2014). The Dunkin’ Donuts case presented is a pertinent candidate for the geographic departmentalization, as the owner plans to construct five new stores in different areas.

As for the organization’s structure, there are several points to consider. First of all, the branch’s growth is of great importance, as it is directly linked to the phenomenon of centralization (Baack et al., 2014). At the very beginning of the store’s development, the structure is likely to maintain a centralized pattern, with smaller numbers of employees (Baack et al., 2014). However, as more locations will open, the structure will become less centralized, following a decentralization process (Baack et al., 2014). A similar occurrence is possible with the second structural aspect: at first, the branch will be more organic, becoming more mechanistic overtime (Baack et al., 2014). I believe that due to Dunkin’ Donuts’ high complexity, more standardized and mechanical approaches should be prevalent.


To conclude, there are various features of job design and organizational arrangement to be accounted for when constructing a new company or extending the areas of an existing one. In order to properly devise the positions needed and present a coherent structural representation, an insight into job analysis, decentralization and standardization is required. The example discussed was proven to benefit from the C-JAM analysis approach, multiple job descriptions, thorough specifications, and lower centralization at later stages.


Baack, D., Reilly, M., & Minnick, C. (2014). The five functions of effective management (2nd ed.). Bridgepoint Education.

Hertel-Waszak, A., Brouwer, B., Schönefeld, E., Ahrens, H., Hertel, G., & Marschall, B. (2017). Medical doctors’ job specification analysis: A qualitative inquiry. GMS Journal for Medical Education, 34(4), 1–13. Web.

Ospina, J. H., Langford, T. A., Henry, K. L., & Nelson, T. Q. (2019). Using job analysis techniques to understand training needs for Promotores de Salud. Health Promotion Practice, 20(3), 455–465. Web.

Ramhit, K. S. (2019). The impact of job description and career prospect on job satisfaction: A quantitative study in Mauritius. SA Journal of Human Resource Management, 17(1), 1–7. Web.

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