Employees, who are usually the ones in direct contact with customers and who usually hold direct knowledge on the day-to-day operations are usually not listened to.But there are other factors which might have been influencing these happenings.
The problem then is that in this structure, senior level managers are better at telling people what to do than at getting employees to collaborate and made significant contributions. The organisation itself was too dependent on their managers for decisions.
Under this Harvester management setup, a lot of problems emerged. Resources and skills were under-utilized (Ashness and Lashley, 1995).
Too much attention was given to processes and not on the attentive values.
Each restaurant unit was managed by a restaurant manager and two to three assistant managers.
This management team was responsible for the day-to-day running of the unit which includes ordering stocks, maintaining the security of materials and money, cashing up and banking takings, locking premises, staffing and management of all the people within the unit (Ashness and Lashley, 1995).