What recommendations would you make to Susan in terms of maintaining her employment at The Devil's Den? Consider and address the specific concerns and ambitions she shares at the end of the case.

Allan R. Cohen Babson College y name is Susan, and I'm a business student M at Mt. Eagle College. Let me tell you about one of my worst experiences. I had a part- time job in the campus snack bar, The Devil's Den. At the time, I was 21 years old and a junior with a concentration in finance. I originally started work- ing at the Den in order to earn some extra spending money. I had been working there for one semester and became upset with some of the happenings. The Den was managed by contract with an external com- pany, College Food Services (CFS). What bothered me was that many employees were allowing their friends to take free food, and the employees them- selves were also taking food in large quantities when leaving their shifts. The policy was that employees could eat whatever they liked free of charge while they were working, but it had become common for employees to leave with food and not to be charged for their snacks while off duty as well. I felt these problems were occurring for several reasons. For example, employee wages were low, there was easy access to the unlocked storage room door, and inventory was poorly controlled. Also, there was weak supervision by the student managers and no writ- ten rules or strict guidelines. It seemed that most of the employees were enjoying freebies, and it had been going on for so long that it was taken for granted. The problem got so far out of hand that customers who had seen others do it felt free to do it whether they knew the workers or not. The employees who witnessed this never challenged anyone because, in my opinion, they did not care and they feared the loss of friendship or being frowned upon by others. Apparently, speaking up was more costly to the employees than the loss of money to CFS for the unpaid food items. It seemed obvious to me that the employees felt too secure in their jobs and did not feel that their jobs were in jeopardy. Kim Johnson Babson College The employees involved were those who worked the night shifts and on the weekends. They were stu- dents at the college and were under the supervision of another student, who held the position of man- ager. There were approximately 30 student employ- ees and 6 student managers on the staff. During the day there were no student managers; instead, a fulltime manager was employed by CFS to super- vise the Den. The employees and student managers were mostly freshmen and sophomores, probably because of the low wages, inconvenient hours (late weeknights and weekends), and the duties of the job itself. Employees were hard to come by; the high rate of employee turnover indicated that the job qualifica- tions and the selection process were minimal. The student managers were previous employees chosen by other student managers and the full-time CFS day manager on the basis of their ability to work and on their length of employment. They received no further formal training or written rules beyond what they had already learned by working there. The student managers were briefed on how to close the snack bar at night but still did not get the job done properly. They received authority and responsibility over events occurring during their shifts as manager, although they were never actually taught how and S to Harvard Business School Publishing. No part of this publication may be reproduced. stored in a retrieval system, used in a spreadshest, or transmitted in any form or by any meansclestronic. mechanical, photocopying, recording. or otherwisewithout the permis- sion of copyright holders. One time permission to reproduce granted by Babson College on July 21, 2014 'This case was prepared by Kim Johnson under the supervision of Professor Allan R. Cohen, Babson College. Copyright 2004 by Babson College and licensed for publication C-294 when to enforce it! Their increase in pay was small, from a starting pay of just over minimum wage to an additional 15 percent for student managers. Regular employees received an additional nickel for each semester of employment. Although I only worked seven hours per week, I was in the Den often as a customer and saw the problem frequently. I felt the problem was on a large enough scale that action should have been taken, not only to correct any financial loss that the Den might have experienced but also to help give the stu- dent employees a true sense of their responsibilities, the limits of their freedom, respect for rules, and pride in their jobs. The issues at hand bothered my conscience, although I was not directly involved. I felt that the employees and customers were taking advantage of the situation whereby they could \"steal\" food almost whenever they wanted. I believed that 1 PART 2 Cases in Crafting and Executing Strategy cash from the register. The student was neither sus- pended nor threatened with losing his job (nor was the event even mentioned). Instead, he was just told to stay away from the register. I felt that this weak punish- ment happened not because he was a good worker but because he worked so many hours and it would be dif- ficult to find someone who would work all those hours and remain working for more than a few months Although a customer reported the incident, I still felt that management should have taken more corrective action. The attitudes of the student managers seemed to vary. I had noticed that one in particular, Bill, always got the job done. He made a list of each small duty that needed to be done, such as restock- ing, and he made sure the jobs were divided among the employees and finished before his shift was over. Bill also stared down employees who allowed thefts 20f3 Dilemma at Devils Den going on for so long that it was taken for granted. The problem got so far out of hand that customers who had caan athers do it felt free to do it whether they knew 2rs or not. The employees who witnessed this allenged anyone because, in my opinion, they :are and they feared the loss of friendship or owned upon by others. Apparently, speaking up was more costly to the employees than the loss of money to CFS for the unpaid food items. It seemed obvious to me that the employees felt too secure in their jobs and did not feel that their jobs were in jeopardy. 'This case was prepared by Kim Johnson under the supervision of Professor Allan R. Cohen, Babson College. Copyright 2004 by Babson College and licensed for publication S to Harvard Business School Publishing. No part of this publication may be reproduced. stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any meansclectronic, mechanical. photocopying. recording. or otherwise-without the permis- sion of copyright holders. One time permission to reproduce granted by Babson College on July 21, 2014, C294 PART2 Cases in Crafting and Executing Strategy when to enforce it! Their increase in pay was small, from a starting pay of just over minimum wage to an additional 15 percent for student managers. Regular employees received an additional nickel for each semester of employment. Although T only worked seven hours per week, I was in the Den often as a customer and saw the problem frequently. I felt the problem was on a large enough scale that action should have been taken, not only to correct any financial loss that the Den might have experienced but also to help give the stu- dent employees a true sense of their responsibilities, the limits of their freedom, respect for rules, and pride in their jobs. The issues at hand bothered my conscience, although I was not directly involved. I felt that the employees and customers were taking advantage of the situation whereby they could \"steal\" food almost whenever they wanted. I believed that I had been brought up correctly and knew right from wrong, and I felt that the happenings in the Den were wrong. It wasn't fair that CFS paid for others' greedi- ness or urges to show what they could get away with in front of their friends. I was also bothered by the lack of responsibil- ity of the managers to get the employees to do their work. I had seen the morning employees work very hard trying to do their jobs, in addition to the jobs the closing shift should have done. I assumed the night managers did not care or think about who worked the next day. It bothered me to think that the morning employees were suffering because of care- less employees and student managers from the night before. I had never heard of CFS mentioning any prob- lems or taking any corrective action; therefore, I wasn't sure whether they knew what was going on, or if they were ignoring it. I was speaking to a close friend, Mack, a student manager at the Den, and I mentioned the fact that the frequently unlocked door to the storage room was an easy exit through which I had seen different quantities of unpaid goods taken out. I told him about some specific instances and said that I believed that it happened rather fre- quently. Nothing was ever said to other employees about this, and the only corrective action was that the door was locked more often, yet the key to the lock was still available upon request to all employees during their shifts. Another lack of strong corrective action I remem- bered was when an employee was caught pocketing cash from the register. The student was neither sus- pended nor threatened with losing his job (nor was the event even mentioned). Instead, he was just told to stay away from the register. I felt that this weak punish- ment happened not because he was a good worker but because he worked so many hours and it would be dif- ficult to find someone who would work all those hours and remain working for more than a few months, Although a customer reported the incident, I still felt that management should have taken more corrective action. The attitudes of the student managers seemed to vary. I had noticed that one in particular, Bill, always got the job done. He made a list of each small duty that needed to be done, such as restock- ing, and he made sure the jobs were divided among the employees and finished before his shift was over. Bill also stared down employees who allowed thefts by their friends or who took freebies themselves; yet I had never heard of an employee being challenged verbally, nor had anyone ever been fired for these actions. My friend Mack was concerned about theft, or so I assumed, because he had taken some action about locking the doors, but he didn't really get after employees to work if they were slacking off. I didn't think the rest of the student managers were good motivators. I noticed that they did little work themselves and did not show much control over the employees. The student managers allowed their friends to take food for free, thereby setting bad examples for the other workers, and allowed the employees to take what they wanted even when they were not working. I thought their attitudes were shared by most of the other employees: not caring about their jobs or working hard, as long as they got paid and their jobs were not threatened. I had let the \"thefts continue without mention because I felt that no one else really cared and may even have frowned on me for trying to take action. Management thus far had not reported significant losses to the employees so as to encourage them to watch for theft and prevent it. Management did not threaten employees with job loss, nor did they pro- vide employees with supervision. I felt it was not my place to report the theft to management, because I was just an employee and I would be overstepping the student managers. Also, I was unsure whether management would do anything about it anyway maybe they did not care. I felt that talking to the student managers or other employees would be CASE 26 Dilemma at Devil's Den C-295 useless, because they were either abusing the rules themselves or clearly aware of what was going on and just ignored it. I felt that others may have frowned on me and made it uncomfortable for me to continue working there. This would be very difficult for me, because I wanted to become a student manager the next semester and did A that might have prevented me from dong so. I rec- the same time adding a great plus to my rsum when I graduated. Besides, as a student manager, I would be in a better position to do something about all the problems at the Den that bothered me so much. 'What could I do in the meantime to clear my conscience of the freebies, favors to friends, and v 2 at could I do without ruining my chances of becoming a student manager myself 30f3 Dilemma at Devils Den HAIU U I W U I JUUS, 1 GUMILVEL W G JUUS the closing shift should have done. I assumed the night managers did not care or think about who xt day. It bothered me to think that the oyees were suffering because of care- and student managers from the night 1 nau never heard of CFS mentioning any prob- lems or taking any corrective action; therefore, I wasn't sure whether they knew what was going on, or if they were ignoring it. I was speaking to a close friend, Mack, a student manager at the Den, and I mentioned the fact that the frequently unlocked door to the storage room was an easy exit through which I had seen different quantities of unpaid goods taken out. I told him about some speci instances and said that I believed that it happened rather fre- quently. Nothing was ever said to other employees about this, and the only corrective action was that the door was locked more often, yet the key to the lock was still available upon request to all employees during their shifts. Another lack of strong corrective action I remem- bered was when an employee was caught pocketing WUIL BUUG HIULYAWUIS. 1 HUULLU Uan Gy G s work themselves and did not show much control over the employees. The student managers allowed their friends to take food for free, thereby setting bad examples for the other workers, and allowed the employees to take what they wanted even when they were not working. I thought their attitudes were shared by most of the other employees: not caring about their jobs or working hard, as long as they got paid and their jobs were not threatened. I had let the \"thefts\" continue without mention because I felt that no one else really cared and may even have frowned on me for trying to take action. Management thus far had not reported significant losses to the employees so as to encourage them to watch for theft and prevent it. Management did not threaten employees with job loss, nor did they pro- vide employees with supervision. I felt it was not my place to report the theft to management, because I was just an employee and I would be overstepping the student managers. Also, I was unsure whether management would do anything about it anyway maybe they did not care. I felt that talking to the student managers or other employees would be CASE 26 Dilemma at Devil's Den C-295 useless, because they were either abusing the rules themselves or clearly aware of what was going on and just ignored it. I felt that others may have frowned on me and made it uncomfortable for me to continue working there. This would be very difficult for me, because I wanted to become a student manager the next semester and did not want to create any waves that might have prevented me from doing so. I rec- ognized the student manager position as a chance to gain some managerial and leadership skills, while at the same time adding a great plus to my rsum when I graduated. Besides. as a student manager, I would be in a better position to do something about all the problems at the Den that bothered me so much. 'What could I do in the meantime to clear my conscience of the freebies, favors to friends, and employee snacks? What could I do without ruining my chances of becoming a student manager myself someday? I hated just keeping quiet, but I didn't want to make a fool of myself. I was really stuck