Bound by Brands?How Corporate Identity Constrains Management Development
Abstract
This article investigates the effect the restrictions of branding and brand standards has on managers working in the bar industry. The research that was conducted aims to conclude if standardisation is preventing managers from being creative and innovative in their jobs. The findings of the research have assessed their motivation, and the effect this has had on conducting their current job roles and the implications this has on their future career development.
The standardisation that branding ensues can create problems for the managers that implement the brand standards in the bars they run. They could be described as the ‘middle man’ in the organisation. Managers lead their teams, as well as being receivers of the brand image and identity. They are important figures in the corporate structure. As they implement the brand at a functional level, their role is vital to the success of the brand, and the company.
If these managers struggle with balancing the company’s ideals and systems, then this presents a problem for the entire company and brand delivery. As well as this, and perhaps more importantly the individual manager may feel that their personal needs are being neglected. Denying training and opportunities to increase their skills and knowledge will have a negative effect on motivation and self empowerment, which has repercussions on functional operations as well as future career opportunities.
To assess the situation, managers of bars that possess a strong brand identity have been interviewed. Their perceptions of their job roles have been assessed, and real industry examples of restrictiveness of brand implementation have been collated to draw clear conclusions regarding the subject. Brand standards do cause problems at a functional level, and the managers do feel the strain of being constricted in their duties and ability to make changes and adapt the business to perform to what they perceive to be their best.
Standardisation of service is a widespread issue in the hospitality industry, literature has been written surrounding the topic, none discuss the role of the manager in depth or concentrate on the practical issues combined with the psychological contract that brands place on their managers. Analysing other authors and academics research was the primary stage of this investigation. The results of the literature review led to the interest in the topic area.
This article has reached the conclusion that the branding phenomenon shows no signs of slowing down. Standardisation of service is here to stay; so we must find a way to embrace the restrictions, or to adapt standardisation to allow the managers of branded organisations room to breathe. First, the conditions they work in, and the restraints of branding must be discovered. Brands are regulated by the company by guidelines and brand standards. Investigation of these standards is required so opportunities for innovation and creativity can be determined. It is anticipated that the realities of managing a branded site denies opportunities for managers to be creative an innovative. If this is true, then the empowerment of that individual manager may be affected detrimentally.
