please I need to solve this case study

Case (3): The Caring Dictator Jack Hartnett, the president of Texas-based D.L. Rogers Corp., is a successful man. D.L. Rogers owns 54 franchises of the Sonic roller-skating nostalgic hamburger chain, which generate S44 million in revenues for the company. Hartnett's restaurants make 18 percent more than the national average, and turnover is incredibly low for the fast food industry, with a supervisor's average tenure at 12.4 years. He knows what he wants, how to keep his employees, and how to run his business for high profit. In a management world where everyone will tell you that you need to be soft, be participative, be open to ideas, and empower employees, Jack Hartnett appears to be an anachronism. He runs his business on the Sinatra principle: My Way! He tolerates little deviation from what he wants, his instructions, and his training. He is absolutely sure he knows the best way, and more than one employee is scared of disagreeing with him. He likes keeping people a little off balance and a little queasy so that they will work harder to avoid his wrath. Hartnett even has his own Eight Commandments, and he will fire those who break any one of them twice. The last Hartnett commandment is, I will only tell you one time." Interestingly, he believes that his style show's that he really cares about his people: "The success of our business is that we really care about our owner-operatorswe don't have managers. Our No. 1 focus is to take care of our people." Hartnett restaurants run like clockwork. He does the top-level hiring himself and spends as long as 10 grueling hours with prospective managers and their spouses. He wants to know about their personal lives and their financial health and looks for right responses and any signs of shyness to answer questions. Hartnett says, I want them to understand this is not a job to me. This is a lifetime of working together. I want partners who are going to die with me. If you are one of the selected few, you are expected to be loyal and obedient. For all their trouble and unquestioning obedience and loyalty, D.L. Rogers' employees and supervisors find a home, a family, a community, and a place to grow. If you have problems with your husband, like Sharon, the wife of one of the D.L. Rogers' supervisors, you can call Jack. He will listen to you, talk to your spouse, and send him home for a while. Hartnett says, I don't want you to come to work unhappy, pissed off, upset, or mad about anything, because I don't think you can be totally focused on making money if you're worried. He pays his employees' considerably above national averages, plays golf with them, and gets involved with their personal lives. Hartnett wants to create a bond that lasts. A few years ago, he spent $200,000 to take 254 managers and their families to Cancn, Mexico, for four days. They got training on better time management and marketing techniques, and on how to be a better human to society. Hartnett also likes to have fun. But he also works hard. Eighty-hour weeks are common, and he starts his days earlier than most. He is not above taking on the most menial jobs in the restaurants and is willing to show the way, no matter what. His presence, his energy, and his unbending confidence in "his way" make changes to people's work habits. Hartnett has created an organization that is consistent and that simplifies everybody's life. He knows how to build relationships with his employees that encourages them to work obediently and comfortably. Case (3): The Caring Dictator Jack Hartnett, the president of Texas-based D.L. Rogers Corp., is a successful man. D.L. Rogers owns 54 franchises of the Sonic roller-skating nostalgic hamburger chain, which generate S44 million in revenues for the company. Hartnett's restaurants make 18 percent more than the national average, and turnover is incredibly low for the fast food industry, with a supervisor's average tenure at 12.4 years. He knows what he wants, how to keep his employees, and how to run his business for high profit. In a management world where everyone will tell you that you need to be soft, be participative, be open to ideas, and empower employees, Jack Hartnett appears to be an anachronism. He runs his business on the Sinatra principle: My Way! He tolerates little deviation from what he wants, his instructions, and his training. He is absolutely sure he knows the best way, and more than one employee is scared of disagreeing with him. He likes keeping people a little off balance and a little queasy so that they will work harder to avoid his wrath. Hartnett even has his own Eight Commandments, and he will fire those who break any one of them twice. The last Hartnett commandment is, I will only tell you one time." Interestingly, he believes that his style show's that he really cares about his people: "The success of our business is that we really care about our owner-operatorswe don't have managers. Our No. 1 focus is to take care of our people." Hartnett restaurants run like clockwork. He does the top-level hiring himself and spends as long as 10 grueling hours with prospective managers and their spouses. He wants to know about their personal lives and their financial health and looks for right responses and any signs of shyness to answer questions. Hartnett says, I want them to understand this is not a job to me. This is a lifetime of working together. I want partners who are going to die with me. If you are one of the selected few, you are expected to be loyal and obedient. For all their trouble and unquestioning obedience and loyalty, D.L. Rogers' employees and supervisors find a home, a family, a community, and a place to grow. If you have problems with your husband, like Sharon, the wife of one of the D.L. Rogers' supervisors, you can call Jack. He will listen to you, talk to your spouse, and send him home for a while. Hartnett says, I don't want you to come to work unhappy, pissed off, upset, or mad about anything, because I don't think you can be totally focused on making money if you're worried. He pays his employees' considerably above national averages, plays golf with them, and gets involved with their personal lives. Hartnett wants to create a bond that lasts. A few years ago, he spent $200,000 to take 254 managers and their families to Cancn, Mexico, for four days. They got training on better time management and marketing techniques, and on how to be a better human to society. Hartnett also likes to have fun. But he also works hard. Eighty-hour weeks are common, and he starts his days earlier than most. He is not above taking on the most menial jobs in the restaurants and is willing to show the way, no matter what. His presence, his energy, and his unbending confidence in "his way" make changes to people's work habits. Hartnett has created an organization that is consistent and that simplifies everybody's life. He knows how to build relationships with his employees that encourages them to work obediently and comfortably