Organizational Behaviour II

ASSIGNMENT-II SECTION –C GROUP-5

REPORTED BY
NAME REGSTRATION NO
AKASH SEN 20PGDM084
ARNAB BHATTACHARYA 20PGDM091
ARKA BISWAS 20PGDM092
INDRAJIT CHAKRABORTI 20PGDM094
RICHA GUPTA 20PGDM108
SOUROJYOTI GHOSH 20PGDM118

1. What would be the purpose/ mission of this business?

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2. What are the specific tasks that need to be completed to accomplish the mission?

3. Develop an organizational structure. Each position in the chart will perform a specific task or is
responsible for a certain outcome.

Analyse the plans, policies and procedures. Structure the management framework to assist make
efficient production processes. Align the assorted group’s performance goals with the company’s
strategic objectives.

• Keep record of and document the company’s data structure.

• It is sensible to utilize the resources provided by the Society of Human Resource Management
website to be told and keep track of industry trends. make sure that the business adheres to the
foundations and regulations, like annual leave laws or hours of rest required.

• Identify the areas that require fast improvement to stay a company healthy and safe for workers.
Online tools, like the Mind Tools Problem Solving Techniques website, can facilitate your create
cause and effect diagrams to spot problems.

• Encourage employees to share their skills and knowledge. Make meaningful connections with
those that might not add the identical location.

• Encourage performance-based management. Evaluation of employees betting on their ability to

realize their own goals affirm their personal accountability.

• A survey allows to live employee perceptions about the corporate and its operations.

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4. You are into your third year of operation. You want to add a second location a few miles away.
What issues will you face running the business at two locations? Draw an organization chart that
includes the two business locations.

i) Maintaining with market trends in this locality- A comprehensive analysis of existing trends and
also the viability of comparable restaurant ventures within the community could be a great way to
forecast potential revenue in each quarter.

(ii) Leveraging social media - consistent with the National Restaurant Association's 2013 Restaurant
Industry Forecast, six out of 10 adults said they need gone online to look at a restaurant's website or
menu. over one-third of individuals who visit restaurants examine the social media pages of those
organizations, in step with data provided by the National Restaurant Association. Restaurants that
want to succeed, and particularly market effectively to children, must make the foremost of social
media.

(iii) Staying on top of technology trends- Technology is continually evolving within the restaurant
industry and smart restaurant owners will move the bandwagon. Software programs compatible
along with your existing POS systems are available that may track customer trends and
demographics to form offering such programs easy. the information tracked with these programs
can give valuable insight to the business owners on what customers like and do not like.

(iv) Minimizing turnover-It is very important to stay in mind that when the correct employees are
both hired and trained, keeping turnover to a minimum is very important. One key concern is
maintaining a company culture that may keep employees engaged and desperate to return. For
workers to stay enthusiastic and motivated to pursue the goals of a restaurant, they must run a
transparent set of processes, manuals and procedures.

(v) Effective inventory management and menu pricing (operational costs)

Restaurant owners should keep a keen target managing expenses. One crucial component of
keeping costs low is effectively managing inventory. those that fail to try to so may face unforeseen
expenditures and provide overages or shortages throughout peak business periods. People
managing the inventory and menu pricing should fine tune the ordering process to limit waste and
to continuously monitor fluctuating costs which impact net on menu items. it's vital to grasp what
proportion ingredients cost, as these expenses can fluctuate. Menu pricing should be as fluid as
possible. Frequent and little increases in menu prices are easier to sell to customers than larger
more noticeable increases done infrequently.

(vi) Hiring permanent and seasonal staff

Successful restaurant owners know the importance of getting the proper employees. A corporation
must take care to own a decent team in situ during all seasons, but specifically during times of the
year where customer volume increases, just like the summer time.

(vii) Political interference on that locality

(viii) Building customer loyalty - Start by focusing on the simple things. Train your staff and teach
them to serve customers with a smile, always. Every time a customer contacts any one of our staff
members — be it the waiters, busboys, cashiers, etc. the experience must be pleasing,
accommodating and welcoming. Apart from human contact, you also need to detail the various
online customer experience touchpoints, like placing the order online, calling at customer care,

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reading the menu online, etc. Make sure these experiences are also positively consistent with what
our brand stands for.

Owner

5.
General
Manager

Floor Kitchen
Manager Manager

Cashier Head Cook

Hosts Waiter
Gaurds Cook
Dishwasher

Five more years have gone by and the business has grown to five locations in two cities. What
issues of control and coordination have arisen? Prepare a revised organizational structure and
explain the need for changes in the structure.

owner

trainne

finance
manager

H.R
manager

Office General Marketing Sales

Manager Manager &advertise Manager
ment
manage
Dining
room Kitchen
Manager Manager
Resource
Manager
hosts
gaurds
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Dishwashers
cleaner
waiter
Asisstant
6.Twenty years later you have 75 business locations in five states. What are the issues and
problems that have to be dealt with through the organizational structure? Prepare a new
organizational structure that would be appropriate.

 Absence of clear direction: There are many exercises to execute thus the organization does
not have the arrangement expected to achieve the footing important to enable the
organization to change, adjust, and shape the future—exercises which will guarantee the
association's long haul, continued development. To put it plainly, an excessive number of
capacities and people do not have a comprehension of how they fit or why they matter.
 Difficulty blending multiple personalities into a cohesive and unified team: People’s
personalities vary widely, and therefore the diversity of backgrounds, opinions, views, and
experiences can cause challenges for teams.
 Poor communication and feedback: Peoples often tell us that they fear reprisal or
retaliation if they open up—but the truth is that leaders can’t execute on their strategies,
lower costs, or effectively launch new processes or services when people fail to speak with
constructive candor, so this can be a problem that has got to be overcome.
 Failure to develop key competencies and behaviors: In our work with organizations, we
commonly encounter lots of hardworking those who have good intentions. However,
despite their experience within the industry, their technical talent, and therefore the
subject-matter expertise that a lot of leaders waken the table, creating a high-performance
organization is commonly still out of reach.
 Inconsistency &Unclear Goals

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