1.

Wooden Bakery's organizational structure integrates leadership, operational efficiency,

culinary expertise, marketing, and financial management, all of which are based on
position and responsibility.
Top-Level Leadership:

o Chief Executive Officer (CEO): owner Ghassan Bou Habib.

 Provides strategic direction for the business.
 Shapes the organization’s vision and mission.
 Oversees day-to-day operations.
 Handles high-profile clients and deals.
 Sets prices and signs business agreements.
 Manages recruitment and salaries.
 Evaluates the organization’s success.
2. Operational Management:
o Bakery Manager:
 Manages daily bakery activities.
 Ensures bakery facility maintenance.
 Coordinates with third-party vendors.
 Addresses customer complaints.
 Prepares budgets and reports.
 Reports to CEo
o Chief Chef:
 Prepares various flavors and styles of bakery products.
 Creates lists and budgets for bakery supplies.
 Oversees the entire baking process.
 Trains new bakers.
 Ensures consistent quality
3. Sales and Marketing:
o Sales and Marketing Officer:
 Markets company products and services.
 Develops marketing and sales strategies.
 Represents the organization in strategic meetings.
 Ensures timely product supply to wholesale customers
4. Financial Management:
o Accountant / Cashier:
 Receives payments on behalf of the bakery.
 Issues receipts to customers.
 Prepares financial reports.
 Handles all financial trasactions
5. Support Roles:
o Drivers / Distributors: Responsible for product distribution.
o Security Officers: Ensure safety and security.
o Cleaners: Maintain bakery hygiene
In 2007, to support its aggressive
growth strategy, Wooden Bakery
opened a large, central factory in
Antelias, a northern suburb of
Beirut, just a few kilometres away
from the flagship store. This state-
of-
the-art factory processed 60 to 70
metric tons of flour per day
(around 1,800 metric tons per
month) and
operated on three shifts a day. The
factory also housed a central
kitchen that supplied products to
all the
branches. This factory had
acquired ISO 9001 quality
management systems certification
and had the
capacity to cater to 10 additional
branches. Moreover, the company
was considering building a second
factory in North Lebanon to
strengthen its competitive
positioning, increase volume, and
alleviate
logistics-related costs and
problems.
To sustain its rapid growth,
Wooden Bakery also underwent a
major restructuring and
reorganizing
process. A group of highly
accomplished directors with strong
academic and professional
credentials was
recruited to lead the newly created
functional units. Operations were
streamlined and professional
management practices were
adopted, enabling the family-
owned firm to make significant
headway in
establishing the foundations of
sound corporate governance.
By 2015, Wooden Bakery had
grown significantly, mobilizing
750 employees, a sales and
distribution
team of 60 employees, and a fleet
of 100 vehicles and operating 32
branches scattered across Lebanon
(seven company-owned and 25
franchised). Moreover, on a daily
basis, the company distributed
traditional Lebanese bread to 1,300
sales points (to supermarkets and
mid-size and small grocery stores)
spread across Lebanon, but with
varying concentration in different
geographical areas and a visibly
heavy
presence in one of Lebanon’s
largest governorates, Mount
Lebanon.
In 2007, to support its aggressive
growth strategy, Wooden Bakery
opened a large, central factory in
Antelias, a northern suburb of
Beirut, just a few kilometres away
from the flagship store. This state-
of-
the-art factory processed 60 to 70
metric tons of flour per day
(around 1,800 metric tons per
month) and
operated on three shifts a day. The
factory also housed a central
kitchen that supplied products to
all the
branches. This factory had
acquired ISO 9001 quality
management systems certification
and had the
capacity to cater to 10 additional
branches. Moreover, the company
was considering building a second
factory in North Lebanon to
strengthen its competitive
positioning, increase volume, and
alleviate
logistics-related costs and
problems.
To sustain its rapid growth,
Wooden Bakery also underwent a
major restructuring and
reorganizing
process. A group of highly
accomplished directors with strong
academic and professional
credentials was
recruited to lead the newly created
functional units. Operations were
streamlined and professional
management practices were
adopted, enabling the family-
owned firm to make significant
headway in
establishing the foundations of
sound corporate governance.
By 2015, Wooden Bakery had
grown significantly, mobilizing
750 employees, a sales and
distribution
team of 60 employees, and a fleet
of 100 vehicles and operating 32
branches scattered across Lebanon
(seven company-owned and 25
franchised). Moreover, on a daily
basis, the company distributed
traditional Lebanese bread to 1,300
sales points (to supermarkets and
mid-size and small grocery stores)
spread across Lebanon, but with
varying concentration in different
geographical areas and a visibly
heavy
presence in one of Lebanon’s
largest governorates, Mount
Lebanon.
In 2007, to support its aggressive
growth strategy, Wooden Bakery
opened a large, central factory in
Antelias, a northern suburb of
Beirut, just a few kilometres away
from the flagship store. This state-
of-
the-art factory processed 60 to 70
metric tons of flour per day
(around 1,800 metric tons per
month) and
operated on three shifts a day. The
factory also housed a central
kitchen that supplied products to
all the
branches. This factory had
acquired ISO 9001 quality
management systems certification
and had the
capacity to cater to 10 additional
branches. Moreover, the company
was considering building a second
factory in North Lebanon to
strengthen its competitive
positioning, increase volume, and
alleviate
logistics-related costs and
problems.
To sustain its rapid growth,
Wooden Bakery also underwent a
major restructuring and
reorganizing
process. A group of highly
accomplished directors with strong
academic and professional
credentials was
recruited to lead the newly created
functional units. Operations were
streamlined and professional
management practices were
adopted, enabling the family-
owned firm to make significant
headway in
establishing the foundations of
sound corporate governance.
By 2015, Wooden Bakery had
grown significantly, mobilizing
750 employees, a sales and
distribution
team of 60 employees, and a fleet
of 100 vehicles and operating 32
branches scattered across Lebanon
(seven company-owned and 25
franchised). Moreover, on a daily
basis, the company distributed
traditional Lebanese bread to 1,300
sales points (to supermarkets and
mid-size and small grocery stores)
spread across Lebanon, but with
varying concentration in different
geographical areas and a visibly
heavy
presence in one of Lebanon’s
largest governorates, Mount
Lebanon.
In 2007, to support its aggressive
growth strategy, Wooden Bakery
opened a large, central factory in
Antelias, a northern suburb of
Beirut, just a few kilometres away
from the flagship store. This state-
of-
the-art factory processed 60 to 70
metric tons of flour per day
(around 1,800 metric tons per
month) and
operated on three shifts a day. The
factory also housed a central
kitchen that supplied products to
all the
branches. This factory had
acquired ISO 9001 quality
management systems certification
and had the
capacity to cater to 10 additional
branches. Moreover, the company
was considering building a second
factory in North Lebanon to
strengthen its competitive
positioning, increase volume, and
alleviate
logistics-related costs and
problems.
To sustain its rapid growth,
Wooden Bakery also underwent a
major restructuring and
reorganizing
process. A group of highly
accomplished directors with strong
academic and professional
credentials was
recruited to lead the newly created
functional units. Operations were
streamlined and professional
management practices were
adopted, enabling the family-
owned firm to make significant
headway in
establishing the foundations of
sound corporate governance.
By 2015, Wooden Bakery had
grown significantly, mobilizing
750 employees, a sales and
distribution
team of 60 employees, and a fleet
of 100 vehicles and operating 32
branches scattered across Lebanon
(seven company-owned and 25
franchised). Moreover, on a daily
basis, the company distributed
traditional Lebanese bread to 1,300
sales points (to supermarkets and
mid-size and small grocery stores)
spread across Lebanon, but with
varying concentration in different
geographical areas and a visibly
heavy
presence in one of Lebanon’s
largest governorates, Mount
Lebanon.
In 2007, to support its aggressive
growth strategy, Wooden Bakery
opened a large, central factory in
Antelias, a northern suburb of
Beirut, just a few kilometres away
from the flagship store. This state-
of-
the-art factory processed 60 to 70
metric tons of flour per day
(around 1,800 metric tons per
month) and
operated on three shifts a day. The
factory also housed a central
kitchen that supplied products to
all the
branches. This factory had
acquired ISO 9001 quality
management systems certification
and had the
capacity to cater to 10 additional
branches. Moreover, the company
was considering building a second
factory in North Lebanon to
strengthen its competitive
positioning, increase volume, and
alleviate
logistics-related costs and
problems.
To sustain its rapid growth,
Wooden Bakery also underwent a
major restructuring and
reorganizing
process. A group of highly
accomplished directors with strong
academic and professional
credentials was
recruited to lead the newly created
functional units. Operations were
streamlined and professional
management practices were
adopted, enabling the family-
owned firm to make significant
headway in
establishing the foundations of
sound corporate governance.
By 2015, Wooden Bakery had
grown significantly, mobilizing
750 employees, a sales and
distribution
team of 60 employees, and a fleet
of 100 vehicles and operating 32
branches scattered across Lebanon
(seven company-owned and 25
franchised). Moreover, on a daily
basis, the company distributed
traditional Lebanese bread to 1,300
sales points (to supermarkets and
mid-size and small grocery stores)
spread across Lebanon, but with
varying concentration in different
geographical areas and a visibly
heavy
presence in one of Lebanon’s
largest governorates, Mount
Lebanon.
Wooden Bakery likely employs a variety of financial systems and strategies for resource acquisition. Here
are some common approaches that businesses like Wooden Bakery may utilize:

1. Budgeting and Forecasting: Wooden Bakery likely develops annual budgets and forecasts to plan for
resource acquisition, including ingredients, equipment, and other operational needs. These budgets are
typically based on historical data, market trends, and growth projections.

2. Vendor Management: Wooden Bakery likely has established relationships with suppliers and vendors to
acquire the necessary resources. This may involve negotiation of contracts, pricing, and terms to ensure
cost-effective and reliable acquisition of ingredients, packaging materials, and equipment.

3. Inventory Management: Wooden Bakery likely utilizes financial systems to manage inventory levels
efficiently, minimizing excess stock while ensuring that essential resources are always available. This
includes tracking inventory turnover, managing supplier lead times, and implementing just-in-time
inventory strategies.

4. Capital Investment: For larger acquisitions such as new bakery equipment or technology, Wooden
Bakery may utilize financial systems for capital budgeting and investment analysis. This could involve
evaluating the return on investment (ROI), payback period, and overall financial feasibility of acquiring
new resources.

5. Cost Control and Analysis: Wooden Bakery likely uses financial systems to monitor and control costs
related to resource acquisition. This may involve analyzing cost variances, identifying opportunities for
cost savings, and optimizing resource allocation.

6. Financial Reporting and Analysis: Wooden Bakery likely generates financial reports to assess the
effectiveness of resource acquisition strategies. This includes analyzing key performance indicators, such
as cost of goods sold, gross margin, and profitability metrics related to resource utilization.

7. Cash Flow Management: Wooden Bakery likely employs financial systems to manage cash flow
effectively, ensuring that resources can be acquired in a timely manner without negatively impacting
liquidity. This may involve working capital management, cash flow forecasting, and short-term financing
strategies.

By utilizing these financial systems and approaches, Wooden Bakery aims to acquire resources in a cost-
effective, efficient, and sustainable manner, ultimately supporting the bakery's operations and growth.
Wooden Bakery is a well-established bakery chain known for its quality products and excellent service.
When it comes to recruitment, promotion, and performance appraisal systems, Wooden Bakery has robust
processes in place to ensure the success of its employees.

1. Recruitment Process:
Wooden Bakery typically posts job openings on various platforms such as its website, social media
channels, and job portals. The recruitment team carefully reviews applications and shortlists candidates
based on their qualifications and experience. Selected candidates are then invited for interviews and
assessments to determine their suitability for the role. Wooden Bakery values diversity and looks for
individuals who are passionate about the food industry and customer service.

2. Promotion System:
Wooden Bakery believes in recognizing and rewarding the hard work and dedication of its employees.
The bakery has a transparent promotion system in place that allows employees to progress in their careers
based on their performance, skills, and potential. Employees who consistently demonstrate strong work
ethic, leadership qualities, and a commitment to excellence are considered for promotion opportunities
within the company.

3. Performance Appraisal Process:

Wooden Bakery conducts regular performance appraisals to evaluate the performance of its employees.
Managers provide constructive feedback to employees on their strengths and areas for improvement.
Performance goals and expectations are set at the beginning of each appraisal period, and employees are
encouraged to track their progress throughout the year. The performance appraisal process at Wooden
Bakery helps identify training needs, recognize top performers, and address any performance issues in a
timely manner.

Overall, Wooden Bakery prioritizes the well-being and professional growth of its employees through its
recruitment, promotion, and performance appraisal systems. By fostering a positive work environment
and providing opportunities for career advancement, Wooden Bakery ensures that its team members are
motivated, engaged, and invested in the success of the business.

Wooden Bakery likely has a variety of processes, procedures, and routines in place to ensure that work is
carried out efficiently and effectively. Here are some common practices that businesses like Wooden
Bakery may implement:

1. **Production Processes**: Wooden Bakery likely follows standardized production processes for
baking its products. This includes recipes, ingredient sourcing, mixing, fermentation, shaping, proofing,
baking, and packaging. Standardized processes help ensure consistency in product quality and minimize
errors.

2. **Food Safety Protocols**: Wooden Bakery probably adheres to strict food safety standards and
procedures to maintain the quality and safety of its products. This may include HACCP (Hazard Analysis
and Critical Control Points) plans, sanitation guidelines, temperature controls, and hygiene protocols.

3. **Inventory Management**: Wooden Bakery likely has processes in place to manage inventory levels
efficiently. This includes tracking ingredient quantities, monitoring expiration dates, conducting regular
stock checks, and minimizing waste through effective inventory control.

4. **Quality Control**: Wooden Bakery likely implements quality control procedures to ensure that its
products meet the required standards. This may involve product testing, sensory evaluation, visual
inspections, and feedback mechanisms to identify and address any quality issues.

5. **Customer Service**: In terms of routine practices, Wooden Bakery may have established customer
service procedures to handle orders, inquiries, complaints, and feedback from customers. This could
include order-taking processes, communication channels, and resolution protocols for addressing
customer concerns.

6. **Cleaning and Maintenance**: Wooden Bakery likely follows cleaning and maintenance routines to
keep its facilities, equipment, and tools in top condition. Regular cleaning schedules, equipment
maintenance checks, and sanitation procedures are essential to ensure operational efficiency and food
safety.

7. **Employee Training**: Wooden Bakery probably provides training programs and standard operating
procedures to ensure that employees are equipped with the necessary skills and knowledge to perform
their tasks effectively. This includes onboarding processes, job-specific training, and continuous learning
opportunities.

By implementing these processes, procedures, and routines, Wooden Bakery aims to streamline its
operations, maintain product quality, ensure customer satisfaction, and uphold industry standards in the
bakery sector. Consistency and efficiency in these practices contribute to the overall success and
sustainability of the business.

Shared values
While specific values may vary depending on the culture and mission of Wooden Bakery, here are some
common shared values that many bakeries and food establishments often uphold:

1. **Quality**: Wooden Bakery likely values quality in its products and services. This may include using
fresh ingredients, maintaining high standards in baking processes, and delivering consistent quality to
customers.

2. **Customer Satisfaction**: Wooden Bakery probably prioritizes customer satisfaction and aims to
provide exceptional service to its customers. This could involve meeting customer needs, addressing
feedback, and creating a positive customer experience.

3. **Integrity**: Wooden Bakery likely upholds integrity in its operations by being honest, transparent,
and ethical in its business practices. This may include fair pricing, honest communication, and responsible
sourcing.

4. **Innovation**: Wooden Bakery may value innovation and creativity in its product development and
business strategies. This could involve experimenting with new flavors, introducing unique bakery items,
and keeping up with industry trends.

5. **Teamwork**: Wooden Bakery likely promotes a culture of teamwork and collaboration among its
employees. This could involve fostering a supportive work environment, encouraging open
communication, and valuing each team member's contributions.

6. **Community Engagement**: Wooden Bakery may prioritize community engagement and giving back
to the local community. This could involve participating in charity events, supporting local causes, and
being socially responsible.

7. **Continuous Improvement**: Wooden Bakery probably values continuous improvement and strives
to enhance its operations, products, and services. This could involve seeking feedback, learning from
mistakes, and implementing changes to drive growth and development.

By embracing these shared values, Wooden Bakery can create a positive work environment, build strong
relationships with customers, and differentiate itself in the competitive bakery industry. These values
guide the decisions and behaviors of employees and contribute to the overall success and reputation of the
business.

Skills

Some skills employees at Wooden Bakery may need to deliver core products and
services include:
1. Knowledge of baking techniques and ingredients
2. Ability to follow recipes and cooking instructions accurately
3. Attention to detail in measuring and preparing ingredients
4. Excellent hand-eye coordination for baking and decorating pastries
 5. Strong customer service skills for interacting with customers and taking their
orders
6. Time management skills for handling multiple orders and completing tasks
efficiently
7. Teamwork and communication skills for working effectively with other
employees in a fast-paced environment
8. Flexibility and adaptability to work different shifts and handle unexpected
situations
9. Problem-solving skills to address issues with orders or equipment malfunctions
Physical stamina to stand for long periods and lift heavy trays of baked goods.