VIEW OF MANAGEMENT- OMNIPOTENT OR SYMBOLIC

We will have symbolic view of management; it is due to external forces outside manager control
because of the customers as no one can change one’s urges and they change all the time.

EXTERNAL ENVIRONMENTAL FACTOR ANALYSIS

Political and legal Factors

There isn’t such political pressure in Pakistan on food business. The belongings that generate
obstacles are the administrative uncertainty like protest that disturbs the food industry. Moreover,
there has been a continuous increase in sales tax rates being imposed by government which
affects the profit, as saqafat is working in capital so they are facing higher tariffs in Islamabad as
relate to other cities. improvements in the tax structure may have a negative effect on our
restaurant’s profitability and revenue.

Due to wide spread of terrorism and violent conditions, there prevails insecurity for almost
every business. At times in which there is instability in political condition, terrorism or like
Covid-19
conditions if government will impose curfew due to unfavorable circumstances then it has a direct
impact on the daily earnings of our restaurant.

Saqafat main goal, or key potential factor, is to keep its employees happy and contented, because
as one said happy employee’s means happy management and it leads to development.

Economic Factor

Interest rate would upset the price of capital, the rate of interest actually directly proportional to
the value of capital.

Rate of inflation

Pakistan's inflation rate is currently almost 22.3 per cent. Rate of inflation determines the rate of
remuneration of employees and directly affects the price of the restaurant’s products. In today’s
situation, the inflation rate goes increasing due to lockdown because of covid-19.

In this situation our restaurant will affected and economic factor has negative impact on it.

Social Factor

The social aspects of market place can have a great impression on industry. Like, a very health-
conscious restaurant, an eating place must provide healthy and hygienic food. There is a surge in
demand for food ingestion in Pakistan. Pakistani society likes to pay their time in eating place so
there is an enormous rise in demand for restaurants publics like spending their time there.

Behavioral trends: We need to develop new strategies to match varied consumer tastes and
behavior. Customer behavior is increasingly turning towards safe and hygienic goods, which is
why our restaurant profits will grow.

Innovative approaches: We want to develop innovative approaches to suit diverse customer

preferences and behavior. Our focuses on promoting culture, keeping traditional values and
representing different traditional foods of Pakistani provinces.

Value to the Customers: Saqafat has put in a wide variety of items, all of which are customized
to the preferences and desires of consumers in different regions. This helps boost revenue and
earnings on national markets. We also recognizes socio-cultural considerations when selling our
foods in different markets and crafts ad campaigns accordingly.

Technological factors

This aspect proceeds into technology complications that shake how business carries its formation
or service to the market place. A good technological configuration in “saqafat” is looked-for that
would lead to progressive production, achieving and distribution, restaurant in condensed waste
and lesser price. We have now set up our own website, which can be used by anyone with the
most recent news developments and events performed by our restaurant. With the introduction of
technological progress, the enterprise as a whole will be improve.

Due to increased demand, we will start taking orders online using a centralized call center
system.
We will also offer prepaid meal voucher for our cooperate customers.

Ecological

Pakistan is a country fronting undefined environmental fluctuations. These factors straight or

incidentally are distressing the over-all economy and business sector of Pakistan. Similar is the
condition with “Saqafat”. We must consider environmental factors and how to overcome these
environmental challenges. Our main focus is clean environment which we provide to our
customers.

Legal Surroundings

There are some administration rules and guide lines for supply of quality food products. And
administration applied these instructions to control the quality of goods. So, firms have to follow
these instructions not only concerning to the food but also in concerns with the salaries and well
being of workers. So “Saqafat” also have to monitor all the instructions to create lawful
atmosphere in the country.

Demographic Factors

These factors could both positively and negatively affect the restaurant. Our products are made for
people of all age groups. Both male and female are similarly represented in the target market.
Literacy rate: This is rising in Pakistan, which currently stands at 54% in Pakistan. Since this
demographic trend is increasingly shifting, the young and literate population will shift towards
hygienic goods, which will have a significant effect on our restaurant.

Size of population:

In the future, this industry may be impacted by the fall in people's per capita income in Pakistan.
Inflation is growing rapidly in the country

HOW DOES EXTERNAL ENVIRONMENT AFFECT MANAGERS?

There are three ways that the external environment affects managers:
 Its impact on jobs and employment
 The amount of environmental uncertainty, and
 The nature of stakeholder relationships.

The environmental uncertainty is the degree of change and complexity in an organization’s

environment.
Degree of Change: - If the components in our organization’s environment changes to a
minimum, we call it a stable environment. A stable environment is characterised by
 No new technological break throughs by current competitors.
 No new competitors
 Little activity by pressure groups to influence the organization

Degree of complexity: The degree of complexity refers to the number of components in our
organization’s environment and the extent of the knowledge that the organization has about those
components. Managers try to minimize uncertainty because it is a threat to organization’s
effectiveness. Given the choice, managers would prefer to operate in an environment which is
simple and stable. However, managers rarely have full control over that choice

Stakeholders Relationship: - Stakeholders are any constituencies in our organization’s

external environment that are affected by the organization’s decisions and actions. Identifying
who the organization’s stakeholders are. Those external groups that are to influence
organizational decisions and be influenced by organizational decisions are stakeholders.
  Determine that particular interests or concerns these stakeholders might have. For
example.
 Customers – product quality.
 Shareholders – financial issues
 Employees – safety/working conditions.
 Decide how critical each stakeholder is to the organization’s decisions and actions.
For example, some stakeholders are more critical to the organization’s decisions and actions
than others.

 Determine what specific approach they should use to manage the external stakeholder
relationship. The more critical the stakeholder, the more uncertain the environment of our
restaurant.
 Stockholders: The shareholders are the persons who provide the funds to the business
enterprise. In the same way, the shareholders should also meet the obligations of the
business enterprise by supporting the efforts of the business so that continuous
development of the enterprise is possible. They should encourage the business to follow
a dynamic policy and to plough back profit for the purpose of development and
expansion.
 Customers: Customers’ satisfaction is the ultimate aim of all economic activity.
This involves more than the offer of products at the lowest possible price. Adulteration of
goods, poor quality, failure to give fair service, misleading advertising etc. are some of the
violation by business towards its customers. A business enterprise has positive responsibility
towards the consumers of its products. It has to provide quality goods to customers at the right
time, right place, and at right price.

ORGANIZATIONAL CULTURE

The culture of our restaurant is top down, the top employees establishes the tone of restaurant.
The top-level employees take good care while performing any task or action, because it will have
to be followed by the subordinates. Things are properly informed. There is no mean of getting
misinformation. Primary culture comes from the top management. The management is easily
accessible to discuss various issues. It is difficult to distinguish between them as the culture is so
homogenous that it keeps everyone as par with others. Our restaurant consists of energetic,
youthful, and dedicated staff. An appropriate match is required between the culture and staff or
employees at recruitment and hiring.

 People-Centricity.

Saqafat’s organizational culture prioritizes employees’ needs and development. Our Core Values
and Standards of Business Conduct emphasize the importance of supporting people. This is
understandable, considering that saqafat’s is a service business. To ensure support for people, the
company’s organizational culture encourages employees to engage management to help improve
processes and procedures.

 Individual Learning.

Saqafat’s organizational culture highlights the importance of lifelong learning. The belief is that
individual learning promotes productivity, quality, and business effectiveness. To facilitate
individual learning, the company offers training and development opportunities. These efforts
ensure that Saqafat’s maintains an organizational culture that motivates employees to keep
learning.

 Organizational Learning.

Saqafat’s organizational culture also supports organizational learning. The firm aims to use
individual learning to develop organizational knowledge to push the business forward to new
heights of performance. Saqafat’s applies this feature of its organizational culture through
policies, programs and meetings that encourage employee feedback and knowledge sharing.

 Diversity and Inclusion.

Saqafat’s official human resource management policy states that diversity and inclusion are key
factors in the firm’s organizational culture. We recognize the importance of diversity and
inclusion in optimizing HR capabilities to deal with an increasingly diverse market. To ensure
support for diversity and inclusion, our organizational culture encourages employees, suppliers,
franchisees, and customers to give their feedback and engage in meaningful conversations to
improve the business.

 Collaboration and Communication.

Saqafat's organizational culture encourages collaborative efforts through effective communication.

At the restaurant, the staff clearly communicate with customers and with each other in order to
fulfill their orders. We always work together in teams to make the order fulfillment process
successful. As a result, Saqafat 's organizational culture promotes efficiency in business processes
that contribute to quality of service, positive customer experience and cost-effectiveness in
business.

Openness

Openness is another important aspect of our corporate community. For most restaurants for
Pakistan, workers had a conventional and old-fashioned system of intimidation of talking to their
supervisors. To resolve this concern, we have created open forums to allow workers to ask
questions and to connect with supervisors. As a result, a philosophy of transparency grew. With
this cultural element, Saqafat empowers workers and encourages creativity in product creation
and service delivery.

Innovation (Risk Orientation)

Companies with cultures that place a high value on innovation encourage their employees to take
risks and innovate in the performance of their jobs.

Companies with cultures that place a low value on innovation expect their employees to do their
jobs the same way that they have been trained to do them, without looking for ways to improve
their performance.

 Emphasis on Outcome (Achievement Orientation)

Organizations who rely on performance, but not on how to produce outcomes, put a heavy
priority on this importance of corporate culture. Saqafat, which instructs the sales team to do
whatever it takes to secure sales orders, has a philosophy that puts great importance on the
emphasis on the characteristics of the result.

 Emphasis on People (Fairness Orientation)

We put a high emphasis on this trait of corporate culture and put a great deal of significance on
how their actions can impact people in their organizations. It is necessary for us to treat their
workers with respect and dignity.

 Teamwork (Collaboration Orientation)

Our restaurant should arrange work tasks around teams instead of individuals who put a high
emphasis on this feature of the corporate culture. We prefer to have a good interaction with their
employers and supervisors.

 Aggressiveness (Competitive Orientation)

This feature of our corporate culture determines how staff members are supposed to be assertive
or easy to manage in interacting with other restaurants that we engage in the marketplace. If we
have an offensive philosophy, we place a high priority on profitability and outperform rivalry at
all costs.

 Stability (Rule Orientation)

The corporate culture puts a high emphasis on consistency and is regulated, routine and
hierarchical in nature. This usually ensures stable and reliable levels of production and works best
under non-changing market conditions.

STRONG CULTURE
Strong cultures those in which the core values are deeply held and widely shared.

CORE VALUES OF OUR RESTAURANTS

 Integrity and ethics

Our restaurant sustains ethical behavior and loyalty in all the activities. Highest integrity is our
best interest and we maintain highest standards and professionals.

 Health safety and environment

We always ensured the safety of our people, customers and visitors for this we use our operations
and resources smoothly. It is our belief that that our health, safety and environmental
responsibilities have extended beyond our own facilities.

 Leadership

People skills are required for inspiring a group or any organization and for it we set high goals
and will surely achieve it. Our restaurant’s CEO is humble and cooperative. The value of
humbleness and free interaction in putting forth ideas to a harmonious culture and efficient
communication.

 Quality improvement

Our main focus is quality improvement. we try to improve the qualities of our product’s better
day by day. “Quality in all we do” is our prime perspective.

WHERE CULTURE COMES FROM AND HOW IT CONTINUES

Selection

Saqafat Human Resources Department ensure that it recruits candidates who are compliant with
their role by performing a number of behavioral assessments.

Socialization

When recruiting a team member, there is a socialization session in which potential hires are
allowed to get to know their peers and to identify the recognizable aspects of the corporate
community.

Top management
For any employee from the higher authority up to the workers at the institutional stage is well
aware of the corporate culture. Top management ensures that they never miss a chance to portray
their organizational culture and set examples for their subordinates.

HOW EMPLOYEES LEARN CULTURE

Stories: Organizational "stories" usually include a tale about notable incidents or individuals,
covering such items as members of the organisation, rules broken, responses to previous errors,
and so on. To help workers understand about culture, corporate tales tether the present in the past,
offer reasons and justification for existing activities, and exemplify what is relevant to the
company.
Rituals and Ceremonies:
Our Corporate Rituals are repetitive sequences of activates that express and reinforce the values
of the organization, which goals are most important, which people are important and which are
superfluous. Ceremonies and rituals reflect activities that are repeated on important occasions.
"Founders' Day" honours annually to staff.
Material / Cultural Symbols:
Symbols convey a corporate culture through unspeakable signals. Material artifacts created by an
organization also speak of its cultural orientation and make a statement about the company. Our
material symbols express to workers who are relevant, the kind of equity required by the top
management, and the kind of action that is anticipated and necessary.
We also allocated parking space to senior executives in the restaurant grounds, large offices to
senior management, luxurious vehicles to senior leaders of the company.
Language: -
Employees are presented with a manual code of ethics that helps them to influence their actions
on the grounds of the company. Many organizations and groups within organizations use
vocabulary as a way of recognizing community leaders. By learning this language, the members
attest to their acceptance of the culture and their willingness to help preserve it.

LEVELS OF ORGANIZATIONAL CULTURE

Artifacts

Items are obvious indicators of the history of our organization. They are visible; they can be seen,
they can be heard and they can be sensed. For example, what is the dress code; what sort of
office and arrangement is used; how workers greet each other and how they interact internally
and externally.

Values

These are public statements about what our organizational values are all about. They now express
what their "core principles" are-the common beliefs on which the company performs its
operations.

Fundamental assumption

Those are the pillars on which our society is based. The basic concepts are often difficult to
explain, subjective, and are often recognized only by those who have been used to the way the
company operates.

HOW CULTURE AFFECT MANAGER

Organizational culture impacts management in two ways: by having an influence on what

workers do and how they act, and by having an impact on what administrators do when they
prepare, coordinate, handle and monitor.

CURRENT ISSUES IN ORGANIZATIONAL CULTURE

Three main cultural issues: developing a creative community, maintaining a society that is
sensitive to the client, and cultivating the ethos of the workforce.

CREATING AN ETHICAL CULTURE

 High in risk tolerance

 Focus on means as well as outcomes
 Low to moderate aggressiveness
How our restaurant will create ethical culture

They should be a tangible role model, articulate ethical values, have ethical preparation, visually
praise one's ethics and discipline one's immoral. We must also have security measures so that
workers can address ethical dilemmas and expose unethical without intimidation.

CREATING AN INNOVATIVE CULTURE

Challenge and involvement – The workers are committed to, inspired and dedicated to the
organization's long-term goals and performance.

Freedom – Our staff identify their jobs individually, assert independence and take action in their
day-to-day tasks.

Trust and transparency – our staff are socially friendly and polite.

Idea Time – People have time to come up with fresh ideas before they take action.

. Playfulness/humor _ We've got a fun and friendly atmosphere.

Conflict settlement – People make decisions and settle problems based on the interests of the
company over their own gain.

Debates – Employees are allowed to express opinions and come forward with ideas for
consideration and review.

Risk-taking – administrators accept confusion and complexity, and workers are praised for taking
chances.

CREATING A CUSTOMER RESPONSIVE CULTURE

We will hire people with personalities and attitudes that are consistent with customer service:
friendly, attentive, enthusiastic, patient, good listening skills.

Type of job environment

Our employees have as much control as possible to satisfy their customers, without rigid rules
and procedures.
Empowerment

They must provide service-contact workers with the ability to make day-to-day decisions on
work- related tasks

Role clarity

We can minimize the confusion as to what service-contact workers can and can not do by
enhancing instruction on product awareness, communication and other interpersonal skills.

Consistent desire to satisfy and delight customers

They further illustrate the willingness of the company to do whatever it takes, even though it is
beyond the usual work expectations of the employee.

WORKPLACE SPIRITUALITY

It is a culture in which corporate principles foster a sense of mission through productive practice
in the context of the group.

Characteristics

Strong sense of purpose.

Spiritual organizations are building their cultures around a meaningful goal. Although profits are
significant, they are not the primary values of our company. Our goal, for example, is to
encourage culture, to keep in mind traditional values and to represent different provinces of
Pakistan and to build a more effective, secure, loyal and dedicated employee base.

2. Focus on individual development.

Spiritual organisations understand the importance and dignity of people. The corporate ethos of
Saqafat illustrates the value of lifelong learning. The idea is that individual learning improves
profitability, consistency and market performance. To order to promote individual growth, the
organization provides preparation and advancement programs. These efforts ensure that Saqafat
maintains an organizational culture that motivates employees to continue learning.

3. Trust and openness.

Openness is another important aspect of our corporate community. For most restaurants for
Pakistan, workers had a conventional and old-fashioned system of intimidation of talking to their
supervisors. To resolve this concern, we have created open forums to allow workers to ask
questions and to connect with supervisors. As a result, a philosophy of transparency grew.

With this cultural element, Saqafat empowers workers and encourages creativity in product
creation and service delivery.

4. Employee empowerment.

Managers expect staff to take careful and responsible decisions. For example, our employees,
including the chef, waiters, security guards and representatives of the customer service, are
encouraged to take whatever action they deem necessary to meet the needs of the customer or
help fellow workers, even if it means going against company policies.

5. Toleration of employee expression

The last quality that separates religiously based organizations is that they do not stifle workers'
emotions. We encourage our employees to share their feelings and moods without remorse or fear
of reprimand.

Benefits

It will improve employee productivity, reduce employee turnover, increase organizational

performance, increase creativity, increase team performance and increase organizational
performance. Workplace spirituality seems to be important for a number of reasons. Employees
are looking for ways to cope with the stress and pressures of a turbulent pace of life.