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According to Weber, an organization that is designed around specific rules and procedures, as well as control mechanisms, is “an ideal type” of bureaucracy (as cited in Volti, 2008). In order to have an “ideal” restaurant operation, it is important to establish an organizational structure with a clearly defined hierarchy. The organizational structure of a restaurant is dependent on a wide variety of factors such as size, a structure of ownership, type of service, and target customers (Mensah & Mensah, 2016). The functional framework for both small and large establishments in the food serving industry varies according to the individual needs and the policies of the particular enterprise, but it is basically the same. With the specific personnel needs such businesses have, it is important, then to design an organizational structure that would have a clear chain of command and would be in line with those needs to achieve effective operation of an enterprise. As noted by Altinay and Altinay (2004) proper organizational structure is “a prerequisite for accomplishing any of the various tasks of entrepreneurship “ (p. 334). This paper will design an organizational structure for a small restaurant. It will also explain the relevance of hierarchical ranking to achieving the efficiency of the enterprise.
Front and Back of the House
The restaurant will be divided into two main departments: front of the house and back of the house (Hanly, 2016). The front of the house will be composed of the dining area, where food is served, and the bar area for serving beverages. The kitchen, where the food is prepared, along with the administration office, which is concerned with management, coordination, and accounting functions of the enterprise, will constitute the back of the housing department. Since it’s a small operation, managerial duties related to the operation of the front house will not be split up between two positions; only one manager will tend to both areas. For ensuring efficiency, they will report directly to the general manager.
Horizontal and Vertical Divisions of Labour
All labor will be divided horizontally into separate tasks to achieve the efficiency of the operation. Branching responsibilities in this manner will ensure the specialization of the workforce. Three main activities related to the horizontal division of labor of the small restaurant are the preparation of food, serving, and managing (Bratton, 2010; Mills, Mills, & Forshaw, 2007). For the separation of decision making, planning, monitoring and controlling activities, a vertical division of labor should be established (Bratton, 2010). Having such a separation will help regulate the power structure of the restaurant, apportioning authority for the running of the operation. The work of the head chef, the supervisor, and the head bartender will be regulated by the restaurant manager (Bratton, 2010; Hanly, 2016).
Conclusion
All labor of the small restaurant will be divided both vertically and horizontally into separate tasks and responsibilities to ensure an efficient operation. Such a division of labor, as well as relationship structure, will help regulate and coordinate work activities within the company.
References
Altinay, L., & Altinay, M. (2004). The influence of organisational structure on entrepreneurial orientation and expansion performance. International Journal of Contemporary Hospitality Management, 16(6), 334-344.
Bratton, J. (2010). Work and organizational behaviour. Basingstoke: Palgrave Macmillan.
Hanly, S. (2016). Organizational Hierarchy for Restaurants. Web.
Mensah, I., & Mensah R. D. (2013). Management of Tourism and Hospitality Services (2nd ed.). Bloomington, IN: Xlibris.
Mills, A. J., Mills J. C., & Forshaw, C. (2007). Organizational behaviour in a global context. Peterborough, Ont: Broadview Press.
Volti, R. (2008). An introduction to the sociology of work and occupations. Los Angeles, LA: Pine Forge Press.
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