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Introduction
Information on service, the restaurant, the store manager, the washers and dryers, and the company’s equipment was purchased. In addition, information was obtained by questioning management teams and other long-term and short-term employees to determine how the company ran. The design elements of an organization represent how the organization operates within a specific environment to generate results (Cummings & Worley, 2019). To appreciate how a structure operates as a whole, it is necessary to identify particular inputs, design features, and the alignment of the two sets of indicators.
Inputs
One may detect that the labor force has become rather rigid based on their prior interactions with Drew and the interview session data. Finding workers, particularly student employees, is getting more difficult. Due to the tighter economy, both the dining services industry and Peppercorn have had to double their pay rates, as the case under analysis indicates (Cummings & Worley, 2019). In a larger sense, through the interviews, it is evident that the restaurant business is infamous for low wages and excessive work hours.
Design Components
The case under analysis represents a rather basic organizational design. An effective organizational structure generates extra operations, connections, and problem-solving strategies. Moreover, it focuses mostly on converting business strategy into action using the organization’s structure. The survey and interview findings provide insight into every facet of organizational design, demonstrating that the structure could be enhanced by increasing transparency and collaboration (Cummings & Worley, 2019). In some cases, there is some excellent information, but in others, the amounts of information and its trustworthiness are doubtful.
Strategy
In the aims and vision for the eating unit, the institution’s dining unit’s objective and performance targets are established. There seems to be significant improvement in providing healthful meals, promoting a pleasant social and scenic environment, and satisfying the university’s financial needs. Client happiness, facility quality, corporate gain, money planning, conformity with the organization’s aims and objectives, and industry leadership are all covered in the objectives. Based on the facts, Peppercorn’s method does not seem to be particularly unusual. Nevertheless, according to Drew, Peppercorn is attempting to address the problematic workforce value by introducing a pleasant work environment (Cummings & Worley, 2019). Therefore, the organization’s strategy can be considered effective and functional.
Technology
The operational plan as a whole is relatively interdependent and characterized by a low degree of uncertainty. The distribution problem looks to be the operation’s greatest bottleneck. Meals, uniforms, kitchenware, and other supplies are purchased via an imperfect computing device, resulting in frequent shortages of various products. As this technique is at the beginning of the transition, its failure is a significant source of problems for the cooking and serving staff.
Therefore, the framework for the core processes has been established and represents a clear and achievable set of criteria.
Structure
The case contains a comprehensive network diagram for both the university’s dining services and Peppercorn. Drew’s role is unusual in that he supervises both the Peppercorn and Salt Mill sections. In addition, he has selected a competent supervisor from the university food services. The fact that the learners have their own organizational structure and supervise both themselves and the full-time, seasonal employees has generated debate (Cummings & Worley, 2019). It suggests that there are two degrees of job productivity. Additionally, there may be considerable anger about preferential treatment. Overall, the approach to HR management could use improvements in relation to ensuring equality and reducing rivalry.
Management Processes
Furthermore, essential management methods cannot be taken for granted. Effective management practices have a greater impact on high-level performance metrics such as efficiency, prosperity, growth, and longevity. In addition, differences in process quality and comparisons with standard metrics indicate that good management is difficult to replicate. As operational excellence is insufficient, Peppercorn’s service efficiency might be rated subpar (Cummings & Worley, 2019). Since their procedure is inefficient, it becomes difficult for them to attain their goals. Thus, changes to the current framework for managing processes must represent an attempt to connect and streamline them.
Measurement Systems
There are no specifics regarding how staff work is evaluated by establishing objectives, monitoring progress, and evaluating performance. In addition, there seems to be no amount of control over the food delivered, and no economic proof was offered. There is recognition of a grievance procedure but no information on the number of complaints filed. If computer network issues are included in this category, the program looks to have a severe knowledge gap (Cummings & Worley, 2019). Consequently, appropriate changes must be made to the organization’s information management framework.
Human Resource Systems
The findings of the questionnaire reveal a number of issues pertaining to the method in which employees are paid under the employment contract, as well as the incentive characteristics of this arrangement. Drew discusses how some employees are forced to call in sick, such as during the interview process with the advisors (Cummings & Worley, 2019). In addition, the complaint indicates that minimum wages have now been raised twice in the last couple of times to accommodate student shortages.
Alignment and Effectiveness
According to Roger, customer satisfaction is stable, with the primary complaint being the building’s warmth, which he blames to the kitchen’s location above the generator. They cannot comment on the department’s performance since there is no relevant economic data. Despite this, there is an abundance of information about employee engagement. Even though the majority of full-time employees are experienced, employee turnover is high. Concerning the distinction between intentions and insights, strategic alignment data reveals that a complete feature of a business strategy implemented as a series of critical decisions leads to consistency in an organization’s conduct (Caraiani et al., 2020). In addition, there is a wealth of knowledge on the conflicts that arise between various staff types. The early conversation between Drew and the specialists showed that the recruitment problem was the source of the disagreement.
Strategy
There does not appear to be any clearly defined goals for the restaurant, nor is there a clear understanding of why customers visit unless they have a daily schedule. Employees prosper and conflict is minimalized, given that clear instructions are provided and responsibilities defined (Davoren, 2018). Peppercorn has few competition in this market since it is a largely captive market. Therefore, the core goals must be established clearly and communicated properly to the staff.
Design Components
The computer system is a significant concern that is likely beyond Peppercorn’s control. Most likely, the software was created and is maintained by the University’s catering staff. Given that employees do not comprehend how the system functions, the issue seems concerning. Understanding why this technique is being implemented and what the alternatives are might be important information.
Conclusion
The results from the interviews led to the decision to formalize the strategy formulation paradigm and conduct more research in the areas of firm strategy and organizational performance. The conclusions of the interviews have supplied information that has led to a reorganization of the marketing plans and techniques from the perspective of financial regulation. As a result of the conversations, more refinements to the notion of strategy creation are suggested, with likely consequences for productivity and growth. To guarantee that all employee requirements are satisfied, Peppercorn’s case study must take a comprehensive approach to its difficulties. The outcomes may result in organizational changes and more economic consistency at the restaurant.
References
Caraiani, C., Lungu, C., Dascalu, C., Anica-Popa, L., & Stoian, C. (2020). Strategic Alignment and Business Performance Model within the Corporate Governance. The 3rd International Conference on Economics and Social Sciences. Web.
Cummings, G. T. & Worley, G. C. (2019). Organization Development & Change (10 ed.). Cengage Learning.
Davoren, J. (2018). Organizational Structure & Service Lines. Small Business. Web.
Cummings, T. G., & Worley, C. G. (2019). Peppercorn Dining case study. In Organization Development and Change (pp. 238-251). Cengage Learning.
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