Management theories applied to a UK Restaurant

precaution theories applied to a UK eating place in that respect be a lot of foreign eating ho put ons have undetermined in UK in this historic period and these restaurants ar growing popular twain with UK nationals and foreign visitors to the UK. I am maneuvering as an assistant autobus restaurant c solelyed metal d allyer. This argumentation is the family business and they atomic number 18 believeing about extending and develop a chain of restaurants across the UK like an another(prenominal)(prenominal) foreign companies. The proprietor and come throughr, Mr smith is himself a foreigner who has lived in the UK for many years. His family in Africa operates a chain of restaurants business across the African countries and therefore he is really familiar with this kind of business.Introductionmetal act asers restaurant is located in profound London and close to many attractions and easily accessible by humankind transport. The restaurant has seen a big increase in sale collectcapable to the popularity of European and International cuisines. According to these factors Mr metal histrion want to open the sympathetic restaurants across the UK.Gather In diversenessationThe restaurant is currently employ the classifiable hierarchical bodily social structure. Mr smith is the owner and as well as the managing director. He had both assistants and lead supervisors but he direct discipline in over instruction and running(a) issues much(prenominal) as the hiring of staff, marketing and sales promotion..Mr metalworkerManaging Director module staffStaffAssistant ManagerAssistant ManagerStaffSupervisorSupervisorThere ar small accounting and pay department headed by Mr Smiths son Peter. He is currently studying for a stagecoach in accounting and only lasts part eon. Mr Smith himself takes some of the duties in this department too.Centralization and DecentralizationMr Smith restaurant is now in centralization structure an it have several l ayers of foc utilise that control the alliance by maintaining a high level of self-confidence, which is the creator to conciliate decisions concerning business activities. With a centralized structure, line-and-staff employees have limited authority to carry something out without prior approval. The crest focus telling pump circumspection and hence tells supervisors. Then the supervisors tell the staffs what to do and how to do it.In this case Mr Smith has to think about the decentralization policy to variety in business character plan. Decentralization seeks to eliminate the unnecessary levels of management and to place authority in the hands of assistant managers and supervisor. Although that policy benefactors Mr Smith some part of the duties, its increasing the span of control, with to a greater extent employees account to unitary manager. Beca occasion more employees argon reporting to a single manager than before, the managers be forced to delegate more swear out and to hold the employees more accountable.tall(a) and Flat structureThere is other structure to brass at for the Mr Smith business plan. A tall structure is the structure which Mr Smith victimization it now. A tall structure is single with many levels from the top management level to the operating level. A tall structure normally implies a narrow span of control for supervisors and managers and a greater degree of devolved decision- reservation, but requires many more supervisory and managerial staff. It also leads to the considerable vertical communication, and possibly to weaker communication amongst top management and staffs. In a tall structure the hierarchy is universalplacely problems of coordination argon endlessly presend.Nowadays many large corporations have set about trim back their hierarchy in order to introduce a plainter structure. The flat structure contains fewer levels between the top and bottom of the boldness. The result for the victimisation thi s structure is a few supervisor and management staff, and roomyr spans of control for those who remain. This structure leads to more centralised decision-making. However, to avoid this increasing centralization by move on all the levels of staff carry greater some champional responsibility for their position and duty.Organisational CultureOrganisational culture affects behavior through a deep-rooted agreement of assesss, attitudes and beliefs. Culture is specific to the organisation and is learned demeanour. Different organisations have a diverse feel or climate that reflects their culture. This whitethorn be reflected in the degree of formality and task or plurality orientation the snip code accepted behaviors and pass judgment performance levels.Charles Handy (1985) looking at culture which used to link to organizational structure to organizational culture. He describes four lawsuits of cultureA Power Culture which concentrates power among a few. Control radiates fro m the center like a web. Power Cultures have few rules and shrimpy bureaucracy swift decisions can ensue.In a division Culture, battalion have clearly delegated authorities within a highly defined structure. constantly, these organizations form hierarchical bureaucracies. Power derives from a persons position and minuscule scope exists for expert power.By contrast, in a Task Culture, ag assemblyings be formed to solve particular problems. Power derives from expertise as grand as a aggroup requires expertise. These cultures often feature the multiple reporting lines of a matrix structure.A Person Culture exists where all someones accept themselves superior to the organization. Survival can generate difficult for such organizations, since the plan of an organization suggests that a group of like-minded psyches pursue the organizational destructions. to the highest degree professional pardnerships can operate as person cultures, because each partner brings a parti cular expertise and clientele to the firm. (P1, P2)Organisational deportment and management theoriesOrganisational behavior is a term applied to the systematic study of the behaviour of individual within work groups, including an analysis of the temper of groups, the development of structure between and within group, and the crop of implementing change. The rationale of organisational behaviour is to predict or control individual and group behaviour in the pursuit of management goals, which whitethorn or whitethorn not be shared throughout the organisation.Organisational behaviour also includes in many areas what skill be called management surmise. oversight theory is especially concerned with issues of goal-setting, resource-deployment, employee want, team-work, leadinghip, control, coordination, and performance measurement.Management theory has been approached form a number of different perspective, each chance uponing problematic issues and usually, proposing a go ast ray of possible solutions.These are some of the management groupings as followsHuman dealing TheoristsPerspectiveTypical IssuesExponentsDatessocial, ie attention to peoples social bespeaks at workGroup identityWorkers as members of a group splendor of informal groupsElton MayoRoethlisbeger Dickson1927-36Social Psycho analytical SchoolPerspectiveTypical issuesExponentsDates single necessitate and wantAcknowledgement of individual contributionIndividual needsPersonal motivatorsSelf-actualisationAchievementIndividual independenceSupportive relationshipsAbraham MaslowDouglas McGregorF.HerzbergR.LikertC.ArgyrisD.McClelland fifties1960s leading theoristsPerspectiveTypical issuesExponentsDatesLeadership qualities and behavior reputation of the qualitiesLeadership expressive stylesSituational/ workal aspects of leadershipContingency approachD. McGregorTannenbaum/SchmidtC.ArgyrisBlake/MoutonF.E Fiedler victor VroomJohn AdairW.Reddin1950s1960s1960s1970sImprovements in work performance and effectiveness are depending how excellence in management abutes. It is important for managers to interpret behaviour in a number of areas.Attitudes slashing change in the environment demands rapidly change form organisations and this essence their behaviour essentialiness change. Employee attitudes to change are often resistant since people feel more secure with the familiar and habitual. They are naturally distressed and fear they whitethorn be disadvantaged by change and pertain they may not be able to learn new skills. For this problem manager must(prenominal) understand the attitudes and perceptions of their employees and respond proactively to reduce resistance for change. This might involve open communication action, participation in the change parade and attention to a new wage work bargain.Motivation is the close to importance in the organisation achieving the goals. Managers must not only understand the needs that drive employee behaviour, they must apprecia te the processes involved in making motivation effective in improving performance. Needs may set off with the individuals level in the organisational hierarchy and what might be effective with one individual might not be with another. Having the equitableifiedly equipment, people skills and organisational textile is not a guarantee of excellent performance. Employees and managers must be actuate to come across organisational goals. talk organisations depend on receiving and transmitting information to get to the co-ordination necessary to achieve their goals. Managers must understand this behaviour if they are to go steady a communication process that allows a clear, understandable and fast transmission of information to support decision making without unnecessary distortion or folie. Human nature also leads to extensive informal communications that do not follow the chain of command.Conflict when negative, this can inhibit the motion of organisational goals and adversely affect morale and performance. Managers have to understanding of organisational behaviour leave appreciate that conflict can be positively correlated with goal achievement where it releases tensions, stimulates ideas or challenges the status quo.Manager also needs to have it away the behaviour signs of negative conflict and understand the mean by which this type of conflict may be resolved. (P4)Motivational theoriesThere are a lot of motivation theories for Mr Smith business plan. These are some theories which are suitable for Mr Smith business plan. A motive is a need or a driving force within a person. The process of motivation involves choosing between ersatz forms of action in order to achieve some desired end or goal. Mr Smith is now using the Theory X and Y style (stick and carrot) form Mc Gregor scientific management.Theory X makes the assumption that the average human existence has an inbred dislike of work and allow avoid it if possible,Is lazyWishes to avoid responsi bility,Has comparatively little ambitionWants security above allThis is the person should use the stick. They have to controlled, directed and threatened with punishment to get them to put away nice effort towards the achievement of organisational goals.Theory Y makes the followers general assumptionsWork can be as natural as con and rest.People go forth be self-directed to meet their work objectives if they are committed to them.People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfilment low these conditions, people will seek responsibility.Most people can track responsibility because creativity and ingenuity are common in the population.This is the person should use the carrot. They have their personal goals and the motivator has to fulfill their quest with organisational goals in concert. schoolmaster Vroom Expectancy theoryThe trump known contribution to the process theory of motivation is the work on expectancy gravels of motivation certain by Victor Vroom.Vroom believes that people will be prompt to do things to reach a goal if they believe in the deserving of that goal and if they can see that what they do will help them in achieving it.Peoples motivation toward doing anything is the product of the anticipated worth that an individual places on a goal and the chances of achieving that goal. It may be stated asFrom the Vroom theory, Mr Smith has to motivate the employees by the individual goal and chances of achieve the goal. Mr Smith has to aim the employees the goal is clear and it is worth to reach that goal. He is trying to increase activity from reduce the staff lunch breaks from one hour to xxx minutes. He argues that he pays his employees very well and they will have to be happy with whatever decisions he made. Mr Smith is using the one of the motivation theory called Herzberg motivation Theory. Herzberg that monetary methods of motivation have little value firms still use mo ney as a major(ip) incentive. There are a variety of remuneration systems that a business could use to motivate the employees.AdvantageSimple and easy to use for businessesDisadvantageWorkers may resent beingness paid the same as a ally who they feel is not so productiveThese are the some of the motivation theories for Mr Smith business extension plan to cover. Mr Smith has to look at the monetary methods is not the only solution in organisation, there are so many theories to motivate the employees and always aware of the individual goals of the staffs, then to get the organisational goals with fulfil their wish. (P7)EmpowermentEmpowerment is like delegation. It is when power or authority is given to employees so they can make their own decisions regarding their work vivification.Mr Smith should think about the empowerment in future business plan that will also improve in motivation of employees and help in chain organisation. Thats why Mr Smith must use the righteousness mana gement style and structure in his future business extension plan.Blake and Moultons managerial gridThere are a lot of management theories using in business organisation these days. This is the one of the management theory which can help Mr Smith business plan.1.1 Impoverished management- shows a minimum of concern for either people or production. This type of manager exerts just the minimum effort to get the work through and has little bet in his or her subordinates.9.1 Task Oriented management- is concerned only with the work and has little interest in people. Efficiency in operations results from system conditions of work in such a way that human elements mediate to a minimum degree.5.5 position of the road- management- balances the necessity to produce with maintaining morale at a satisfactory level in order to achieve adequate organisational performance.1.9 The country club style- management is all about the people and shows little concern for getting the work done. Thought ful attention is paid to the needs of the staff for satisfying relationships, leading to a comfortable, friendly atmosphere and work tempo. This is sometimes called country club management.9.9 Team management- is seen as the ideal. The manager gets the work accomplished by committed people. He or she tries to provide a situation where workers and the organisations goals are the same and this interdependence through a common stake in the organisation leads to relationships based on trust and respect.Blake and Moulton considered that all managers should strive to attain 9.9 on the grid, with cooking being directed to this end. (P8) utile Teamwork in Organisation-Teams have been described as collections of people who must rely on group collaboration if each member is to welcome the optimum of success.-A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.T eam success due toSynergy 2+2=5Co-operation increases efficiency, feel, and commitmentAtmosphere created by cohesive groups encourages participationCommunication and good leadership help to maintain rapportMr Smith has to look at in the area of teamwork in his future business plan. Teamwork is one of the around important facts in organisation. Without teamwork any organisation couldnt cope in critical situation. These are some effective team development processWilemon and Thamhain have developed a model, which they refer to as a 3-dimensional framework, to guide the project team-development process. This team-development model indicates that the team-development process is composed of the following tasks and goalsRecruiting of team membersClimate setting for team developmentGoal setting character clarificationProcedure developmentDecision-makingControlUsing the effective team development in organisation Mr Smith can easily manage from head office to overseas of the chain of rest aurants. (P10)Finding and AnalysisManagementManagement is a structured process involving planning, organising, directing, co-ordinating and controlling a roll up of resources, to achieve pre-determined objectives.THE CLASSICAL inculcate OF MANAGEMENTThe classical school was effectively the first coherent set of theoretical perspectives about organisation and management. It arose at the end of the last century as the early writers sought to make sense of the newly emerging large-scale business organisations. They focused onPurpose and Structure The approach centres on understanding the purpose of an organisation and then examining its structure.Operations The next level of focus is on the operations which have to be undertaken within an organisation to meet the objectives.Groupings of functions This is followed by the logical groupings of functions to form individual jobs, sections, departments and so on.Span of control Special mission is taken over the span of control within man agement. Co-ordination is affected by clear hierarchies which identify authority, responsibility and accountability, and by duties being clearly stipulate for each post.Efficiency A key emphasis in all of this is a belief in the efficiency of specialisation of labour individuals being responsible for one particular task to the exclusion of others, and thus being able to build up expertise in that task and carry to the greater efficiency of the whole.F .W Taylor and the Scientific SchoolIn 1911, Frederick W Taylors book the Principles of Scientific Management was published and, with it, management as a separate field of study started. The main elements of this view of management areThe detailed and careful analysis of all processes and tasks within the organisation to identify each component partThe review of all routines and working methods, using (principally) time and motion studies now called work study to find the best way to do the jobThe standardisation of all working meth ods, equipment and procedures, so that the precise way in which each task should be done can be laid down and monitoredThe scientific selection and information of workers who would then produce first-class at their particular jobsThe introduction of payment on a piecework basis, which would both be an incentive to maximise productiveness and produce high wages for the workers, although there would be penalties for falling below the prescribed standard a fair days pay for a fair days work in Taylors words.HUMAN RELATIONS SCHOOLThis began through the work of G Elton Mayo (1880-1949) who, with others, conducted a series of experiments at the Hawthorne plant of the General Electric Company in Chicago during the years 1927-32. Mayo sought to evaluate the effects of the changes in physical working conditions, which, according to scientific management, should cause significant variations in productivity. Thus lighting, noise levels, etc. were adjusted and resulting output changes note d.The researchers concluded that group relationships and management worker communication were far more important in determining employee behaviour than were physical conditions and the working practices imposed by management. Also, wage levels were not the prevailing motivating factor for most workers.Further research established the following propositions of the human relations school.Employee behaviour depends primarily on the social and organisational set of work.Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group.Employees work better if they are given a wide range of tasks to complete.Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management.Starbucks coffee association believes that their employees are one of their important assets in that their only sustainable advantage is the quality of their workforce. They have accomplished building a natio nal retail company by creating pride in the labour produced through an empowering corporate culture, particular(a) employee benefits, and employee stock ownership programs. The culture towards employees is laid back and supportive. Employees are empowered by management to make decisions without management referral and are encouraged to think of themselves as a part of the business. Management stands behind these decisions. Starbucks has avoided a hierarchical organizational structure and has no formal organizational chart. Starbucks Company fundamentally use the Human Relationship management by Elton Mayo to become success retail company in the world wide.KFCs Fried red jungle fowl Restaurant strategy of KFC is currently working with is to improve operating efficiencies. This in enactment can directly impact the operating profit of the firm. In 1989, KFC centered on elimination of overhead costs and increased efficiency. This shake-up was in the U.S. operations and included a r evision of KFCs crew training programs and operating standards. They emphasized customer service, cleaner restaurants, faster and friendlier service, and continued high-quality products. In 1992, KFC continued with reorganization in its middle management ranks. KFCs is using the middle management style form Blake and Moultons managerial grid. It is also help the KFCs company to one of the famous restaurant around the world.Mr Smith himself has to choose the right management style and practice in his future business to become a successful organisation around the world. Above information will give Mr Smith to right decision to choose management style for his future business plan. (P5)An individual at work is seemed by other in three principal waysAs a physical person having gender, age, race and size characteristicsAs a person with a range of abilities (intellectual, physical and social)As a character (ie someone is having a particular kind of temperament).In these three of factors d isposition of individual must have to look at in every organisation. genius types are great effective in organisation when we look at in leadership, group and teamwork etc in such areas.Personalitythose relatively stable and steadfast aspects of an individual that distinguish him/her from other people and at the same time form the basis for our predictions concerning his/her behaviour (Wright et al., 1970)These are the factors impact on the Personality of individualsGenetic factors there is significant evidence to suggest that our genetic hereditary pattern plays a role in developing our personality. Children, especially twins, are spy to inherit common family traits. Also our physical attributes, which are all genetically determined, may influence how others treat us and may in turn affect how we view ourselves.Social factors these are the factors that could influence personality as a result of interacting with other people. Socialisation is the process of being taught how t o transport and how to feel by family, friends and other significant people within a social setting. Humans are social animals and so it is to be expected that social interaction will affect our personality and behaviour..Cultural factors these are wider social beliefs and values that are absorbed by an individual, and guide behaviour towards that which is acceptable within a social scene. This varies across cultures with Americans exhibiting a toughened need to achieve whereas in Japan there is an equally slopped need to support the team.Situational factors these reflect the effects of specific experiences or situations on a persons feelings and behaviour. There will have been certain events in your life that have had a significant effect on you. Bereavement may literally change the whole personality of an affected person. A persons personality might also change if his or her role changes, e.g. being sent to prison.Because people have different personalities, managers must co nsider the following work behaviour in organisationThe compatibility of an individuals personality with his task different personality types fit different types of work and this most be taken into devotion when allocating workThe compatibility of an individuals personality with the systems and management culture of the organisation some people hate to be controlled whiles others seek active supervision and control. Managers must be aware of these when adopting a particular style of management.The compatibility of an individuals personality with that of others in the team personality clashes are often the major cause of conflict at work and this must be considered when forming teams. (P3)Leadership in OrganisationLeadership is a process by which individuals are influenced so that they will be prepared to participate in the achievement of organisational or group goals. It is the role of the leader to obtain the commitment of individuals to achieving these goals.Formal leaders are those ordained to positions within a hierarchy in the organisational structure.The informal leader may exercise appreciable influence within a workgroup. Although not inevitably in a post with any formal authority, and thus futile to issue formal instructions and directives, such a person may initiate action through friends or colleagues, or block action, in conflict with the formal leaders wishes.There are number of different approaches to leadership. Mullins provides a framework within which to analyse and understand the complexities of the subject. It embraces the following approachesTraits- views leaders as born and not made due to inherited characteristics personality focus.Functions- focus on what leaders do (roles and responsibilities) assumes they can be learnt.Behaviour- concentrates on how leaders behave and influence subordinates and is linked to style.Style- combines functions and behaviour to produce alternative effects on subordinatesContingency- Situational theor ies propose that leaders choose the best melt of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.Situational- based on the recognition that different styles are required in different situations.All these leadership approaches are using in the today business organisation. Mr Smith has to look at the most effective and suitable for his future business plan. For leaders to be effective, they must be able to perform the following functions or rolesAn executive co-ordinating group activities and developing norms and policiesA planner deciding the means by which goals will be achievedAn expert source of key information and specialised skillsA embarkhead representative of the group, and communications linkAn exemplar setting standards and expectations and providing a unified frontAn arbitrator resolving conflictsA father figure a focus for group feelingsAn ideologist setting standards of behaviour .According to Mr Smith business plan, he must look at the Professor Adairs action-centred leadership. The model is where task, group and individual needs are interconnected in the context of total leadership. According to him an effective leader is a leader who is able to settle with task needs the leader ensures that the purpose, i.e. completion of the task, is fulfilled. The leadership function includes setting objectives, planning and allocation of resources, setting standards and control to ensure achievement.Satisfy group needs until the task is completed the group has to be held together the leader must maintain team spirit and build morale, be a spokesperson, motivation communicate and maintain disciplineSatisfy individual needs each member of a group or team has individual needs and the leader should try to ascertain these needs and work towards satisfying them as far as is possible within the groups needs.If Mr Smith can use this leadership style in organisation, it will be beneficial to all level in his future business organisation. (P6)The nature of groups and group behaviour within organisationA group comprises two or more individuals who interact in the collective pursuit of a common goal. They share values and goals, are involved in regular activities together, and identify themselves as members of the group and are identified as such by others.In the view of group development process the most accepted is that advanced by Tuckman (1965), which comprises four main stagesFormingStormingNormingPerforming adjoining/MourningForming The group comes together and gets to initially know one other and form as a group.StormingA chaotic vying for leadership and trialling of group processesNorming Eventually agreement is reached on how the group operates (norming)Performing The group practices its subterfuge and becomes effective in meeting its objectives.Tuckman added a 5th stage 10 years later5. Adjourning The process of unforming the group, that is, le tting go of the group structure and moving on.In 1996 Cole identified the factors that influence group behaviour in organisation. These are the following factorsSizeLeadership and management styleCohesivenessMotivation of group membersNorms of groupsGroup/team rolesThe environmentThe group taskLearning the nature group and behaviour in organisation, we should also