Mos Burger Inc.Contents
TOC o “1-3” h z u HYPERLINK l “_Toc376591192” Mos Burger Inc. PAGEREF _Toc376591192 h 1
HYPERLINK l “_Toc376591193” Mos Burger Inc. PAGEREF _Toc376591193 h 1
HYPERLINK l “_Toc376591194” Most Appropriate Structure for the Mos Burger Inc. for its Operation in UK PAGEREF _Toc376591194 h 2
HYPERLINK l “_Toc376591195” British Waterways PAGEREF _Toc376591195 h 4
HYPERLINK l “_Toc376591196” Organization’s Information Technology Officer PAGEREF _Toc376591196 h 6
HYPERLINK l “_Toc376591197” An Appropriate Management Development Programfor the New Cinema Manager PAGEREF _Toc376591197 h 9
HYPERLINK l “_Toc376591198” The Idea of “Capability Procedures” PAGEREF _Toc376591198 h 11
HYPERLINK l “_Toc376591199” References PAGEREF _Toc376591199 h 13
Mos Burger Inc.Mos Burger is a fast food company that operates its services in Japan among other Asian countries. The company has its headquarters in Japan. The company first came into operation in 1972 and it was only tailored to Japanese flavors. The business then grew faster to a nationwide service as a result of its delicious food and better services. Over the years the company has also gone beyond its borders as it has solidified its presence in Taiwan, Hong Kong, China, Singapore, Indonesia and Australia. The company has a strong corporate motto that is tailored around the core goal of preparing food that not only fills stomachs but most importantly, satisfies souls as well. This strong corporate motto has continued to be a guiding principle for the company growth over the years.
Most Appropriate Structure for the Mos Burger Inc. for its Operation in UKIt is important for management of any organization to wisely make decision on the proper organizational structure for its business in order to have proper organizational management that can steer the company to management effectiveness and efficiency. These are recipes for better performance of the company. Hunt and Simms (4) affirm that good structures make it possible for the application of the process of management and create a framework for command and order where by activities of the company can be well managed.
In respect to Mos Burger Inc., it is relevant that the company should adopt the best organizational structure that suits the United Kingdom environment and its culture in order to properly position itself in the market. Any company has the liberty to assume a structure that matches its needs and business operations. However, it is important for the company to consider the environment and culture in its area of operation in order to organize its structures in a manner that will be able to maximize its business operations and meet its objectives (Harris 24).
Since Mos Burger Inc. has a wide variety of services, it is proper for it to assume a divisional structure when it enters UK market. Divisional Structure will aid the company to effectively and efficiently manage these different product lines. By adopting this kind of structure, the company will be able to adapt quickly to change and be more responsive compared to other organizational structures (Hamer & Gill 178). This structure gives both the general managers and divisional managers the opportunity and freedom to exercise their entrepreneurial skills.
There are several reasons to adopt divisional structure for Mos Burger Inc., Ashman and Grafton (181) note that since each division is responsible for its own profit and loss. This will make various divisions of the company be more accountable in their operations which can be a contributory factor for better performance of the company. This is likely to guarantee the company good performance in its expansion process since every unit of the business operation will be committed to post good performance. The divisions will also strive to compete each other which is healthy for business performance.
Moreover, management of divisions is not centralized as in the case of functional structure. The approach implies that divisional managers will only put focus on their divisions (Singla 89). This will boosts the general performance of these divisions as specialization of activities will be encouraged in business operations of the company. The results of this kind of organizational structure is the in-depth knowledge of key players in each division which implies better understanding of business processes of the division.
However, in relation to organizational culture of Mos Burger Inc., it is noted that it appreciates efficiency and effectiveness in its business services. Each division is competing to emerge the best in terms of profit turnover and minimal expenditure in their business activities. In relation to this, the company is using economics theory in shaping its organizational culture (Ashman and Grafton 127). Mos Burger Inc. divisions put emphasis on the relationship between inputs and their outputs. This has resulted to efficiency being paramount in the company’s business activities. As a result of this, the company has a continued culture of regular evaluation and appraisal procedures where cost effectiveness is determined.
The company has also a culture of actively participating in corporate social responsibility (CSR). The company pays constant heed to everyone matters where by it recognize the demands and needs of the society and find ways to meet these needs ((Mos Burger).). This has continued to be done through better communication that is geared towards building better relationship among different stakeholders. This has contributed immensely in delivering improved performance of business activities by the company.
British WaterwaysBritish Waterways is a public organization that cares for canals and rivers. It collaborates with other public and private sectors through partnership to improve local waterways of the United Kingdom. In meeting its goals and objectives, British Waterways has its own organizational approach to employee relations.
To begin with, British Waterways supports the principle of equal opportunities in employment (Moore73). In any employment decisions, British Waterways recognize personnel, skills and talent available that include existing employees where by a person with the best talent and skills is considered for any employment opportunity available. In addition, British Waterways continue to observe several Acts and policies that relate to employment matters.
For instance, British Waterways observes Sex and Discrimination Act where by all people are given equal opportunities irrespective of ones sex. The organization also observes Equal Pay Act of United Kingdom where employees are remunerated by standard requirements. This ensures that employees are not underpaid for their services. Observance of the rule has helped to provide motivational factors to employees since employees are not underpaid.
Furthermore, British Waterways is also an observant of protection harassment Act which is indented to protect employees from any forms of harassment in the work place. This guarantees intimidation free atmosphere for employees since they are able to discharge their duties freely. The harassment free environment is health for positive performance of organizational activities.
In respects to several Acts that British Waterways observes, it is evident that the organization is taking system theory approach in managing its employee relation. The organization is taken in holistic approach in management of its employee relations. In this approach, British Waterways takes its employee relations as sub systems of the wider society which is taken as total social system (Jackson 19). British Waterways in this case is taken as the sub system while the United Kingdom which provides the Acts that the organization observes is taken as the social system. In addition, policies and rules in the wider social system of the UK provide constraints and external influences that guide employee relations of the British Waterways.
It is quite evident that British Waterways has a comprehensive strategy to employee relations. The organization is a strict observant of the UK Acts that relates to employee welfares and as a result, it has formal structures that ensure adherence of these Acts. For instance, under equal opportunities policy of the UK, British Waterways opposes any form of discrimination for example, on grounds of race, sexuality, nationality, age, social background, gender (British Waterways). This aims to give equal opportunities to people during their recruitment, selection and promotion exercise.
In addition, under the British Waterways employee relations strategy, the organization encourages progress of employees as per their skills, potential and abilities. It therefore implies that growth of employees in the organization through promotion is based on their performance, qualifications, skills and potential and not on any biased favoritism criteria that are unethical in industrial relations.
However, there are several ways in which the organization may improve its employee relations. One of the most important steps to take is the formation of a trade union that will give employees some collective bargaining power. Trade union will be used for bargaining and consultation for the workers plight. The union will therefore act as employees’ mouthpiece on all matters that pertains to their welfare. In addition to being the bargaining powerhouse for employees’ issues, the trade union will also be helpful to employees in other aspects for example, provision of financial benefits to its members during sickness hence acting as buffers to social security systems (Wood 90).
Secondly, to effectively improve employee relations, it is important for the management of the organization to cultivate good interaction with their juniors. This can successfully be implemented through good communication strategies where by organization’s policies, decisions and procedures should be well communicated to employees in friendly ways. The aim should be to keep employees up to date and well informed. Informed employees will always be motivated in their work procedures and will feel part and parcel of the organization hence being more productive in their services.
Organization’s Information Technology OfficerThe job that I am familiar with in the organization is Information Technology position. Information Technology officer in any organization is responsible for the application of information communication technologies used in the organization. It is therefore the role of Information Technology Officer to organize information technology in order to successfully accomplish business priorities of the organization. This is usually accomplished through being innovative in information technology processes in order to add value to business processes of the organization.
It is therefore imperative that any organization should have a more comprehensive total reward perspective for any person holding the position of Information Technology Officer due to the critical role of the position in the organization’s business activities. The total reward helps to provide a package that optimizes employee satisfaction with reward from their work and in so doing there is optimization of employee contribution in his or her services (Storey, Christopher &Graeme 9).
Total rewards to Information Technology Officer in the organization takes different forms which include compensation. However, the compensation may be in form of monetary and nonmonetary forms. To begin with, the rewards in terms monetary compensation involves organization expending funds in the compensation process. This includes payments made directly to the employee as well as the benefits the company pays on behalf of the employee (Bogardus 92). However, there are two forms that the organization uses in the monetary compensation. This may be direct or indirect.
Direct monetary compensation of the Information Technology Officer in the organization includes salaries and wages that this person is entitled to in his or her services. However, salary and wages cannot be sufficient reward for the person holding the Information technology portfolio in the organization. In addition to this, there is a need to have bonus rewards depending on the performance of the employee which can be assessed through performance appraisal. Performance appraisal should be done regularly in order to determine extend and amount of bonuses to be rewarded to the employee (Sarge, Mick & Adrian 23) In addition, incentive rewards should be given to the employee in order to motivate him or her. Proper use of direct monetary compensation acts as motivational factors to the employee thus helps to make the person more creative and innovative of ways of delivering IT solutions that brings business efficiency and effectiveness in the organization.
Moreover, the organization should adopt indirect compensation in order to motivate the employee to put all his or her skills, abilities and potential in the service to the organization (Talwars 104). Some of the indirect monetary compensation that the organization needs to implement includes good medical insurance cover. The medical cover should be too comprehensive to also cover close relatives of the employee in order to buffer employee medical expenses. In addition, comprehensive social security and good retirement plans should be undertaken by the organization in order to secure employee’s social well being in his or her retirement age. This can increase employee output in the service delivery since stress related issues that concerns with employee’s social well being will be reduced hence encouraging productivity.
Furthermore, nonmonetary compensation should be used by organization in order to realize full potential of an Information Technology Officer in the organization. There are a number of facets that the organization can utilize that are not monetary terms. For instance, improved ergonomics of the working environment is one of the best ways of motivating employee in their service delivery in the organization (Torrington 92). The organization will therefore need to address ergonomics aspects that relate to information technology for example, acquisition of comfortable furniture for computer use, good environment that is well ventilated for information technology related activities. These are likely to motivate the employee to perform towards realization of the organization’s objectives. However, both monetary and non monetary compensation should be done as per employee performance based on appraisal. Performance related pay should be used in total reward of the employee since it ensures that an employee is rewarded for his or her efforts. This encourages and motivates one to perform well in order to be compensated well.
An Appropriate Management Development Programfor the New Cinema ManagerA good program for Management Development Program needs to cover all functional areas of the cinema operation. This is designed to improve the management skills and make the newly promoted manager to professionally understand several areas of management in the organization in which he or she might have little or no experience. In addition, since the new manager will be at the top of the Cinema management, the program will also address areas of strategic management, thinking, interpersonal and leadership skills in order to enable the new manager effectively manage the organization (Talwars 5). The learning process will encourage judgment and test the ability of the person to defend his or her opinions and decision.
The program will be divided into several modules according to related functional areas and management related functions (Collings & Geoffrey 57). The first module will include sales and marketing functions of the cinema which is designed to take two months. Under this module, the new manager will be taken through marketing and sales procedures of the cinema business, the person will be trained on relationship of the 4Ps; that is product, place, price and promotion. This will be relevant since as a manager, the person will be in most cases required to determine prices of the cinema services.
Furthermore, under sales and marketing module, management development program will also cover marketing approach. The manager will therefore be trained in marketing plans using different kinds of approach that will include SWOT analysis, product life cycle and portfolio matrix (Randhawa 75). This will be relevant to the new manager since it will help him or her to fully respond to competitors through various approaches of marketing.
The second module will be on financial accounting and which is estimated to take three month training. This module is intended to enable the manager understand the procedures and processes that are involved in the accounting department of the organization. The content of the module will therefore entail the basics in understanding financial documents, simple book keeping, understanding outflows and inflows in the organization, depression and appreciations of organization’s resources and understanding cash flow statements. This will be helpful in the management of the organization since the manager will be accountable for resource in the organization.
The third module in this management development program will be on financial performance and analysis. The main objective of the module is to help the new manager to be able to check whether the organization is on the path for better performance and be able to compare with other players in the market. The module is designed to take two months. The content of the module will entail case analysis where by the new manager will be trained on ways of analyzing the organization in terms of financial performance. Analysis and interpretation of financial statements will also be covered where the new manager will be equipped with financial knowledge that will enable him or her analyze financial statements of the organization. In addition, financing and budgeting decisions will also be covered in the module which is indented to equip the new manager with investment knowledge which is a recipe for sound management of an organization (Mathis & John 45).
Lastly, the management development program will have a module that covers strategy and leadership. The purpose of the module is to enable the new manager carry out strategic management and leadership in the organization. The module will therefore include competitive strategy, operational efficiency and core competencies of the organization.
The Idea of “Capability Procedures”Organizations through their business performance encounter several problems that relates to human resource management. For instance, mistakes are usually made especially when people are promoted to new positions or when new personnel are recruited in the organization. However, in the event where by the problem is the capability, use of procedures that may lead to dismissal are applied (Fidler & Atton 200). Capability in any employee is assessed in terms of aptitude, skills, adaptability, mental and physical qualities of a person.
It is a common human resource practice that during employee recruitment or promotion, standards of work are made clear and criteria of the candidate’s probation are clearly outlined. However, in the event of poor performance because of the employee’s capability, several procedures are undertaken before dismissal is made. For example, according to Marchington and Adrian (Fidler & Atton 200), when poor performance is identified from the employee, four step procedures are usually undertaken. These entail getting an explanation from the employee. In the event where underperformance is due to lack of skills, the employee should be helped through on job training in order to reach the required standards of the organization. However, in case the employee is not able to meet standards, an alternative work that suits his or her skills and ability should be found (Nickson 16). The employee should only be dismissed when an alternative position for his or her skills is not found but an earlier explanation should be provided.
In addition, capability procedures are only permitted to be applied when an employee has constantly performed below standard (Cornelius 185). An employee will at times perform below the required standards due to various reasons. These may be due to changed standards for a particular job, when there is no motivation to perform the task to the required standards and when knowledge and skills required for performing a particular task is too complex for employee’s abilities.
However, for the process to have value to the organization in its dealing with poor performers, capability procedure should be taken as a formal way to get employee’s performance back on track (Cornelius 186). The procedures should therefore be aimed at positively correcting employees in order to turn them to be more productive in the organization’s business procedures through performance of their duties. The process should not be geared towards dismissals but employees should be helped to grow in their duties. Positive development of employees through capability procedures also acts as motivational factors to employees in their service delivery while negative capability procedures is likely to affect attitude and motivation of employees in the organization hence having an overall negative impact on the organization’s performance.
To be up to date with good practice in people management aspects, one needs to be in an organization that regularly deals with deals with different people from different background, characters, abilities and potential (Bird, Bernard &Justine 78). In relation to this, I will prefer to work in rehabilitation centers, prisons and training centers since they provide better platform for understanding people and managing them. Both rehabilitation center and prison are ideal organizations to provide people management aspects since they provide people with deviated characters which need to be modeled back on track. These provide the best platform to acquire people management skills and therefore one is able to handle human resource tasks in other organizations. On the other hand, a training center is also ideal in acquiring people management skills since one is able to understand different intellectual abilities of people and therefore able to manage people as per their ability.
ReferencesAshman, Karen & Grafton, Hull. Generalist Practice with Organizations and Communities. USA: Cole Cengage Learning, 2009,
Bird, Rchard, Bernard Barker and Justine, Mercer. Human Resource Management in Education: Contexts, Themes and Impact. New York: Routledge, 2010.
Collings, David and Geoffrey, Wood. Human Resource Management: Critical Approach. USA: Routledge, 2009.
Fidler, Brian and Atton, Tessa. Poorly Performing Staff in Schools and How to Manage them. New York: RoutledgeFalmer, 2005.
Hamer, Susan & Gill, Collinson. Achieving Evidence-Based Practice: A Handbook for Practitioners. USA: Elsevier, 2008.
Harris, David. CIMA Learning Systems 2007 Integrated Management. New York: Atlantic, 2006.
Hunt, Mararet & Simms, Helle. Organizational Behavior and Change Management. UK: University of Cambridge Press, 2006.
Jackson, Michael. Industrial Relations. Great Britain: Croom Helm Ltd, 1997.
Marchington, Mick & Adian, Wilkinson. Human Resource Management at Work: People Management and Development. UK: Cronwell Press, 2005.
Mathis, Robert and John Jackson. Human Resource Management. USA: Thomson-South Western, 2008.
Moore, David. Project Management: Designing Effective Organizational Structure. USA: Blackwell Publishers Inc., 2002.
Mos Burger. Mos Burger Website. available < http://www.mos.co.jp/english/corporateinfo/objectives/>
Nickson, Dennis. Human Resource Management for Hospitality and Tourism Industries. New York: Routledge, 2010.
Randhawa, Gurpreet. Human Resource Management. New York: Atlantic, 2007.
Sarge, Malcolm, Mick Marchington and Adrian Wilkinson. People Management and Development: Human Resource Management at Work. USA: Elsevier, 2007.
Singla, K. Business Management. New Delhi: Rahull Jain, 2005.
Storey, John, Christopher Mabey and Graeme, Salaman. Human Resource Management: A Strategiic Introduction. USA: Blackwell Publishers Inc., 2009.
Talwars, Prakash. Human Resource. New York: Atlantic, 2003.
Torrington, Derek. Tackling Underperformance in Teachers. New York: RoutledgeFalmer, 2003.
Wood, Geoffrey. Trade Unions and Democracy: Strategies and Perspectives. Manchester New Jersey: University Press, 2006.
