(Refer organisational chart Appendix 1)
2.2 Organisational Roles
His role is to oversee the general running and smooth operation of the outlet and is responsible for all the staff in the outlet. Mainly he has to make sure the department heads perform their duties properly and correctly. He is responsible for maintaining a liaison and rapport with suppliers to ensure that the outlet is amply provisioned and to also search and locate new suppliers when needed. His subordinates will prepare reports on sales performance and cashflow on a daily and monthly basis. Using these reports and in consultation with the National Manager in Kuala Lumpur and also the Regional Manager based in Singapore, he will formulate a plan of action to improve the profitability of the outlet. These may include promotions or exhibitions with famous pastry chefs from Japan and so on.
One of his most important duty concerns the expansion plans of the bakery chain. Not only does he have to ensure that the outlet is profitable but he also has to plan for the expansion of the chain. Using the outlet as the basic model, he will then set up more outlets in Penang, effectively employing more clusters of staff for the other outlets. These staffs for their respective outlets will then be a team working towards the smooth running and profitability of the respective outlet. In this, the Manager is also involved in hiring and selecting new employees.
He is in charge of all sales and general staff in both the café and bakery section of the outlet. He is required to train staff in order for them to carry out their work correctly; control the quality of the bakery products to maintain the standard of the company; staff control; observe and monitor the sales performance and provide feedback to the manager. Basically, the Supervisor handles all the mundane day to day administrative tasks involving staff and the running of the outlet.
He is in charge of rostering the staff’s schedules. This involves rostering them on shifts as the normal operating hours of the outlet is twelve (12) hours which exceeds the normal working day of an individual staff of eight (8) hours. Planning of staff strength during peak hours and also annual leave is also in the purview of the Supervisor. One important aspect of the Supervisor‘s job is the training of staff; he is in charge of training new staff and also to train existing staff in new procedures or new skills if and when required. He is there to lend a helping hand to staff in improving their skills in the execution of their duties.
He supervises the general setting up and display of the outlet’s products for the day’s opening; maintaining quality control in respect of the shop’s general appearance and also more importantly, the quality of the products that line the outlet’s shelves for sale to the public. The Supervisor will ensure that the outlet is ready for business daily; i.e. ensuring that all mise en place is ready; the appearance and cleanliness of the outlet passes muster and that the products on display for sale are of good quality in line with company policy.
One important duty of the Supervisor is the observation and preparation of daily sales performance. This is generated in respects to daily, monthly sales and also in a breakdown of specific items or products. This is then brought to the attention of the manager who will then review the reports with the Supervisor. Any action is required is dictated by the Manager who will then inform the Supervisor of the required course of action.
He is in charge of all kitchen staff; this includes both the bakery and the café kitchen staff. Basically his duties mirror the duties of the Supervisor in respect to the kitchen staff with some minor exceptions and differences.
He is involved in rostering and planning of his staff’s schedules. He ensures that his staffs have sufficient skills and knowledge to perform their duties well. He is involved in training his staff, new and existing ones; to the required level of proficiency for their rank or position.
He supervises the set up of the kitchens and ensures that they are clean orderly and ready for the day’s business. One important aspect in this regard is the quality control of products that emerge from the kitchens. The Chief Baker is required to ensure that all bakery products are produced using the exact ingredients and methods specified in company policy. He is also to ensure that the end product passes muster and is fit for sale; i.e. the breads are not too big or too small; not overbaked; has the correct colour and shape; ingredients are not stale or bad; etc.
The Chief Baker is also involved in the review of daily and monthly sales figures in regards to his appreciation of which products are popular and which not so. This will then assist him in determining a revamped lineup of new products. On the other hand, it will also enable him to understand the popular tastes and wishes of the outlet’s customers. The review will determine what the general public likes and dislikes and will assist him in deciding what new products to introduce and what to retire from the lineup. This is done in consultation with the Manager who will then approve or suggest an alternative to the Chief Baker.
He assists the Chief Baker in his duties.
He or she is able to perform all the general duties involved in running a bakery; i.e. operating the cash register, helping out customers in selecting breads and packing them to take away; maintaining the display shelves ensuring that they are clean and has ample supplies. Typically they are performing their duties under the direction of the Supervisor.
He or she is able to perform all general duties involved in a café; i.e. ushering a customer to a table, order taking, busboy, serving the food, bill collection and also operating the cash register.
The preceding chapters detail the roles of the staff of Four Leaves (Penang). It examines in detail the tasks and duties required of each and every personnel in the establishment.
3.0 Analysis of Four Leaves (Penang) from an Organisational Behavioural Point of View
- Organisational Structure of Four Leaves (Penang)
An analysis of the organisational structure of the outlet indicates one where there is a single leader and manager supported by two (2) able assistants who then micro-manages the finer details with the help of their respective staff. All work towards a common goal; that is profitability of the outlet. The leader has a further responsibility of a broader mission i.e. to expand the business using the same model and open more outlets. (Refer Appendix 2 & 3)
This organisational model is fairly representative in the military i.e. that of a platoon of soldiers numbering approximately thirty (30) people. The military model is normally led by a lieutenant (Leader/Manager) who is assisted by two (2) Sergeants (Assistants/Chief Baker/Supervisor) who are in turn in charge of their respective squads of soldiers. These squads then are the basic blocks or teams of people who then carry out their missions with all working towards a common goal. This common goal is often dictated by the Lieutenant (Leader/Manager). The Lieutenant (Leader/Manager) is again often part of or aware of a greater plan or mission.
The basic mission or objective of Four Leaves (Penang) is as for other businesses i.e. to make money and make a profit for its investors. This basic mission is also part of a bigger picture or objective of the company which is to expand the business and promote the use of wheat as a major alternative staple food. This can be achieved by opening more outlets and increasing the market presence and accessibility of bread to the general public.
3.2 Management Styles
A study of behavioural traits and theories conducted by the Ohio State University in the late 1940s gave rise to the subject Organisational Behaviour. Organisational Behaviour is the field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s effectiveness. At about the same time as the Ohio State University studies, researchers in the University of Michigan conducted similar studies. Two dimensions of leadership behaviour were identified in that study i.e. employee-oriented or production-oriented.
Two (2) researchers, R. R. Blake and J. S. Mouton in 1964 proposed a managerial grid based on the styles of “concern for people” and “concern for production”. It essentially represents the results of the Ohio State University and the findings of the University of Michigan study. This grid has nine (9) levels giving a total of eighty one (81) positions.
A simplified version of this grid shows four (4) main areas of interest which I have named as Lackadaisical Style, Committee Style, Ace Style and Team Style. Essentially these describe the behavioural and personality traits of a leader and manager. It was concluded that the best performance is achieved when a leader/manager exhibits the Team Style. This model is comprehensively used today especially in organisational structures where there is a single obvious leader who must lead a team through a mission or objective where there are numerous sources of input and data from the environment.
One example is Aircrew Resource Management which is also called Crew Resource Management for crews of military and also civilian airline airplanes.
(Refer https://wwwnt.cnet.navy.mil/crm/crm/crm_index.htm; /www.globalairtraining.com; www.drc.com/TrainingAnalysis/crmtraining.htm; www.ntps.edu/courses/crm.htm)
So, where then does the Manager of Four Leaves (Penang) fall? Interviews of staff and the two (2) Assistants i.e. the Chief Baker and the Supervisor reveals that the Manager tends to fall into the Team Style quadrant. The Manager exhibits high concern for his staff’s well-being and also exhibits a strong desire to excel and succeed in managing the outlet and to expand the business. This is shown in the success of the Four Leaves brand. Since the opening of the main branch in 1996, the business has shown a healthy profit. There are now three (3) outlets in Penang bearing the Four Leaves brand. One other outlet was such a success that the landlord (Penang Adventist Hospital) took over the premises and operated its own bakery.
Further analysis and interviews also reveals other aspects of the leadership style of the Manager. Based on studies of Behavioural Theories, the Path-Goal Theory first published by Robert J. House in 1971 shed more light on the management styles of the Manager of Four Leaves (Penang). This theory states “It is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives if the firm.” Of the four leadership behaviours identified by House, the Manager would fall into the Supportive Leader category. The Manager’s management style also most often represents the Supportive Leadership behaviours put forth by Fred E. Fielder in 1967 in his Fielder Contingency Model.
It is no question that the business model for Four Leaves (Penang) works and is producing a healthy profit for the company. Efficiency levels are high with the segregation of the production (bakery/cafe kitchen) and operations (café/bakery staff; general workers) sectors each under its own nominal leader. Each leader is responsible for their own respective staff’s roster; work shifts; schedules; and also the smooth running of their specific domain. Adequate training and ongoing hands on training helps to ensure that staff skills are commensurate with their jobs and thus help to ensure efficiency. It can also be concluded that the management style of the Manager and his assistants are a major factor in ensuring staff efficiency. Our study and interviews shows that the Manager is one who empathises with his staff but also shows great consideration for the production side. Interviews with general staff also show that the Manager is proactive in getting his two subordinates to show the same concern and empathy for staff with no penalty to the production side. This empathy and concern for employees’ well-being as well as proper training and development of skills ensures that Four Leaves (Penang) runs efficiently.
It is one thing to be efficient but if a company or team is not effective it is akin to a rudderless ship going at full steam to nowhere. Effectiveness is promoted within the entity in the form of daily interactions and reports by both the production and operations side. As reviewed earlier, the generation of daily summary sales reports and its analysis provides the basis for common ground for greater efficiency and effectiveness within the outlet. The sales report would entail to the production side which items are more saleable and popular and which are not. This would then allow the production side to come out with similar ranges of products to cater to popular tastes and also perhaps to cut down on the not so popular ones. This would also allow the operations side perhaps to help to market or sell the not so popular items so as to get a better response or to introduce new products to customers. Interaction between the two (2) sides would promote greater awareness of the products’ characteristics i.e. taste; texture; ingredients; nutritional value and so on for the operations side and allow the production side to fathom popular tastes and trends. Good communication between the various departments will allow the outlet to be effective.
Four Leaves (Penang) started operations in 1996. At the start business at the bakery was an overnight success. This is due to the shop’s innovative concept. An open viewing gallery of the baking process; exotic breads prepared by guest chefs from Japan during the promotional period and innovative products combining popular favourites and local tastes. However, the business in the café was bad in the first few months and things only started to improve slowly after that.
To improve business, some improvements undertaken by the outlet are;
- Distinguishing the outlet from its competitors.
- Improving the quality and tastefulness of menu items. Good delicious food will be a major draw by itself.
- Offer unique menu items and promotions to draw customers to the café.
- Improve the quality of service. The outlet’s staff must be proactive and genuinely courteous to customers and make them feel welcome. In such ways can loyal customer be earned who does not mind paying extra to enjoy excellent service.
- The ambience and general cleanliness of the outlet must also be maintained to avoid turning away customers.
By employing all these factors judiciously, business began to improve.
With the help past sales records and customer trends, the outlet tailored the bakery kitchen production to cater to these trends. For example, past records shows that the lunch hour is a peak period and customers tend to favour certain breads like raisin bread and croissants. The bakery kitchen then tailored their production so as to have these items ready just before the lunch hour. This would give customers the impression that the outlet’s breads are always freshly baked and piping hot from the ovens.
Many discerning customers would like to buy their breads fresh from the ovens. One improvement was to have a notice showing the times of day that these products would normally be baked and ready from the ovens. These timings can be tailored to usual off-peak hours. Discerning customers can then buy freshly baked bread still hot from the ovens and the store overall productivity is optimised.
A manual was compiled and fact sheets made and distributed to staff. These would include for example standard recipes for the outlet’s signature breads and products; shelf life of the many items in the store; standard recipes for drinks or cocktails; standard operating procedures for machinery and equipment. Thus junior staff would have a handy reference for their work and also need not run to their superiors to ask about mundane or standard day to day tasks. One other important facet of this would be the job description of employees i.e. what is expected of a cashier, a baker, a supervisor and so on. This would also include standard operating procedures and conduct for the appropriate post.
4.0 Recommendations
Thus far, we have seen the traits and practices that allow Four Leaves (Penang) to be efficient and effective. What then of negative traits and practices? Is there room for improvement?
The Manager and the Supervisor of the outlet had no prior experience in the bakery or related businesses and thus had no idea or knowledge of the production of bakery products. As the Chief Baker is the resident expert on such matters and the Manager is ignorant, this has skewed the Command Gradient. The authority and role of the Manager as Leader in bakery production matters is degraded. While this is by no means wholly a negative trait it can be if taken advantage of by the Chief Baker especially when the Manager is of a less Assertive nature. A good improvement would be if for both the Manager and Supervisor to learn and acquire knowledge about the bakery production process. This would allow them a better understanding of the process and at the same time a better level of competence.
Good communication is the basis for all GOOD interpersonal relations. Whilst the generation of reports and records allow communication, it does little to foster better understanding and relations. This area could be better improved if a regular monthly meeting can be scheduled rather than the present method of irregular but frequent informal meetings. During these regular meetings, a summary or briefing could be presented by each department. This should also include problems and suggestions. Thus could problems be made known and readily resolved. In this way also, could suggestions and improvements be presented. The Manager would then have a better understanding and knowledge of his subordinates and also allow him to tap into a valuable source of ideas and innovations. A reward system or recognition of excellence award could also be implemented in this regard to reward good ideas and suggestions. Overall, this would add to an employee’s job satisfaction. (Refer Maslow’s Hierarchy of Needs ~ Personal Fulfilment). Whilst it is true that the bakery and café is rather a straightforward business, good ideas and suggestions will always be beneficial to the company. No one person has a monopoly on good ideas.
Finally, the chain is as good as its weakest link. Keeping employee’s and staff informed and up to date is always good business practice. This can be achieved with good effect by means of short briefings before the start of business; a notice board; circulars and memos etc.
Appendices
References
Organisational Behaviour ~ Stephen P. Robbins
Leader Behaviour: Its Description and Measurement ~ R.M. Stodgill & A. E. Coons
The Managerial Grid ~ R. R. Blake and J. S. Mouton
The Theory of Leadership Effectiveness ~ F. E. Fielder
Maslow Hierarchy of Needs: Organisational Behaviour ~ John R. Schermerhorn
Organisational Behaviour and Human Decision Processes ~ J. Shanteau
Article in Administrative Science Quarterly September 1971: ”A Path-Goal Theory of Leadership Effectiveness” ~ R. J. House
Article in Leadership Quarterly Fall 1996: ”Path-Goal Theory of Leadership: Lessons, Legacy and a Reformulated Theory” ~ R. J. House
Article in Journal of Contemporary Business Autumn 1974: ”Path-Goal Theory of Leadership” ~ R. J. House & T. R. Mitchell
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