Organizational Culture and Performance †Evidence from the...

Blackwell Science, LtdOxford, UKFSTFood Service Technology1471-5732Blackwell Publishing Ltd, 20055†¢Ã¢â‚¬ ¢2334Original ArticleCulture and performanceT. Øgaard, S. Larsen E. Marnburg Peer review Organizational culture and performance – evidence from the fast food restaurant industry Torvald Øgaard,* Svein Larsen*†  and Einar Marnburg* *The Norwegian School of Hotel Management, Stavanger University, Stavanger, Norway; † Department of Psychosocial Science, University of Bergen, Bergen, Norway Abstract Correspondence: Torvald Øgaard, The Norwegian School of Hotel Management, Stavanger University, N-4036 Stavanger, Norway. Tel: +47 51 83 15 97; Fax: +47 51 83 37 08; E-mail: torvald.ogaard@nhs.his.no Keywords: hospitality industry,†¦show more content†¦2005 Food Service Technology, 5, pp. 23–34 23 24 Culture and performance T. Øgaard, S. Larsen E. Marnburg to allow for decentralization and empowerment, where the individual branch manager’s expected behaviour becomes so complicated that simple governance by rules is unfeasible. In this case, individual behaviour is more regulated by individual competence, and individual and shared values (Ouchi 1980; Dolan Garcia 2002) than by rules. Organizational culture may be deï ¬ ned as an interdependent set of shared values and ways of behaving that are common to the organization and tend to perpetuate themselves (Kotter Heskett 1992). Organizational culture has been assumed to have important implications, not only for the individual’s affective reactions to organizational life, but also for the organizational performance (Kotter Heskett 1992; Harris Mossholder 1996; Dwyer et al. 2000; Kemp Dwyer 2001; Dolan Garcia 2002; Tepeci Bartlett 2002). Chan et al. (2004) have suggested that organizational culture can be a valuable resource for companies, especially for service indus tries. In spite of the obvious call for knowledge about organizational culture and performance in the restaurant and hospitality industry, relatively little research has been conducted so far. Studies to date have mainly been in-depth case studies (e.g. Dwyer et al. 2000; Kemp Dwyer 2001), which produce valuable insights but offerShow MoreRelatedCase Study : Mcdonald s Company4951 Words   |  20 PagesName: Instructor: Course: Date: McDonald case study Introduction McDonalds was first incorporated in the year 1955 in USA with a single restaurant. Currently, McDonald has transformed to be the biggest and the fastest growing in the industry of fast food services (Employee handbook, 18). The corporation sales are now at a staggering $30 billion an year contributed by the 21,000 stores that are located across 101 different nations around the world. The success of the corporation has been as a resultRead MoreSwot Analysis : Chipotle Mexican Grill8386 Words   |  34 Pagesthe largest projects could not be complete and possible. They are an essential part of business. Chipotle Mexican Grill has a unique approach to their operations. The way the restaurant is laid out is an important part of the restaurant’s operational system and is also what sets them apart from other fast food restaurants. When the customer comes in they are faced with their basic options, tacos, burritos, burrito bowls, and salads. Once the customer makes a selection they have the ability to customizeRead MoreStrategic Management1702 Words   |  7 Pagesleadership The organizational hierarchy and economic conditions directly impacts the roles and functions of business leaders. Therefore, it is imperative that one reviews organizational structure in order to understand leadership traits and characteristics. Due to the constantly evolving economy, companies are aiming to adopt a more elastic strategic management configuration so as to assist the maximization of the employee satisfaction and to get rid of any inflexibility in the organizational structuresRead MoreLeading Organizational Change : Tragedy Or Transformation1294 Words   |  6 Pages Leading Organizational Change Cornelius Cash Grand Canyon University LDR825-Organizational Change: Tragedy or Transformation August 10, 2016 Leadership Leaders are conceptual thinkers and must think in the abstract. Decisions made by leaders are non-programmed decisions, which have never been made before, regarding the direction in which the leader will take the organization. The leader is hired by the Board of Directors to maximize the wealth of the stockholders whom they representRead MoreLeadership : The New Ceo Of A Executive Team1300 Words   |  6 Pages The leader is the chief strategist and depends on the executive team to give input on development of the strategic plan. The strategic plan is long term, focused on the future and designed to move the organization from its current position to a more dominant position in the industry within a specified time period (Boskovic, 2016). This document will focus on the new CEO of a mid-sized health care organization. The organization is not suffering financially, but neither is it growing at an acceptableRead MoreLeading Organizational Change : Tragedy Or Transformation1287 Words   |  6 PagesLeading Organizational Change Cornelius Cash Grand Canyon University LDR825-Organizational Change: Tragedy or Transformation August 10, 2016 Leadership Leaders are conceptual thinkers and must think in the abstract. Decisions made by leaders are non-programmed decisions, which have never been made before, in respect to the direction in which the leader intends to take the organization into the future. The leader is hired by the Board of Directors (BOD) to maximize the wealth of the stockholdersRead MoreCafà © de Coral Holdings Limited International Business Development Plan to5566 Words   |  23 PagesIntroduction 4 3. Industry Based view Analysis 5-6 4. Resource Based view Analysis 7-11 5. Institution Based view Analysis 12-15 6. Recommendations 15-16 7. References 17-19 8. Appendices 20-25 2 1. Executive Summary This group consulting project aims to devise an international business development plan for Cafà © de Coral Holdings Limited in order to assist the company to facilitate its aspiration to enter into Australia’s fast food market. StrategicRead MoreOrganizational Learning and Knowledge Management in Mcdonalds3749 Words   |  15 PagesMODULE NUMBER: HRM 4065 ORGANIZATIONAL LEARNING AND DEVELOPMENT REPORT TOPIC: An agreed case study report on organization learning and development analyzing appropriate knowledge management, design, development and learning choices available. MODULE LEADER: PROFESSOR DEREK MILES STUDENT NUMBER: M00373290 SUBMITTED ON: 30TH APRIL 2012 AT MIDDLESEX UNIVERSITY HENDON CAMPUS. CONTENTS: 1. Executive summary 2. Introduction to the report 3. Company Overview 4. TheRead MoreThe Ideas of the Classical Theorists, Particularly Those of Bureaucracy and Scientific Management, Are Generally Considered as Rather Old Fashion and Out of Date, and of Little Relevance to Work and Organization Today. Is This Really the Case?2660 Words   |  11 Pagesorganizations have moved from industrial revolution to the information age due to the fast-paced change in technology (Toffler, 1984). Although bureaucracy has been synonymous to red tape and has negatives effects such as â€Å"rigidity, alienation and low commitment† (Adler, 1999, p.37) and dehumanizing people (Grey, 2009), the characteristics of bureaucracy such as specialization, hierarchy of authority, system of rules and impersonality (Stewart, 1986) as well as evidence of ongoing existence of thisRead MoreThe Ideas of the Classical Theorists, Particularly Those of Bureaucracy and Scientific Management, Are Generally Considered as Rather Old Fashion and Out of Date, and of Little Relevan ce to Work and Organization Today. Is This Really the Case?2643 Words   |  11 Pagesorganizations have moved from industrial revolution to the information age due to the fast-paced change in technology (Toffler, 1984). Although bureaucracy has been synonymous to red tape and has negatives effects such as â€Å"rigidity, alienation and low commitment† (Adler, 1999, p.37) and dehumanizing people (Grey, 2009), the characteristics of bureaucracy such as specialization, hierarchy of authority, system of rules and impersonality (Stewart, 1986) as well as evidence of ongoing existence of this