Student Name: Ujjaval Kapadia

Assignment: Exercise #3B – Organizational Choices

Course Name: Qual8002

Date Assigned:
November 03, 2023

Date Due: November 10, 2023

Scenario 1 – High-Tech Startup (Plastic Innovation)

In the first scenario, as the leader of a minor, high-tech startup dedicated to innovating new plastics from organic plant

and animal oils, I would opt for an organizational structure that leans towards horizontal and maintains a flatter

hierarchy. The organizational structure and decisions made by a tiny, high-tech firm that is creating a new kind of plastic

from organic plant and animal oils should be flexible, agile, and focused on innovation. Here is how and why I would set

up the business:

Organizational Structure:

The organization should implement a flat, horizontal structure. This is so because tight teamwork, honest communication,

and adaptability are frequently advantageous for tiny enterprises. Effective collaboration among employees and more

agile decision-making is possible with horizontal organization.

Team Composition and Responsibilities:

Materials science, chemistry, engineering, and business development experts should make up the startup's initial small

team. A team of five to ten workers should be adequate in the early phases of the project due to its specialist nature.

Expanding hiring may occur as the project progresses, but maintaining a lean workforce to manage costs should still be

the foremost priority.

Work Collaboration and Communication:

The team should promote a culture of cross-functional cooperation. Ideas are shared and updates on progress are made

possible by regular team meetings, brainstorming sessions, and open lines of communication. To promote creativity, team

members should have open communication.

Location:

The team can first work in a tiny office or a shared workspace to ease communication. While some jobs may be suitable

for remote work, physical presence is necessary for important tasks requiring testing firsthand.

Decision-Making:

Collaboration and input from all team members are necessary for making business decisions. Participating in decision-

making is essential for small startups to ensure the group's knowledge is utilized.
Reporting Structure:

It is best to have a flat reporting structure where the lead manages the team, and all team members report directly to

them. This method encourages Team members to take responsibility and ownership for their work.

Managing
Director

Manager Production
(Marketing) Manager

Zonal Manager Zonal Manager Team Lead

Account Account
Manager Manager

Quality
Quality Inspector Controller
Quality Inspector

Machine Workers
Operator Workers

Flow-chart Diagram For an Plastic Making Industry

 The diagram for the plastic making Industry above, which shows the corporation's organizational

chart and the chain of command between middle and upper management, helps clarify the

administrative decision. The executive board assigns general managers, who then oversee the

departments. This facilitates appropriate channels of communication and prompt decision-making

between management and staff. Making plastic involves gathering raw materials, extracting raw

materials, refining, polymerizing, and processing at room temperature. The manager oversees the

stages and has direct authority over the departments. Team leads watch each step, verify the

results, and evaluate the product's quality. The team lead will promptly rectify any manufacturing

flaws in the product.

Comparing Vertical and Horizontal Orientation:

This structure needs to focus more on the horizontal axis. The importance of cooperation shared duties and emphasized

teamwork. A flat design aligns with the inventiveness and ingenuity required to develop a novel product such as natural

oil-based plastic.
Scenario 2 – BBQ Restaurant Chain (Franchise Expansion)

In Scenario 2, as the leader of a chain of barbecue restaurants in Southwest Ontario looking to expand across Canada

through franchise sales, I should consider the nature of the restaurant industry and my development strategy while

making organizational decisions. The organization's decisions and the rationale behind them are as follows:

Organizational Structure:

In this case, a more vertical and hierarchical organization is appropriate. As it develops into a franchise model, the

restaurant chain must have distinct command structures and maintain operational uniformity.

Team Composition:

There will be a wide range of responsibilities, such as marketing teams, franchise development workers, front-of-house

staff, kitchen staff, and managers of restaurants. There will be a sizable workforce, each restaurant site employing

between 20 and 50 people, depending on its size and scope.

Communication:

The importance of collaboration and communication in the workplace cannot be overstated. However, it's crucial to

remember that standardizing internal processes and procedures may reduce the requirement for significant horizontal

cooperation. Uniform operations and brand recognition require efficient communication channels between central

management and franchise owners.

Business Decision-making:

Strategic choices pertaining to key company matters should be made by the corporate management team in a top-down

manner. On-site managers may make decisions specific to a restaurant.

Reporting Structure:

Area and regional managers in charge of several franchise locations would be part of a more hierarchical organization.

Workers would answer their direct supervisors, who would answer managers at higher levels.
 Owner

Record Keeper

General Manager

Floor Manager Kitchen Manager

Lead Cook Assistant/ Cooks,

Lead Server, Host Server Hosts
manager Dishwasher,Bussers

Bar Manager

Bartenders,
Lead Bartender
Barbacks

Barbecue restaurants in Southwest Ontario

The restaurant organizational structure is a pivotal framework for delineating roles and responsibilities within the

establishment. The first step in crafting this structure involves identifying key team members or actors. Common roles

within a restaurant include the Owner, who holds overall responsibility for the business's success and is the decision-

maker for major strategies. Reporting to the owner is the General Manager, overseeing day-to-day operations and

ensuring the smooth functioning of the restaurant. The Bookkeeper or Accountant manages financial transactions and

collaborates closely with the general manager. Assistant Managers play a crucial role, with a Floor Manager handling

front-of-house operations, including supervision of servers and hosts, and a Bar Manager managing bar operations.
The Kitchen Manager is responsible for overseeing kitchen operations and coordinating chefs and cooks. Supervisors

provide support for specific sections or shifts, reporting to assistant managers. Lead Staff Members, comprising

experienced individuals in each department, act as mentors for other staff. The culinary team includes cooks and

dishwashers, while servers and hosts manage customer interactions. This hierarchical structure forms a foundational

guide adaptable to various restaurant types and sizes, ensuring efficient communication channels and well-defined roles.

Easier to Implement in the Real World:

In the real world, it might be simpler to expand Scenario 2, a chain of BBQ restaurants, through franchises because of

things like an established business model, well-known brand, franchise structure, operational standardization, capital

availability, economies of scale, support networks, and insightful market data. Potential franchisees are drawn in, and the

established restaurant industry model and brand familiarity lessen the uncertainty. The franchise model offers risk-

sharing and streamlines growth. Consistency is made possible by standardized methods, and chains frequently have

support networks. A prosperous past makes it simpler to obtain money, and economies of scale can result in cost savings.

Lastly, lessons learned from previous operations can inform the expansion strategy, providing a solid basis for success.

Personal Preference:

I have a strong interest in the food and hospitality industry, possess a talent for managing teams and operational aspects,

and take pleasure in overseeing the growth of a well-established brand. Scenario 2 is my preferred choice. This scenario

offers me the opportunity to build a career in a sector with a proven business model and significant potential for

expansion. The established brand and existing operational structure can provide a stable and fulfilling career path in an

industry I am passionate about.

References:

The Certified Manager of Quality/Organizational Excellence Handbook (4th)" ASQ, [Russel T. Westcott].

https://web-s-ebscohost-com.conestoga.idm.oclc.org/ehost/detail/detail?vid=0&sid=666b478d-6c5d-4cdc-b598-

ba9054804ba7%40redis&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=806691&db=nlebk

Weekly PPT, Week 09, Organizational design & Role of leadership

https://conestoga.desire2learn.com/d2l/le/content/879107/Home?itemIdentifier=TOC

Weekly PPT, Week 10, Strategic plan development and deployment

https://conestoga.desire2learn.com/d2l/le/content/879107/viewContent/17427086/View