Industry Analysis

Question

Paper should integrate readings from (Jones & George, 2007) Contemporary Management. Discuss plans for achieving outcomes (Ashford University Learning Outcomes) and how control systems and quality management relate to motivation in an organization. The paper should cover the restaurant industry analysis in further detail: Must include 1. Indentify functional and dysfunctional control systems within the industry 2. Interpret criteria for developing and evaluating control systems. 3. Analyze and illustrate the essentials of quality management and the techniques that are associated with it, including benchmarking and knowledge management, as they apply in an organization. 4. Discuss the anticipated impact on your personal and professional life. I would like it to be on restaurant industry, but the writer may choose any organization they are familiar with for the assignment. Please, I would like to have writer who did my paper #218925. I received an A without making changes/corrections to the paper.

Answer

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Contents

Introduction. 2

Control systems and quality management. 2

Relationship between control system and motivation. 4

Relationship between quality management and motivation. 5

Essentials of quality management in the restaurant industry. 6

Functional and dysfunctional control systems within the restaurant industry. 7

Criteria for developing and evaluating control systems. 8

Anticipated impact of control systems on my personal and professional life. 10

Conclusion. 11

References. 12

Introduction

Control systems are useful tools in today’s industrial setting. They make the management work easy and efficient by creating direct regulatory mechanisms that are easy to coordinate. They also make it easy for the relationship between goals and performance to be established. Indeed, control systems work best when certain goals have been set, such that what remains is for the management to ensure that they are achieved. In this regard, they are useful motivation tools since employees are able to compare their level of performance with the extent to which the set goals have been attained. In the restaurant industry, control systems help managers to ensure that there is no discrepancy between goals and performance. Maintenance of this balance is necessary for profitability and quality service to be maintained at all times.

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Control systems and quality management

Quality management is also pivotal variable that determines the financial success in the restaurant industry. All enterprises that make up the restaurant industry are always motivated by the quest for profitability. For this reason, profitability is a fundamental precondition for all management work that goes on in every restaurant business.

For quality management efforts to succeed, a multidimensional approach is needed, whereby attention is put on productivity and economy (Lord &Hanges, 1987). Financial information should be processed systematically using clearly set-out methods. Therefore, a requisite knowledge of accounting is needed. Moreover, the information should be made available to those who need it for purposes of decision making.

A strong knowledge of quality management entails knowledge on how reliable information can be gathered, registered and processed in readiness for use by different departments (Heikkilä&Saranpää,2009). An understanding between revenues and cost and the relationship between them is necessary for restaurant business operations to go on in the right manner. Lack of enough skills in these areas makes it difficult for a manager to run profitable operations.

            Control of productivity in the restaurant industry depends largely on many variables, which have to function in a coordinated fashion in order to bring about the desired goal. For instance, employees need to be motivated through various ways. One of these ways is integrating them into the operations of control systems. They simply need to understand how various cause-and-effect relationships can bring about profitability in the enterprise. Grasping the relationship between actual business events, decisions and results is critical to achieving astounding success in terms of productivity.

From the point of view of profitable and productive operations, the restaurant industry is characterized by intensive competition and low net profit percentage (Heikkilä&Saranpää, 2009). Competition remains high largely because of ease of access to the target market. Price competition is always emphasized in all enterprises, both large and small. For long-term success to be created, an image of quality has to be created through well thought-out control systems and effective management processes. 

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Relationship between control system and motivation

            Motivation is a multidimensional construct that involves issues of arousal, direction and persistence of a particular behavior. In the restaurant industry, it is understood as a process that underlies behavior and, therefore, it is always inferred from the arising behavioral dimensions. Instead of being considered a distinct component of an industry’s control system, motivation tends to be explained through the operations of the entire system.

However, some distinct differences arise between various linkages and specific components of control systems. Arousal may be taken to be primarily dependent on the comparator unit. This is because any discrepancies that are detected by this unit always capture attention and have affective consequences. Direction is primarily dependent on the particular decision mechanism that determines whether effort needs to be increased strategies need to be changed. Persistence depends largely on the extent to which the efforts expended produce the desired outcomes and whether other components of the control system such as feedback and goal perceptions change from time to time (Langfield-Smith, 1997).

Many advantages can be derived by restaurant industry players who use the control systems model as a basis for understanding performance and motivation. The approach is cognitively simple. Moreover, it can be used to explain interesting employees’ behavior with regard to the degree to which they accept the efforts and choices that lead to acceptable performance.

It is easy for a control system analyst to elaborate a basic behavioral mechanism into a series of control loops that are hierarchically organized. Likewise, seemingly harmless small behaviors can end up producing sophisticated behaviors in the long-run. These behaviors can be desirable or undesirable depending on the nature of the simple actions that perpetuate them. People who are in charge of control systems have to encounter many challenges in moderating the influence of both the environment and an individual’s cognitions in order to bring about the desired task outcomes.

Relationship between quality management and motivation

            In the restaurant industry, there is an intricate relationship between service quality and motivation. Whenever an organization performs tasks relating to hospitality, leisure and tourism, most of its output is generated in the form of intangible service as opposed to hard products (Jones& George, 2007). In most cases, the service is likely to be perishable, delivered to the consumer in person and never subject to quality assurance measures that are sometimes used in the manufacture, distribution and sale of a product.

            Under such circumstances, the quality of service delivered and the satisfaction of the customer are highly dependent on the individual employee who interfaces with that customer. In other words, the employee represents the organization and its reputation in the process of doing business. For each service to be delivered in a manner that ensures adherence to quality, employees need to be motivated in order to find a reason to perform according to the set standards.

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            In terms of quality management, the yardsticks used in the restaurant industry are unique such that they differentiate this service industry from all the others that involve hard-product and production-oriented businesses. For managers in the service sector, it may be difficult to change the services on offer. The easy option, it appear, is to motivate employees to deliver quality services within the confines of the available resources.

Essentials of quality management in the restaurant industry

The main purpose of quality management activities is to ensure that the services and products being offered and implementation of various life cycle processes meets the objectives of the organization while at the same time achieving customer satisfaction. The essentials of quality management can be categorized into two: project management and project support.

In project management, two main issues need to be addressed: project planning process and project assessment and control process. Project support entails four main issues: risk management, decision management, information management, configuration management and measurement process.

Project planning is critical in the restaurant industry since it facilitates the formulation of business projects that are effective, workable and properly communicated.  If successful, a project management process should lead to requests and subsequent commissioning of services and resources that are necessary for the achievement of business project objectives. On the other hand, a successful business project assessment and control outcome should bring about adequacy of accountabilities, roles, responsibilities, and resources that are necessary for the achievement of set objectives.

Quality managers should also have clearly spelt-out risk assessment tools as part of their grand business continuity plans. For them, risk management should entail reduction of the undesirable effects of different uncertain events that can lead to changes in quality, schedule, cost or characteristics of service delivery in a restaurant setting. When risk management is incorporated into quality management processes, risks are identified, analyzed, treated and monitored continuously.

Functional and dysfunctional control systems within the restaurant industry

Control systems that are used in a restaurant setting can produce either functional or dysfunctional behavior (Campion & Lord,1982). When functional behavior is produced, employees engage in activities that improve the level of service delivery, and hence, improvement in quality management outcomes. However, at other times, dysfunctional control systems may exist in an organizational setting in the service sector. In such a scenario, the resulting behaviors may lead to bureaucracy, misinformation and resistance.

Bureaucratic behavior takes shape when employees start behaving in a manner that is detrimental to the objectives that they should be promoting. In the restaurant industry, bureaucracy may not be a big challenge for small firms. However, employees in such firms may develop a tendency to pass the responsibility for crucial decisions to the top management all the time. By running from responsibility and leadership roles, these firms may appear to be rearing some of dysfunctional quality management processes. Such behavior may lead to the formation of a bad culture, which may hinder the process of organizational growth and expansion.

Sometimes the line between functional and dysfunctional control systems may be too thin to draw. Such behavior may or may not have a negative influence on the organization. This is because the employees may do the right things as far as the restaurant industry’s control systems are concerned. The difficulty lies in telling whether seemingly functional control systems may turn out to be dysfunctional in the future.

            Misinformation may take many forms in the restaurant industry. Planning and budgeting are some of the most commonly affected areas of management. Individual accountants and planners may choose to distort data on the possibility of attaining certain production milestones. This can create a false impression of growth, leading to detrimental effects on the organization. Sometimes, employees may give wrong information in order to cover up for past mistakes or because they are not diligent enough to search around for the right kind of information.

            There are many reasons why control systems can be resisted by the very people whose operations they are meant to streamline. One of these reasons is that the systems may automate and overly standardize employees’ expertise. People may find it threatening to have the skills that they have acquired for so many years being streamlined and standardized.

            Dysfunctional control systems can also arise out of fears that the people who will be managing information will become too powerful. Since control systems measure the performance of individuals in an objective manner, some people may be showed in unfavorable light. Additionally, they can reduce the level of autonomy that employees have through provision of specifications on how the job should be done. Most employees may show resistance to this situation since it imposes many constraints on their work environment.

Criteria for developing and evaluating control systems

            In any restaurant business, there are many criteria to be considered in the development and evaluation of control systems. Some of them include control culture, management oversight, control activities, risk assessment, information and communication, and control activities.  The criteria are useful for monitoring both the internal performance indices and external environments. The criteria are useful in assessing units, processes and employees. This makes it easy for managers to measure the level of output services of the organization. Once this information has been collected, it can be used to present a clear picture of the overall performance of the company. This triggers actions that are in response to the conditions that represent threats and opportunities.

            Various component processes are often used to monitor performance on the basis of continuous and periodic engagements, stimulating event-driven action when need arises. Organizational performance measurement should be carried out in a continuous and periodic fashion. The same case applies to the program that monitors the external environment. Condition reporting and corrective action programs are always event-driven. In other words, it is impossible to put corrective mechanisms in place until dysfunctional operation has been noticed within the existing system. Self-assessment programs tend to be carried out periodically, though they may sometimes be event-driven. In sharp contrast, benchmarking of control systems in the restaurant industry is always a periodic undertaking.

            A rich understanding of performance in the restaurant industry can be achieved through a combination of many monitoring processes owing to their positive combined effect. Such an understanding is highly valuable since it focuses on both the external benchmarks and internal performance standards.

            The quality of the data gathered on the efficiency of control systems determines the nature of corrective mechanisms that are proposed in case of a dysfunction. This puts strategic planning processes into sharp perspective. Whenever the targeted thresholds are reached, the actions that follow can be prompted in order for the restaurant enterprise to take advantage of existing opportunities or mitigate the prevailing risks.

Development and evaluation of control systems brings about a new meaning to the learning and growth efforts within an organization. Apart from identifying opportunities for improvement, they identify the best practices that can be adopted both internally and externally in order to improve the existing control systems. This creates a continuous growth mechanism that is critical to the ability by an organization to maintain its leadership position in the restaurant industry.

Anticipated impact of control systems on my personal and professional life

            Just as control systems affect the way functions are carried out in industries, they also influence the people who work in these industries. Control systems are of paramount significance in both my personal and professional life. They are an excellent source of motivation since performance standards are set in such a way that when I perform my duties efficiently, I can always expect to be recognized.

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            Moreover, the process of evaluating control systems sheds light on how to incorporate the best quality management practices while at the same time motivating employees. Elements of both profitability and the ability to satisfy customers interest me greatly since they are key determinants of the level of success in a restaurant enterprise.

            In today’s competitive job market, emphasis is being focused on quality and profitability as organizational managers try to focus on the best human resources available. In the restaurant industry, things have not been much different. As the area of interest, issues of quality management in this industry offer me useful information on how to advance my career by striving to meet the performance standards set by my employer.

Conclusion

In summary, an analysis of the restaurant industry from the point of view of quality management and control systems sheds light on how to deliver quality services while at the same time maintaining profitability. Motivation of employees is necessary for these objectives to be achieved. However, quality management processes can lead to either dysfunctional or functional control systems. Dysfunctional control systems may be difficult to identify until a restaurant enterprise starts to record a drop in profitability and quality levels.

Many variables have to be incorporated into the existing management processes in order for the control systems to be functional. Risk should be properly managed and planning should be done in a systematic manner. Restaurant employees should be motivated to take up responsibilities and to be accountable to quality managers in all their tasks. Like in all other service industries, employees in the restaurant industry should understand their crucial role in creating customer satisfaction.

References

Campion,M. & Lord, R. (1982) A control systems conceptualization of the goal-setting and changing process, Organizational Behavior and Human Performance, 30(2), 265-287.

Heikkilä, P. &Saranpää, T. (2009) Productivity in the restaurant industry: how to measure productivity and improve process management, New York: McGraw Hill.

Jones, G. & George, J. (2007) Essentials of contemporary management, New York: The McGraw-Hill.

Langfield-Smith, K. (1997) Management control systems and strategy: A critical review, Accounting, Organizations and Society, 22(2), 207-232.

Lord, R. &Hanges, P.  (1987) AControl System Model of Organizational Motivation Theoretical Development and Applied Implications, Behavioral Science, 32(8), 161-189.

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