Wilber Hardee opened Hardees in 1960 in Greenville, North Carolina. Hardees were a fast food chain which has now evolved into a restaurant and is famous for its charbroiled burgers, curly fries and biscuits. Its Thick burgers have made waves in history. Today it’s the 4th largest food chain in the world with 1909 outlets world over. Pakistan is the 14th country to host Hardees. The Islamabad franchise was opened in July 2011 by MDS foods. The franchise is famous for its 5* service, quality food and sunny environment. Their organizational structure is work specialized, formalized nd centralized.
Span of control varies along the hierarchy and they follow both functional and process departmentalization. Their managerial levels include Restaurant Manager, Senior Assistant Manager, Assistant Manager, Shift Manager and Shift Leader. SWOT Analysts: Their strengths include a differentiated product, youthful attractive brand image, service and hospitality. Their weaknesses are in not having enough parking spaces, no website and no breakfast options. They can find opportunities in expanding to other areas of Pakistan, giving out nutritional information with product and being ost leaders.
They are threatened from political instability, economic slumps, Burger King and new entrants arrival with even cost. Founded by: (MDS Foods) An MDS food is a subsidiary of Super Asia Group and operates its food division. Super Asia Group was founded in 1975 by Mian Muhammad Din at a very small level. Today, it is a conglomerate of companies with diversified range of businesses mainly Home Appliances, Automobiles, Insulation and Packing Materials and Fast Food Burger Chain of “Hardees” (a brand name of CKE Int. USA), serving every sector of society. Organizational Structure:
Organizations are a variant of clustered entities. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and outines rest.
Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions. Organizational Structure of Hardees Work specialization: specific Jobs. They have separate staff for cooking, taking orders, cleaning, serving, and guest representing, overall managing etc. Departmentalization: Hardees follow Functional Departmentalization. Their management hierarchy comes into form by putting together similar specialties and people with common skills, knowledge, and orientations.
Such as operations manager, supply chain manager, shift manager etc. The kitchen staff follows Process Departmentalization. It allows more efficient flow of work activities. This means that they have designated individuals to cut, fry, assemble, pack etc. Chain of command: Chain of command is the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom the chain of command flows from the higher officials to lower staff members such as restaurant manager instructs senior assistant manager who in turn orders is assistant.
Span of control: Span of control is the number of employees who can be effectively and efficiently supervised by a manager. Span of control varies from level to level in Hardees. Senior officials have lesser people working under them and shift leader has maximum people working under him. Centralization and decentralization: The degree to which decision making is concentrated at a single point in the organization is called centralization. Decision making at Hardees is very much centralized. All final decision power lies with the Restaurant Manager. Formalization:
Formalization is the degree to which Jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. The job environment of Hardees is very much formalized. All Jobs have certain specifications which are mandatory to be fulfilled by the Job person. There are strict, specific and pre-set rules for every action of the crew member from welcoming the customer to taking orders, serving, re-checking and departing, from cutting to cooking, cleaning etc. Centralization in Hardees: Hardees follows strict centralized decision making.
They have preset procedures, rules and policies for everything. These rules regulations and policies are taught to each and every newly hired staff member in extensive training programs. He is then expected to follow what he has been taught. No staff member is allowed to deviate from the company’s policies, rules and regulations. Procedure is a series of interrelated sequential steps that can be used to respond to a well-structured problem Rule is an explicit statement that tells the managers what they can or cannot do Policy is a guideline for making decisions.