Calveta Dinning Services
CDS’ organizational design
The CDS’ organizational design was based on its customer-based strategy in the market. The tradition of providing customers with quality products and best services, the organizational structure of the CDS could be handled differently to satisfy every customer that comes for the services. The directors and managers are assigned to an individual customer in order to find different needs and provide unique services to every customer. The account managers are managed by area manager who reports every issue to the director of operations who then reports to the regional vice president. The organizational structure and every duty of the organization is an imperative part of the business design, but the outcomes depend majorly on how the employees are trained and managed (Heskett & Girardi, 2011).
CDS’ competitors have similar organizations and roles in the line of business but the difference comes from the services the employees bring to the Company. The competitors have a more market share than the CDSs but it is vivid that they have stopped growing as they don’t have a reduction or addition of customers while the CDSs has been growing rapidly as customers continue to come. It is imperative that CDS focus on the variety of issues such as satisfying employees and also the customers. The strategies worked significantly together that motivated employees provide better services and also a satisfied customer would become loyal and bring more people to the organization. The competitors also value their customers, but they have neglected the employees who serve the customers and interact with them every moment. It is vivid that the CDS’ competitors have a number of variations that require attention and this makes it challenging to communicate with its employees as the company grows, but there exists a different method on the working environment for the staffs. The competitors have expanded through acquisition due to their focus on the system rather than service which assisted them to expand on the basis of acquisition (Olson, 2008).
I would be worried about economic and environmental factors which are both PESTL-G factors. As the leader of the company, I would have a clear goal of improving its revenue with double digits in five years, and thus a need to expand its market share to achieve the objective. The customers should be a major concern during the expansion and development of an organization (Huston & Sakkab, 2006). However, an organization must be able to balance between the input and output of the organization. The output should not exceed the input since that will result in a deficit. The unique culture of training and motivating the employees should be regulated and enhanced if the input results in a greater outcome. The continuity of the CDS culture would incur a larger expense than what the organization gets (Gulati, Mayo & Nohria, 2013). Therefore, if the organization continues on Antonio’s method of training all the new staffs, the expense would double up as the organization expands. The Antonio’s technique and method have the possibility of leading the company to deficit unless the organization exists in an economic situation where food is of good cost.
Moreover, I would consider the aspect of the green environment as a service to the community. The movement will involve various regulations such as reducing their energy use and it provides ecological safe products. This is a significant approach that will improve the organization-society relationship and also economically use clean energy (Kauffeld, Malhotra & Higgins, 2009).
Gulati, R., Mayo, A. & Nohria, N. (2013). Management. South-Western Cengage Learning
Heskett, J. & Girardi, P. (2011). Calveta Dining Services, Inc.: A Recipe for Growth? Harvard Business review
Huston, L. Sakkab, N. (2006). Connect and Develop: Inside Procter and Gamble’s New Model for Innovation. Harvard Business Review
Kauffeld, A., Malhotra, A. & Higgins, S. (2009). Green Is a Strategy. Strategy + Business
Olson, E. (2008). Creating an Enteprise-level “Green” Strategy. Journal of Business Strategy, 29(2): 22-30