Organization’s Interior Environment Online Tutoring

Introduction:   

The rapid pace of globalization and speedily emergence of consumer markets has influenced global organizations to more competent, organized and productive. Organizational operations are much effected by the external environment. Whereas to cope up with the influencing factors and retain a firm position among the global markets, organizations have to manage their internal environment skillfully. As the environmental factors (external) are beyond the control of a firm, its success will depend to a very large extent on its adaptability to the environment, i.e., its stability to properly design and adjust the internal (the controllable) variables to take advantage of the opportunities and to combat the threats in the environment (Jalan, 2005).

Multiple factors like Technological advancements, political and environmental changes, can be claimed for the continuous modifications of the societies, consumer markets, peoples demand ant their mode of living. Business organizations and other social organizations have to adopt flexible policies modifying according to the external changes. Successful organizations administer their Interior environment in a manner that changes can be implemented without affecting the productivity. Although internal strengths are clearly an important source of competitive advantage, organizations must be sensitive to the ways in which changing external environmental and competitive conditions might affect the relative value of any particular strength (Lewis et al, 2007).

An organization’s capabilities, level of flexibility and exposure to external challenges varies accordingly as per the type of organization. The significance of the internal environment enhances particularly in the organizations concerned with the food products. The growth of competition and the pace of change in consumer exposure and expectations forced organization to look for specialized services (Chandrasekar ,2010)

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Internal Environment:

Many elements jointly form an interior environment design of an organization, mainly the work force and the management. Whereas it is the employees behavior that greatly influences the internal environment. The whole organization is influenced by certain elements while the rest influences the managers. While managers performance can be split into two i.e., conventional and forward-looking. The forward-looking managers maintain a communication bridge with the employees transferring powers to a certain extent to take their own decisions. It is vital for an organization to regularly review their interior design work environment retaining its competency. The purpose of an internal analysis is to identify assets, resources, skills and processes that represent either strengths or weakness of the organization (Lewis et al, 2007).

 

Components of Internal Environment:

Every organization has specific goals or targets. It portrays the purpose of an organization. The organizational operations and processes describe its status among other similar organizations. The goals of an organization should not be just a piece of text, it should portray clearly the policies and the purpose of its existence. The goals should be conveyed in a manner that the message is clear and motivating for the employees and other concerns. Such goals relate to the mission and vision of the organization and specify the level of performance that it desires to achieve (Lewis et al, 2007). Also the employees must be aware of the status of their organization and their duties for the performance of the task.

Unfortunately, in many organizations the goals are not effectively acknowledged by the employees, thus the same organization fails to be successful among the global markets. It is required that the employees should be taken on board with the management. The objectives and goals should be set with participation of subordinates and they must be properly communicated, clearly understood and accepted by all (Chandan, 2005).

In the present high volatile market, the route to achieve the desired goals is depended on fulfilling the consumers demand. The main stations of this route towards the desired goal are the consumers, products, production process and the company’s policies. The company’s policy elaborates the company’s overall system, how it will be run and the management of internal environment. Company’s policies portray its status among the existing markets. through a well conceived policy and procedure system, the company’s vision becomes an integral part of company operations (Page, 2002).

Secondly the work force is the main strength or energy of the company. The overall performance of any company is centered on the loyalty, attitude and motivation of the workforce. In contrast of the traditional mode of management, successful companies shares some powers with the employees allowing to take their own decision and also by providing different opportunities for their personal life and growth in service; they enhance their level of motivation and loyalty.

 

The Food Industry:

At present in the fast growing global economy food industry holds a major share. Restaurant and fast food outlets are regarded as the most profitable business nowadays. As stated by Counihan & Esterik (2013) that in response to increasing demands, thousands of restaurants and eateries have appeared in recent years. The current life style of today’s busy people has illuminated the fast food business. Multiple fast food chains are operating around the globe successfully. The changing consumer’s demand and the competitive market is the convincing factor for the fast food outlets to manage their interior environment in a manner that they are able to serve the consumers demand, retaining their position among the highly competitive market.

 

Domino’s:

Among many other fast food chains operating in Australia, Domino’s is one of the best in terms of quality, hygiene, atmosphere and internal environment structure. Domino’s entered Australian market in 1983, opening its first outlet in Queensland, in a quick span of time it expanded its operations to other cities. Domino’s Pizza Enterprises Limited, (Domino’s) is the largest pizza chain in Australia both in terms of sales and store numbers (Carlon et al, 2012).

I personally liked the internal structure of Domino’s Armidale NSW. The same structure is based on the policies and strategies of the parent company. For such outlets that deal directly with the customers have to be very particular about the customer’s demand, outlets environment, the courteous staff, hygiene and the products quality. Customer’s value is the top priority at Domino’s. The company’s value policy that ‘treat others the same way you wish to be treated and be competitive producing the best’, makes it exclusive among other outlets. For a fast food outlet, the critical success factors are fast production of food, standard quality and quick, courteous customer service (Wilson, 2005).

 

The Workforce:

The front counter staff is in direct contact with the customers whereas the kitchen staff is responsible for producing the right taste maintaining the hygiene and quality of the famous pizza. In short Domino’s is represented by its outlet staff. The working staff is regarded as an asset of the company. Employees at Domino’s play a vital role in making its internal structure a ladder to success.  The employees at Domino’s Armidale NSW are skilled in their work and are competent to deal with any unexpected challenge.

The company operates with a strong team culture. Special significance is given for the employees upbringing, recruiting and retaining the best. Different programs are performed for the employees development, offering incentives on completion of a specific task, also an in-house pizza ‘college’ is operated for enhancing their performance level. Moreover an internal non-profit organization has been established to help its employees during an event of their crisis or hard times. Thus, investing in the employees to improve the service parallels making a direct investment in the improvement of a manufactured product (Zeithaml et al, 2006).

 

Innovations:

Another important element of Domino’s internal structure is its practice of new innovations. Domino’s has the credit of being the first major pizza chain in Australia to use a phone name i.e., the new landline number for ordering. It is also the number one pizza outlet which launched Online ordering iPhone Application.

 

Environmental Friendly operations:

An environmental friendly operation is the main concern of any business organization among the globe. Dominos Armidale NSW has established a perfect example of environmental operations. The pizza is served for delivery in recycle cardboard boxes, and sharing a bit in reducing the pollution now electric scooters are used for pizza delivery. It is a major breakthrough in taking measures for environmental friendly operations.

 

Flexibility to Cope Up with the Cultural Changes:

The continuously changing consumers demand has compelled the business organizations to establish flexibility among its structural policies. Domino’s Armidale has been implementing its best innovative ideas regularly by introducing new products and services like mobile applications and facebook ordering services. The strategies within the outlet are continuously changing retaining the maximum customer turnover by meeting their demands. Further, in order to cope up with the changes taking place around us, it is not merely sufficient that we are effective problem solvers; we ideally need everyone else, particularly those in our organization, to be so as well (Hicks, 2004).

 

Social Responsibility:

Every organization has an obligation to take measures to contribute their share for the benefit of the society in which it is operating. As stated by Shaw (2011) that society permits corporations to exist and in turn expects them to act in a social responsible way.  Accepting the same responsibility Domino’s Armidale is pursuing the parent company’s policy for social responsibility. It is an active participant of Domino’s community programs like Doughraisers, Disaster Relief and Food Donations.

 

Conclusion:

Going through the history and operational procedures of Domino’s Armidale NSW, it can rightly be concluded that the outlet is effectively operating on the principals of VRIO i.e., highly valuing its customers, introducing innovations claimed as rare, distinctive products & services and a well organized structure. The flexible strategies, employees concern and contribution towards the society are the key factors that makes Domino’s to stand unique among other pizza outlets.

 

References:

Chandrasekar, S. K. (2010) Marketing Management: Text & Cases. India: McGraw Hill.

Counihan, C., Esterik, V. P. (2013) Food and Culture: A Reader. New York: Routledge.

Chandan, S. J. (2005) Organizational Behaviour. India: Vikas Publishing.

Carlon, S. et al. (2012) Accounting, Building Business Skills. Australia: John Wiley.

Hicks, J. M. (2004) Problem Solving and Decision Making. UK: Thomson.

Jalan, P. K. (2005) Encyclopaedia Of Economic Development, Volume 3. New Delhi: Sarup & Sons.

Lewis, S. P. (2007) Management: Challenges for Tomorrow’s Leaders. USA: Thomson.

Page, B. S. (2002) Establishing a System of Policies and Procedures. USA: Process Improvement Publishing.

Shaw, H. W. (2011) Business Ethics. USA: Cengage.

Wilson, P. J. (2005) Human Resource Development. London: Kogan Page.

Zeithaml, et al. (2006) Service Marketing. New Delhi: Tata McGraw-Hill.