Discuss Organisational Structure of KFC within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Organisational Structure of KFC : KFC Corporation (KFC), founded and also known as Kentucky Fried Chicken, is a chain of ...
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Organisational Structure of KFC
Organisational Structure of KFC - February 4th, 2011
Organisational Structure of KFC : KFC Corporation (KFC), founded and also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky, in the United States. KFC has been a brand and operating segment, termed a concept of Yum! Brands since 1997 when that company was spun off from PepsiCo as Tricon Global Restaurants Inc.
KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of grilled and roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare.
The company was founded as Kentucky Fried Chicken by Colonel Harland Sanders in 1952, though the idea of KFC's fried chicken actually goes back to 1930. Although Sanders died in 1980, he remains an important part of the company's branding and advertisements, and "Colonel Sanders" or "The Colonel" is a metonym for the company itself. The company adopted KFC, an abbreviated form of its name, in 1991. Starting in April 2007, the company began using its original name, Kentucky Fried Chicken, for its signage, packaging and advertisements in the U.S. as part of a new corporate re-branding program; newer and remodeled restaurants will have the new logo and name while older stores will continue to use the 1980s signage. Additionally, Yum! continues to use the abbreviated name freely in its advertising.
Risk Management & Compliance
A number of different factors are determinants of structure they shape how these elements are used to structures the organization. These factors include goals, social customs and mores beliefs and values of the founders or the current managers environmental constrains and available technology. Once we learn about the elements affect how those elements are combined into actual structures.
Our notions of structure include the assumption that organizations have relatively impermeable and easy to find boundaries. That is one can fairly easily differentiate the organization from its environment. This premise is true of most organizations today but may be less true tomorrow, when we may have to alter radically our notions about what constitutes structure. In industrialized nations we are quickly working ourselves into a world in which high technology office management systems are used to complete and integrate work. It may be difficult to define the boundaries of, say a bank if many of its clerical personnel work at home on terminals and transit their completed work into a central computer, if customers access the bank through automatic teller machines and personal computers at home and if banking has become so deregulated that lines of demarcation between banks and other financial institutions have blurred or been erased.
Any number of dimensions can be used to establish group structure. Here we focus on only two sets of group structural variables: position (or status) and roles.
Position and Status
A person's position in a group is his place in the social system. It identifies his relative standing with regard to such dimensions as leadership, power, and knowledge. Status is the evaluation of that position by others. It is the rank or prestige which defines the position. Ascribed status is attributed to people through no action of their own, because of such factors as birth, sex, or age. Achieved status is based on individual accomplishment and includes such factors as education, work experience, and abilities.
Status contributes to a number of group processes and behaviors. For instance, high-status people both receive and initiate more communication than do low-status people and send more positive and more task-relevant messages. The high-status person is in a culturally valued position in the group. Once a person gains status in the group, she builds up idiosyncracy credits, or a bank account of credits that allows her to deviate without reprisal later on. These credits can be used to lead the group in a new direction. Status often, but not always, protects a person from severe sanctions for unacceptable behavior. For example, a study of destructive obedience in the military (in which an officer carries out orders from a superior with disastrous consequences) found that the superior officer who gave the orders was held more responsible for the outcome than his subordinate
Last edited by bhautik.kawa; July 19th, 2016 at 11:11 AM..
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