Organisational Structure of Quiznos : Quiznos is a fast food restaurant franchise based in Denver, Colorado. The company specializes in offering toasted subs, although they may be served untoasted at the customer's request. It is the second-largest submarine sandwich shop chain in North America, after Subway.
There are over 4,000 shops located in the United States, 300 in Canada, and 100 more scattered across the world, in Central America, the United Kingdom, Ireland, Iceland, Sint Maarten, South Korea, Venezuela and the Middle East. In the Middle East, Quiznos has outlets in Saudi Arabia, Oman, Qatar, Bahrain, Egypt and the United Arab Emirates. Quiznos plans to open 15 of its sandwich shops in Kuwait under a master franchise deal.
Quiznos has been the target of several lawsuits. Profitability also seems to be an issue. 1000 Quiznos closed between 2007 and 2009. They are now attempting new strategies to grow the chain back.

President

Thomas Hart

Director

Michael Farese

Director

Christine Russell

Director

Arturo Krueger
Director

Gary Tauss

Lead Director

Michael Callahan
CFO

Ralph Marimon
CTO

TS
President

Andrew Pease
Human Resources

CM
Engineering

AD
Marketing

BF
Sales

FE


The inverted or upside down pyramid on the other hand is a cultural phenomenon that occurs when the President, CEO and owner of a small business handles repetitive, routine, clerical tasks that are best handled by his employees. How do you manage your time and your employees more effectively so that you do not run into this rut?

Solidify the Corporate Structure
Comical job titles, fluid job duties, teambuilding, quality circles and the increased used of cubicles versus separate office space were strategies employed by huge conglomerates in the 90s to bring out the individuality and creativity of rank and file employees.

Small business owners at this time may have used these tactics as models for replication in their own businesses. Regrettably, for many small businesses, one can not take the risk of too much employee individuation when economies of scale and standardization help to reduce costs and increase profits.

Create Processes for Standardizing your Operation
Standardizing repetitive processes that reduce the time needed for employees to think through a routine task greatly increases the effectiveness and efficiencies of each employee. Further, in minimizing the time required to think through the processes for task completion by each individual employee reduces the likelihood that an employee will on his own, draw the wrong conclusion.

Take the time now to reflect upon the core competencies of your operation. Identify ways in which you might streamline and standardize a proven process to increase financial gains.

In the new environment managers are seeking solutions for today and
the future of their organizations. The learning organization offers hope
for the future as they seek to change key dimensions of their firms in a
chaotic environment.
A comparison of both approaches followed by an example will further
illustrate the purpose of this article.

Traditionally, the most common organizational structure is controlled
through the vertical hierarchy. Decision making comes from top
management and works its way down through the organization.
According to Daft, "This structure can be quite effective. It promotes
efficient production and in-depth skill development, and the hierarchy of
authority provides a sensible mechanism for supervision and control in
large organizations, (29-30). Although this structure may promote
efficiency, in a rapidly changing environment, this type of structure may
become overloaded. Because decisions rest solely with management,
they are not able to respond to changes in the market quickly enough to
succeed.

In the learning organization, structure is more horizontal, and tasks are
created around processes rather than departmental functions.
Furthermore, the hierarchy is considerably flattened, with only a few top
managers in finance and HR functions. Daft says, "Self-directed teams
are the fundamental work unit in the learning organization. Boundaries
between functions are practically eliminated because teams include
members from several functional areas, (30). In a rapidly changing
environment, the structure of a learning organization allows firms to
quickly change and adapt to new market demands.
In traditional organizations, strategy is formulated by top managers of
the firm, which every worker is expected to abide by. Executives use
strategy to guide their organizations through efficiency and
performance. Workers have little or no say in the direction and strategy
of the firm.
 
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