netrashetty
MP Guru
American resturant franchise Subway organaisational structure detail.Understand the Subway - one of the fastest growing franchise's organaisational structure. Subway is one of the fastest resturant in world with approximately 34,003 restaurants in 95 countries/territories as of February, 2011 report.
Subway is an American restaurant franchise that primarily sells submarine sandwiches (subs), salads, and personal pizzas. It is owned and operated by Doctor's Associates, Inc. (DAI). Subway is one of the fastest growing franchises in the world with approximately 34,003 restaurants in 95 countries/territories as of February, 2011.[1] It is the largest single-brand restaurant chain globally and is the second largest restaurant operator globally after Yum! Brands (35,000 locations).[1][2][3]
Subway's main operations office is in Milford, Connecticut, and five regional centers support Subway's growing international operations. The regional offices for European franchises are located in Amsterdam, Netherlands; The Australia and New Zealand locations are supported from Brisbane, Australia; the Middle Eastern locations are supported from offices located in Beirut, Lebanon; the Asian locations from Singapore and India and the Latin America support center is in Miami, Florida. In the UK and Ireland the company hopes to expand to 2,010 restaurants by some time in 2010.
Europe
MK
In this system, employees report not only to a functional manager but also to a project team leader or a product manager with regard to product issues. A key feature of the matrix structure is this dual reporting, which violates a traditional principle of establishing reporting relationships. This radical step is taken because the special expertise of the functional worker is deemed essential to the success of the project or product. The assignment may be temporary or long term, depending on the nature of the project.
Matrix management was invented by the U.S. government in the 1960s when it required contractors to have project management systems as a condition for underwriting research and development projects. The creation of such systems had the advantage of providing government contractors-and their agency contacts-with one individual accountable for the project. The existence of this project leader or product manager, who has the overall responsibility for the project and the contributions of all the functional employees participating in it, is the other key feature of matrix management.
This management system consists of three basic parts. For each component of the organization they are the manager, the area of responsibility that manager is currently managing, and the information system and tools for the data-to-information conversion available to him or her.
These combine to produce three sets of outputs. These outputs are the decisions and actions, the measurements and data, and the resulting information as well as how that information is portrayed and perceived by top management in regard to organizational performance.
The key to a robust design of this organizational performance measurement process lies in its alignment with other two other very important elements. These are the organization’s strategy and its rewards and compensation policy. This is a crucial consideration as this measurement process should be revised whenever there is a change in the strategy or a shift in the policy as to rewards and recognition.
Subway is an American restaurant franchise that primarily sells submarine sandwiches (subs), salads, and personal pizzas. It is owned and operated by Doctor's Associates, Inc. (DAI). Subway is one of the fastest growing franchises in the world with approximately 34,003 restaurants in 95 countries/territories as of February, 2011.[1] It is the largest single-brand restaurant chain globally and is the second largest restaurant operator globally after Yum! Brands (35,000 locations).[1][2][3]
Subway's main operations office is in Milford, Connecticut, and five regional centers support Subway's growing international operations. The regional offices for European franchises are located in Amsterdam, Netherlands; The Australia and New Zealand locations are supported from Brisbane, Australia; the Middle Eastern locations are supported from offices located in Beirut, Lebanon; the Asian locations from Singapore and India and the Latin America support center is in Miami, Florida. In the UK and Ireland the company hopes to expand to 2,010 restaurants by some time in 2010.
Europe
MK
In this system, employees report not only to a functional manager but also to a project team leader or a product manager with regard to product issues. A key feature of the matrix structure is this dual reporting, which violates a traditional principle of establishing reporting relationships. This radical step is taken because the special expertise of the functional worker is deemed essential to the success of the project or product. The assignment may be temporary or long term, depending on the nature of the project.
Matrix management was invented by the U.S. government in the 1960s when it required contractors to have project management systems as a condition for underwriting research and development projects. The creation of such systems had the advantage of providing government contractors-and their agency contacts-with one individual accountable for the project. The existence of this project leader or product manager, who has the overall responsibility for the project and the contributions of all the functional employees participating in it, is the other key feature of matrix management.
This management system consists of three basic parts. For each component of the organization they are the manager, the area of responsibility that manager is currently managing, and the information system and tools for the data-to-information conversion available to him or her.
These combine to produce three sets of outputs. These outputs are the decisions and actions, the measurements and data, and the resulting information as well as how that information is portrayed and perceived by top management in regard to organizational performance.
The key to a robust design of this organizational performance measurement process lies in its alignment with other two other very important elements. These are the organization’s strategy and its rewards and compensation policy. This is a crucial consideration as this measurement process should be revised whenever there is a change in the strategy or a shift in the policy as to rewards and recognition.
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