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Outline of the presentation:
1. Introduction 2. Principles of management for control Feedforward Concurrent Feedback
3. Practices adopted by KFC for Control Here we asked queries from KFC management: Question from Top Manager Question from Middle Manager Question from front line Manager Question from two Employees
4. Results 5. Recommendations
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1. Introduction KFC Corporation, or KFC, founded and also known as Kentucky Fried Chicken is a chain of fast food restaurants.
KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of roasted chicken products, side dishes and desserts. KFC also offers beef based products such as hamburgers or kebabs. Cupola Pakistan Ltd (CPL) owns and operates KFC in Pakistan. KFC Pakistan has contributed in providing Halal and Hygienic products to its customers and managed this through proper training of its human resources. The process of monitoring activities ensured that they are being accomplished as planned, and of correcting any significant deviation. The main purpose of controlling is to ensure that activities are completed in ways that lead to accomplishment of organizational controls. It has created competitive level for other thus improving the overall industry standards. It provides a family like environment where children can also come with their families or alone and enjoy the healthy and hygienic food. Play areas are also provided for enjoyment. In Multan KFC Franchise situated in Railway Services Club, Bahawalpur Road
Opposite
Contact# 111-532-532
Multan
High
Court,
Multan.
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→What is Control? Control is one of the management functions. Control is the process of monitoring activities to ensure that they are being accomplished planned, and correcting any significant deviations. All managers should be involved in the control function even there units are performing as planned. It is systematic process through which managers regulate organizational activities to make them consistent with expectations established in plan, targets and standards of performance.
2. Principles of management for control →Feed forward: Feedforward control focuses on the regulation of inputs (human, material, and financial resources that flow into the organization) to ensure that they meet the standards necessary for the transformation process. Feedforward controls are desirable because they allow management to prevent problems before they arise, these controls require timely and accurate information that is often difficult to develop, these types of controls are designed to detect deviation some standard or goal to allow correction to be made before a particular sequence of actions is completed. The emphasis is upon preventing problems Other names for feedforward control are “preliminary control,” “pre control,” “preventative control,” and “steering control.”
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→Concurrent control: It takes place while an activity is in progress. It involves the regulation of ongoing activities that are part of transformation process to ensure that they conform to organizational standards. Concurrent control is designed to ensure that employee work activities produce the correct results. It requires a through understanding of the specific tasks involved and their relationship to the desired and product. it often involves checkpoints at which determinations are made about whether to continue progress, take corrective action, or stop work altogether on products or services. Other names for concurrent control are “screening” and “yes-no control.”
→Feedback control : Feedback control is regulation exercised after a product or service has been completed in order to ensure that the final output meets organizational standards and goals. This type of control focuses on the outputs of the organization after transformation is complete. It often is used when feedforward and concurrent controls are not feasible or are too costly. Feedback provides managers with meaningful information on how effective its planning effort was. If feedback indicates little variance between standard and actual performance, this is evidence that planning was generally on target. If the deviation is great, a manager can use this information when formulating new plans to make them more effective.
5 Other names for feedback control are “post action control” and “output control.”
→Organizational Hierarchy of KFC:
Top Management: Head Manager Regional Manager
Middle Management: Area coach T-Manager
Front line Management: Unit business Manager(UBM) Assistant unit business Manager(AUBM) Shift supervisor
Non-Managerial Employees: Shift Leader All Star Two Star One Star Team members Trainee
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3. Practices adopted by KFC for Control: Here we asked following Questions:
Questions from Top Manager: Q1. What type of management approach followed by KFC? Ans:-KFC follows Traditional approach from its Inception to operate organizational activities. Q2.what type of problems expected before opening a new restaurant branch in Multan? And what type of strategy prepared by KFC management to shrink those expected problems? (FEEDFORWARD) Ans:-There were some problems like, selection of suitable location, availability of utilities, upholding of production cost and preferences of customers. KFC had a system to condense the probability of these problems before their occurrence. That system contained two departments, first one is Survey department who conduct a survey in Multan and obtain the opinions and preferences of the citizens with the help of a questionnaire, and second one was project department which has the responsibility to analyze the acquired information and form a project team who started its work in Multan and recommend an appropriate place where all the facilities are available at a rational cost and provided a full furnished restaurant.
Question from Middle Manager:
7 Q. After starting a new restaurant branch of KFC in Multan, What are the problems faces by KFC? And how the management is dealing with those problems? (CONCURRENT) Ans:- During working in Multan’s Branch of KFC is facing some minor problems such as customer responsive training to employees, provision of services to customers quickly and accordance to the exact demand of the customer, health problems both for employees and customers. There is a term followed by KFC and its employees named “C.H.A.M.P.S” which stands for C. Cleanliness H. Hospitality A. Accuracy of order M. Maintenance P. Product quality S. Speed of service For instance proper arrangements for cleanliness in the restaurant, giving respect to the customers and retain product quality.
Question from Front line Manager: Q. In what way KFC evaluates its performance standards? (FEEDBACK)
8 Ans:-KFC has a system of feedback named “coloning” to evaluate its performance standards. There are four ways used by KFC for getting feedback from customers which are as follows: a) Face to face communication with customers for getting feedback whether it is in the form of complain or positive feedback. b) Customer logbooks are uses by KFC to receive customer’s suggestions. c) Comments card is used to get both negative and positive comments from customers concerning the service performance. d) Customer care helpline is used to get complaints from customers and provision of information to the customers.
Question from Non managerial employees: Q1.What’s your response when you get any complain from any customer? Ans:- We follow a service recovery formula named (L.A.S.T) which was taught to us in our training if we get any complain from customers. L.A.S.T stands for: First of all we LISTEN complain of the customers with carefully and patiently, then we APOLOGIZE on our mistake, try to SATISFY them and at the end we say THANKS to them for the indication of our mistake. Q2.What practices follow by KFC to control worker’s performance?
9 Ans:-When our performance is according to the KFC’s standards then our manager motivates us in the form of compensation and benefits, but if our working performance is not well then we may punished or fired from job.
4. Results: Feedforward control became helpful for KFC to start a new restaurant branch in Multan. Project department obtain information from survey department and reduce the probability of occurrence problems in future using feedforward control. Using concurrent control KFC management corrects problems as they happen with the help of using a term (C.H.A.M.P.S). Through feedback control KFC control problems after their occurrence, by obtaining information about low performance, taking managerial actions for future planning to eliminate all the problems of low performance standards and improve its product and service quality through feedback.
5. Recommendations: KFC is a traditional organization which is not appropriate to get 100%
results to facilitate customers efficiently.KFC should be a learning organization
to
deal
with
the
dynamic
environment
and
uncertainties. KFC should be high job specialization in organizational structure. The
essence of work specialization is that the entire activity is not done
10 by one individual, but instead is broken down into tasks with each task completed by a different person. Individual employees who are specialized in doing part of an activity rather then the entire activity. In KFC, environment is complex and uncertain, decisions are
significant, corporate culture is open to allowing managers to have a say in what happens and lower level managers want a voice in decisions so that KFC should adopt ‘DECENTRALIZED’ authority. There is a need of high formalization in KFC organizational structure. The supervision system of entire activities should be improved so
that chances of occurring problems in work activities are vanished.
