Calveta Case Study Essay
Calveta’s Dining
Services
24-03-2015
BUSINESS ORGANIZATION CASE STUDY
Calveta’s History
1966 – established as a corner joint in Brooklyn
1972 – venture in the senior market
Present Day – 976 SLFs, 15’000 employees
Calveta’s Paradigm
Superior quality food
Tailor-made service
An eye on the budget
Antonio’s Way
1.
Highest quality food and personalized service;
2.
To hew the budgets of the SLF clients and the company;
3.
Constant innovation and development of new services,
features and menus;
4.
Develop every Calveta employee to his/her full potential;
5.
Profitably grow, generating the funds needed to generate even greater growth in future years.
The Promise
Antonio retires and asks his son to promise:
To
double revenue by 5 years without betraying the corporate identity Frank Calveta says:
“But after two years in this job I still don’t have a credible strategy for meeting those two promises and also growing the business as aggressively as my father wants”
Business Organization
Chief
Executive
Officer
12 regions
Sales &
Marketing
Chief
Operating
Officer
Culinary
Regional Vice President
Director of Operations
Up to 6 Area Managers
SLF
Account Directors
Division
President
Area Vice
President
Regional
Regional Vice
Vice
President
President
Account Managers
SLF
Regional Chef
Chief
Financial
Officer
Human
Resources
Regional
Sales &
Marketing
Management
Representative
#1
Management
Representative
#2
Management
Representative
#3
Regional
Chef
Director of
Operations
Area
Manager #1
Account
Managers
Area
Manager #2
Account
Managers
Coordination Mechanisms
Corporate level
Direct supervision
Vertical hierarchy
Organizational Chart
Chief Executive
Officer
Vice President,
Vice President,
Sales & Marketing
Culinary
Chief Operating
Officer
Division President
(12)
Area Vice
President,
(4-6)
Regional Vice
President
(4-5)
Vice President,
Human Resources
Chief Financial
Officer
Coordination Mechanisms – 2
Operational level
Direct supervision
Mutual adjustments
Vertical hierarchy
Site-specific (SLF) towards custom service
Standardization
Skills: Training
Culture: Antonio’s Way
Organizational Chart - 2
Regional Vice
President
(4-5)
Regional Director,
Sales & Marketing
Management
Representative
#1
Management
Representative
#2
Management
Representative
#3
Regional Chef
Director of
Operations
Area Manager
#1
Account
Managers
Area Manager
#2
Account
Managers
Problem 1
The structure is very fragmented
Every supervisor follows too many accounts
The organizational structure cannot keep the pace of new hires
It is hard to stay close to the frontline
Leadership is weakened
Culture is affected
Possible solution to Problem 1
Assign SLFs with similar features to a single Account Manager
Decreased fragmentation
Less managerial staff
Reduced costs
CONs:
Decreased customization of service
Problem 2
Excessive personnel turnover
Positive for workers’ motivation as they grow within the company
Gratification through mobility
BUT:
Quality decreases during break-in period
Not very customer oriented
“Last year we learned that they were going to reassign [the manager] but we told them, if she goes, we go.”
CFR: Ouchi’s theory Z
Possible solution to Problem 2
A different approach to career gratification
Performance based bonuses
Required minimum period in a given position before rotation
PROs:
Customers are happier
Increased job and site expertise
Increased customer insight
Increased productivity and efficiency
CONs:
Some employees may not be happy with the new approach
Loss of uniqueness in the employee treatment
Problem 3
“I worry that employees are not getting the same level of commitment and strong leadership that they’ve received in the past. […] If we are all so busy that we can not nurture our people, we have lost the magic that led to our success.”
Decreased focus towards Antonio’s Way principles
Fragmented structure makes it harder to convey the corporate message Possible solution to Problem 3
Unify personnel through renewed corporate directives
Establish a new Corporate Culture office within the department of
Human Resources
Promote a new approach to companywide education adapted to a bigger organizational structure
Our solution
A redesign of the organization structure
Implementation of the Corporate Culture office
Adoption of a new matrix-based structure at operational level
Shared staff among accounts
Stronger interaction among accounts and departments
Vertical procedures adjusted for each SLF
Our solution - 1
CEO
Administration
Operations
Regional
Manager
Area Manager
Human
Resources
Marketing
Marketing
Representatives
Culinary
Regional Chef
Our solution - 2
Operations
(Regional
Director)
Marketing
Department
Culinary
(Regional Chef
Account
Manager
SLF
SLF
Account
Manager
SLF
SLF
Area
Manager
Thank you!
Alberto Alicandro – 176941
Boris Chumak – 175361
Matteo Colombo – 178911
Francesco Lanza – 178131
Xristina Mertiris - 177481
Services
24-03-2015
BUSINESS ORGANIZATION CASE STUDY
Calveta’s History
1966 – established as a corner joint in Brooklyn
1972 – venture in the senior market
Present Day – 976 SLFs, 15’000 employees
Calveta’s Paradigm
Superior quality food
Tailor-made service
An eye on the budget
Antonio’s Way
1.
Highest quality food and personalized service;
2.
To hew the budgets of the SLF clients and the company;
3.
Constant innovation and development of new services,
features and menus;
4.
Develop every Calveta employee to his/her full potential;
5.
Profitably grow, generating the funds needed to generate even greater growth in future years.
The Promise
Antonio retires and asks his son to promise:
To
double revenue by 5 years without betraying the corporate identity Frank Calveta says:
“But after two years in this job I still don’t have a credible strategy for meeting those two promises and also growing the business as aggressively as my father wants”
Business Organization
Chief
Executive
Officer
12 regions
Sales &
Marketing
Chief
Operating
Officer
Culinary
Regional Vice President
Director of Operations
Up to 6 Area Managers
SLF
Account Directors
Division
President
Area Vice
President
Regional
Regional Vice
Vice
President
President
Account Managers
SLF
Regional Chef
Chief
Financial
Officer
Human
Resources
Regional
Sales &
Marketing
Management
Representative
#1
Management
Representative
#2
Management
Representative
#3
Regional
Chef
Director of
Operations
Area
Manager #1
Account
Managers
Area
Manager #2
Account
Managers
Coordination Mechanisms
Corporate level
Direct supervision
Vertical hierarchy
Organizational Chart
Chief Executive
Officer
Vice President,
Vice President,
Sales & Marketing
Culinary
Chief Operating
Officer
Division President
(12)
Area Vice
President,
(4-6)
Regional Vice
President
(4-5)
Vice President,
Human Resources
Chief Financial
Officer
Coordination Mechanisms – 2
Operational level
Direct supervision
Mutual adjustments
Vertical hierarchy
Site-specific (SLF) towards custom service
Standardization
Skills: Training
Culture: Antonio’s Way
Organizational Chart - 2
Regional Vice
President
(4-5)
Regional Director,
Sales & Marketing
Management
Representative
#1
Management
Representative
#2
Management
Representative
#3
Regional Chef
Director of
Operations
Area Manager
#1
Account
Managers
Area Manager
#2
Account
Managers
Problem 1
The structure is very fragmented
Every supervisor follows too many accounts
The organizational structure cannot keep the pace of new hires
It is hard to stay close to the frontline
Leadership is weakened
Culture is affected
Possible solution to Problem 1
Assign SLFs with similar features to a single Account Manager
Decreased fragmentation
Less managerial staff
Reduced costs
CONs:
Decreased customization of service
Problem 2
Excessive personnel turnover
Positive for workers’ motivation as they grow within the company
Gratification through mobility
BUT:
Quality decreases during break-in period
Not very customer oriented
“Last year we learned that they were going to reassign [the manager] but we told them, if she goes, we go.”
CFR: Ouchi’s theory Z
Possible solution to Problem 2
A different approach to career gratification
Performance based bonuses
Required minimum period in a given position before rotation
PROs:
Customers are happier
Increased job and site expertise
Increased customer insight
Increased productivity and efficiency
CONs:
Some employees may not be happy with the new approach
Loss of uniqueness in the employee treatment
Problem 3
“I worry that employees are not getting the same level of commitment and strong leadership that they’ve received in the past. […] If we are all so busy that we can not nurture our people, we have lost the magic that led to our success.”
Decreased focus towards Antonio’s Way principles
Fragmented structure makes it harder to convey the corporate message Possible solution to Problem 3
Unify personnel through renewed corporate directives
Establish a new Corporate Culture office within the department of
Human Resources
Promote a new approach to companywide education adapted to a bigger organizational structure
Our solution
A redesign of the organization structure
Implementation of the Corporate Culture office
Adoption of a new matrix-based structure at operational level
Shared staff among accounts
Stronger interaction among accounts and departments
Vertical procedures adjusted for each SLF
Our solution - 1
CEO
Administration
Operations
Regional
Manager
Area Manager
Human
Resources
Marketing
Marketing
Representatives
Culinary
Regional Chef
Our solution - 2
Operations
(Regional
Director)
Marketing
Department
Culinary
(Regional Chef
Account
Manager
SLF
SLF
Account
Manager
SLF
SLF
Area
Manager
Thank you!
Alberto Alicandro – 176941
Boris Chumak – 175361
Matteo Colombo – 178911
Francesco Lanza – 178131
Xristina Mertiris - 177481