Organizational Behavior changes in strategy of a business
JOHN MOLSON SCHOOL OF BUSINESS
CONCORDIA UNIVERSITY
Graduate Diploma in Business Administration
Organizational Behaviour
Professor: Ronald Ferguson
INDIVIDUAL PAPER
October 28th, 2013
Montreal, QC – Canada
THE SCENARIO
The scenario used and analysed here, for the purpose of this assignment, is a true scenario with true managerial issues, where I once found myself in, a long time ago, in the role of an employee: a traditional and well-known restaurant was facing issues against the great competition that had been formed through the previous year. The area where the Restaurant was located was a growing neighbourhood that was becoming each day more popular and populated. It was predictable to expect that the commerce in the area would develop and expand, but the establishment’s administration was not prepared for it and did not know how to properly handle the situation and how to use it in its behalf. The service offered by the Restaurant just continued to be the same as it always was. They believed that an already traditional establishment should not need to change to compete, that its own reputation should be enough to keep the old clientele coming and they trusted, as always, that the old clientele would bring new clientele by word of mouth. This new scenario could be and should be a great opportunity for the Restaurant to grow and to expand its capacity, its revenue and of course, its profit, but the way things were being handled there, the company was being led to the opposite direction. The incapacity and incompetence of the administration was dragging the establishment down and it would for sure end in bankruptcy in a matter of few months, if continued the way it was.
The competition was “stealing” all the audience. With all the options around, the public wanted to go to the “cooler” and new places. Novelty and innovation are characteristics that really attract the clients within this industry. With the major drop in the
CONCORDIA UNIVERSITY
Graduate Diploma in Business Administration
Organizational Behaviour
Professor: Ronald Ferguson
INDIVIDUAL PAPER
October 28th, 2013
Montreal, QC – Canada
THE SCENARIO
The scenario used and analysed here, for the purpose of this assignment, is a true scenario with true managerial issues, where I once found myself in, a long time ago, in the role of an employee: a traditional and well-known restaurant was facing issues against the great competition that had been formed through the previous year. The area where the Restaurant was located was a growing neighbourhood that was becoming each day more popular and populated. It was predictable to expect that the commerce in the area would develop and expand, but the establishment’s administration was not prepared for it and did not know how to properly handle the situation and how to use it in its behalf. The service offered by the Restaurant just continued to be the same as it always was. They believed that an already traditional establishment should not need to change to compete, that its own reputation should be enough to keep the old clientele coming and they trusted, as always, that the old clientele would bring new clientele by word of mouth. This new scenario could be and should be a great opportunity for the Restaurant to grow and to expand its capacity, its revenue and of course, its profit, but the way things were being handled there, the company was being led to the opposite direction. The incapacity and incompetence of the administration was dragging the establishment down and it would for sure end in bankruptcy in a matter of few months, if continued the way it was.
The competition was “stealing” all the audience. With all the options around, the public wanted to go to the “cooler” and new places. Novelty and innovation are characteristics that really attract the clients within this industry. With the major drop in the