Management of the Marry Brown Company

This article discusses the management principles applied by Marrybrown Company, a Malaysian-based fast food restaurant. It examines the application of Fayol's and Weber's principles in the company's day-to-day operations and the impacts of these principles on the company's operations. The article concludes by highlighting the importance of management in an organization.

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Management of the Marry Brown Company
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MANAGEMENT OF MARRYBROWN COMPANY
Introduction
As a mother to a home, provision of fast food to a nation is a matter of utmost importance
as it is a survival requirement. Marrybrown is an award-winning Malaysian based fast food
restaurant established in 1981. They serve Malaysian dishes such as fried chicken, burgers,
desserts, beverages seafood, rice products, and porridge drinks. At the time they were starting
their business the dominant company in the land was an American firm which had been in
existence in 10 years but couldn’t provide enough of the local Muslim dishes. They used this
opportunity to produce the local Muslim food and has been in life up to date.
Application of Fayol’s principles in the Marrybrown company
The company applies the Fayol’s principles of management in its day to day operations.
They serve as a guideline to decision making and control in the organization. They are drawn up
from observation and analysis of events, and they are as follows;
There is a division of work. (Eckermann, 2015, pp. 440) reports that Marrybrown
directly employs more than 8,000 Malaysians and they are trained to get skills and knowledge in
different areas of expertise in the restaurant premises. (Myint, 2015, pp. 0) Says they are
specialized to run various departments ranging from kitchen, cleaning, customer service,
security, cashier and the supply crew. Consideration in the day to day activities.
There is discipline in the way the organization operates. It is to make sure all the core
values of the company are put into personal accountability when dealing with the customers.

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There is unity of command. Every worker within of out of the company’s premises
should receive orders and is answerable to only one manager. It helps to reduce mistakes as one
does not accept double directives.
There is unity of direction. (Khorasani and Almasifard, pp 134) The manager operating in a
department, for example, a branch is the one who is responsible for planning the course of action
for the workgroup and also monitors the progress of those activities, and this enhances
coordination.
There is free and fair remuneration. The management motivates the workers operating in
their areas of service by recognizing their efforts towards the success of the organization. It is
through rewards, compliments or free and fair promotions by merit.
The operations are conducted with equity and equality. (Hassim, 2016, pp. 0) says that
the managers and the supervisors make sure that they treat all the employees fairly so that
everyone feels like an essential feature in the company regardless of whether one is a chef,
security guard, waiter or a genitor.
Application of Webber’s principles
The Marrybrown company also abides by the bureaucratic theory of management.
They originate from Max Webber’s principles and are characterized by many rules standardized
processes, procedures and requirements. The principles observed are as follows;
There is task specialization. Managers divide tasks into small, simple routine categories
in line with specialties. Each department in the premises has its specific powers.
There is a formal selection of the employees. Every year employees are enrolled in the
company with technical skills and competencies. They also look at the level and type of
academic qualifications to serve in the organization.

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There are regulations in the organizations as is said by (Chean, 2016 pp. 0). They make
sure that all the employees do what is expected of them by their seniors and also act as guidelines
on how affairs operate in the organization.
Only the right people get the right positions in the organization. It is regarding experience
and expertise. As a result, this might offer lifetime employment to the workers of the
organization.
Impacts of the management approaches
Speed and accuracy in task accomplishment(McIlroy, 2014. Pp 497) It is because each
worker is assigned to his or her area of specialization. Each worker is given a job in line with his
or her level of skills, and this reduces unnecessary delays in operations.
Operations run smoothly with fewer conflicts. It is because the laborers perform
according to the set guidelines and there is unity of command meaning that each laborer follows
directives from his or her leader.
There is good coordination in the performance of tasks. In the activities that need a
group following a particular procedure, for example, a recipe or the supply chain, the workers
operate in unison.
There is the production of uniform goods and same quality. The same guidelines are
followed in the operations hence the outcomes are similar and predetermined. It helps them
design the foodstuffs that best fits the needs of the customers of the organization.
.
There is an improved performance from the workers serving on various units of the
organization. (McIlroy, 2014.pp 0) says it happens because they are recruited on behalf of

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competence in performance. Only the best are chosen to serve. Hence they can give quality
service to the company.
There is a good organization in the chain of command. Whenever a problem occurs, it
can be settled conclusively through the clearly stated line of authority ranging from the numerous
branch departments to the overall management.
The use of these principles also has its share of problems which directly affect its
operations. They include the following;
The long chains of hierarchical command may delay information from the lowest to the
highest level (Shafritz, Ott, and Jang, 2015 .pp 0). It makes it hard to conduct the necessary
changes in time as the consent of the top management is required.
The bureaucracy depends mostly on regulations and policies compliance. For example, in
preparing fish meals. It in a way restricts employees to come up with innovative ideas. It also
makes it hard to embrace changes which may be relevant to the operations.
Conclusion
Management is an essential feature in an organization. Fayol’s principles are useful
means for conducting the managerial functions of planning, organizing, staffing, leading and
decision making. Marxists principles of observing the rules and set protocols act as a compass to
give directives to the workers so that they achieve the set organization goal. Marrybrown
company apply this in their management and making a technical, operational and strategic
decision. It is the key to their over 30 years dominance in the food industry.
References

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Chean, K.S., 2016. Factors Influencing Fast Food Restaurant Generation Y Customers’
Retention in Selangor Malaysia(Doctoral dissertation, INTI International University).
Eckermann, E., 2015. Living Alone and Living Together–Their Significance for Wellbeing. In
the Global handbook of quality of life(pp. 435-444). Springer, Dordrecht.
McIlroy, J., 2014. Challenges of Franchising in Malaysia: A Case Study Approach (Doctoral
dissertation, INTI International University).
Hassim, N., 2016. Factors Affecting Customer Satisfaction In Fast Food Restaurants.
Myint, K.C.M., 2015. The study of the factors affecting the customer loyalty of Lotteria fast food
restaurants in Yangon, Myanmar.
McIlroy, J., 2014. Marxism and the trade unions: the bureaucracy versus the rank and file debate
revisited. Critique, 42(4), pp.497-526.
Shafritz, J.M., Ott, J.S. and Jang, Y.S., 2015. Classics of organization theory. Cengage Learning.
Khorasani, S.T. and Almasifard, M., 2017. Evolution of management theory within 20 century:
A systemic overview of paradigm shifts in management. International Review of Management
and Marketing, 7(3), pp.134-137.