Organisational Management and Operation

This report examines the current organisational structure and possible anomalies of Pay and Carry. It aims to determine the underlying faults and to find out the most effective management and control plan to protect the organisational work culture from being fraud, unethical, corrupted and biased.

Running head: BUSINESS MANAGEMENT
Organisational Management and Operation
Name of the Student
Name of the University
Author Note

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Executive summary
In this report the current organisational structure and possible anomalies of Pay and Carry have
been examined. This report aims to determine the underlying faults and to find out the most
effective management and control plan to protect the organisational work culture from being
fraud, unethical, corrupted and biased. This report consists of the analytical content for
identifying the operational dilemmas, framing the issues and recommending the organisation.
The management of Pay and Carry needs to put new controls in place because the previous
controlling methods are out dated in current situation. The organisation should change the
concurrent planning and controlling method with the help of Total Quality management, and
healthy organisational environment. It will help to improvise the stability of organisational ethics
and implementation system. For concurrent control should be considered for the moral
interventions of core Franchiser Company and the franchisees with Total Quality management,
Cultural environment and self control. Implementing the third party monitoring and direct
analysis process while having situational leadership and informative management will be helpful
to develop more effective changes. Pay and Carry should maintain a consistent connection with
the owners of franchisees in order to keep them concerned about operational ethics and moral
duties as a responsible employer.

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Introduction:
The management of Pay and Carry is operating Franchisee based business operation where
several potential operational dilemmas regarding regulatory control, weak employee satisfaction
and declining business growth can be occurred. The aim of this report is to determine the
underlying faults and to find out the most effective management and control plan for reducing
the current discrepancies involving unethical workforce management, corrupted management
system, severely declining employee satisfaction. From the beginning of their franchisee based
business operation The Pay and Carry always tries to formulate and enforces their business
models to all of their franchisees in order to ensure the work ethics and operational integrity.
The two management strategies are applicable to the Pay and Carry case are appropriate control
and situational planning. The focus of the report will be developing process of planning and
implementing the management function of Controlling. Both of this strategic regulatory
operations can be stated as “the procedure through which managers use their control to
manipulate other members of the organisation to employ strategies which can be achieved from
different perspectives”, while differing from direct input frameworks to social and cultural
responsibilities and control.
Defining and framing the issue:
While the operational structure of Pay and Carry have done an excellent job at delivering quality
and value to their loyal customer as well as their employees, the regulatory management is also
worried about the recent business investigation that has uncovered the shocking exploitation of
workers in the retail industry that can also reflects the regular implications Pay and Carry’s brand

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value. Therefore, the director board and the management of Pay and Carry needs to take essential
steps proactively to ensure that the franchisees business partners are concerned and abide by the
ethical and legal business practices while operating the profitably (Batik & Edwards, 2012). Like
the recent cases in other competitors , several obligations are being broken under similar
circumstance in Pay and Carry as well. The management of Pay and Carry has always followed a
Servant Leadership concept for internal operation while giving extreme freedom to the
franchisees. The management of Pay and Carry needs to put new controls in place because the
previous controlling methods are out dated in current situation. Losing control over the
operations of franchisees and their workforce maintenance has caused significant declination of
the brand reputation as well as the resultant profitability (Altinay et al., 2014).
In case of 7 eleven while giving the excessive freedom to the franchisees the management
always tries to keep the pressure on their own employees for any kind of cons and flaws. Internal
misguidance and dominating leadership have made the condition worse in case of 7 eleven. This
consequences also influence the occupational experiences of workforce regulated by biased and
corrupted environments under the weak supervision of the franchisees. On the other hand, from
recent analysis Pay and Carry has found that monitoring team of individual franchisees has
projected different information about their workforce operation and moral duties. Any
misleading information can cause further inconvenience within both marketing sales and
customer handling operations. At the same time, the casual approach of the governing HQ can
stimulate various kinds of operational interventions to be further discrepancies within the entire
organisational internal as well as external operation (Kaufmann et al., 2014). Pay and Carry has
all of these standards but they are unable to administrate the operation of their franchisees
enough that causes these issues while maintaining a same business model like others. While

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having the same standards and the Pay and Carry is demanding extreme amount of money from
their franchisees and they needed to adjust those standards to release economic pressure. The
appropriate amendment and monitoring the regular practice regarding organisational values and
operational ethics of the Pay and Carry and their franchisees will help to develop a clear
pasteurisation of current organisational situation and strategic needs. Employee exploitations and
unethical recruitment are the major part that needs close monitoring through internal
investigation as well as third party investigation.
Addressing the issue
From the existing operational analysis, it is clear that the weak relationship and lack of
controlling structure for the franchisees are two of the major causes of the current organisational
anomalies and discrepancies of Pay and Carry. For any franchiser the main goal should be
continuously keeping the franchisees updated about the operational ethics, values and moral
duties (Huhtala et al., 2013). Apart from this consideration, another important duty of the
franchisor is to plan an effective Feedforward controlling system including pre-employment
background testing, hiring college graduates and others for their operational workforce and raw
material inputs. On the other hand, the feedback control depends totally on the feedback
collection procedure. Other fallen organisations are followed the basic feed forward controlling
system that influenced its further business operation. Another controlling system argues about
these policies namely Concurrent Control. In Concurrent control the operation is planned
depending more on real time problem solution with quick response management. For concurrent
control the management should consider for the moral interventions of core Franchiser Company
and the franchisees with Total Quality management, Cultural environment and self control.

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Therefore, Pay and Carry can implement Concurrent control for controlling as well as in their
panning procedure (Pettinger, 2013). The flexibility and understandable structure of organisation
goals can increase the operational efficiency as well as the effectiveness of Concurrent
controlling and resource allocation procedure.
The Planning section entirely depends on the leadership choice and managing workforce
efficiency. In this particular working process, the monitoring and evaluation procedure can be
performed with more ease while keeping the employee satisfaction and operational integrity
high. Many retailer companies also incorporate third-party planning and structural development
procedure that helps to generate corruption free and unbiased report about organisational
structure and operational efficiency while stating, “prioritising the ethical issues and employee,
employer responsibilities are the key tools for building the success path” (Bello, 2012). The
potential opportunities for further improvement are highly dependent on credential operation
with work base cardinality of the organisation planning and development. Implementing
situational leadership with innovative management internally, the Controlling operation of
franchisees can be more effective through competitive analysis with the other companies and
regulating the procedure.
Conclusion:
From the beginning of their franchisee based business operation The Pay and Carry always tries
to formulate and enforces their business models to all of their franchisees in order to ensure the
work ethics and operational integrity. The organisation should change the concurrent planning
and controlling method with the help of Total Quality management, and healthy organisational
environment. It will help to improvise the stability of organisational ethics and implementation

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system. For concurrent control should be considered for the moral interventions of core
Franchiser Company and the franchisees with Total Quality management, Cultural environment
and self control. Implementing the third party monitoring and direct analysis process while
having situational leadership and informative management will be helpful to develop more
effective changes. Pay and Carry should maintain a consistent connection with the owners of
franchisees in order to keep them concerned about operational ethics and moral duties as a
responsible employer. Discussion of the current situation has made it clear that Controlling and
Planning would be the best operations that can change the current situation with appropriate
leadership and management approach. The potential opportunities for further improvement are
highly dependent on credential operation with work base cardinality.
Recommendation:
From the above analysis and the discussion of organisational performance, it can be said that
there are several changes that are needed to improve the current operational structure and the
efficiency of Pay and Carry. These Recommendations have been mentioned below:
 Both of this strategic regulatory operations can formed as “prioritising the ethical issues and
employee, employer responsibilities are the key tools for building the success path”, while
keep the profitability and brand recognition satisfactory (Bello, 2012).
 Pay and Carry should maintain a consistent connection with the owners of franchisees in
order to keep them concerned about operational ethics and moral duties as a responsible
employer.
 Planning the organisational objectives considering concurrent controlling, Total Quality
management, and healthy organisational environment will help to improvise the stability of

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organisational ethic and implementation system. The rate of required amendments will be
dependent on these key factors (Dada & Watson, 2013).
 Implementing the third party monitoring and direct analysis process while having situational
leadership and informative management will be helpful to develop more effective changes.
The controlling system will be chiefly dependent on this surveillance system.

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Reference:
Altinay, L., Brookes, M., Madanoglu, M., & Aktas, G. (2014). Franchisees' trust in and
satisfaction with franchise partnerships. Journal of Business Research, 67(5), 722-728.
Retrieved From: https://doi.org/10.1016/j.jbusres.2013.11.034
Batik, K., & Edwards, J. (2012). Controlling the Personal Habits of Franchisees within and
outside the Franchise Environment. Franchise LJ, 32, 15. Retrieved from:
https://heinonline.org/HOL/LandingPage?handle=hein.journals/fchlj32&div=6&id=&pag
e=123
Bello, S. M. (2012). Impact of ethical leadership on employee job performance. International
Journal of Business and Social Science, 3(11). Retrieved from:
https://pdfs.semanticscholar.org/f66c/b8d9c65a50f0be1d0c398ce31b18b550436b.pdf
Dada, O., & Watson, A. (2013). Entrepreneurial orientation and the franchise system:
Organisational antecedents and performance outcomes. European Journal of
Marketing, 47(5/6), 790-812., doi: 10.1108/03090561311306877
Huhtala, M., Feldt, T., Hyvönen, K., & Mauno, S. (2013). Ethical organisational culture as a
context for managers’ personal work goals. Journal of Business Ethics, 114(2), 265-282.
Retrieved from: https://doi.org/10.1007/s10551-012-1346-y
Kaufmann, D. J., Soler, F. N., Permesly, B. H., & Cohen, D. A. (2014). A Franchisor is not the
Employer of its Franchisees or their Employees. Franchise LJ, 34, 439. Retrieved from:
https://heinonline.org/HOL/LandingPage?handle=hein.journals/fchlj34&div=32&id=&pa
ge=121

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Pettinger, R. (2013). Introduction to management. Business Management and Organisational
Performance, 34(5), https://doi.org/10.1007/223-258 1393142