Project Organization Development & Learning Organization - Paper

1 | Project Development & Learning Organization


Executive Summary

This is our final project on the subject of organization development and

learning organization, this project is conducted by a group consisted of 4 SBM

students from class of 2014. In executing this, we also study an organization

learning on five disciplines, they are shared vision , team learning , systems

thinking , personal mastery , and mental models .

This project is a selection and analysis of the two companies. One of

which is growing while the other is not, we are allowed to use profit or non-

profit companies in order that we can know and understand the differences,

and provide some recommendations as explained in the subject of

organization development learning and organization. It is hoped that

recommendations we give can change the stagnant companies into the

growing ones and do not get the term of maturity because of the ongoing

stagnant.

We as students can enter to the company world directly, applying the

knowledge we get to be implemented in the companies we choose to analyze.

In this project, we choose two companies covering Siete and Kitchen Potluck

Café . Through this project, we will also look into the factors of the company

success key that are carried out by the growing company to be a

recommendation for the stagnant one.

The analysis process of the project uses two frameworks. We use

McKinsey 7s and Key Success Factor from Donald Crestofel Lantu, Ph.D. as

frameworks. We use McKinsey 7S to improve the company’s performance.

The McKinsey 7S is a popular model used in organizations to analyze the

environment and to investigate the achievement of the company toward their

own intended objectives

The recommendation result that is in the form of designing intervention

is hoped to be a new plan for one of the stagnant companies and to make it

better in every way , especially in the company organization that impacts to

the culture , values and the customer’s view about a company , and if it is

looked through helicopter’s view, it has a good brand image .



Chapter 1 Introduction

1.1 INTRODUCTION

Café is a part of urban people lifestyles. Today, café is a place not only

to eat but also to do a lot of activities such to meet up with colleagues, to find

a hotspot area for doing assignments, to spend the evening time, to have a

formal meeting, or even to socialize with new people they barely meet. The

aim of visiting café has transformed because of the changes of lifestyle,

especially to young generation.

Several years ago, people go to café only to get the food and

beverages, but now, even that thing may not be the main reason of why

people go to certain café. There are a lot of more complex factors that

influence people to go there including the ingredients of the dish, the branding

of the cafe, the design interior, the class of society who often visits the cafe,

and the marketing strategy that the café uses to attract the customers. Each

factor is related one another, however in this study, the author will only focus

on the marketing strategy used to attract the customers.

Since Bandung is well known for its culinary delight, several years ago

there was phenomenon, which have caused the modern-designed café to be

a lifestyle cycle of young people in Bandung. This kind of café usually targets

the segments of young people, which have a potentially big-buying power and

impulsive decision in behavior, make them the big and untouched markets for

this kind of café. Soon, the café business bloomed into a big trend, which

usually, one area is occupied by many cafés in each side of the way. We

choose café as our subject because we want to reach the closest market

target that is ourselves, college students. Café is the most frequent place that

is visited by college students. The high demand of a cozy place to eat with

friends while doing the paperwork and open until midnight are the concepts of


many cafés nowadays. The faster Wi-Fi connection is, the better café is.

Another reason of why we choose café is because there’re a lot of cafés with

similar concept in Bandung. We assume that it will be easier to identify the

significant differences between the growing and the stagnant ones.

We choose Siete café and Potluck kitchen because we know the owner

of both cafés, so it’s more feasible to get more details and reliable information.

Siete and Potluck also have similar market targets and concept, those are

college students. Both places are located nearby the big universities in

Bandung, ITB and UNPAD. These two cafés are also the most frequent café

that we visit. The interesting thing is that the similar market targets are served

with different ways, which make the customers have a lot of assumptions

when they are compared.

1.2 Company Profile

1.2.1 Stagnant Company POTLUCK Coffee Bar and Library was established in 2003 with a

theme of a coffee bar that has a library and gallery, which is located in Jalan

Teuku Umar Bandung. POTLUCK Coffee Bar offers a homey environment

with various beverages and food with their market target is 70% University

Student. POTLUCK Coffee Bar and Library is the first coffee shop in

Bandung.

POTLUCK Coffee Bar is a well-known place to hangout and often

visited by celebrities. In 2007, Potluck moved to Jl. H Wasit because of the

owner’s problem. The owners of Potluck are 3 men in friends and live in

Jakarta because Potluck wasn’t their main priority, Potluck was neglected

slowly and the popularity decreased, for they couldn’t be competed with

others.

In 2008, Potluck tried to change its theme to Potluck Kitchen and

change the market target to fewer University students and broader market.

They also changed the menu, from light bite to main menu in order to


decrease the University Student customers. The University Students had bad

habits, which only ordered one menu, but stayed for 5-8 hours that caused

other customers didn’t get any table. Unfortunately, the changing process

didn’t go well that caused unclear theme and decreasing sales.

In 2010, the owner of Potluck Kitchen gave up and sold the restaurant.

Decil Christianto, who was the loyal customer of Potluck Kitchen, didn’t want

his favorite hang out place to be over. He decided to buy Potluck Kitchen with

2 of his friends. In 2011, Potluck Kitchen is officially owned by Decil

Christianto. He tried to rebrand Potluck Kitchen again by targeting more

segmented market (music communities, specific profession). He made

various events such as kid cooking class in order to attract the mother

communities, acoustic music event that plays various genres of music,

Bankers day, etc.

1.2.2 Growth Company

Siete was established on May 9th 2012 by six ITB students that

graduated on 2011, most of them graduated from School of Business and

Management. It all started with their similar passion in culinary and interest in

making their own business, started by business plan that were submitted to

investor that also graduated from ITB. Now from the total of six owners,

currently two of them left Siete because of their personal issues.

Open from 11.00 am-12.00 pm, special on Saturday night till 2.00 am.

The theme and market target of Siete Café are based on their

experience of being university students. There used to be few places to work

assignments until late, and there were no places to hold small scope of event.

Because of that, they built Siete Café targeting youth, especially university

students and communities. They offer place to do activities and assignments,

for the location is nearby some campuses such ITB, UNPAD, UNPAR,

UNIKOM, ITHB that influence the Siete’s concept.

Since they used to be the students, they know that the campus only

open till 11.00 pm, in contrast the students needs a more comfortable place to

finish the assignments that are not as many as those today. The food served


is western and Indonesian dish, which conforms to the market targets. The

price is affordable because the youths become the market target. Their vision

as well as mission is to be the best café in Bandung.

There have 40 employees, who are divided into service division and

led by supervisor; there also have a captain, waiters, and host man. Kitchen

division is led by head chef, then there have chef, cook de party, cook,

dishwasher, bar division led by head barista, barista, bar helper, besides there

have finance division that manages administration and fund (admin,

purchasing, cashier). Marketing division is consist of university students, in

the beginning they only hire ITB students but as time goes by they also

helped by UNPAR and UNPAD students to get closer with market targets.

For Structure of command, the owner is still the manager, for being

involved directly. Division Heads reports to the management. Meeting with the

management is held every week and the heads responsible for their own

divisions. The structure of command comes from its head, crossed command

must be approved by the heads.

HRD activities; they play soccer together twice a week, while the heads

go around the city for benchmarking. Having the trip once a year and eating

together among the workers aim to tie the bonds of friendship. Siete is often

held the events such Saturday night music, monthly jazz performances, and

cooperative programs with campuses nearby.

Strategy; focusing on the youth market target, Siete is trying to expand

the market to various class of society but still the youth who becomes the

priority. The marketing makes the corporation with radio station and the use of

buzzer on twitter that is quite effective to raise siete’s event and sales

particularly. Social media, twitter, and sometimes several promotions and

discounts for students and youths’ events.

Siete is now renovating the furniture to adjust with family and executive

market target. Siete used to be designed casually for the youths; it is now

expanded to be more comfortable. Sometimes, the customers give their

comments to evaluate the operational work method in Siete.


The target of being the best café in Bandung has not been come true,

café usually sustains in 2-3 years while Siete just runs a year. There are still

many things to fix. Sales still goes up and down, the development of café

industry grows fast in Bandung and many competitive bars as well as lounges

that influence sales rate.

1.3 RESEARCH OBJECTIVES

Research study about stagnant and growing organization has the

following general and specific objectives:

General Objectives: To determine what kind of intervention that is

required to help the stagnant organization based on the problem they face

and to analyze how growing organizations solve their problem.

Specific Objectives:

To identify the structure of organization between growing and stagnant

organization.

To identify the factors that makes the organization stagnant and

growing.

To compare the similarities and the differences between the stagnant

and growing organizations.

1.3.1 Framework

In this project, we use Mc Kinsey 7s and Key Success Factor from

Donald Crestofel Lantu, Ph.D. as framewoks.

In order to find out how to improve the performance of a company, we

use the McKinsey 7S as framework. The McKinsey 7S is a popular model

used in organizations to analyze the environment and to investigate the

achievement of the company toward their own intended objectives. The basic

premise of the model is seven internal aspects of an organization that need to

be aligned to be successful such as Strategy, Structure, System, Shared

Values, Style, Staff and Skills.


Strategy

It refers to the intended sequence of actions taken by a company to

achieve their goals and objectives. It deals with source of allocation and

competitive inclusion, customers and the environment. In other words, this is

the organization’s alignment of resources and capabilities to “win” in its

market. To get the strategies from both organizations, we could use questions

such as “What is your strategy?” , “How do you intend to achieve your

objectives?” , “How do you deal with competitive pressure?” , “How can you

deal with the changes of customer demands?” , etc.

Structure

It refers to how the various business units are structured and how they

communicate each other. A company’s structure may be centralized or

decentralized or may take many other forms depending on the company’s

culture and values. This includes roles, responsibilities and accountability

relationships. Here are some questions to get this information: “How is the

team divided?”, “What is the hierarchy?” , “How do the team members

organize and align themselves?” , etc.

System

This is the business and technical structure that employee’s use on a

day-to-day basis to accomplish their aims and goals. We could get the

information by asking “What are the main systems that run the organization?”

, “What internal rules and processes does the team use to keep on track?,

etc.


Shared Values

These are the core values of the company that connect with the other 6

factors. These are the fundamental ideas or guiding principles that lie on the

foundation of businesses. The questions to get this information are “What are

the core values?” , “What is the team culture?” , “How strong are the values?”

, etc.

Style

This includes the core beliefs, norms and management style in the

organization. We could ask about “How participial is the management style?” ,

“How effective is the leadership?” , etc.

Staff

It refers to the number and type of employees in the organization. It is

very important for an organization to manage their human capital to create

competitive advantage. For this, we should ask “What positions or

specializations that are represented within the team?” , What positions that

need to be filled?” , etc.

Skills

These define the core competency of the employees. The questions

that need to be asked are “What are the strongest skills represented within

the team?” , “Is there any skills gap?” , etc.

For the key success, the factors will be viewed from 3 sides. Those are

human capital, management system and capability, as well as entrepreneur.



CHAPTER 2 Methodology

2.1 Data Instrument

In this project we use 3 research instruments to collect the data, those are:

1. Qualitative methods

2 . Quantitative methods

3 . Focus Group Discussion

2.1.1. Qualitative Methodology

Qualitative Methodology is a type of scientific research. In general

terms, scientific research consists of an investigation that :

• Seeks answers to a question

• Systematically uses a predefined set of procedures to answer the question

• Collects evidence

• Produces findings that were not determined in advance

Qualitative research shares these characteristics. Additionally, it seeks

to understand the research problem given or topic from the perspectives of

the local population it involves. Qualitative research is especially effective in

culturally obtaining information about the values, opinions, behaviors, and

social contexts of particular populations. The strength of qualitative research

is to provide complex textual descriptions of how people experience a given

research issue. It provides information about the "human " side of an issue

such the contradictory behaviors (often), beliefs, opinions, emotions, and

relationships of individuals.

This kind of method is applied to the two owners of cafes we analyze,

one of them is the owner of Siete Cafe, Muhammad Aji S. And the other is the

owner of Potluck Cafe, Decil. We also hold an interview to several staffs from

each cafe. The interviewees of Siete are Yahee as a past marketing staff and

Tiffany as an apprentice. Besides, we interview an apprentice staff of Potluck


named Sidney. We intentionally choose them to know the opinions of

participants from different positions.

2.1.2. Quantitative methodology

We make a questionnaire with 52 respondents focused on the people

who ever came and had activities at Siete and Potluck Kitchen Café and

mostly University Students. It aims to find out whether the values , the vision ,

and the culture managed by the internal team can be perceived by the

external people or the customers of both cafes, and to know the values of

each cafe according to the customers.

2.1.3. Focus Discussion Group

Focus group discussion is kind of sharing method only intended to the

stagnant caffes so that we become easier to learn more deeply about the

problem they face, the focus group discussion is conducted in 2 steps in

Potluck Kitchen Café.

Step 1 : We try to observe more deeply by asking them to share

because we love the library concept. Then library concept will become a topic

that can make them tell about the problem of why the concept seems to be

failed.The discussion runs comfortably just like a friend who wants to learn

more.

Step 2 : Second step of Focus Group Discussion aims to provide

recommendation about the Café. The recommendation is created from the

questionnaire and the results of this project .



CHAPTER 3

RESULT

3.1 Interview Results

The result that we get from the interview from the question that we

asked based on the 7s analysis are:

3.1.1 Siete’s 7S

Strategy

Siete always tries to give the best for their customer. They serve the

affordable menu which meets the customers’ demand. There’s always menu

rotation about three or four times a month. Now, Siete focuses on improving

their facilities such as Internet connection, furniture, and the service to raise

the customer’s allegiance. For the past few years, they had been receiving

any inputs from the customer. Siete always adjusts with the latest trend in the

culinary industry to cope with competitive pressure since the growth of cafes

rapidly increases in Bandung.

Structure

The team is divided by its functional. There are services that consist of

barista, chef and waiter, marketing, operation and finance staff. A chief and

head of division manage all divisions. They use top-down system of command

but allow the employees to give any suggestion on monthly meetings. If there

is a business involving some divisions, to whom it concerns should meet the

chief and wait on his/her approval so that they can conduct it.

System

Siete uses top-down system; we can see that from their monthly

meeting. Siete holds internal monthly meeting to get their employees keep on

track, to share what’s on their mind and the most important thing is to remind


them about Siete’s vision and mission. There are periodic control and briefing

for every shift rolling. Every division also holds weekly meeting to arrange

weekly goals. Marketing division is responsible for the sales, that’s why

almost at the end of every month, the BOD holds the meeting with the team to

ensure that their performance reach the target. If there’s any employee that

breaks the rules, the management will give them reminder letter, or an oral

warning if it’s only minor violation.

Shared Values

Kinship is Siete’s core value. They always arrange internal football

games to strengthen their relationships so that the gap among all levels of

position is removed. There are no implicit words about the kinship value; it just

grows as the time goes by. The culture in Siete works flexibly. For example,

there are no strict rules on how the waiter greets the customer. Siete wants to

be the cozy and loose place to go to. This is due to the past guest inputs

about how they dislike the formal service in Siete. The value has a strong

impact, we can see from the atmosphere and the cooperation among the

employees when we enter Siete. The flexible culture is also viewed by how

the waiters treat the diverse type of customer differently.

Style

The management often leads the activities and controls step by step.

And all management involves in planning and decision making activities. The

CEO of Siete is focusing on the technical and making a systematical system

much more efficient compared to the first year of the business. He has a good

time management. He also maintains a good relationship with all the

employees and always stands for kinship values in every activity within Siete

Café. By this value, employees become more opened, besides he can get

more point of view from employees as one of Siete’s stakeholders.


Staff

There are few different specializations represented within the team. For

marketing team, the management pays more attention on how to expose the

restaurant, such as holding an event and getting more people to reserve place

in Siete. They look for extrovert and open-minded people. They also should

have an eager to learn something new and mobile through social and/or

community. All the marketers should have a good personal branding, because

if they don’t, they can’t sell their product. To be a head chef, will be judged by

the quality of the food, the capability to count and manage the inventory, cost

structure and leadership within other chefs. But it is not quite necessary to

have skills for waiters; the management will analyze their curriculum vitae that

shows the experience and attitude through interview. If he/she has good

attitude but lack of experience, they will be placed on second position and

they will promote to be waiter if he/she has constantly good performance. But

the waiter has high turn over ratio, because the demand to be waiter is very

high since there are 2-3 new cafés open every month and there are a lot of

good opportunities for waiter. To become an administrator, he/she should

have accounting basic.

Skills

These define the core competencies of the employees. The questions

that need to be asked are “What are the strongest skills represented within

the team?”, “Are there any skill gaps?”, etc.

The strongest skill that Siete has is a capable, spry, and good

communicator service team. There are skills gap among the employees. For

the example, there is a waiter that has a good communication skill and there

is typical spry one. In a rush hour, the former will be placed in back line, while

the latter in the front line.


3.1.2 Potluck’s 7S

Strategy

Potluck Café always feels satisfied enough for everything they have

done, so there is no change of strategies. Every year, The cafe seems to

focus on the target community to introduce the product such holding the

music events and making the concept of food order directly at the cashier.

Uniquely, they don’t serve Potluck daily menu in every big event. Only two

menu served in the events is part of their strategy in the operational process .

Structure

The team is strived to be able to handle two jobs. For barrista team,

they serve not only as a cashier but also as a waitress , marketing team must

be able to do financial job , Only operation and chef teams that work by

themselves . For the first division, the men should be able to make some

drinks ( barrista ) , serve as a cashier and as a waitress while women should

be able to serve as a cashier and as a waitress. Second Division is divided

into headchef, chef , cook helper , third division consists of marketing and

finance , fourth division covers operational of cleaning service and operational

of budgeting . Since there are only 4 teams in Potluck Kitchen, the

coordination becomes easier so they often have full team meeting and not just

the responsible men meeting. However, in urgent situation, the responsible

ones will be a liaison between the team with the CEO as well as among the

teams. A number of team members are 22 people.

System

They create a fun system that is not so stiff. Regular meetings is held

once a month, but only the responsible men who participate in weekly

meeting. They come by turns every week, so it’s not like the common system

but it’s like the CEO with the team. Unclear system causes them not to have

future targets for better achievement because it is enough for them.


Shared Values

The Values of Potluck Kitchen expecting all internal and external

shareholder to feel is My Kind of life, they think that only the internal ones who

feel positive. This is because the strategies they plan. One of them is

reservation system that should be a plus value because of out of the box

system. Actually, the system turns out to be a problem for the customers who

feel uncomfortable and untreated. That is why the CEO is not 100 % sure that

positive they want to share is felt by all shareholders.

Style

A team consisted of friends and family makes the management seems

doesn’t well structured, they too relaxed in managing marketing activities, and

other works. They didn’t pay attention to the trend in food and cafe in

Bandung, they didn;t make any survey wether their customer wants new

menu or not. On the other side, they work without any pressure so the

employee feel fun . This style makes them become a solid team, proved by

the fact that Potluck has been standing for almost 10 years.

Potluck also has a style, it is not like other cafes, which give discounts

to the founder and CEO, and the discount only reduces the value of the

product. The café has repeated order customer , when they like the menu ,

they will come back again, so do not come back for discount but for the

quality .

Staff

For the selection of the staff until now, most of the team are the early

team worked in this café, besides friends and family of founder and CEO of

Potluck are the majority team, so they will know the passion had each other.

The cafe has the same standard each year, so there is no skill needed in the

beginning of performance because there will be training.The thing is that they

must like the environment and the system. Finance and marketing divisions

consist of family and close friends of the founder .


48

4

0

Usia

15-25tahun

26-35tahun

>35 tahun

45

4 3

0

Pekerjaan

Mahasiswa

Pegawai

Wiraswasta

Lainnya

2725

Jenis Kelamin

Perempuan

Laki-Laki

Skills

Since each division used to do multiple jobs, so it doesn’t matter when

a person didn’t come to work because other person can do the job. So, the

front liner team means cashier as well as waitress at the same time.

3.2 Questionnaire Result

We give our questionnaire mostly to university students because it is both of

Siete and Potluck target market. We choose specific university student that often

spent their time in Café like Siete and Potluck. We want to find out whether they

know about the strategy that used by both of the café and their opinion about both

of the café.

Chart 2.2.2 - 48 out of 52 respondents age is between 15-25 years old

48 orang dari 52 responden kami

Chart 2.2.1 – From 52 respondents, 27 respondents are female and the other 25 are male

Chart 2.2.3 – 45 out of 52 respondents are university students


38

14

Menu Lebih Variatif

Siete

Potluck

0 1

9

31

11

1

7

20 21

3

0

5

10

15

20

25

30

35

1 2 3 4 5

Fasilitas

Siete

Potluck

We ask the respondents to give a score from 1(Worst) to 5 (Very Good) for

the facilities in both of the café, the quality of menu and the service. From the result

we can compare between Siete and Potluck performance based on the customer

point of view. Here are the results that we get from the questionnaire.

For the facilities that given by Siete and Potluck, 11 respondents gave

Siete the highest score, which is 5, and the average score is 4. For Potluck,

there are 3 respondents that gave the highest score and the average score is

3.3462

Chart 2.2.4 – According to 38 respondents, Siete has a more variant menu than Potluck

Chart 2.2.5 – The respondents’ score for the facilities in Siete and Potluck.


1

18

3

23

7

1

8

24

16

3

0

5

10

15

20

25

30

1 2 3 4 5

Kualitas Menu

Siete

Potluck

1 1

1922

9

3 4

24

14

7

0

5

10

15

20

25

30

1 2 3 4 5

Pelayanan

Siete

Potluck

The quality of menu that offered in Siete and Potluck, 7 respondents

gave 5 for Siete and the average score is 3.6154. For Potluck, there are 3

respondents that gave 5 with the average score of 3.2308

For the service in Siete, 9 respondents gave a score of 5 and 22

respondents gave a score of 4, the average score is 3.7115. For Potluck, 7

respondents gave a score of 5 and 24 respondents gave 3, the average score

is 3.3462

Chart 2.2.6 – The respondents’ score for the menu quality in Siete and Potluck

Chart 2.2.7 – The respondents’ score for the service in Siete and Potluck


2428

Apakah anda mengetahui Siete mempunyai member

card?

Ya

Tidak

10

42

Apa anda mengetahui twitter Potluck?

Ya

Tidak

Siete launch their member card to attract more customer, almost half

our respondents (24 respondents) knows about the member cards and some

of them own it. The other respondents said that they often eat in Siete but

didn’t know that Siete has a member card.

One of Potluck marketing tools to attract customer is by using Twitter,

we want to find out whether their customer and target market, which is

university student, knows about their Twitter. The result is most of our

respondent, 42 out of 52, didn’t know that Potluck has a twitter.

Chart 2.2.8 – Respondents answer about Siete Member Card

Chart 2.2.9 - Most of the respondents didn’t know that Potluck has a twitter account


3121

Apakah anda menyadari sistem pemesanan Potluck yang on the spot di kasir?

Ya

Tidak

5

47

Apakah anda mengetahui bahwa Potluck Cafe merupakan Coffee

Bar Pertama di Bandung?

Ya

Tidak

Potluck has a unique and different ordering system from Siete. Usually

when you want to order in a café, you call the waitress and they will take your

order, but in Potluck If a person wants to order, they have to come to the

cashier and place the order. We want to find out whether their target markets

know about this system. The result shows that 31 respondents know about

this system while the other 21 didn’t know that they have to go to the cashier

to order.

Potluck was the first coffee bar in Bandung that was very famous in the

2003, but unfortunately most of their target market didn’t acknowledge this

information. 47 out of 52 respondents said that they didn’t know that Potluck

Chart 2.2.10 - The respondent’s awareness of the ordering system in Potluck

Chart 2.2.11 – The respondent answer for the question whether they acknowledge that Potluck was the first coffee bar in Bandung


0 0 1 0 03

18

25

5

00

5

10

15

20

25

30

1 2 3 4 5 6 7 8 9 10

Nilai Overall Siete

1 1 1 1

10 1012

14

20

0

5

10

15

20

25

30

1 2 3 4 5 6 7 8 9 10

Nilai Overall Potluck

was the first coffee bar in Bandung. Actually Potluck could use this as their

marketing strategy.

For the final question, we ask the respondents to give overall score for

Siete and Potluck. For Siete, most of the respondents gave an overall score of

8 and the average overall score is 7.538. For Potluck, 14 respondents gave 8

of the overall score and the average score is 6.4231. This score give us

information which café is more preferable for the respondents between Siete

and Potluck.

Chart 2.2.11 & Chart 2.2.12 – Overall score that given by the respondent for both Siete and Potluck



Chapter 4 Interpretation and Discussion

Type Potluck Kitchen Siete Café Human Capital All human capital dimensions

have skills, but motivation decreases because of different vision and mision. For example: some staffs have sustain mindset and not the growing one, so there are different mindsets among them.

Balanced dimension of human capital because the knowledges and skills owned by the staffs, management, team, and owner are balanced with their motivation and passion. For example: from BOD side, all owners of Siete have the same passion. They want to build hangout place for university students. Siete owner consists of some people is divided into several divisions based on their knowledges and skills.

Management System and Capability

Potluck always makes future planning. However, since the main team consists of family member, they can’t continue to the next step (organizing, actuating and controlling). There is no similar mision.

PAOC Siete can be seen from weekly meeting that must be attended by BOD and there is evaluation for all staff. They make planning for the next a week and evaluate the last planning that has been conducted.

Entrepreneurship Opportunity: – First Café in

Dipati Ukur area (nearly few campuses)

– Having the specific market target.

– Finding the students’ needs toward the foreign books that are difficult

Opportunity : – Finding the

opportunity of student market targets that need a place to finish the assignments.

– Most cafes around ITB and UNPAD sell alcohol, and other kind of strong drinks


to get, and opening a library contained foreign books that can be borrowed by public.

that causes the customers reluctant to spend their time there.

– There is strategic location.

Innovation : – Getting re-

branding product every six month. New product available every six month.

– Always completing the facilities for the customers, for example: member card, breakfast time, delivery service in Ramadhan Holy month, making coorporation with Sharee Id Organization to facilitate the customers.



Chapter 5 Recommendations & Implications

From our interview with the owner of Potluck Kitchen, they are lacking

on the organization structure, and company shared-value. From 4 types of

intervention we think that strategic intervention is the most suitable

intervention to their major problems.

In potluck they do not have strategy that motivates them to develop

their system to generate more sales. Because they tend to satisfied enough

with the result without extra effort. We think that for this intervention there

should be one person who motivates the changes within the organization.

This person should have good leadership skill to create an environment which

people accept the need for change and motivate them. The second activity in

leading and managing change involve creating vision of what members want

the organization to look like or become which Potluck doesn’t have. Generally,

a vision describes the shared value of the company and is relatively stable

over time. Shared values are what support the vision, shape the culture and

reflect what the company values. Culture can be summed up by the phrase

'the way things are done here.' Culture shows itself in different patterns of

behavior and different ways of responding to the various stakeholder groups.

Potluck does not have those cultures, shared values and vision.

Potluck, which has been in café business for about 10 years, doesn’t

have any shared value up until now. Whereas, shared value is the core of the

company that connect with the other 6 factors (skills, staff, system, structure,

strategy, and style). It’s the guiding principles that lie on the foundation of

businesses.

Establishing strong shared-values provides both internal and external

advantages to the company:


o Shared-values help companies in the decision-making processes. For

example, if one of your core values is to stand behind the quality of

your products, any products not reaching the satisfactory standard are

automatically eliminated.

o Shared-values educate clients and potential customers about what the

company is about and clarify the identity of the company. Especially in

this competitive world, having a set of specific shared-values that

speak to the public is definitely a competitive advantage.

o Shared-values are becoming primary recruiting and retention tools.

With the ease of researching companies, job seekers are doing their

homework on the identities of the companies they are applying for and

weighing whether or not these companies hold the values that the job

seekers consider as important.

Now the big question is: “How to find the company’s shared-values?” In

Jim Collins’ article, Aligning Action and Values, he discussed that

organization’s shared-values cannot be “set”; you can discover them. Many

companies make the mistake of picking shared-values out of thin air and

trying to fit them into their organization.

So how do you discover these shared-values? Collins developed an

exercise he called the “Mars Group Exercise”. The following list reveals the

steps leading to finding what the core values of your company are:

o Select 5-7 people who have a gut-level understanding of your shared-

values, are distinguished as the highest performers, and are well

respected by their peers and management team. Why gut-level?

Shared-values are predisposed to your employees. You cannot “install”

the core values into people. These 5-7 people become your Mars

group.

o Ask the Mars group to list what they think the core values of the

organization are. Then ask them the subsequent questions relating to

each of the shared-values they have chosen:


Are the core values that you hold to be fundamental regardless of

whether or not they are awarded?

If you woke up tomorrow morning with enough money to retire for

the rest of your life, would you continue to hold on to these shared-

values?

Can you envision these values being as valid 100 years from now

as they are today?

Would you want the organization to continue to hold these values,

even if at some point, they became a competitive disadvantage?

If you were to start a new organization tomorrow in a different line of

work, would you build the shared-values into the new organization

regardless of its activities?

The last three questions are crucial because they help to make a

crucial distinction between shared-values and strategies shared-values are

fixed regardless of the time and factors, internal as well as external, affecting

the organization, while strategies and practices should be changing all the

time. If the answers are yes for each of the shared-values chosen, then you

have yourself what constitute the identity of your organization.

A great organization has strong shared-values that shared to all

components in the organization. To be able to share those values to all

components, they need to have a clear hierarchy of the organization. Every

division needs their leader to share the value. With the clear hierarchy, all of

the employee can also have clear chain of command, what to do, who to ask

or who to report to. With this new system, they will no longer have a double

task and can be more focused on their specialty that leads to performance

improvement. It will be better if in the future Potluck Kitchen have functional

structure such as marketing, operation, human resource, and finance that led

by an expertise from each division.


Organizational structure is used to develop how groups and individuals

are arranged or departmentalized to help meet an organization's goals. It

defines a reporting structure, jobs, compensation and responsibilities for each

role. Designing an organizational structure requires consideration of an

organization's values, financial and business goals. It should allow for growth

for the organization and the ability to add additional jobs or departments.

These are the steps required for Potluck Kitchen to develop their

organization structure:

Step 1

Define division or departments. Each division should have similar goals

and responsibilities that can be overseen and directed by one or several

managers. The division or departments will then align to assist in creating an

appropriate organizational structure.

Step 2

Determine which type of organizational structure best fits Potluck’s

business needs. The several types of organizational structure ensure an

organization can successfully function with its reporting structure, expand if

necessary and successfully meet its goals.

Step 3

Define the executive and management teams. Executives and

managers are responsible for ensuring each business unit meets the

organization's shared value. This may include one or several top executives

to oversee the entire organization and managers to direct each business unit

within the organizational structure. The organization may require one

supervisor to oversee all operations, or several supervisors to direct each

business unit, ultimately reporting to a top executive or owner.


Step 4

Establish performance metrics and compensation. When the

organizational structure is determined, job descriptions can be clearly defined

and where each job fits in the hierarchy. Each job description should reflect

the competencies required to do the job and the expectations of each job to

meet the organization's goals. After each job within the structure is defined,

compensation should be defined based on the responsibilities of each job.

After the structure has been created, they still have to maintain and

develop the structure as changes within Potluck itself. With this intervention,

we feel that Potluck will have a better performance and increase in sales.

Moreover, the shared-value will helps Potluck kitchen resolve their upcoming

problems and obstacle.

Documents

Project Organization Development & Learning Organization - Paper