Community Management and Organisations

Question: Discuss about the Community Management and Organisations. Answer: Introduction: In the framework of the existing concept, Dane Pratt (2007) inferred that the external environment of an organisation exterior component that leads to affect the companys functional ability. Certain external environmental elements can be manipulated by the organisational marketing initiatives, and the systems of the other internal factors are aligned according to the external structures. Political The management of Punjab Grill has taken the policy of expanding its branch in different regions. Therefore, the legal terms and regulation of the regions are highly different. Moreover, since, it provides the restaurant services, therefore, the management had to go through several legal scrutinise to make a successful penetration within indifferent regions (Vance et al. 2007). The management had to contribute a high percentage of its profit margin to the legal authorities of different countries. Economic Punjab Grill had total numbers of 25 trained staffs, ten chefs and 15 front of hall staffs in the Singapore branch (www.punjabgrill.in, 2016). However, the journey for the management of the specific enterprise had not been easy. The statistics of the last two years signify that the rent of the enterprise in the Singapore branch has increased by 50% and simultaneously the cost of the goods has also increased by 30% (www.punjabgrill.in, 2016). Therefore, the management of the enterprise had to make the tough decision regarding its employee attrition action. Socio-cultural Since, the origin of the specific enterprise in India, therefore, the management has done a thorough survey regarding the preferences of the global consumers regarding the Indian food items. Dane Pratt (2007) determined that the management has recognised the likeable reactions of the international customers on the Indian food. Moreover, considering the status of Singapore, a high percentage of the Indian resides in the region (www.punjabgrill.in, 2016). Therefore, carrying the tradition flavour of India has been the smart initiatives for the enterprise, where its competitor was less. The management hardly had to be a part of the fierce competition arises from the continental food type restaurants. Global In Singapore a Food Hygiene Officer (FHO) maintains the high standard of hygienic and sanitised food for ensuring the overall country health (Walter Bruch , 2009). Thus, the management of PG had to follow the rules and regulations instructed by the FHO. It has been found that an anti-pollution unit works of the Singapore maintain the air quality and the other valuable environmental factors. In the opinion of Vance et al. (2007), the management of the chosen restaurants had to be more concerned for the utilization of the water for the businesses purpose. Pollution from the restaurants activities like excess oil can increase the problem for the firm. Hence, the management of PG had to recycle the water after desalination as a solution for reducing the environmental risks (Dane Pratt, 2007). Furthermore the continuing development process in Singapore can be more competitive approach for the marketer of PG. Recognition of the two external environment components at PG Singapore 200 The economic and the legal are external components that have created a greater impact on the productivity of the Punjab Grill in the market of Singapore. Economic Since, the management of the particular brand has experienced issues in its operational aspects. The rents of the previous two years have increased by n50% and similarly the cost of the commodities has also rose by 30%. According to Ling et al. (2008), the further tapering of foreign-staffs hiring strategies has reduced by decreasing the Dependency Ratio Ceiling (DRC) for services to 15%. Moreover, the increasing price margin in the fuel has also been the issues, which reflected in the serious human resources attrition ratio. Legal Walter Bruch (2009) denoted that due to the political issue of Singapore, the management of Punjab Grill has to cut down the numbers of the specialised chefs from India. The government of Singapore have passed the regulation that the employees in the service sector should only be from the domestic market. This signifies that the brand had to replace its specialised Indian staffs with the new employees of the Singapore market. The above approach had reduced not only the standardised quality of its food products but also incurring extra investment in the training and developmental module of the new employees. The concept of the environmental uncertainty with respect of PG Singapore 200 Punjab Grill in the Singapore market has incurred huge operational issues. According to Vance et al. (2007), the above operational problems required an immediate attention of the experts. The continuous shortage of human resources and ever increasing expenditure has led the enterprise to experience a slaughter in the market. Fewer numbers of recourses create an implication on the preparation of the signature dishes like Tandoori Pomfret, which was highly time-consuming. Despite the obscurities, PG enabled to generate a current demand in the market for its dining cuisine menu (www.punjabgrill.in, 2016). Mr. Singh has acknowledged on the changing socio-cultural environment with a likely demand for its dining cuisine menu in Singapore. The management has understood the fact a persistent fluctuation can be expected in the business environment of the restaurant operation (Pynes, 2013). Therefore, it is high important to formulate a contingency plan that needs to be implemented during any proximity of the external environmental changes. The political aspects create an enormous impact on the other external components. A sudden regulation imposed by the governing authority can create a sudden transformation in the economic structure. References: Dane, E., Pratt, M. G. (2007). EXPLORING INTUITION and its Role in MANAGERIAL Decision Making. Academy of Management Review, 32(1), 3354. Khandelwal, S., Rating. (2016). Latest Tweets. Retrieved September 30, 2016, from https://www.punjabgrill.in/ Ling, Y., Simsek, Z., Lubatkin, M. H., Veiga, J. F. (2008). Transformational leaderships role in promoting corporate entrepreneurship: Examining the CEO-TMT interface. Academy of Management Journal, 51(3), 557576. Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). United States: John Wiley Sons. Vance, C. M., Groves, K. S., Kindler, H. (2007). Understanding and measuring Linear--NonLinear thinking style for enhanced management education and professional practice. 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