Ergonomic Evaluation in a Beverage and Food Service Application

2005 ◽  
Vol 49 (8) ◽  
pp. 832-836 ◽  
Author(s):  
Joseph Cohen ◽  
Andrew S. Imada
Keyword(s):  
Organizational Culture ◽  
Southern California ◽  
Food Service ◽  
High Volume ◽  
Management Control ◽  
Food Company ◽  
Physical Measurements ◽  
Store Design ◽  
Employee Injury ◽  
Service Application

A global beverage and food company contracted the authors to evaluate the current store design to enhance speed of service and minimize the potential for employee injury. This assessment involved observations, interviews, physical measurements and link analyses at three high-volume locations in Southern California and three international stores in Singapore and Malaysia. The study examines two frequently performed tasks (preparation of café latte and mocha ice blended beverages). While the design was deemed to be adequate for the tasks performed, the analysis identified six areas for improvement. Further, the analysis included macroergonomic considerations for management control and organizational culture.

The Work of Performativity: Staging Social Justice at the University of Southern California

10.1068/d344 ◽  
2002 ◽  
Vol 20 (4) ◽  
pp. 401-424 ◽  
Author(s):  
Donna Houston ◽  
Laura Pulido
Keyword(s):  
Southern California ◽  
Food Service ◽  
University Of Southern California ◽  
Social Critique ◽  
Service Workers ◽  
Food Service Workers ◽  
The University ◽  
Work Contract ◽  
Alternative Reading

In this paper we offer an alternative reading of the role of performativity and everyday forms of resistance in current geographic literature. We make a case for thinking about performativity as a form of embodied dialectical praxis via a discussion of the ways in which performativity has been recently understood in geography. Turning to the tradition of Marxist revolutionary theater, we argue for the continued importance of thinking about the power of performativity as a socially transformative, imaginative, and collective political engagement that works simultaneously as a space of social critique and as a space for creating social change. We illustrate our point by examining two different performative strategies employed by food service workers at the University of Southern California in their struggle for a fair work contract and justice on the job.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLE, MANAGEMENT CONTROL SYSTEMS, AND ORGANIZATIONAL CULTURE TOWARD BEHAVIOUR DECISION MAKING

2020 ◽  
Vol 3 (1) ◽  
pp. 245-253
Author(s):  
Deborah Christin Darmawan ◽  
Suwignyo Widagdo ◽  
Hamzah Fansuri Yusuf
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Leadership Styles ◽  
Control Systems ◽  
Leadership Style ◽  
Management Control ◽  
Management Control Systems ◽  
Simultaneous Influence ◽  
Collection Methods

This research aims to know the influence of organizational structure, leadership style,management control systems, and organizational culture toward behaviour decision making.Data collection methods used in this research is a method of questionnaire. The results of thisstudy suggest that the organizational structure of partially against the influential behavioraldecision making, leadership styles partially against the influential behavioral decisionmaking, not management control systems influential partially against the behavior ofdecision-making, and organizational culture has no effect partially against the decisionmaking behavior. Research results also showed a simultaneous influence organizationalstructure, leadership style, management control systems, and organizational culture towardsdecision-making behavior and note that the value of the coefficient of determination60.3%, while the remaining 39.7% is explained by other factors that are not described in thismodel.

Integrative contingency-based framework of MCS: the case of post-secondary education

2016 ◽  
Vol 12 (3) ◽  
pp. 351-385
Author(s):  
Carol Pomare ◽  
Anthony Berry
Keyword(s):  
Organizational Culture ◽  
Management Control ◽  
Annual Reports ◽  
Second Phase ◽  
Western Canada ◽  
Exploratory Research ◽  
Competitive Markets ◽  
Accountability Systems ◽  
Content Type ◽  
Post Secondary

Purpose The purpose of this paper is to explore whether and how changes in the management control systems (MCS) of post-secondary institutions (PSIs) in Western Canada can be described and explained in terms of formal and informal MCS; and whether and how changes in the MCS of PSIs in Western Canada can be described and explained in terms of an integrative contingency-based framework of MCS based on regulatory accountability systems, competitive markets and organizational culture? Design/methodology/approach The empirical research was undertaken with an exploratory mixed design. The first phase involved descriptive univariate and bivariate statistics as well as non-parametric statistics computed on data from annual reports and financial statements of 46 PSIs in Western Canada to quantitatively explore MCS. The second phase involved the grounded theory (GT) analysis of annual reports of 46 PSIs in Western Canada to qualitatively explore formal MCS in relation to changes in contingencies. The third phase involved the GT analysis of 20 semi-structured interviews of senior managers from PSIs in Western Canada to qualitatively explore informal MCS in relation to formal MCS and changes in contingencies. Findings The research showed that emphasis on formal MCS in Western Canadian PSIs resulted in biased compliance within informal MCS. The exploratory research also demonstrated that the distinction between formal and informal MCS was better understood in a wider framing of MCS in terms of regulatory accountability systems, competitive markets and organizational culture. Originality/value This research led to the elaboration of an exploratory theoretical framework to subsume the distinction between formal and informal MCS into an integrative contingency-based framework of MCS.

scholarly journals HUBUNGAN GAYA KEPEMIMPINAN DAN SISTEM PENGENDALIAN MANAJEMEN TERHADAP TERBENTUKNYA BUDAYA DI PERUSAHAAN KELUARGA DEVELOPER “X”

CALYPTRA ◽  
2017 ◽  
Vol 5 (2) ◽  
pp. 227
Author(s):  
Olinda Lestari
Keyword(s):  
Organizational Culture ◽  
Control Systems ◽  
Leadership Style ◽  
Corporate Culture ◽  
Mutual Influence ◽  
Basic Research ◽  
Management Control ◽  
Cultural Control ◽  
Management Control Systems ◽  
Family Enterprises

Abstrak - Penelitian ini merupakan penelitian basic research yang bertujuan untuk meningkatkan pemahaman mengenai hubungan gaya kepemimpinan dan sistem pengendalian manajemen terhadap terbentuknya budaya di perusahaan keluarga PT. X. Penelitian ini menggunakan pendekatan kualitatif dengan metode pengumpulan data yaitu wawancara, observasi dan analisis dokumen. Hasil penelitian ini menunjukkan bahwa gaya kepemimpinan dan penerapan sistem pengendalian manajemen memiliki hubungan yang saling mempengaruhi terhadap terbentuknya budaya perusahaan. Gaya kepemimpinan seorang pemimpin dipengaruhi oleh nilai budaya keluarganya yang telah melekat dalam dirinya, dimana sistem pengendalian manajemen yang diterapkan disertai dengan nilai-nilai tersebut, sehingga kemudian akan menjadi dasar dari perilaku seluruh anggota organisasi. Faktor yang membentuk budaya tidak hanya dari kepemimpinan saja, tetapi melalui ikatan emosional yang tercipta antara pemimpin dan karyawan akan menciptakan pengendalian budaya yang efektif dalam mendukung terbentuknya budaya yang baik. Oleh karena itu budaya organisasi yang kuat merupakan komponen dari pengendalian yang juga membentuk adanya pengendalian budaya yang efektif untuk mengendalikan tindakan karyawan agar sesuai dengan budaya organisasi yang ada. Kata Kunci: Gaya kepemimpinan, Sistem pengendalian manajemen, Budaya organisasi, Perusahaan keluarga Abstract - This study is basic research that aims to improve the understanding of the relationship leadership style and management control system against formation culture in a family enterprises PT. X. This study used a qualitative approach with method of data collection are interviews, observation and document analysis. These results indicate that the style of leadership and the implementation of management control systems have a relationship of mutual influence on t he formation of the corporate culture. The leadership style of a leader is influenced by his family cultural values that have been inherent in her, where management control systems are implemented along with these values, which then will be the basis of the behavior of all members of the organization. Factors that shape the culture not only of leadership, but through the emotional bond created between leaders and employees will create effective cultural control in supporting the formation of a good culture. Therefore, a strong organizational culture is a component of the control that is also shaping the effective cultural control to control the actions of employees to fit the existing organizational culture.

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