Organizational behaviour and organisational analysis of behaviour in Pizza Hut

1. Introduction

Organisational behaviour and organisational analysis are both subjects that deal with the behaviour of people in organizations, and together they contain a wealth of knowledge about this matter. However, each one has a somewhat different focus. The traditional concern of organisational behaviour is at macro level of organization and so it normally has a heavy, if not exclusive focus on the characteristics and processes of individuals and groups. Conversely, organizational analysis is much more heavily focused on the organization as a whole and deals with characteristics such as structure, effectiveness, goals and culture and also with process such as control, communication and change. (Rollinson, Broadfield & Edwards, 1998, p.18). To identify and critically analyse an organisational behaviour and/or human resource issue facing an organisation I have chosen the Company Pizza Hut.

Pizza Hut (corporately known as Pizza Hut, Inc.) is an American restaurant chain and international franchise. Pizza Hut was founded in 1958 by brothers Dan and Frank Carney in their home town of Wichita, Kansas and headquarters in Plano, Texas, US. A small 25 seat restaurant only had room for 9 letters on the sign… the building looked like a hut. So ‘Pizza Hut’ was born!

2. Mission Statement

A mission statement identifies operational objectives, assists in goal-directed behaviour of staff, describes performance standards, and speaks to organisational survival (Smith, Heady, Carson & Carson, 2001). And Williams (2002) suggested that organisations with a more comprehensive mission statement do better financially than those with an ambiguous mission or no mission at all. Similarly Pizza Hut takes pride in making perfect pizza and providing courteous and helpful service on time and all the time. They are the employers of choice offering team members opportunities for growth, advancement, and rewarding careers in a fun, safe working environment.

3. Marketing Strategy

Most businesses find it easier to formulate strategies that outline how they intend to achieve their goals than how to implement them (Noble and Mokwa, 1999; Walker and Ruekert, 1987). The literature suggests that an important cause of such strategy implementation difficulties is the way businesses organize their marketing activities (McKee, Varadarajan, and Pride, 1989 and Walker and Ruekert, 1987). In particular, marketing theory posits that to enable strategy implementation and achieve superior performance, managers should organize marketing activities in different ways depending on their business strategy (Slater and Olson 2000; Walker and Ruekert 1987). However Pizza Hut is successfully enabled its marketing strategy. Pizza Hut marketing strategy is very simple: “We want to satisfy our customer by offering them the best.” In 1995, Pizza Hut began two customer satisfaction programs: a 1-800 number customer hotline, and a customer call-back program. These were implemented to make sure their customers were happy, and always wanted to return.

4. References

Books, Web and Journals:

1. McKee, Daryl O., P. Rajan Varadarajan, and William M. Pride (1989), “Strategic Adaptability and Firm Performance: A Market-Contingent Perspective,” Journal of Marketing, 53 (July), 21-35.

2. Derek Rollinson, Aysen Broadfield and David J. Edwards. (1998). Organisational behaviour and analysis: an integrated approach. New York: Harlow: Addison-Wesley. p18.

3. Noble, Charles H. and Michael P. Mokwa (1999), “Implementing Marketing Strategies: Developing and Testing a Managerial Theory,” Journal of Marketing, 63 (October), 57-73.

4. Ruekert, Robert W. and Orville C. Walker (1987), “Interactions Between Marketing and R&D Departments in Implementing Different Business Strategies,” Strategic Management Journal, 8 (May-June), 233-48.

5. Slater, Stanley F. (1995), “Issues in Conducting Marketing Strategy Research,” Journal of Strategic Marketing, 3(December), 257-70.

6. Smith, M., Heady, R. B., Carson, P. P., & Carson, K. D. (2001). Do missions

accomplish their missionsAn exploratory analysis of mission statement content

and organizational longevity. Journal of Applied Management and Entrepreneurship,

available on-line at

7. Williams, C. (2002). Effective Management. Cincinnati, OH: South-Western


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