Essays on Rajotal Restaurant Organisational Culture Case Study

Download full paperFile format: .doc, available for editing

The paper "Rajotal Restaurant Organisational Culture" is a good example of a business case study.   Organisational culture concept emerged as national culture implications in the period between 1985 through arguments developed by Deal and Kennedy. Later other social scientists such as Handy described organizational culture through four basic approaches namely power, role, task and person cultures. Subsequently, O’ Reilly, Chatman and Caldwell (1991) expanded the organizational culture concept to incorporate and include seven key concepts namely innovation and risk-taking, attention to detail, a people orientation, team orientation, attention to detail, team orientation aggressiveness and stability (Barko & Nemati, 2004).

In this regard, the social scientist theorists developed a basis for the modern-day organizational cultures components and understanding. Currently, organizational can be defined, as the processes, approaches, and behaviours adopted by employees in an organization. As such, it implies and defines the approaches adopted both in a formal and informal work setting in the respective organisations. In the wake of increased global competition, organisations embark on the development of organizational cultures as key among their market competitive strategies and approaches. Therefore, organizational culture can further be described as the process and approach distinguishing one organization form others in the market.

As such, Schlosser (2012) argued that it serves as a sustainable competitive edge due to its hardship and difficult on emulation in the short run by competitors. This essay offers a cultural review of the Rajotal Restaurants limited. In this regard, it evaluates its key cultural components as well as their implications on the organizational performance. Organisational Overview Rajotal Restaurants Limited is a chain of hotels and restaurants serving in the Australian hotel industry. The organization was set up in 200 with a single rented premise in Melbourne Australia.

However, over the years, the organization has spread especially in northern Australia owning a total of 16 outlets, 5 of them within Melbourne. In its expansion approaches and strategy, the organization has adopted an approach of renting out premises in a bid to lower the initial start-up capital requirements. Further, the renting premise ownership approach increases the organizational outlet's flexibility in that the organization can shift and transfer its business form one edge of a town to the other if survey forecast increased demands on the new locations.

The organization is based on the organizational mission of providing high quality and affordable fast foods services. As such, it developed a vision of developing and evolving into an international and global market leader in the fast foods industry, competing with global market leaders such as McDonald's. In this regard, the organization operates on key organizational values and principles that seek to establish an organizational rand and market positioning in the fast foods industry. Industrial analysis of the fast foods industry in Australia where the organization operates establishes that the changing consumer buying behaviour through increased economic activities as well as a growing 24 hours economy increases the organizational market penetration probabilities.

However, the existing Australian culture poses a major challenge to its expansion and long term growth. In this case, the Australian society, unlike the USA and European markets where fast foods are readily consumed, is reserved and hesitant to consume such foods, due to the registered increased health complication cases such as obesity congruence with the fast foods consumption.

Further, the existing market competition in Northern Australia poses an operational challenge with both local and international competitors. As such, in a bid to oust the existing market and industry challenges, the organization developed its own fast foods brands for both the adults and children. In this regard, the organization markets its products as healthy and low sugar levels, to compete against the growing health needs in the fast-food industry.


Barko, C. D., & Nemati, H. R. (2004). Organizational data mining: Leveraging enterprise data resources for optimal performance. Hershey, Pa.: Idea Group Publishers

Barnett, D., Scrope, H., & Law Society (Great Britain). (2008). Employment law handbook. London: Law Society.

Bembenek, B., Jankowska-Mihulowicz, M., & Piecuch, T. (2014). Strategic Decision Making Within the Cluster in the Context of Organisational Entrepreneurship. Paper presented at the 425-433.

Kapoor, R., Paul, J., & Halder, B. (2011). Services marketing: Concepts & practices. New Delhi: Tata McGraw Hill Education.

Keaveney, S. M., & Parthasarathy, M. (2001). Customer switching behavior in online services: An exploratory study of the role of selected attitudinal, behavioral, and demographic factors. Academy of Marketing Science. Journal, 29(4), 374.

Kumari, L. (2013). Bank’s employees' perception about quality of work life and its impact on job behaviour in district Ludhiana. Indian Journal of Commerce and Management Studies, 4(2), 62-68.

Miles, P., Miles, G., & Cannon, A. (2012). Linking servicescape to customer satisfaction: Exploring the role of competitive strategy. International Journal of Operations & Production Management, 32(7), 772-795.

Pasfield, J. (1999). Annual hours contracts & working time transformation. Horsham: J.P. Associates.

Quartly, M., Swain, S., & Cuthbert, D. (2013). The market in babies: Stories of Australian adoption. Clayton, Vic: Monash University Publishing.

Saiyadain, M. S. (2003). Organisational behaviour. New Delhi: Tata McGraw-Hill.

Schlosser, E. (2012). Fast food nation: The dark side of the all-American meal. Boston: Mariner Books/Houghton Mifflin Harcourt.

Download full paperFile format: .doc, available for editing
Contact Us