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6.1Organizational chart/structure

Rainbow Cosmetic Sdn Bhd uses an organizational structure based on functions in the

organization. The company is divided into Administration, Marketing, Operational

and Finance departments. It is also suitable for Rainbow Cosmetic Sdn Bhd as this

organization emphasizes functional specialties to perform task.

6.2Manpower planning

Rainbow Cosmetic Sdn Bhd has three partners and they manage, contract and execute

the operations of the business. The details of manpower planning as shown in Table

A1.2

PositionsNumber of

employees

General Manager 1

Administrative Manager 1

Marketing Manager 1

Operational Manager 2

Finance Manager 1

Administrative Clerk 1

Marketing Clerk 1

Operational Clerk 1

Finance Clerk 1

Figure A1.2 Position and number of employees in Rainbow Cosmetic Sdn Bhd

6.3Schedule of task and responsibilities

Every manager has responsibilities to execute the operations of the business. It is

very important to every manager to know the job task and responsibilities as it will

guide them in accomplishing their job. Table A1.3 describes the task and

responsibilities of every position.

Positions Main tasks and responsibilities

General Manager To plan, implement and control the overall

management of the business


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To plan and monitor the strategic progress

of the business

To be accountable for the overall

performance of the business

Administrative Manager

to concentrate on doing their best.

To provides communication systems by

identifying needs; evaluating options;

maintaining equipment; approving invoices

Improves program and service quality by

devising new applications; updating

procedures; evaluating system results with

users

Marketing Manager

To instill a marketing led ethos

throughout the business

To organize meetings and

appointments

To supervise the work of clerical and

secretarial staff,

To monitor the workload and work

rate

Operational Manager

To produce products of the company

To be responsible for production, inventory

and quality control

Finance Manager

To plan and oversee the accounting

functions and financial resources

To calculate the companys budget

To make forecasts and accounts for the

company

Administrative Clerk

To compute wages, taxes,

premiums, commissions, and

payments.

To prepare, issue, and send out


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receipts, bills, policies, invoices,

statements, and checks

To open and route incoming mail,

answers correspondence, and

prepares outgoing mail

To operate computer terminal to

input and retrieve data

Marketing Clerk

To keep track of stock

To keep records of invoices

To keep records of goods received

Operational Clerk

To handle a wide array of tasks, often

juggling a variety of assignments at the

time

Verify delivery notes before packing, Checking

of calculation

To ensure that general office administration

tasks are carried out

To ensure the daily filing of all documentation

is done accurately and timeously

Finance Clerk

Receive and verify invoices and

requisitions for goods and services

Verify that transactions comply with

financial policies and procedures

Record all cheques

Prepare manual cheques as and when

required

PERJAWATAN DALAM ORGANISASI

PENGURUS BESAR

Memimpin & mengurus aktiviti perniagaan

Memastikan perniagaan berada di tahap berdaya saing


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Membuat keputusan seperti menentukan belanjawan

Menjaga kebajikan pekerja

Mewujudkan persekitaran kerja yang berdisiplin

Mengurus kebajikan pekerja

Mengurus hal-hal pentadbiran

Membuat jadual waktu bekerja

Menilai prestasi pekerja

PENGURUS PEMASARAN

Memastikan kualiti perkhidmatan terjamin

Melayan pelanggan

Mengurus bilik pameran sentiasa menarik

Membuat promosi perniagaan

PENGURUS PENGELUARAN / OPERASI

Memastikan kualiti pengeluaran

Mengurus tugas dengan baik

Merancang aktiviti pengeluaran mengikut jadual

Memastikan bahan pengeluaran menukupi.

PENGURUS KEWANGAN

Mengurus rekod perniagaan

Membuat perancangan belanjawan

Merancang perbelanjaan

Mengurus akaun perniagaan

KERANI

Melaksanakan urusan mengemas pejabat

Menjawab panggilan telefon

Mengambil pesanan

Membantu mengurus perniagaan


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Mencatat minit mesyuarat

Urusan surat menyurat

Menyusun temujanji pengurus dengan pelanggan

Melayan tetamu

Pengurus

Memimpin & mengurus aktiviti perniagaan

Memastikan perniagaan berada di tahap berdaya saing

Membuat keputusan seperti menentukan belanjawan

Menjaga kebajikan pekerja

Mewujudkan persekitaran kerja yang berdisiplin

Mengurus kebajikan pekerja

Mengurus hal-hal pentadbiran

Membuat jadual waktu bekerja

Menilai prestasi pekerja

Waiter

Layan pelanggan

Mengambil pesanan pelanggan

Urusan mengemas meja dan kerusi

Susun meja, kerusi dan sebagainya

Mengambil makanan untuk pelanggan

Juruwang

Memberi resit kepada pelanggan

Kembali balik duit kelebihan

Pengurusan duit

Chef

Mengurus makanan pelanggan


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Menyediakan bahan makanan

Memasak untuk pelanggan yang buat pesanan

Untuk mengurus bahagian dapur

TEAMWORK

We love individuality as much as we love teamwork. Everyone here pulls together as a team.

Working for each other, as well as with each other, is what success with Caf Rouge is all about.

Staff Training & Development

As part of building our culture at the Caf, a main focus this year is in training and giving a more consistent

service to our customers. In the past, we gained much of our business because of our drive towards providingthe very best we can, in all areas of our business so we thought, lets formalize what we know, and fill in the

gaps with decent training, and actually have something thats meaningful at the end of it.

So, from June, most of our staff will be starting their on-the-job training in Food & Beverage, Cookery and

Small Business Management. Its an exciting challenge to start, especially for some of us who are a little more

mature than our generation Yers, but one which we think will be fun and all take on together.

Our plan is to also encourage and provide a practical environment for our young students who are studying

Hospitality at the local school to come and get real-life on the job training which they can apply back in the

classroomand of course have an on-going talented labour pool to choose from!

Managing Caf EmployeesGood managers write everything down. They write clearly defined job descriptions with

reasonable expectations and attainable boundaries. For example, a busser may be expected

to clear and reset tables, but not to serve coffee. Also, wait staff are still responsible for

turning their tables even if a busser is on duty. A good manager clarifies a server must not

wait for a busser to turn his or her table if he or she can do it.

A good manager also clarifies in writing the tip out policy of the caf. For example, each

server may be required to pay each busser 5% or 10% of his or her tips.

Hosts and hostesses must have clearly defined job responsibilities. For example, it is

probably the job of the hostess to answer the phone, to chart the reservations and to seat

people. It may be her responsibility to bring water and bread to a table. Job descriptions are

written down so employees can reference them when there is confusion and questions.

Hosts and hostesses usually receive a tip out. If you are the caf manager and you act as

host or hostess, you have a conflict of interest when deciding upon tip out policies. Managers

should not take tip outs from staff. (In some states, it is illegal to do so.)


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Dealing With Problems at the CafAs caf manager, you have to take care of your staff. When controversy arises, have an

appropriate system in place for employees to express their grievances. Avoid and do not tolerate

staff members acting out their feelings while working.

Be available. Allow staff to request time to speak with you.

Listen to staff grievances. You need to understand what is happening to make an appropriate

decision.

Be firm. You met with staff members, listened, thought about the issues, and you have made

a decision. Staff members are required to abide by your decision if they wish to continue to

work with you.

Professional BehaviorReward professional and appropriate behavior among your staff. People who are cooperative

and efficient should get the shifts they want. Prove that refusal to follow directions can lead to a

loss of shifts or loss of good shifts.

By writing your expectations and staff responses down, you protect yourself when a staff

member complains about loss of shifts. For example, a staff member complains: "Hey! I always

work Saturday night!" You respond: "I told you to help clear your party of twelve, but you let the

busser do it by herself. You did not cooperate and you did not follow directions."

When you have valuable employees working for you, take care of them. Thank them for a job

well done. Ask them how things are going. Offer them a drink after work. Have an occasional

staff party. Make good workers feel appreciated and they are more likely to stay.

Management SummaryThe Watertower is owned by a limited liability corporation including David N. PattonIV and the Historic District Development Corporation. Mr. Patton will also operate asgeneral manager/managing partner. Crucial employees include an additionalmanager who will assist in maintaining and reviewing operations of the restaurant

and the entertainment venue/bar, and a chef who will manage kitchen operations.Additionally, an assistant manager/senior server and a sous-chef/line cook willperform secondary management functions.Part-time personnel will be hired to handle bartending, serving, and dishwashingfunctions.

6.1 Organizational StructureThe Watertower is owned by David N. Patton IV (80%) and the Historic DistrictDevelopment Corporation (20%). Mr. Patton who will also operate as generalmanager/managing partner.An additional manager (to be hired) will assist in maintaining and reviewing

operations of the restaurant and the entertainment venue/bar.


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A chef (to be hired) will manage kitchen operations and be crucial to maintainingfood inventory stability and assistance in menu development.An assistant manager/senior server (to be hired) who will be a salaried employee,will provide regular table service as well as assistance to the manager and thegeneral manager.

A sous-chef/line cook (to be hired) will perform secondary management functions inthe kitchen as well as provide assistance to the chef in main kitchen/cookingfunctions.Part-time personnel will be hired to handle bartending, serving, and dishwashingfunctions.The marketing, and accounting function will be handled by independentcontractors/consultants.

6.3 Management TeamDavid N. Patton IV - Owner and General Manager:Mr. Patton worked for 6 years

as the Dean of Students for Emory University School of Law. While working atEmory, he was responsible for special event planning and catering, particularlyrelated to student centered events. Mr. Patton is the Chairman of the Board ofDirectors of the Historic District Development Corporation, an organization devotedto the redevelopment of the properties and neighborhood surrounding Atlanta'sMartin Luther King National Historic Site and Preservation District. He is also amember of the Advisory Board for the Atlanta Executive Network, a 1,000+ memberbusiness organization in Atlanta, and the past Chairman of the Board of Directors forFulton County Court Appointed Special Advocates. Prior to his position at Emory, Mr.Patton worked as an attorney for a Cincinnati, Ohio-based law where he specializedin litigation and small business development. Mr. Patton received his law degree

from the University of Georgia in 1991 and his undergraduate degree from EmoryUniversity in 1988. Mr. Patton put himself through college working in a casual diningestablishment in the Virginia Highland neighborhood in the late 1980s.The following potential managers are under consideration for employmentNicolas Godebert - Chef:Mr. Godebert is currently the Executive Chef of theChanteclair Restaurant, St. Martin, F.W.I. He has been in this position since 1997.Prior to this appointment, he was the sous-chef at Dessirier Restaurant, Paris,France and the sous-chef for the Raphael Hotel Restaurant, Paris, France. Hereceived his apprenticeship and cooking school certificate from the Sous l'OlivierRestaurant and the Ecole de Paris des Metiers de la Table in 1993, respectively.Cristina Brito - Manager:Ms. Brito, currently a food and beverage supervisor forthe Westin Atlanta North hotel, received her start in the hotel and restaurantbusiness in Recife-PE/ Brazil. At the Mar Hotel, she was responsible for the salesand marketing of a five-star establishment. She maintained extensive contact withcorporate clients, thus requiring her to speak English, French, Italian, andPortuguese fluently. Ms. Brito has extensive experience in Atlanta's catering industrydating from 1988, as well as experience as a chef.

6.4 Management Team GapsThe management team will have to partially rely upon outsidecontractors/consultants for both the marketing and accounting functions.


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The management team is still in the early stages of formation. Nicolas Godebert andCristina Brito are under heavy consideration. Cristina Brito is currently working as aconsultant on many issues facing the establishment of The Watertower's start-up.

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