Case Analysis- Ruby Tuesday
Running head: ORGANIZATION STRATEGIC PLANNING
Organizational Case Analysis on Ruby Tuesday
Tanisha Adams
Florida International University
ADE 6180 – Dr. Alfred
Case Analysis #1 - Ruby Tuesday
Introduction
At some point it becomes necessary for an organization to undergo changes. If embracing change is truly one of the organizations core beliefs than efforts should be taken to make the necessary transition. A strategic planning structure allows the organization to stay focused on plans, yet be flexible and adaptive and, therefore, able to deal with change effectively (Galbraith, et al., 2001, pg. 38).”
Organization Overview
Morrison Restaurants, which started its operations in the 1920s, is one of the oldest food-service companies in the nation. Listed on the New York Stock Exchange since the 1920s the company grosses more than $1.1 billion in yearly revenues. Within the Morrison organization there are three divisions: the Hospitality Group, Family Dining Group, and the Specialty Restaurant Division. In April 1982, Ruby Tuesday became apart of the Specialty Restaurant Division of Morrison Restaurants (http://rubytuesday.com/story.asp). The Specialty Restaurant Group was then named the Ruby Tuesday Group. The merger provided Morrison with a larger customer base and it gave Ruby Tuesday the additional financial support needed to continue with its dramatic growth. At the time of the transition there were 185 Ruby Tuesday restaurants nationwide.
Ruby Tuesday’s was originally created in 1972, when Sandy Beall and four of his fraternity buddies from the University of Tennessee started the first restaurant next to their college campus. It was Sandy 's dream to form a restaurant that offered great food at a great price in a fun, friendly atmosphere. Those values became the driving force behind the company and part of the reason they merged with Morrison Restaurants.
The restaurant is known for always reinventing itself; nothing stays
Organizational Case Analysis on Ruby Tuesday
Tanisha Adams
Florida International University
ADE 6180 – Dr. Alfred
Case Analysis #1 - Ruby Tuesday
Introduction
At some point it becomes necessary for an organization to undergo changes. If embracing change is truly one of the organizations core beliefs than efforts should be taken to make the necessary transition. A strategic planning structure allows the organization to stay focused on plans, yet be flexible and adaptive and, therefore, able to deal with change effectively (Galbraith, et al., 2001, pg. 38).”
Organization Overview
Morrison Restaurants, which started its operations in the 1920s, is one of the oldest food-service companies in the nation. Listed on the New York Stock Exchange since the 1920s the company grosses more than $1.1 billion in yearly revenues. Within the Morrison organization there are three divisions: the Hospitality Group, Family Dining Group, and the Specialty Restaurant Division. In April 1982, Ruby Tuesday became apart of the Specialty Restaurant Division of Morrison Restaurants (http://rubytuesday.com/story.asp). The Specialty Restaurant Group was then named the Ruby Tuesday Group. The merger provided Morrison with a larger customer base and it gave Ruby Tuesday the additional financial support needed to continue with its dramatic growth. At the time of the transition there were 185 Ruby Tuesday restaurants nationwide.
Ruby Tuesday’s was originally created in 1972, when Sandy Beall and four of his fraternity buddies from the University of Tennessee started the first restaurant next to their college campus. It was Sandy 's dream to form a restaurant that offered great food at a great price in a fun, friendly atmosphere. Those values became the driving force behind the company and part of the reason they merged with Morrison Restaurants.
The restaurant is known for always reinventing itself; nothing stays
References: Bolman, L. G., & Deal, T. E. (2003). Reframing Organizations: Artistry, choice, and leadership Bolman, L. G., & Deal, T. E. (1999, May, June). Steps to keeping change efforts headed in the right direction. Journal of Quality & Participation. 7-11. DeSimone, R. L., Werner, J.M. & Harris, D.M. (2005). Human resources development. Mason, OH: South-Western College Publishing. Galbraith, M Lombardi, D. (1994, June). Chain-restaurant strategic planning. The Cornell Hotel and Restaurant Administration Quarterly, 35(3), 38-40. Oden, H. (1999). Transforming the organization: A Socio-technical approach. Westport, CN: Quorum. Retrieved on May 24, 2006 from http://rubytuesday.com/story.asp Woods, R Zimmerman, J. (2004, Spring). Leading organizational change is like climbing a mountain. The Educational Forum, 68, 234-242.