1

Outline of the presentation:

1. Introduction
2. Principles of management for control
Feedforward
Concurrent
Feedback

3. Practices adopted by KFC for Control

Here we asked queries from KFC management:
Question from Top Manager
Question from Middle Manager
Question from front line Manager
Question from two Employees

4. Results
5. Recommendations

1. Introduction
KFC Corporation, or KFC, founded and also known as
Kentucky Fried Chicken is a chain of fast food restaurants.
KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its
primary focus is fried chicken, KFC also offers a line of roasted chicken
products, side dishes and desserts. KFC also offers beef based products
such as hamburgers or kebabs.
Cupola Pakistan Ltd (CPL) owns and operates KFC in Pakistan. KFC Pakistan
has contributed in providing Halal and Hygienic products to its customers
and managed this through proper training of its human resources. The
process of monitoring activities ensured that they are being accomplished
as planned, and of correcting any significant deviation. The main purpose of
controlling is to ensure that activities are completed in ways that lead to
accomplishment of organizational controls. It has created competitive level
for other thus improving the overall industry standards. It provides a family
like environment where children can also come with their families or alone
and enjoy the healthy and hygienic food. Play areas are also provided for
enjoyment.
In Multan KFC Franchise situated in Railway Services Club, Bahawalpur
Road

Opposite

Contact# 111-532-532

Multan

High

Court,

Multan.

What is Control?
Control is one of the management functions. Control is the process of
monitoring activities to ensure that they are being accomplished planned,
and correcting any significant deviations. All managers should be involved
in the control function even there units are performing as planned. It is
systematic process through which managers regulate organizational
activities to make them consistent with expectations established in plan,
targets and standards of performance.

2. Principles of management for control

Feed forward:
Feedforward control focuses on the regulation of inputs (human,
material, and financial resources that flow into the organization) to ensure
that they meet the standards necessary for the transformation process.
Feedforward controls are desirable because they allow management to
prevent problems before they arise, these controls require timely and
accurate information that is often difficult to develop, these types of
controls are designed to detect deviation some standard or goal to allow
correction to be made before a particular sequence of actions is completed.
The emphasis is upon preventing problems
Other names for feedforward control are preliminary control, precontrol, preventative control, and steering control.

Concurrent control:
It takes place while an activity is in progress. It involves the
regulation of ongoing activities that are part of transformation process to
ensure that they conform to organizational standards. Concurrent control is
designed to ensure that employee work activities produce the correct
results. It requires a through understanding of the specific tasks involved
and their relationship to the desired and product. it often involves
checkpoints at which determinations are made about whether to continue
progress, take corrective action, or stop work altogether on products or
services. Other names for concurrent control are screening and yes-no
control.

Feedback control :
Feedback control is regulation exercised after a product or service
has been completed in order to ensure that the final output meets
organizational standards and goals. This type of control focuses on the
outputs of the organization after transformation is complete. It often is
used when feedforward and concurrent controls are not feasible or are too
costly. Feedback provides managers with meaningful information on how
effective its planning effort was. If feedback indicates little variance
between standard and actual performance, this is evidence that planning
was generally on target. If the deviation is great, a manager can use this
information when formulating new plans to make them more effective.

5
Other names for feedback control are post action control and output
control.

Organizational Hierarchy of KFC:

Top Management:
Head Manager
Regional Manager

Middle Management:
Area coach
T-Manager

Front line Management:

Unit business Manager(UBM)
Assistant unit business Manager(AUBM)
Shift supervisor

Non-Managerial Employees:
Shift Leader
All Star
Two Star
One Star
Team members
Trainee

3. Practices adopted by KFC for Control:

Here we asked following Questions:

Questions from Top Manager:

Q1. What type of management approach followed by KFC?
Ans:-KFC follows Traditional approach from its Inception to operate
organizational activities.
Q2.what type of problems expected before opening a new restaurant
branch in Multan? And what type of strategy prepared by KFC management
to shrink those expected problems? (FEEDFORWARD)
Ans:-There were some problems like, selection of suitable location,
availability of utilities, upholding of production cost and preferences of
customers. KFC had a system to condense the probability of these problems
before their occurrence. That system contained two departments, first one
is Survey department who conduct a survey in Multan and obtain the
opinions and preferences of the citizens with the help of a questionnaire,
and second one was project department which has the responsibility to
analyze the acquired information and form a project team who started its
work in Multan and recommend an appropriate place where all the
facilities are available at a rational cost and provided a full furnished
restaurant.

Question from Middle Manager:

7
Q. After starting a new restaurant branch of KFC in Multan, What are the
problems faces by KFC? And how the management is dealing with those
problems? (CONCURRENT)
Ans:- During working in Multans Branch of KFC is facing some minor
problems such as customer responsive training to employees, provision of
services to customers quickly and accordance to the exact demand of the
customer, health problems both for employees and customers. There is a
term followed by KFC and its employees named C.H.A.M.P.S which stands
for
C. Cleanliness
H. Hospitality
A. Accuracy of order
M. Maintenance
P. Product quality
S. Speed of service
For instance proper arrangements for cleanliness in the restaurant, giving
respect to the customers and retain product quality.

Question from Front line Manager:

Q. In what way KFC evaluates its performance standards? (FEEDBACK)

8
Ans:-KFC has a system of feedback named coloning to evaluate its
performance standards. There are four ways used by KFC for getting
feedback from customers which are as follows:
a) Face to face communication with customers for getting feedback
whether it is in the form of complain or positive feedback.
b) Customer logbooks are uses by KFC to receive customers suggestions.
c) Comments card is used to get both negative and positive comments from
customers concerning the service performance.
d) Customer care helpline is used to get complaints from customers and
provision of information to the customers.

Question from Non managerial employees:

Q1.Whats your response when you get any complain from any customer?
Ans:- We follow a service recovery formula named (L.A.S.T) which was
taught to us in our training if we get any complain from customers.
L.A.S.T stands for:
First of all we LISTEN complain of the customers with carefully and
patiently, then we APOLOGIZE on our mistake, try to SATISFY them and at
the end we say THANKS to them for the indication of our mistake.
Q2.What practices follow by KFC to control workers performance?

9
Ans:-When our performance is according to the KFCs standards then our
manager motivates us in the form of compensation and benefits, but if our
working performance is not well then we may punished or fired from job.

4. Results:
Feedforward control became helpful for KFC to start a new
restaurant branch in Multan. Project department obtain information from
survey department and reduce the probability of occurrence problems in
future using feedforward control.
Using concurrent control KFC management corrects problems as they
happen with the help of using a term (C.H.A.M.P.S).
Through feedback control KFC control problems after their
occurrence, by obtaining information about low performance, taking
managerial actions for future planning to eliminate all the problems of low
performance standards and improve its product and service quality through
feedback.

5. Recommendations:
KFC is a traditional organization which is not appropriate to get 100%
results to facilitate customers efficiently.KFC should be a learning
organization

to

deal

with

the

dynamic

environment

and

uncertainties.
KFC should be high job specialization in organizational structure. The
essence of work specialization is that the entire activity is not done

10
by one individual, but instead is broken down into tasks with each
task completed by a different person. Individual employees who are
specialized in doing part of an activity rather then the entire activity.
In KFC, environment is complex and uncertain, decisions are
significant, corporate culture is open to allowing managers to have a
say in what happens and lower level managers want a voice in
decisions so that KFC should adopt DECENTRALIZED authority.
There is a need of high formalization in KFC organizational structure.
The supervision system of entire activities should be improved so
that chances of occurring problems in work activities are vanished.