Organizational Theory Applied to Fine Dining: A Server's View
This paper applies organizational theory concepts to the author's firsthand experience as a fine dining server at a country club. Part One identifies the rational model as the dominant theoretical framework governing the workplace, citing its hierarchical management structure, high degree of formalization, and clearly defined goals. The paper evaluates both the strengths and limitations of this model in practice. Part Two examines internal constituencies and informal organizations within the same setting, exploring their defining characteristics, their relationship to formal and informal processes, and their respective effects on organizational complexity — including issues of clique formation, favoritism, and interdepartmental collaboration.
- Role and Workplace Setting: Author's duties as a fine dining server
- Dominant Organizational Model: The Rational System: Rational model identified and justified with workplace evidence
- Effectiveness and Limitations of the Rational Model: Strengths and weaknesses of rational system in practice
- Internal Constituencies and Informal Organizations: Characteristics of formal groups and informal social formations
- Formal and Informal Processes: How constituencies and informal groups relate to formal processes
- Impact on Organizational Complexity: Cliques, favoritism, and coordination effects on complexity
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What makes this paper effective
- Grounds abstract theoretical concepts — rational, natural, and open systems — in vivid, concrete workplace observations, making the analysis immediately credible and readable.
- Maintains a clear two-part structure that first establishes the dominant model and then extends analysis to internal constituencies, creating logical progression rather than a list of disconnected points.
- Honestly acknowledges the limitations of the identified model (rigidity, lack of flexibility, ignoring the external environment), demonstrating critical rather than purely descriptive thinking.
Key academic technique demonstrated
The paper consistently uses the "identify framework → apply to evidence → evaluate critically" pattern. Each theoretical claim from Scott, Kenny, or Onday is followed immediately by a specific workplace example (e.g., the server who cannot deviate from duties without supervisor approval), and then assessed for effectiveness or failure. This three-step move — concept, evidence, evaluation — is a hallmark of strong applied organizational analysis.
Structure breakdown
The paper is divided into two formal parts. Part One opens with a workplace description, surveys three organizational models from the literature, selects and justifies the rational model, and closes with a balanced effectiveness assessment. Part Two introduces internal constituencies and informal organizations through characteristic analysis, examines their alignment with formal and informal processes, and concludes with a discussion of their separate and sometimes conflicting effects on organizational complexity. References follow APA formatting throughout.
Role and Workplace Setting
I work as a fine dining server at a country club. In this role, I am responsible for ensuring that members receive immediate and appropriate attention upon being seated. I address the unique needs of members, take their orders, and place those orders through the POS system. I also follow the relevant serving procedures when placing dishes before guests, and I continue to engage guests throughout their visit to ensure an excellent dining experience and to fulfill any additional meal and drink requests. From time to time, supervisors may assign additional duties, particularly during special events. To function effectively in this role, I work closely with colleagues including bussers and cooks, as well as management and supervisors.
References
Blomberg, J. (2020). Organization Theory: Management and Leadership Analysis. SAGE Publications.
Dipboye, R.L. (2015). The Emerald Review of Industrial and Organizational Psychology. Emerald Group Publishing.
Kenny, J.P. (1954). Police and human relations in management. Journal of Criminal Law and Criminology, 45(2), 222–228.
Miles, J.A. (2012). Management and Organization Theory. John Wiley & Sons.
Onday, O. (2016). The relationship between concepts of rational, natural and open systems: Managing organizations today. International Journal of Management Sciences and Business Research, 5(4), 40–48.
Shafritz, J.M., Ott, J.S., & Jang, Y.S. (2015). Classics of Organization Theory. Cengage Learning.
Scott, W.R. (2003). Organizations Rational, Natural, and Open Systems. Pearson Educational International.
Scott, W.R., & Davis, G.F. (2015). Organizations and Organizing: Rational, Natural and Open Systems Perspectives. Routledge.
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