Management Problem Solving Report

ss2 – Individual: Management Problem Solving Report

After the Creative Synthesis 2 is submitted more details and information will be released to determine the direction of your management problem solving report and supported with Collaborate sessions – at this time click through on the heading below.

Weighting: 40%

Word count: 2000 words (+/- 10%) – Coversheet, title page, executive summary, table of contents, references and any appendices are not included in the wordcount.

Submission: Submit through ‘Submit Assignments Here’ – TurnitIn in Word or PDF

As the unit progresses and subsequent to the Creative Syntheses on the case study, your individual management problem report will be the written document. This report is in the context of presenting a management problem report to the business owner/manager as a management problem consultant tasked to complete (and potentially being paid a handsome sum of money) present a succinct, credible and practical pathway forward. From this case study you follow on from the CS assessment with the management problem solving process in one of four key areas that you have been taking:

  • Organisational Behaviour- this is the area I have taken for the past two assignments

IBA311 – MPS – Report rubric.pdf 



These reports are samples only. Be aware that they are good reports (Distinction) but not necessarily on the same case study or assessment task, but a similar one.


  • GU Assignment coversheet 
  • Title page
  • Executive summary (1 page – single spaced)
  • Table of Contents
  • Introduction
  • Body (entailing sections with relevant headers)
  • Conclusion
  • Recommendations (this is an important section that should flow logically from the body and conclusion)
  • References (needs to support your theoretical and conceptual ideas)
  • Appendices (not mandatory but can be used – needs to be linked to your report)


  • TNR or Arial 12 point; 1.5 or double spacing
  • APA 6 reference style
  • This is for consistency and professionalism
  • Coversheet, title page, executive summary, table of contents, references and any appendices are not included in the wordcount.



Is this Australia’s filthiest restaurant?

A POPULAR dumpling restaurant in Melbourne’s east has been exposed as a filthy cesspit, and

its owner fined $19,000 after live and dead cockroaches, drain flies, rodent faeces

and filthy

buildups of food waste, grease, oil and grime were found in the kitchen.

A Monash Council inspector made the discovery at the Raramen eatery in Glen Waverley, along with

used drink bottles used to store sauces, meat sitting on a bench “for a c

ouple of hours” and rice stored

on the floor, plus wires and boxes that had been nibbled by rodents.

Astonishingly, the restaurant

which is still open for business

continued to be riddled with to

insects and rodent poo on up to eight further council vi

sits between March and July this year.

On July 10, Dumpling Hut Pty Ltd, the company which owns Raramen, and company director Siu Hin

Yip pleaded guilty to 17 charges under the Food Act 1984 and the Food Standards Code. The charges

related to inadequate pe

st control, unsuitable food handling, poor food storage and inadequate skills,

among other issues.

Louisa Dicker, for Monash Council, told Melbourne Magistrates’ Court on July 10 that council officer

Troy Schonknecht first visited the restaurant on March 3

for a routine inspection.

According to documents prepared for the court, Mr Schonknecht saw as many as 50 live cockroaches

running through the noodle

making and front cooking area, grease, grime, oil and food waste behind

cooking equipment and in the cool

room and freezer, grease dripping from the stove canopies,

encrusted dirt on the stove top, food waste in the microwave and dirty mops and cleaning equipment.

Mr Schonknecht also noted glue traps with peanuts as rodent bait and cockroach faeces in the coo



He met with the owner soon after to discuss the state of the restaurant, then returned for several further

inspections until early July. Cockroaches, drain flies, dirty benches and cooking equipment were noted

at many of the visits.

Magistrate Dun

can Reynolds convicted and fined the company $12,000 and ordered it to pay $7000 in

costs. He fined the company director, Siu Hin Yip, $5000 without conviction.

In a media release Monash Mayor Paul Klisaris said the severity of the fines sent a message to


businesses that they must maintain the highest standards.

“Monash has a well

deserved reputation as a destination for great food and we expect our businesses to

respect that reputation by maintaining high standards when it comes to safety and cleanl

iness,” Cr

Klisaris said.

He said the business has reviewed its processes and subsequent inspections have found it was

complying with the regulations.

The owner Siu Hin Yip did not respond to



The intent of this paper is to identify the management problem in the popular restaurant presented in the case study “Is this Australia’s filthiest restaurant?” and provide solutions that can improve its performance. The management problem-solving approach that will be used regards organizational behavior. In this case, how matters are handled in the restaurant on a daily basis, including management, operations, customer services, quality of products, and other critical aspects of the business will be considered.

Organizational Behavior

Scholars address Organizational behavior (OB) as the systematic study and application of insights gathered from groups and individuals within an organization they work (Ivancevich, Konopaske, & Matteson (2011). It is an essential part of management. Perhaps it is important to understand the role of a manager, so as to get the glimpse of why organizational behavior matters. Firstly, management is a process that can be defined from different perspectives including art and science. Nevertheless, all definitions focus on the need of strategizing, organizing, leading, and controlling efforts of various people in the organization, and using resources available for production to meet particular organizational goals (Daft & Marcic, 2005). From this perspective, it is clear that management is a functional process that needs the contribution and coordination of responsibilities of different people to accomplish certain predetermined goals. A manager is the individual given the authority and accountability of the organization to ensure that the targets assigned to him or she are met as part of achieving the overall organizational goals (Vaccaro, Jansen, van den Bosch, & Volberda (2012). The influential nature of the role played by the manager raises high expectations to get the job done. In doing so, the organizational behavior emerges, and it is driven by the nature, capabilities, knowledge, and skills of the people in management. 

Organizational behavior is an applied behavioral science that scholars have constructed from different disciplines, including psychology, sociology, anthropology, and political science. Suggestively, OB takes into account human characteristics in business as an individual and as a group within an organization. The key aspects of OB include the people, structure, technology, and the external elements where the company operates. A recap of these shows that an organization is made up of people and processes that come together for production (Ding, Li, & George, 2014). Suggestively, where people join to form an organization and meet certain objectives, there must be some infrastructure that they utilize to enable them to achieve that. Resultantly, there is always an interaction of people, structure, and technology. The external environment plays a significant role that influences each element in the OB. The case study presents a case where the OB was not effective enough to address all issues in regards to compliance and hygiene, despite the fact that it had maintained its customers. Arguably, OB can be implemented as an appropriate management problem-solving tool.

Problem Identification

The people lack hygiene, awareness, and care

The service industry in Australia, as well as any other place in the world, is highly concerned about offering the highest-quality care for their customers. Hygiene is critical in avoiding infections and keeping the environment, food, water, and other factors considered in service giving useable, presentable, and clean. The people offering services need to be aware of their responsibilities as workers in the hospitality business. Cleanliness is a source of competitive advantage as consumers tend to be attached to clean restaurants. For the case study scenario, the employees might be aware of the situation that is detrimental to their health, the customers’ health, and against compliance regulations set by the government, but choose to focus on their dumplings. Arguably, there is reluctance in the management who seem to be focused on productivity with no regards to the working conditions…

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