Running head CLASSIC BITE’S VISION AND MISSION STATEMENTS1CLA.docx

Running head: CLASSIC BITE’S VISION AND MISSION
STATEMENTS 1
CLASSIC BITE’S VISION AND MISSION STATEMENTS
Classic Bite’s Vision and Mission Statements
Name
Ahmed Alali
Classic Bite’s Vision and Mission Statements
Classic Bite’s is one of the leading chains of fast food
restaurants in the US and Canada. The firm is headquartered in
Atlanta, Georgia. We have a proven track record of providing
affordable and quality service for more than two decades in the
fast foods restaurant business category in the region. We always
optimize value and minimize pricing. We offer the most
delicious fast food recipes including hot dogs, Pizza, tacos,
chicken nuggets, onion rings, French fries, fried chicken,
hamburgers, pitas, sandwiches, chips, fish, and much more. Our

customers can also quench their thirst with their favorite
beverages including Bourbons, Irish whiskey, Cognac,
Tennessee Whiskey, Scotch whiskey, Tonic Kinsley, Nestea,
Coffee, tea, Coca-Cola, and much more.
Classic Bite’s vision statement is grounded in the original
objectives of the Restaurant’s pioneers. The restaurant’s vision
statement functions as the guidebook for the entire organization
of our core business. Our vision statement focuses on
excellence and remaining the pace setter in the industry. Classic
Bite’s mission statement emphasizes on the restaurant’s core
operations. Our mission statement precisely specifies all the
activities we undertake to excel in our business. Our mission
statement focuses on ambiance to win and maintain customers,
service, and price. Therefore, Classic Bite’s vision statement
and mission statement are the fundamental principles for
developing policies and approaches to advance the business
toward robust and transformative leadership and succeed in the
competitive fast service restaurant sector. Our mission and
vision statements play an integral role in ensuring the best
formulation. The particular contributions assure Classic Bite’s
top market position as one of the largest fast service restaurant
chains in the region.
Classic Bite’s Vision Statement
“To be the leading fast service restaurant enterprise regarding
service delivery and revenue, through great people, robust
franchise, serving the best fast recipes and beverages globally.”
Our vision statement guides our business to accomplish
unmatched leadership in the international fast service restaurant
industry. Classic Bite’s Vision Statement incorporates the
following crucial principles.
(i).The leading fast service restaurant business
(ii). Great people
(iii) Best recipes and beverages globally and;
(iv). Robust Franchise System.
Our vision statement clearly demonstrates that Classic Bite aims
to accomplish the top rank in the fast foods business category.

It is ready to compete with other giants in the industry. We
strive to employ our robust and efficient franchise system to
advance. The best recipes, beverages, as well as, great people
are provided to win more customers to enjoy the lion’s share of
the sector. Therefore, our vision statement creates the nature of
our restaurant business and our efforts toward becoming the
international gurus in the fast foods segment.
Classic Bite’s Mission Statement
Our mission statement is “To provide the most competitive
priced foods and beverages, served quickly, in clean and the
most appealing environments.” Classic Bite’s mission statement
is the perfect indicator of the type of outputs guaranteed from
our business. Our mission statement incorporates the following
guiding principles:
(i). Competitive prices
(ii).Quality recipes and beverages
(iii). Fast service and;
(iv).Clean and appealing environments.
We follow the above four fundamental principles to achieve
position one. We always utilize market-focused pricing to win
more customers. The quality of our recipes and beverages
remain our primary selling point. The clean and appealing
environment boosts the ambiance that helps us to attract and
maintain new and loyal customers. These attributes are reflected
in all our restaurants in the region. Classic Bite’s mission
statement creates the foundation for our unmatched quality,
facility design, as well as, pricing for our restaurant business.
Our innovative spirit also helps us to prepare the latest recipes
in the world. We always set the pace and others follow!!!
1

ISE 405 - 161
Assignment 2
This assignment is due on Wednesday 2nd of November 2016 at
2:00 PM.
Late submission is not acceptable
Instructions
Use random numbers from the attached table. Each students
group is assigned a different start, in
each of the following problems start using random numbers
form your indicated start.
Group Start Group Start Group Start Group Start
1A Line 1/Col. 1 1F Line 1/Col. 6 2A Line 11/Col. 1 2F Line
11/Col. 6
1B Line 1/Col. 2 1G Line 1/Col. 7 2B Line 11/Col. 2 2G Line
11/Col. 7
1C Line 1/Col. 3 1H Line 1/Col. 8 2C Line 11/Col. 3 2H Line
11/Col. 8
1D Line 1/Col. 4 1I Line 1/Col. 9 2D Line 11/Col. 4 2I Line
11/Col. 9
1E Line 1/Col. 5 1J Line 1/Col. 10 2E Line 11/Col. 5 2J Line
11/Col. 10
1- A baker is trying to determine the profit of selling dozens of

bagels each day. The probability
distribution of the number of customers asking for bagels is as
follows:
Customers order 1, 2, 3, or 4 dozen bagels according to the
following probability distribution.
Bagels sell for $6 per dozen. They cost $4 per dozen to make.
All bagels not sold at the end of the
day are sold at half-price to a local grocery store. Based on 5
days of simulation, and Q = 25 dozens
baked every day, what is the average profit per day?
2- An elevator in a manufacturing plant carries exactly 400
kilograms of material. There are three
kinds of material packaged in boxes that arrive for a ride on the
elevator. These materials and their
distributions of time between arrivals are as follows:
Material Weight (kg) Interarrival Time (minutes)
A 200 4 ± 2 (uniform)
B 100 8 (constant)
C 50 P(2) = 0.33, P(3) = 0.67
It takes the elevator 1 minute to go up to the second floor, 2

minutes to unload, and 1 minute to
return to the first floor. The elevator does not leave the first
floor unless it has a full load. Simulate
1 hour of operation of the system. What is the average transit
time for a box of material A (time
from its arrival until it is unloaded)? What is the average
waiting time for a box of material B?
How many boxes of material C made the trip in 1 hour?
Number of Customers/Day 3 4 5 6
Probability 0.35 0.30 0.25 0.10
Number of Dozen Ordered/Customer 1 2 3 4
Probability 0.4 0.3
0.2 0.1
2
3- Consider a single-product (s, S) inventory system, where the
inventory level is
checked at the beginning of every week. An order up to level S
is placed if the
inventory level I is less than s, while no order is placed if I is
greater than or equal to
s. Demand occurs with inter-demand time following a discrete
uniform distribution

with probabilities given by p(b) = 1/3 with b = 2, 3, 4 days.
Demand size = 5, 6, 7, 8
with respective probability 1/6, 2/6, 2/6, 1/6. If the current
policy parameters s, and S
equals 10, 40 respectively and the delivery lag (lead time) is
fixed at 3 days, calculate
the total inventory cost of 4 weeks given the following cost
information;
Ordering cost is $32+ $3 × Q, where Q is the order size.
Holding cost is $0.1 per item per day.
Shortage cost is $1 per item per day
Note that at time 0, there is 40 items on hand.
4- Given A, B, and C, three independent random variables:
Variable A is normally
distributed with µ = 100 and σ2 = 400. Variable B is
exponentially distributed with
mean equals 0.4, and variable C is distributed in accordance
with the following table.
Value of C Probability
10 .05
20 .25
30 .50

40 .20
Use a sample of size 6 trials to estimate the mean of a new
variable D, defined as;
D = (A − 25B)/(2C)
3
SOUTH ASIAN JOURNAL OF MANAGEMENT
International Human Resource
Management: Policies and Practices
for Multinational Enterprises
By Dennis R Briscoe, Randall S Schuler and Lisbeth Claus
Global Human Resource Management Series,

Routledge, New York, 2009, Pages: 418, Price: $59
ISBN: 0-203-86696-7
I
nternational Human Resource Management refers to managing
the human resource
in global context. It includes all policies and procedures that
aim to manage and
coordinate the activities of the work force in multinationals
over the globe including
parent and subsidiary companies. It gives insight of expanding
scope of globalized
policies, shared services and managing employees along the
scope of the business over
the boundaries.
OVERVIEW OF THE BOOK
O ver the past few years, globally integrated enterprises are
emerging due to the
integration of the world economies. Globalization is basically
the interaction of the
countries or the economies building an interrelation. Now a
days, the transactions,
investments, commerce, trade and even knowledge sharing is
exchanged over the
countries. This broadens the scope of different global activities
and globalization of
commerce. As a result, companies are shifting from local to
national, international or
even multinationals.
According to Briscoe et al. along with the businesses, the
functions and the role of

HR are also expanding and becoming complex. Here is the need
to formulate and
implement the strategies for Global human resource
management as it is the most
crucial resource of organization and most difficult to understand
and manage. This
book covers all the aspects related to International Human
Resource Management (IHRM)
and is one of the good sources of knowledge for academicians
and practitioners.
This book includes real examples and cases of in tern atio n al
businesses and
organizations, interviews with global HRM and academic
research covering almost
Volume 23 | ^ ̂ No. 2
BOOK REVIEWS
all currently relevant to the field. It addresses the issues related
to structures, systems,
strategies of the Multinational Enterprises (MNEs) operating in
global economy.
This book has two parts: Part 1 throws light upon the changing
nature of HR and
global context and part 2 includes the policies and practices in
that context.
GLOBAL CO NTEXT A N D IHRM
T he pace of globalization is enduring to upsurge, intensifying
the pressure on

organizations as the competition among the organizations is
getting global. History
shows that initially people around the world expanded their
trade activities, later
they started to share knowledge, technology and resources—
physical as well as
in tellectual. Due to this, the co n stru ctio n of the policies,
i.e., com pensation,
performance appraisal, talent management take on global face.
Moreover, the GNP
and GDP of countries are related and even affected by the
socio-economic and political
up and down of the countries.
Here HR manager’s mind set has to be geocentric. He must be
able to formulate
both centralized and decentralized strategies. Here IHR’s role is
of integral partner in
coping with this global competition. HRM functions as
recruitment, selection, training,
compensation and appraisals. So, when the HR is outsourced
many complexities, i.e.,
cultural and contextual emerge which need to be addressed. This
book also discusses
those issues of convergence versus divergence in cultural
variance around the world.
LABOR RELATIONS A N D INTERNATIONAL LAWS
Employment law and ethics and their contribution to the
context, define the role of
International Human Resource Management in the multinational
enterprises. Global
employment law, industrial relations and international ethics
give a brief introduction
to labor relations. The book describes the institution’s

standards, laws and regulations
that affect the employment activities of organizations and how
they create a consensus
on basic employment rights and other values which are being
applicable almost all
over the globe by the organizations.
The author has mentioned very clearly the gaps and the
problems that an enterprise
has to face while having an international network. Laws and
ethics need to be set so
that the international organization can work on them
accordingly, fulfilling the human
labor rights. It can only be possible if all the multinationals
include the same process of
in tern atio n al organizations’ creating, establishing and
suggesting of rights and
regulations.
Volume 23 ^ ̂ N o. 2
Basic employment standards as stated by various international
organizations are as
follows,
• Freedom of association
• Equal employment opportunity and non-discrimination
• Prohibitions against child labor and forced labor
• Basic principles concerning occupational safety and health

• Consultation with workers
• Grievance or dispute resolution procedures
• Use of monitors to audit employment practices.
Source: ADB and ILO (2006), and OECD (2008), as cited in
Briscoe, Schuler and
Claus (2009).
The author also mentioned the organizations which establish
and oversee these
laws and ethics. Number of international organizations such as
United Nations (UN),
the International Labor Organizations (ILO), International
Monetary Fund (IMF),
World Bank, Organization of Economic Cooperation and
Development (OECD),
European Union (EU), Association of South East Asian Nations
(ASEAN), etc., have
all prom oted labor standards th a t im pact employees and labor
relations within
multinational enterprises.
While discussing the global, legal and regulatory context of
MNE’s and IHR, one
of the most important areas of global context for International
Human Resource is the
area of employment law. All the laws and regulations mostly
vary from country to
country, region to region as per the country’s law and order,
culture, social norms and
beliefs. Resultantly, international Human Resource Management
environment becomes
extremely complex. Here strategic HR manager has to

understand international
employee relations from all these perspectives.
GLOBAL ISSUES IN MANAGING IHR
Encountering issues are related to recruiting, global work place,
planning and selection
in multinational enterprises. It primarily focuses on the mobility
of employee and
pavement from country to country. In today’s economy this is a
global issue for MNEs:
Expatriate failure and repatriation, spouses, family concerns,
female expatriate,
difference of values and expectations, etc. Today we live in
diverse environment so
talking a diverse perspective or diversity of international
employees is important in
international staffing which mostly comes under Parent Country
National (PCNs),
Host Country National (HCNs) and Third Country National
(TCNs).
Volume 2 3 ] ^ No. 2
BOOK REVIEWS
ROLE OF IHR
The role of IHR is very much important in order to select the
most desired people for
the job for national and international assignments. Role of IHR
manager is crucial in
talent management and catering the training and development
programs for MNE’s.

Another factor is the cross-culture factor affecting the
workplace and work of assignees
including cognitive competency, behavioral competency and
performance competency.
Here IHR needs to counsel and design cross-cultural training
programs that enable
international assignees to successfully complete their
task/assignments.
In the global ground, the employee performance management is
even more complex.
There are multiple reasons behind, e.g., cultural influences,
dilemmas faced by the
designers of performance management systems and the
challenges confronted with
respect to performance management of international assignees.
Therefore, in this book,
Schuler has pointed out this issue of performance management
and performance
ev alu atio n as well and described many difficulties to im plem
ent an effective
international performance management system on international
grounds. According
to him, employee appraisal and efficient performance of
employees go hand in hand.
In this book, the author has emphasized on three very critical,
hitherto once in a
blue moon touched aspects of international human resource
management structures;
employee well-being, international human resource support
services and the new
structure of human resource at international level. There are
four particular support
services that international human resource management provides
for the international

enterprise; international human resource research, global human
resource information
systems, relocation services and special administrative services.
CONCLUSION AND SUGGESTIONS
Although this book gives the detail foundation of IHRM, global
strategies, HR practices
and intellectual resource management along with emerging
trends of IHRM using
practical and theoretical perspectives, yet many of the
contextual dimensions are not
covered within this book. Moreover institutional pressures are
different in different
countries which directly or indirectly affect IHRM. Case studies
from many regions of
developed and undeveloped countries contributing to this
international competition
are not included or discussed. So it is not right to say that it is
generalizable over the
globe rather it can be said th a t it represents a good or positive
face of IHR in
international context. Moreover it is fruitful to add more
theoretical perspectives and
frameworks and tested approaches for better understanding
about the complexities of
institutional and global pressures faced by IHRM. The
environment or the context in
which organizations perform is emergent, so continuous R&D is
required to gauge the
complexities of IHRM.
Volume 23 ^ y N o. 2

O n the whole, this book is a good value addition to the body of
knowledge on the
subject of IHRM. We would strongly recommend this book to
management students,
acad em ic read e rs, and re search e rs as th e c o n te n ts a b
o u t IHRM are q u ite
comprehensively covered.
R E F E R E N C E S
1. Asian Development Bank (ADB) & International Labor
Organization (ILO) (2006).
Core labor standards handbook. Manila, Philippines: Author.
Retrieved from http://
www.adb.org/sites/default/files/ins
titutionahdocument/33480/files/cls'handbook.pdf
2. Briscoe, D. R., Schuler, R. S. & Claus, L. (2009).
International hum an resource
management: Policies and practices for multinational
enterprises (3rd ed.). New York,
NY: Routledge.
3. Organization for Economic Co-operation and Development
(OECD) (2008). O E C D
guidelines for multinational enterprises. Paris, France: Author.
Retrieved from http://
www.oecd.org/corporate/mne/1922428.pdf
Fiza Ahmed
MS Strategic H R M Scholar
School o f Business Administration and Economics
University o f Management and Technology

C-II Johar Town, Lahore, Pakistan
E-mail: [email protected]
and
Saba Akram
MS Strategic H R M Scholar
School o f Business Administration and Economics
University o f Management and Technology
C-II Johar Town, Lahore, Pakistan
E-mail: sabakram22 @gmail.com
Volume 23 ^ ̂ g No. 2
http://www.adb.org/sites/default/files/ins
http://www.oecd.org/corporate/mne/1922428.pdf
mailto:[email protected]
Copyright of South Asian Journal of Management is the
property of South Asian Journal of
Management and its content may not be copied or emailed to
multiple sites or posted to a
listserv without the copyright holder's express written
permission. However, users may print,
download, or email articles for individual use.

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