eadBreadTalk Background
In 2000, BreadTalk was founded and it has rapidly turned into a particular Singapore brand that has increased universal advance. It has set up its check on globally with its bread kitchen, eatery and nourishment chamber foot shaped impressions. Moreover, it has also opened nearly 1000 outlets with 7000 total employees around the globe such as Hong Kong, Middle East, Singapore and China.

1. Write the mission or purpose of the organisation is a few sentences.
As stated in Company official site, their mission is “Leading a new lifestyle culture with new, innovative changes and creative differentiation to craft products with passion and vibrancy”(Breadtalk.com, 2015). Their mission clearly states that the company is always trying to bring and create new products. Hence, their main focus is on their products.

2. What are the specific tasks to be completed to accomplish the mission? BreadTalk may not seem like it has a complex or complicated business model; indeed, the company was designed to sell bread and pastries, and this is something that it has been doing with significant success in the Asian market for a number of years. However, there have been changes made recently, and the company is trying to take its business in a new direction (Breadtalk.com.sg , 2015). The company’s current tagline is “get talking” (Breadtalk.com.sg, 2015). George Quek, the Chairman of the BreadTalk group, writes “After 12 years and 3 generations on, Generation4 is our latest concept to connect with our customers with enhanced lifestyle options. Through our 50 new and healthy recipes, refreshed store concept and engaging platform, we are confident that the new concept will continue with a strong focus on the growing market of China” (Breadtalk.com.sg , 2015). This is the current growth pattern for BreadTalk, and it indicates that there are significant new markets that need to be explored by the BreadTalk group, as well as expansion across their current market in Singapore. BreadTalk wants to provide a place for people to experience healthy food and a good atmosphere; the entirety of the business plan lends itself to this particular mission.

3. Based on the specifics of question 2, develop an organisation chart. Each position in the chart will perform a specific task or is responsible for a certain outcome.
This is a complex organization, because there are many individuals that are in charge of other branches of the company. This organizational chart pertains to the issues faced by BreadTalk Singapore, which is one part of the BreadTalk group; the rest of the group is spread throughout Asia and is subject to other functionalities (Breadtalk.com.sg, 2015).
As can be seen from the AppendixI, the structure of the organization is quite simple, and the purpose of each individual is clear. The CEO maintains hierarchical control over the other individuals in the business, and there are a number of people that answer to this individual.
In this understanding of the BreadTalk structure, there are three main designations: the director, the leads director, and the bakery division. The leads director and the director are responsible for all the individuals that work on the back end to make sure that the everyday logistics of the business come together, while the bakery division works with products and customers.
It is important to note that these are franchise operations, so the operations system in these BreadTalk bakeries can vary heavily from location to location. Each franchise reports to corporate, but they all have their own structure; these bakeries will retain this structure in the interim until a more unified plan can be elucidated. To accomplish the mission statement, the company must coordinate and communicate effectively. It must also find unique avenues that address specific niches.

4. You re into your fifth year of operation and your business has been very successful and has grown to five locations in two cities. How do you keep in touch with it all? What issues of control and coordination have arisen? Add an up-to-date organisation chart and explain.
There are some changes to the original organisational chart that must be made to reach the goals of the group. The up to date organizational chart is as shown in Appendix II.
There has been some restructuring for this particular business, especially because the additional locations make it difficult to maintain operations. The CEO position is really a leadership position of any type; this individual is overseeing the actions of the four teams that are subordinate to him or her. The Chairman and the Board as a whole are not included here, not because they are unimportant, but because they are not as important in the consideration of the day-to-day performance of the BreadTalk bakeries.
Control and coordination are both important issues for the company, but control will come through the leadership positions within the franchise. The franchise does not have to report to corporate entirely, but the stores owned by the franchise owner will coordinate as a unit. That unit will then be responsible to the corporate entity.
To maintain communication between the different locations, the administrative and technical team will put into place a number of different communication systems. This will allow the company to order supplies and products as they are needed; it will help reduce waste. Having five bakeries necessitates the ability for staff to work at any number of the different bakeries, so the need for communication is paramount. Poor communication on the part of the individuals in the leadership positions would inevitably lead to disaster in this particular case. Communication is something that will be maintained across all the franchises, both to communicate problems and to keep potential problems contained within a single franchise operation.
Finally, because the same individual owns all five of these franchises, this individual can take charge of the leadership of these franchises. This is a good opportunity for the owner to integrate the business plans and operations of these individual franchises, while still allowing each franchise enough autonomy to make niche adjustments on their own individual store. The top-down hierarchical structure will work well for these businesses, because they are essentially very similar businesses that are each individually structured based on very small variations in market (Amaral & Uzzi, 2007).

References
Amaral, L., & Uzzi, B. (2007). Complex Systems—A New Paradigm for the Integrative Study of Management, Physical, and Technological Systems. Management Science, 53(7), 1033-1035. doi:10.1287/mnsc.1060.0696
BREADTALK GROUP LIMITED,. (2014). Financial Statement and Dividend Announcement For The Year Ended 31 December 2013. Retrieved 8 June 2015, from http://breadtalk.listedcompany.com/newsroom/20140225_194953_5DA_2B8A33ADFDD932A448257C8A003DDE1C.1.pdf
Breadtalk.com,. (2015). BreadTalk Group. Retrieved 8 June 2015, from http://www.breadtalk.com/
Breadtalk.com.sg,. (2015). BreadTalk Singapore. Retrieved 8 June 2015, from http://www.breadtalk.com.sg/
Josserand, E., Teo, S., & Clegg, S. (2006). From bureaucratic to post‐bureaucratic: the difficulties of transition. Journal Of Orgchange Mgmt, 19(1), 54-64. doi:10.1108/09534810610643686
Miles, R., & Snow, C. (1992). Causes of Failure in Network Organizations. California Management Review.
Petkova, I. (2014). Bureaucratic versus Non-bureaucratic Organization: Explaining Form, Function, and Change in New Forms of Organizing. Management And Organizational Studies, 2(1). doi:10.5430/mos.v2n1p33

Appendices
Appendix I

Appendix II