Andy Garafallo has made his mark in the restaurant industry. His extensive knowledge coupled with a genuine appreciation for customers and staff have, in large part, contributed to 25 years of success. At the core of Andy’s approach to business is a philosophy that centers on integrity and ethical choices. In this regard, Andy’s focus on consistency and customer satisfaction has played a major role in his longevity in the industry. Andy’s supportive approach to staff management has also aided in his overall success. In taking on the position as both teacher and coach, Andy has been able to mold individuals into effective employees, enabling them to excel within his business and the industry as a whole.
Employee Deficiencies
Recently, Andy has noticed deficiencies in three of the staff members who make up his management team. Although Danielle, Kelly and Patrick have been with the restaurant for a number of years, Andy has identified areas of improvement in an effort to support the company and further the skills of each individual staff member.
As the senior employee, Danielle has developed strong social judgment skills inline with Andy’s customer service philosophy. Unfortunately however, Danielle has lower general crystalized cognitive ability as it relates to working with numbers. While her social skills benefit Danielle’s direct contact with customers in the front-end of the restaurant, a difficulty with numbers limits her ability to solve problems related to billing inquiries and front-end budgeting.
Kelly, who works in the backend of the restaurant, excels in her responsibilities of ordering for the kitchen as well as in food preparation. Although Kelly has a high level of motivation in relation to complet...
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...leadership contributes to organizational success. Assisting Danielle, Kelly and Patrick in improving their leadership weaknesses will likely enable Andy to improve the overall operations of the restaurant. While Andy’s is restaurant is currently successful, attention to deficiencies in his own personal leadership style may be necessary in the future. Preparation for a time when critical examination of profit margins is necessary will enable Andy to maintain his success for the next 25 years.
Works Cited
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Stephen Boos has worked in the food service industry for over 30 years. He started as a bus person and subsequently trained as a chef’s apprentice. Steve’s mother believed that a college education was something that everyone should receive. She felt that a college degree was a good investment in Steve’s future. In 1976 at his mother’s insistence, Boos moved to Northeastern Ohio to attend Kent State University where he earned a bachelor’s degree in business administration. After graduation, Steve began working for East Park Restaurant as a line cook. Using his education as a foundation, Steve made a point to learn everything he could about running a restaurant, from cutting meat to the bi-weekly food and beverage orders. His versatility, keen business sense, and ability to control costs resulted in Steve’s promotion to General Manager, as role he has held since 1995.
Management keeps Ehrenreich and other employees under surveillance. They monitor the behaviors of the employees for any signs of theft, drug use, sluggishness, or anything that might be concerned worse. The managers and assistant managers are what some employees’ think are “class enemy”. Most of the management is former cooks or clerks that have crossed over to the other side. Ehrenreich views those former cooks that as “corporate as opposed to human”. Assistant manager are paid only about $400 a week and follow the directions of a corporation that exists far away from the actually location of the restaurant. Management only job is to ensure that money is being made and to not cut the employees any slack. “You give and you give and they take”, Gail another employee informs Ehrenreich. Gail vows to never work in management again for this reason.
First of all, he ran a leasing company which meant he had no restaurant management experience. The next mistake, was allowing him to hire new people outside of the company for managerial positions who were not familiar with the culture of the business. There were decisions being made by those people who were brand new and didn 't know how things worked and this really bothered the employees under them who had been there a while. This caused a rift between lower level and upper level employees. Igor and Ludmilla should have worked with McRae on hiring these new people instead of allowing him to do it himself. He is new to the business so he doesn 't have an understanding of the culture they have established and what they 're looking for. They also should have spent more time with McRae grooming him the way they wanted as well as spent time training each new hire he made. They are in important positions and therefore should have a full understanding of what the culture and mission of this business is. They didn 't because they were not trained as they should have been. It is understandable that they want to be able to focus on the baking aspect and leave the business part to a manager, but if they want their business to have the same culture and success as they grow and expand, they need to put people in those positions who have been there a while and have a full understanding of how Igor and Ludmilla want their business
For more than five years, Eliza White has gained diverse experience in customer service across a range of fields. She is currently balancing her studies with working as a waitress at Scoozi, a local Italian restaurant. Eliza understands and executes the duties necessary for a family-owned restaurant, excelling at communication with her co-workers and accommodation of patrons’ needs, recognizing customer experience is the top priority.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Leadership skills are essential for those who wish to lead change in an organisation. According to Kouzes and Posner leadership is a relationship between those who aspire to lead and those who choose to follow (2007). How this relationship works can be a determining factor in the success of a project or indeed an organisation. Not everyone is a born leader, but leadership skills can be developed and many theorists have come up with strategies and processes that can be followed to achieve this goal. Kouzes and Posner outlined a very successful 5 step model called the leadership challenge. Their theory is based on many decades of research that discovered that organisations, communities and individuals can and will
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
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Mintzberg(2013, P.44) stated that managing combines all these skills, like leading ,doing, thinking, and deciding and more, together, not applying individually. A good manger should be able to mater all these skills to fulfill the job of management. But the thing is what helpful competencies should a manager have to be able to fulfill? Mintzberg stated his own theory which is managing can be known from on three main aspects : information, people, and action. For the information aspect, a manager should be able to communicate and control; for the people aspect, a manager should be able to lead and link; and for action aspect, a manager should be able to do and deal. These are the good methods for a manager to actually manage something well.
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The restaurant industry has become quite competitive in recent times. In an effort to cut costs restaurants are taking serious measures to improve their performance in relation to their competitors. Two of the most important steps that restaurants have undertaken in recent years are:
A survey given to forty chefs; for they volunteer to take an occupational stress questionnaire. The results showed a report of higher stress than in previous years. The key variables of stress are excessive workload, feeling undervalued or bullying. The lack of control over demands seems as a strong predictor of lots of stress. Likewise, excessive workload can make a chef go insane or sick. An executive chef carries out big responsibility on its team because his job depends on it. The source is valuable because it gives examples of real chefs in a real life situation. The use of professional chefs and its stories to explain in detail the problems associated with an executive chef. Also, states the consequences a chef might face in the kitchen. Such as, customer complaints or running out of recipe ideas. However, a chef can also struggle with over-eating in the restaurant industry. Lots of hours and passion for cooking fuel the restaurant business. The amount of hours a chef works leads to no breaks or eating healthy. A chef is around food and beverages all the time, yet making it harder not to try a little
Brinker is seen as one of the most influential chain builders in food service history. He believes that winners attract winners. He shows confidence in himself and has successfully led several companies in a highly competitive industry in which most fail. He surrounds himself with people who believe in themselves and are successful. He feels success is contagious. Brinker has developed a followership at Brinker International of effective followers. Effective followers are the most valuable to a leader and an organization because of the contributions they have. These followers practice self-management and self-responsibility which means they can be relied on hence the protégé Ron McDougall who took the reins as leader when Brinker retired, as well as, aligning McDougall’s predecessors. All believe what Brinker developed at Brinker International, a culture driven by integrity, teamwork, passion, and an unwavering commitment to making sure each and every guest has an excellent dining experience. He also helped promote an ethical organizational culture where people respect one another and work collaboratively in seeking to provide excellent meals and service. Effective followers are also committed to both the organization and a purpose, principle, or person outside themselves. They invest in their own competence and professionalism and focus their energy for maximum impact.