According to the American Hamburger claims, Mexican cuisine has been leading as the most ubiquitous with fresh and delicious aromas over the decades. Ideally, a comparative analysis of restaurants prioritizes other food eating choices integrating it with a competitive analysis to suit the marketing mix. In February of 2013, Grason decided to open Las Noches Bonitas, a Tex-Mex restaurant. Quickly the restaurant gained its notoriety for authentic Tex-Mex food with vibrant and fresh flavors, including the family-oriented style with cozy vibes. Besides, Las Noches Bonitas is a Tex-Mex restaurant full of unique flavors. It is authentic Mexican food that is vibrant, delicious, fresh, and fun. It is colorful, spicy, and uses a fantastic array of new and dried chilies. Everything is handmade and unprocessed. Our restaurant has customized service to satisfy all guests, mainly providing the most satisfactory customer service so that all customers can enjoy the high standards of food, service, health, and safety. Ensure the restaurant’s efficient and profitable business performance and the optimal utilization of staff and resources.
Previously, Grason enjoyed cooking and grilling; growing up, his contribution in the kitchen with grandma was a daily routine that bonded perfectly. His love and passion for food outgrew on the night he visited Mexico for vacation. He loved the freshness of the food and the sense of “homemade food.” Quickly, he made a second trip to Mexico to take cooking classes, where he learned authentic recipes with impressive arrays of chilies. Timely, the restaurant became known and overcrowded; it was time to take the next step. Karen was an outstanding server and hostess all in one. When they changed venues, Grason recognized the hard work and motivation Karen had as a server, and he offered her a promotion to the position of General Manager. Karen quickly accepted the responsibilities.
Introduction
A quality firm’s performance begins with ability nurtured through practice and correction. As time passed, Karen realized the responsibility of a general manager was overwhelming by ordering ingredients, meats, alcohol, non-alcoholic beverages, managing the cooks, servers, bartenders, busboys, barbacks, hostesses, and dishwashers. Additionally, she would get out late every night to do the sales reports. Karen asked Grason if she could get additional help by hiring an assistant manager to manage servers, hostesses, bussers, and bartenders. Grason accepted her request and hired David to manage the front house of the restaurant. Walter was an outstanding cook who always helped Grason in the early days. His contribution to preparing the food, cooking, grilling, and filling the gaps of dishwashers was then promoted to a supervisor as a reward and loyalty to Las Noches Bonitas. Walter’s role was always to make sure the restaurant had plenty of chips, tortillas, ingredients, and meats and maintain a safe and clean environment in the kitchen. Meanwhile, this paper’s central theme and focus are to discuss the Las Noches Bonitas background, development, encountered problems, findings, recommendations, and next steps that aid in the firm’s stability for future posterity and prosperity.
Problem Statement Addressed by the Group and Findings
Han et al. (2017) note that emotional intelligence in any hospitality service providers should embrace mood and emotions, understand customers, empathize with them, and solve problems if they accrue. However, Leslie, the waiter at Las Noches Bonitas, is typically intractable. Customers complained that she was rude by talking back to them, being distracted by her phone, causing long wait times, and being rude to her coworkers. She is not self-aware and is not accepting the feedback. In turn, Leslie feels she is violated because David can do better at being specific and suggesting more solutions than just mentioning to Jane all her wrongs. Hence, Leslie had to abide by Kobylińska (2019) affirmation on establishing satisfying and healthy relationships with customers and coworkers.
The need to love, respect, and give attention to clients’ management process is essential during service delivery in a restaurant. Creating special bonds with colleagues, workers, and clients is critical to physical and mental health in avoiding confusion during service operations. In turn, Karen intervened and spoke with Leslie and asked her to explain why she suffers from poor interpersonal communication. Her energy is spent on constructing a defense rather than on listening. She does not like being told what to do because she feels underestimated and has low self-esteem. She feels threatened and attacked due to the communication we are giving her to improve. That is why she acts aggressive, angry, competitive, and avoids the customers.
Besides, making clients happy by smiling through social and emotional needs engagements. When dealing with clients, love, respect, praise, achievement, and flexibility enhance social learning that encourages or motivates humans for satisfaction. As Langlinais et al. (2022) express, there should be excellent customer service with the full involvement of all staff members by making the customer feel valued and welcomed. Coaching and counseling others can help improve the way managers can pass along advice and information or set standards to help others recognize and address problems involving their level of understanding, emotions, or perspectives. Still, supportive communication is the key to building high-quality connections and long-term flourishing relationships. When building interpersonal relationships and coaching and counseling others, genuine, honest, authentic statements are always better than dishonest ones. Communicating supportively focuses on communication practices shown to foster effective interpersonal relations.
Therefore, the perceptions of trustworthiness require accurate use of social skills theories through integrity, ability, and perceived trust. At this level, consumers’ satisfaction and belief in delivered services rely on the rendered services and interaction between the server and the clients. Langlinais et al. (2022) claim that customers’ respect and positive interaction create more than 70% satisfaction and trust regarding the service delivery and food quality. Adverse reactions against clients signify disrespect and carelessness, and integrity should dictate service delivery, self-response, and social communication should foster a strong bond. Leslie is incorrigible and careless, and she lacks etiquette not only to her coworkers but also to customers due to her low self-esteem and poor interpersonal skills.
On the other hand, Cvetkovic (2018) supports the effective incorporation of work culture to enhance a productive team through proper communication strategies when scaling workers effectively. The team lead should show workers tactics that inform them how adequate and open communication channels improve every worker’s priority by bolstering team communication and abandoning poor communication. For instance, Interviews have shown an exceeding amount of conflict between management and the wait staff at Las Noches Bonitas. The symptoms noticed by the team include more arguments between management and employees, worse customer service, and more. The team interviewing the restaurant believed these symptoms indicated an inappropriate use of conflict management used by the owner of the restaurant.
During an investigation carried out by a Team member Grason the possibility of improper conflict management is another puzzle for Las Noches Bonitas’ success. Las Noches Bonitas does not have a human resources department, so the owner finds themselves doing responsibilities usually performed by human resources employees. The mentioned post is unlimited to resolving conflicts between employees and handling complaints about employees from managers or vice versa. For example, (Krause, 2019) that any growing restaurant demands a leader (manager) who can stabilize effective communication because workers depend on managers for direction, feedback, and positive reinforcement. Thus, it becomes difficult for employees to render service beyond limits without a leader to promote collaboration, closeness, and success with proper conflict resolution skills. On the same note, the manager should identify and understand the associated behaviors and root cause when addressing workers’ wrangles and reducing arguments during service deliveries. Hence, the recruited Human resource manager should be transparent and understand employees’ communication preferences and styles rather than ideal ones. In short, a manager’s presence help in minimizing time on irrelevant issues and maximizing perfection to elevate profits.
Still, Grason learned about an incident a year before the team came to the restaurant. The General Manager, Karen, was notified by a group of customers, a mother, and her two daughters, that one of the wait staff was exceedingly insulting to the customers. The employee in question was Jane Smith. They alleged she was highly aggressive and would make remarks about the woman’s looks and intelligence. The manager was horrified by what she had learned and decided to give the customers a refund and apologize for the behavior; she also assured them of disciplinary action. As Cvetkovic (2018) asserts, Jane Smith indicates unprofessionalism and operates contrary to workers’ ethics and coordination. Jane’s remarks on the customer’s physical appearance instilled fear and annihilated the client. The employee should respect, honor, and show love to the customer in question, but Jane’s character validates the lack of proper interpersonal skills when addressing the clients. It becomes difficult to understand people when aggressiveness dominates employees’ communication with the customer. Hence, Jane’s lack of etiquette and integrity shows why workers require thorough training on proper interpersonal communication skills and courtesy when dealing with customers.
On the other hand, proper conflict resolution requires designing or implementing communication techniques to help employees receive and share information freely (Han et al., 2017). suggest scheduling employees outside of their working vicinity by considering workers’ personal life because infective communication creates confusion, distrusts, and frustrates workers. For example, Karen pulled Jane to the back of the house where the cooks resided, and in front of the other employees, she scolded the server for her behavior. Jane asked the manager what she was referring to, and upon learning what she was talking about, Jane tried to explain her side of the story, but the manager would not hear her out. An argument broke out between the two. The manager decided to write up Jane twice for her behavior towards the customers and the other for how she was insubordinate by arguing with management. Jane also decided to write a complaint about the manager to the owner.
Ideally, incorporating proper communications skills and respecting your juniors during service delivery or in case of loopholes is significant for the organization’s prosperity. Karen had to communicate politely and harmoniously to Jane in a concealed place without involving anger and finding out the argument’s genesis and insults. Similarly, pulling Jane to the back of the house where cooks sojourns and in front of other employees is unprofessional. Karen instilled fear in additional workers and led as a bad example when dealing with professional challenges (Cho, 2018). It is clumsy to annihilate your junior before colleagues as a competent manager. Managers should integrate emotional intelligence when handling workers; Karen was overpowered by anger, making Jan feel unvalued, disrespected, and unappreciated despite her talents and capacity. The mentioned manager’s behaviors make employees irritable, unproductive, and disregard the open communication lines rather than focusing on the firm’s posterity and prosperity (Krause, 2019). Such employees deserve moral revitalization through workplace culture reevaluation and integration into the work environment to improve a good attitude. Finally, Karen showed her anger and never allowed Jane to address her concerns, and the primary reason for her argument with the client was information deficiency.
Implementing a proper policy on communication strategies and methods is essential to effect an appropriate conflict resolution strategy is vital for a firm’s prosperity. It was easier for the employer to ascertain the miscommunication between the manager and Jane. Hence, seeing the write-ups and complaints on his desk for review, the owner decided to have an interview with both the manager and the server to find out the truth. The process entailed gathering relevant details on what transpired between the two and some bottlenecks that inhibit the firm’s prosperity (Getaruelas, 2019). The owner, however, found out since the incident that there have been numerous occasions where the manager and server have gotten into arguments, so he decided to interview them separately. That is logical. Seeking relevant information without fear made the owner question the manager and Jane individually to find the root cause of their arguments and other miscommunication within the firm (Kristinsson et al., 2019). However, Jane stated in her interview that the customers were, in fact, the ones who were exceedingly rude.
Jane recounted how a group of customers, consisting of a father, mother, two daughters, and two sons, entered the restaurant and were seated in her section. During the entire meal, some groups were exceedingly rude or misbehaved. She alleged that when they thought Smith could not hear them, the mother and daughters made snide comments about her appearance and intelligence. She also recounted how the youngest son was very rambunctious and would yell loudly, annoying the other customers. She asked the father if he could ask the child to be quieter when talking, as he was bothering the other customers. The father apologized to the child and made sure he was whispering. Jane alleged that the father and two sons went outside, and the mother and two daughters went to the restroom. Jane could hear them making rude remarks about her looks and intelligence when they were leaving the restroom. She said that she had enough and told the women off, saying they should be ashamed of how they acted towards other people.
The mother then went to the General Manager and complained about the server’s behavior. The manager then took Smith into the back of the restaurant and reprimanded her in front of the cooks and other wait staff; this conflict came about because of two chief issues. These issues are informational deficiencies from the general manager and Jane’s environmentally induced stress. The instructive flaws are the misinformation given to her by the customers and her unwillingness to hear Jane out. Jane felt stressed from the customer experience, and the manager’s reaction helped break out the argument (Wang & Lang, 2019). The reality behind information deficiencies between the manager and Jane, the owner and workers, indicates less effective collaboration. Workplace collaboration escalates numerous benefits from efficient problem solving and self-analysis promotion. Hence, Karen should embrace good communication to enhance the sense of predictability and stability since inadequate communication promotes tension by introducing a sense of fear that counters efficiency and productivity.
The restaurant owner had to unravel the unmet expectations and needs when he ascertained workers had challenges figuring out their priorities. Information gathering and consulting other workers on Jane’s traits and collaboration with clients and coworkers. The restaurant owner then went to ask the other wait staff about Jane’s usual attitude towards customers. Every waiter and server said Jane is lovely, hardworking, cordial, and rarely aggressive with customers or coworkers. The restaurant also has a security system with cameras that have microphones installed. After reviewing the footage, it was clear that everything Jane had recounted turned out to be true (Wang & Lang, 2019). The strategies mentioned above validate how the restaurant owner employed effective and professional methods to gather information regarding Jane’s interpersonal communication skills and character traits. Besides the restaurant owner creating an effective strategy for compiling information regarding Jane, the reality behind Jane’s interaction and performance was revealed. Methods used by the premises’ owner are ethical and healthy. However, the action taken or punishment for Karen and Jane are questionable.
The owner, however, decided that even though everything Jane said was true, it was still highly inappropriate to talk back to management and went against company policy. Jane was punished for her behavior by having the insubordination write-up stay on her record, while the General Manager was not punished. When Grason interviewed the employees, they stated this event and others like it are the reason employees are so aggressive with the owner and management because it tells them they will always be the ones punished. In contrast, management gets off without even a warning. For instance, poor management inhibits employee productivity and illicit indirect peril to workers’ adaptability and innovation when delivering services. The manager lowered Jane’s morale due to favors when unfairness sense crept in when she was innocent. The new assistant manager quickly abuses power and inappropriately attempts to gain power when upper management sets limitations.
Otherwise, restaurant Servers’ unacceptable behaviors and lack of self-awareness lead to upper management’s defensive responses to feedback. Given the assertive and uncooperative nature of the owners’ conflict resolution, Grason has decided the owner only utilizes the forcing conflict resolution style. He resolves the conflict by satisfying the needs of managers through the demands of wait staff and other employees through formal authority; he is the owner, so what he says is the law. The repeated use of this approach has bred hostility and resentment within employees, which has led to more conflicts breaking out. It was unprofessional for Karen (the new manager) to embarrass and harass Jane before her colleagues, and it went unpunished due to poor management by the restaurant owner. Team member Grason discussed with the owner that a forcing approach is a subtle way to resolve conflict, but only in certain circumstances and certainly not to be used all the time. The general manager made a clear error by fueling her actions with false information and assumptions, and she should have faced disciplinary action. Grason would recommend to the owner a more appropriate approach. He suggested how, at the time, a collaborative approach might have been able to satisfy both parties.
Recommendations
Grason has drawn up a list of recommended steps for the owner to follow. The first step is to hold a meeting with Karen and Jane and forgive the waitress for the alleged behavior. Second, the owner, Grason, and Karen will discuss with Jane more appropriate ways to manage the situation should similar ones arise in the future. Grason lengthened consumer relationship management such as practices. Principles, guidelines, and direct association with customers include analyzing clients’ behaviors and trends. Customer relationship management elevates their overall experience (Reward Network, 2017). Knowing your customer helps during efficient client interactions and transactions, which help in the restaurants’ marketing campaigns after identifying the consumers’ preferences and orders. At the same time, Customer relationship management eradicates clients’ details and keeps track of vital information such as their birthday or anniversary, improving restaurant marketing automation (Han et al., 2017). The manager should motivate the customer to foster affiliation with other clients outside the restaurant. Encourage the consumers to revert or return or use a coupon and revisit the restaurant. The customer relationship management system should automatically send greetings, track clients, send significant holiday messages, and offer information.
Third, after discussing with Jane, the managers and the owner can draw up company policies for dealing with similar situations. The organization’s policies should recognize the delivery and undersell of typical clients’ service mantras. Hence, the server or employee and the firm management should set realistic policies that favor consumers’ expectations regarding service checks in and wait time (Han et al., 2017). For example, providing or offering consumers food earlier, regular server check back encouragement to give updates and refill drinks, and avoid delays. The management and owner should be ready to provide benefits or remedies to any inconveniences. The employees should be trained to implement better consumer services by working on incorrect orders and longer waiting times. For example, free refills, dishes replacements, appetizers, and a gift card will cover any inconveniences. All the free meals should be cost-effective with a minimum less aimed at satisfying the clients. In short, the mentioned policies should embrace influencing customer satisfaction and improving product promotion through safe, delicious, faster, and effective service delivery policy implementation.
Fourth, they will hold a meeting to notify employees of these policies and ask the employees if they have any questions, concerns, or alternatives that may be better, apart from finalizing the company policies based on the feedback provided by employees. Accepting and adhering to customer feedback should be the best priority. Typically, consumer feedback acts as a push and precaution that aim to excel the services and food provided by the organization through essential and mutual clients interactions with service providers. The mentioned scenario regarding insults and remarks between the clients’ family and Jane involved criticism and abuse. Still, such embarrassment sometimes makes employees turn criticism into the best experience for any client. For example, the employee should be ready and willing to respond with a soft tone and offer little incentives by promptly shifting the adverse review into satisfied clients (Cvetkovic, 2018). For instance, the manager provided the couple and the child incentive to apologize but only failed to embarrass Jane (employee) in front of the customer and coworkers. These policies would better prepare employees to deal with similar situations. Finally, suppose management and the owner are aware of various ways to resolve conflict and know when and where to apply them. In that case, there will be less resentment and hostility, leading to less competition.
The front of the house at Las Noches Bonitas is currently unorganized and struggling to function efficiently. There are several symptoms to consider when figuring out how this came to be. These include late orders, servers not helping tables outside their section, and other minor issues. These issues denote a misunderstanding of expectations and standards. After interviewing wait staff members, it has become clear that multiple and differing instructions have been passed down, and the employees struggle to keep up. Therefore, the firm should enhance effective communication and proper restaurant arrangement through monthly and weekly scheduling, such as staffing levels, and make effective order placement (Krause, 2019). For instance, Grason informed the firm management to create a precise and quality detailed procedure for kitchen order placement and accommodation services to avoid incomplete or incorrect meals served to clients. For example, employees should review any communication and tickets turn out between the cooks, expediter, and servers.
Grason reiterated that inventory control should aid in setting up a communication protocol between the kitchen and dining room management to ensure adequate food in the restaurant to meet or cater to clients’ expectations (Amit Kumar, 2019). For example, when the executive chef a requested date on the inventory order should exist during its purchase. The purchasing employee or person should liaise or verify if they can meet the desired deadline, and if they cannot, update the chef to revise and revise the menu. On the other framework, David explained that Joan was recently brought on as an assistant front-of-house manager to bring in a fresh set of eyes to help keep the restaurant crisp and fresh (Buzztime Business, 2018). He explained that when Joan arrived, she had many thoughts and opinions that she offered to senior management. Many of her recommendations were accepted and implemented with mostly positive results. However, a fair number of her suggested policies were not in line with the restaurant’s identity.
When questioned, Joan said that in her experience, the policies she brought with her were the ideal way to run a restaurant. She explained that since management disagreed and refused to test her ideas, she had no option but to take it on herself to demonstrate their validity. When confronted by David, Joan asserted that what she was doing was for the restaurant’s good, and if he did not allow her to manage this way, there would be repercussions. This situation has several problems involved, including inappropriate attempts to gain power. Joan is acting of her own accord and attempting to manipulate her superior. This manipulation takes the form of reason strategies and retaliation, the threat of adverse actions to be taken due to noncompliance. Other contributing problems include the implied disregard for the structure of authority and the misalignment of goals and expectations between Joan and her superiors and the serving staff. Fails decision-making strategies, forgets her roles, and reinforces authoritative leadership when governing workers.
Similarly, Joan’s action proves that the company lacked a strategic action plan that reflected its mission due to expectations and goals misalignment. Every employee should work according to the firm’s policies, regulations, ethics, and responsibilities governing their position. Joan failed to adhere to workers’ and colleagues’ participation in the decision-making process when revamping an organization structurally and functionally. Joan ignored and unrecognized her superiors’ by demanding or commanding the staff to abide by her principles and mode of operation. Hence, she instilled a negative attitude in workers towards quality service delivery, lack of trust, and sidelined feelings in participating in the firm’s decision-making roles (Amit Kumar, 2019). Briefly, Grason took the initiative of unraveling such predicaments through civic education in the recommendations and comments.
In turn, Grason decided to elaborate and discuss the functions and roles of an assistant front-of-house manager as follows. Quality support of front desk team management by utilizing communication and interpersonal skills to encourage, lead, and influence others rather than threatening leadership with adverse repercussions. Joan deserves to respect, build mutual trust, and understand workers’ positions rather than fighting for power. Secondly, Joan should support and monitor the progress of the front desk and guest services in developing specific plans and goals to organize, prioritize, and achieve work accomplishments. Similarly, ensuring clients’ exceptional service is adequately available for customer retention and satisfaction. Handling guests’ complaints and challenges effectively require adherence to policies and work ethics when managing projects such as restaurants standards procedures. In short, Joan should establish professional relationships with other workers at all management levels within the firm and customer organization.
Each of these individual problem statements requires particular elements resolution. In the matter of reasonable attempts to gain power, the primary recourse for the manager is to explain why things are the way they are, in contrast to what the subordinate wants. Retribution techniques often require a bit more direct action to address. These situations involve an immoral and intentional abuse of power to impose one’s will (Amit Kumar, 2019). One of the practical approaches to counteracting retaliation attempts is to confront the behavior directly in these situations. By pointing out the behavior, the aggressor has no choice but to acknowledge the behavior. Beyond this, there are very few resources outside of reporting to a higher or outside authority for intervention. As for the case of misalignment, a brief meeting with explicit language in a supportive atmosphere can often bring about proper understanding.
As for David, we recommend that he begin by sitting down with Joan and either Grason or Karen to discuss the situation. The inclusion of Grason or Karen is to ensure the discussion is appropriate on both sides and provide accountability. David should start the meeting by acknowledging Joan’s positive impact on the restaurant to establish goodwill. Next, David needs to explain the core philosophies of the restaurant and how they relate to the operations that shape its identity, and how Joan’s suggestions would harm that identity. At this point, David needs to address the threats made by Joan. He should start by identifying the behavior and explaining how it is inappropriate. From here, David should reestablish the hierarchical structure and the inherent expectations. After meeting with Joan, David should hold a meeting with the front-of-house employees to reestablish expectations and policies.
After the current issues are resolved, maintenance is a must for firm success. We recommend that David have weekly meetings with Joan. These meetings should address what she is doing well, where she can improve, and any new policies, challenges, or events. At this time, Joan should also bring forward anything she is struggling with and possible solutions. These meetings should serve as built-in points for them to maintain synchronicity. The front-of-house manager should also have a short meeting to connect with the front-of-house employees at the start of each shift, outlining expectations, standards, and news for the day.
Next Steps
While every situation is different with its unique perspectives and values, the steps used to solve problems vary individually. The general manager of Las Noches Bonitas approaches coaching and counseling when the behavior of a server is inappropriate. The intent is to foster trust, be honest about the situation, and provide the best alternatives to customers and servers (Buzztime Business, 2018). The goal is to ensure behavioral guidelines are set and understood to give the restaurant’s guests a fantastic experience and hope they will return. Leslie, the server, disowned many of her actions and behavior by providing lousy service, causing unpleasing customer satisfaction. When her efforts are confronted by management, she ignores the issues and quickly starts talking back, creating defensive communication between her and management. Management will independently set meetings with Leslie and coach her on the specific qualities the company seeks and the appropriate types of behaviors to improve performance. Within that time frame, the manager will go over any problems she has (if any) with coworkers and understand the reasons why she is not being helpful to others.
Although conflict being detrimental in the workplace is a myth, dealing with Leslie requires setting up conflict management plans to guide workers such as Leslie to address or handle disputes. A conflict management plan involves the restaurant’s values, policies, objectives, and motto. Grason should offer each employee a list or program copy (Buzztime Business, 2018). Grason should remember that curtailment of the problem to re-occur is the first object of a conflict strategic management plan. Thus, restaurant staff requires thorough training to improve their conflict and communication management skills. Leslie should lead by example in adhering to interpersonal communication skills, etiquette, values, and virtues when dealing with coworkers or customers (Wang & Lang, 2019). At the same time, she needs to address her high temper and avoid attacking others if she is dismayed. Leslie’s irate traits require thorough monitoring, update, and evaluation weekly to ascertain improvements. Furthermore, workers should be corrigible if they wrong others or make errors; Leslie should refrain from giggling and rendering poor services by insulting those who rectify her actions. Therefore, make her understand that everyone takes a stake in the organization’s prosperity.
The principle behind every successful CEO or manager is treating each side fairly and equitably. For example, when Jane and the manager crushed over the customer’s unidentified source of wrangle emerged, the restaurant owner should have refrained from taking sides. The second Grason, the restaurant owner, approaches problems with reinforcements. In a confrontation between Jane, the server, and a family guest, the solution was to write up Jane for misconduct, fully refund the family, and apologize for the bad experience. Disciplining the employee’s behavior discourages future occurrences. It has also been made clear to the owner that the forcing approach to resolve conflict is not the only solution when dealing with disputes. It was suggested that the collaborative process is a cooperative, assertive, problem-solving mode that can benefit both parties by finding solutions rather than finding fault and blaming specific individuals (Amit Kumar, 2019). Grason has considered this and has now assigned managers to conduct meetings 30 minutes before the restaurant opens. Employees will be notified of policies and ways to manage customers’ attitudes by setting up meetings every morning. Employees will then be asked if they have any questions, concerns, or alternatives that may be better to solve confrontational conflicts.
Karen requires comprehensive and quality training on management responsibilities and roles, virtues, temper control, and integrity. Karen had to ask other employees and customers to leave her with Jane alone and hear her side of the story. It sounds unprofessional to scold or revile at your junior in front of your clients and colleagues. Besides, the manager should not express their anger directly in front of their junior as Karen did. It signifies a lack of self-respect and emotional intelligence. Again, identifying the source of the fiasco or challenge is prudent during conflict resolution (Reward Network, 2017). Karen had to identify similar patterns and structures that facilitate conflict and point out the root cause of struggles.
On the other hand, the restaurant owner failed to execute the exact punishment required by work ethics. It was unethical to punish Jane to that level and spare Karen, which shows biasness in leadership in terms of power. Ideally, the restaurant owner played the blame games against Jane; punishing Jane alone intensifies hatred and lowers her self-esteem, derailing her performance. Using correct, accurate, and unbiased sources to gather the root cause of the conflict is essential that deserves justice or fairness when dealing with employee mistakes or errors.
On the other note, the front of the house at Las Noches Bonitas was unorganized and struggling to function efficiently. David decided to hire an experienced front-of-house manager who had worked with similar restaurants. Her way of running things was incompatible with company policies. The owner and upper management quickly limited her. Joan refused to agree to what upper management believed was best for the restaurant’s interests and forced her ideas on leadership, threatening that there would be repercussions. The mentioned Joan’s traits show a lack of trust adherence to organizational policies that could result from workers’ poor or negative attitudes paralyzing the restaurant’s production.
Conclusion
In summary, proper restaurant management requires imbibed skills and experience from the owner’s background, converting failures such as miscommunication and emotional intelligence problems for inevitable organizational strength or stability. The primary theme that wreaks havoc throughout the firm’s operation is interpersonal communication skills segregating workers from their clients. Hence, a lack of proper training on emotional intelligence management, etiquette, and prudent ways of unraveling challenges stir firms’ operations and tear teamwork apart. Grason requires an elevated undersetting of management core principle that deserves equality and fairness when untangling problems without taking them aside. It was imprudent to favor Karen and harshly punish Jane after striving to resolve the client’s behaviors with empathy. Therefore, leaders should learn or train how to address workers in case of hitches or battles within the organization; the unprofessionalism exhibited by Karen (pulling Jane where cooks reside and quarreling with her shows a lack of managerial skills. Reviling at your junior in front of coworkers is unethical; failing to listen to others’ views shows a lack of power to express and address any matter during the decision-making process and conflict resolution. Otherwise, Grason strived to look into the bottlenecks that slag behind the firm’s approach but failed to implement and resolve the problems ethically and instead made unethical decisions that lowered workers’ morale. Overall, the organization requires intensive revamping and sanitization of workers with proper training skills, problem-solving, and critical thinking to escalate the firm’s profitability. Throughout this exercise, we learned several things. The first is that relying on a forcing approach only creates hostility and further issues. Second, managers need to be empathetic and attentive to their employees to foster good communication. Finally, we learned that when dealing with retaliation attempts to gain power, you have to address the issue openly.
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