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BHM207 Organisational Behaviour

BHM207 Organisational Behaviour
BHM207: Organisational Behaviour
Con and his sister Voula manage separate restaurants that are part of one of the most popular national restaurant chains in the country. Their parents and uncle own the national chain jointly. The corporation has established guidelines that each restaurant must follow, but a lot of freedom has been left to the managers to do what they think is best.
Con’s team of staff is fractured, filled with conflict and people who just don’t seem motivated. Voula’s team is high performing with high morale and high productivity.
Con and Voula are in the car together, on the way to visit Voula’s restaurant. They are discussing the state of each of their restaurants.
Con said, ‘We are supposed to be a team but the bickering and arguing that is going on is making it difficult to get anything done.”
“Looks like the honeymoon is over huh? Seems like only yesterday you were opening the new restaurant and hiring them all. Hard to believe it was over 12 months ago, it all seemed rosy, but you even said at the time that it wouldn’t last.”
“The staff seem to think there’s safety in numbers.” Con lamented. “That is about all they agree on. When they think it is beneath them to fill the sugar bowls or salt and pepper shakers, they will unite and refuse to do it. But when I want them to ‘unite’ in serving a customer, it is impossible.”
“We’ve overcome that and it has been a welcome change. From the moment a customer comes in, everyone coordinates their jobs with each other and they pitch in and help each other out if there’s a problem. Just last night, Vince, our Assistant Manager, who is the person who greets our guests and shows them the wine list, went to the kitchen and washed a few of the wine glasses that could only be washed by hand.”
“What did you have to threaten him with to do that? My Assistant Manager would not be caught dead in the kitchen, let alone doing dishes! That’s well beneath him, he’d say.”
“Our team doesn’t work like that. They manage themselves and they don’t see jobs as superior or inferior. Everything works towards providing the customer with the best service. Vince knew that he had no new customers coming in for another 20 minutes, according to the reservations, and he could see the bar was getting close to running out of glasses.”
“What if a customer came in while he was in the kitchen? My staff would just ignore the customer as though it was not their problem.”
“Interesting you say that, because that did happen. The next reservation arrived early so Donna, one of the waitresses greeted them, led them to their seats and showed them the wine list. They are probably discussing those issues right now. They meet every morning to discuss key issues from the previous day and determine how best to resolve any problems that crop up.”
“Bit dangerous isn’t it? Without you there, they could be plotting against you.”
Holmesglen: SH_BHM 15-Sep-2015 J:Higher EducationBACHELOR OF HOSPITALITY MANAGEMENTBHMTeaching materialsStage 4BHM207 Organisational BehaviourBHM207 Weekly
GuideTute activitiesBHM207_9197_case study practice_2.docx
“It is more dangerous not to trust your employees. They have earned my trust and so there is no reason for me to think they are doing anything but planning the day and discussing performance.”
“You’re so lucky Voula. How did you get to be so lucky with your staff and I’m so unlucky with mine?”
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