INTRODUCTION
The Fachettis restaurant and kitchen brands have had to operate in difficult socioeconomic and political conditions in recent years.
... [Show More] Customers eating out less as a
result of the many social gathering restrictions imposed to stop the recurrence of the
coronavirus, has typically resulted in a significant drop in earnings for most
restaurants and hospitality businesses in the United Kingdom.
These factors, along with the Fachetti Group's high production costs, among others,
compelled the Fachetti Group to change its business operations and management
structure.
This report will investigate and assess internal business operations and management
concerns, as well as some external issues that contribute to company changes. The
report will then go on to define and discuss Fachettis Kitchen's current production,
quality, and human resource management issues, most importantly, the report will
provide recommendations on management styles and skills, functions, motivation, as
well as change and quality assurance management tactics that the company might
utilize to address and enhance on current dilemmas that are currently being
experienced by the business.
PREVIOUS BUSINESS STRUCTURE AND BUSINESS OVERVIEW
(BUSINESS CULTURE)
In this section of the report, I will discuss and state the benefits and drawbacks of the
management styles/leadership styles and functions implemented by the two
divisional managers, Katrina and Sunny, within the organisation.
Previously, the Fachetti Group consisted of two distinct businesses: Fachettis and
Fachettis Kitchen. Fachettis was the name of the restaurant chain that comprised the
Group's restaurant division.
The Fachetti Group is divided into two business divisions: restaurant and
manufacturing.
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Katrina Szynalski, the restaurant division's divisional manager, has 20 years of
experience as the head chef of the chain's most prestigious restaurant. Katrina's 20
years as a head chef ensures she possesses the necessary skills and knowledge of the
menu, restaurant management, and customer needs. The case study demonstrates
that she employs a democratic management style. "In order to make the best
decisions, Katrina believes it is critical to consult with the 15 restaurant managers and
head chefs on a regular basis," she says. The advantages of Katrina using this
management style are that it helps to increase staff motivation and job satisfaction, it
encourages the use of staff creativity, and it aids in the formation of a strong team by
making team members feel included, engaged, and motivated to contribute.
However, my main concern that I would like Katrina to be aware of is that using
democratic management style does unfortunately result in a time-consuming
decision-making process because there may be disagreement within the restaurant
division, which can be a time-consuming process to reach a consensus, and finally,
communication failure can sometimes occur due to the chain of command not being
clearly emphasised. I also believe that, based on the case study, Katrina employs
some type of transformation management style."Caring too much about the opinions
and needs of employees" is proof of this. This is a transformation style because
Katrina appears to be supporting her staff by listening to their opinions and needs.
The advantage of Katrina's transformational management style is that it leads to
lower staff turnover; however, the disadvantage is that consistent motivation and
inspiration are usually required, and taking staff members' opinions can at times be a
dangerous habit because she is not independent and has no power over the decisionmaking process; she is constantly relying on her staff's thoughts. Furthermore, both
management styles consider decisions in the best interests of employees, which has
an impact on the business, as paying employees above their average wage and
imposing high rents on the location where the business is held will result in cash flow
issues. (The financial analysis for 2019 and 2020 will go into greater detail on this.) I
believe Katrina would be best suited to a management role because she is very
coordinating and organising. Coordinating can be used because Katrina explicitly
states in the case study that she pays her employees above their hourly wage in order
to attract innovative and experienced workers. This relates to coordination because
Katrina is paying employees more than their average wage in the hope of attracting
the right experienced workers, allowing her to ensure that the right people are in the
right place, with the right talents, at the right time. It entails ensuring that when a job
needs to be done, the necessary resources are available to complete it. Katrina has
"excellent interpersonal and organisational skills," according to the case study [Show Less]