HOSPITALITY SUPERVISION AND TRAINING SKILLS BY PUNAM GARU

Hospitality Supervision and Training Skill

08015439

INTRODUCTION

The report made is based upon a case study on The Galley which is a 150 seat

canteen style restaurant and is located on the top floor of an eight storey office block.

This building was constructed in the 1970’s to house the employees of an

international shipping company. Galley was a subsidised staff canteen and used to

serve meals and snacks to the company employees and provide buffet lunches in

meetings and functions until 2002. In 2003 Galley was sold to Lunchbox Ltd where

all its 20 staff was re-employed on their existing terms and conditions. Only three

months ago the long serving manageress of The Galley retired and a new young

manageress Jean Porter was appointed. Jean has brought about many changes in

the restaurant within a short period of time which have all been met apathetically by

the staff members. Hence the first part of the report projects a SWOT of the

restaurant, which would give an insight about the strengths, weakness, opportunities

and threats of the restaurant. The second part of the report discusses about the

necessary changes which needs to be carried out by Jean to smoothen and stabilize

the job environment and also ways which should be implemented to manage staff

reactions to the implemented change.

1


08015439

SWOT Analysis

STRENGTHS

1) The wide range of dishes, hot

breakfast snacks and provision of

themed menus would serve as an

attraction for the guests.

2) The strong 20 staff of the galley

restaurant, which hold a long

experience of working in the

restaurant is a great strength for

the organisation.

3) Jean Porter, the newly appointed

manageress of the Galley

Restaurant is a great strength for

the organisation as she is dynamic

and understands the changing

market economy. Though she is

much younger than the staff of the

restaurant and holds lesser

experience than them, but still she

is aware of the change which

needs to be made to improve the

current business situation.

WEAKNESS

1) The inflexible nature of the

Galley is a weakness for

the restaurant. As the area

around the building

underwent such a rapid

development and even the

building underwent some

changes, but the restaurant

was never considered for

changes until Jean was

appointed as the

manageress. Had the

changes been slow and

steady then such a staff

resistance would not have

happened on introducing

changes in the restaurant.

2) The loss of team spirit and

cohesiveness amongst the

staff members is a great

weakness for the Galley

restaurant.

OPPORTUNITIES THREATS

2


08015439

1) The location of the building in

which Galley Restaurant is

situated is a great opportunity for

the restaurant. As the building is

just two miles from the city centre

and is surrounded by 30 office

buildings, cinema, sports center

and a number of private

apartments, therefore the Galley

restaurant can target quite a large

market for its growth.

2) The building in which Galley

restaurant is located now houses

many other offices apart from the

international shipping company,

which is also an opportunity for

the Galley. Galley now serves not

only to the shipping company

employees but also to the

employees of the other offices

located in the building.

1) The three new chain restaurants

and two pubs which have opened

up in the vicinity of the Galley is a

threat for the restaurant, as these

food and beverage outlets are

attracting the target market of the

Galley.

2) The staff reaction to the changes

brought about by Jean is a threat

for the business of the restaurant

and a substantial dip in profits is

also noticed. The staff has

become very undisciplined and

have exhibited lack of politeness

towards customers and

colleagues, which is quite

dangerous for the business of the

restaurant.

3) All the staff members of the Galley

restaurant are members of the

union and are in close touch with

their regional officer; therefore no

stern measures could be taken to

improve the situation or to

implement further changes, as this

could result in worser situation

and even intervention of the union

in the operations of the Galley.

3


08015439

PLAN OF ACTION FOR JEAN

For securing the long term future of the galley restaurant, a number of changes and

steps need to be taken by Jean Porter, the present manageress of the galley.

As Jean Porter has been appointed three months ago as the manageress of the

galley, and within this short period of three months she had tried to make quite a

number of changes in the restaurant, which had generated a poor response from the

employees of the restaurant. But change is an inevitable part of any business and

change is necessary for continuous development of any organisation. As per

www.mindtools.com, “change is a common thread that runs through all business

regardless of size, industry and age. Our world is changing fast and, as such,

organisations must change quickly too. Organisations that handle change well thrive,

whilst those that do not may struggle to survive”.

Miller et al, 2007, p389 says that small and large organisations have to go through

change in order to adapt to new circumstances, enhance competitive position, be

more cost effective and to improve product and services.

But as seen in the given case study any change made in the organisation undergoes

certain resistance, therefore certain measures needs to be taken to overcome these

resistance forces within the organisation. Two models namely, Kirkpatrick’s model

and Kurtz Lewin’s model have been considered for implementing the plan of action

by Jean.

KIRKPATRICK’S KEYS FOR SUCESSFULL CHANGE

Kirkpatrick (2001) has devised the three keys for successful change, which are

empathy, communication and participation and change.

4

http://www.mindtools.com/


08015439

The first key empathy speaks about knowing the employees, putting you in the

shoes of the other person and determining reaction to change. As it was hardly three

months that Jean got recruited as the manageress of the Galley restaurant and she

had started making a number of changes in a short span of time, therefore it is quite

clear that she did not give time to know her employees, neither did she give much

thought about the reactions which may arise due to the made changes.

The second key for effective change is communication. Communication is one of

the most important keys for managing change as it serves as a tool to propagate the

views and ideas of the supervisor to its subordinates. In order to convert the negative

reactions of the employees to positive, Jean should potray the changes as

opportunities for growth and not as problems. Jean first herself should be positive

about the changes and try to inflict this positiveness amongst the employees. She

should not just impose the changes but explain to her staff about the necessities for

the changes and try to win their favour.

The third key for managing change is participation and change. As per

Ichniowski et al, 1996, ‘through direct participation, employees work harder as well

as smarter’. Participation in the planning of change works as motivation for those

who are affected by the change. Therefore Jean should try hard her level best to

involve her employees in the planning of change. As the employees working their

hold a long experience and are also elder to Jean, therefore a feeling of superiority is

residing in their minds which is acting as a barrier in between Jean and them. Hence

participation in the planning of change could be a really effective tool in this case.

Jean could ask their opinion about how to implement changes, but its not essential

that all their ideas needs to be implemented, but then the employees whose ideas

have been rejected must be convinced about why their ideas were rejected.

[Reference: Goodwin,C, Squire III,A,Chapman,E (2005) The Hospitality

Supervisor’s Survival Kit, Pearson, Prentice Hall

HSTS Napier slides, topic 5- managing change]

5


08015439

MANAGING THE CHANGE

The process of change could be studied within the proposed framework of Kurtz

Lewin. According to Kurtz Lewin and others the three procedures necessary for

change are – unfreezing the existing situation , working of the change agent towards

the desired change and refreezing of the revised situation.

Unfreezing the existing situation

Unfreezing of the existing situation will affect the change agents, e.g. – supervisor as

well as those who will finally be affected by the change, e.g. – employees.

Unfreezing the existing situation requires to analyze the driving and restraining

forces at the workplace. Any existing situation is the result of a variety of forces, any

one of which can be worked on to unfreeze the situation. After the change agent, eg-

supervisor, have unfrozen the situation for the framing of strategies , nextly the

unfreezing of the situation must be done for the people who will ultimately be

affected by the change , e.g.- employees.

Firstly a need for change must be generated in the minds of the affected

employees. Therefore, Jean porter must show the staff of the galley restaurant, of

why they should be dissatisfied with the current situation. She must explain them in a

persuasive manner of why changes are necessary, as the area around the office

building has undergone rapid development in the past two years and hence the

entire business scenario of the place have changed and therefore it is necessary for

the Galley Restaurant to make changes in its delivered products and services in

order to keep pace with the changing business environment. Jean Porter should

exhibit transformational leadership for gaining the commitment of her staff

members. As the staffs working in Galley are quite experienced, therefore measures

like punishment or fear would yield negative results. Using rewards and incentives to

motivate employees give short term benefits and it may not be 100% effective.

[Reference: Kavanaugh,R,& Ninemeire,J, (1994) Hospitality Supervision,

AHMA,(2nd Ed) ]

6


08015439

Transformational leadership

To exhibit Transformational leadership qualities Jean should communicate and

inspire the staff members about the mission and objectives of the company

Lunchbox Ltd, so that the employees could view the bigger picture and feel a part of

the company rather than only a part of the restaurant. Jean should act as a mentor

and coach to support, develop and empower the workers. As a coach of the team,

Jean should consider herself as a part of that team. She could organise a pre-shift

meeting to go over the previous day’s feedback, the current day status and also

delegation of tasks could tasks could be done. The staff members could also share

their concerns and opinions and they should be given the opportunity to have an

active role in group decision making and this would help in bridging the

communication gap between Jean and her staff. Jean could also organise various

get together activities for the team so that the lost team-spirit could be regained.

[Reference – Miller, J, Walker, J & Eich Drummond, K (2007) Supervision in

the Hospitality Industry, New Jersey, John Wiley and Sons]

Work toward the desired change

For Jean to work towards the desired change requires that she should try to modify

the employee behaviour and simultaneously analyse affected policies and train staff

in improved job methods and operating techniques ,which have been implemented

by Jean. As a number of new dishes, themed menus and hot breakfast snacks have

been added; therefore proper training must be given to the staff members so that

they can adjust themselves to the changes made. All this becomes easier if Jean

could gain the trust and respect of her employees. For this she should know her

employees well and try to work with the informal group leaders or with the

employees who are highly respected by their peers.


AHMA,(2nd Ed) ]

7


08015439

Refreeze the revised situation

Stabilising forces tend to create a new balance in the work situation after the desired

change is being implemented. This process is known as refreezing. But nothing is

stable and hence the external and internal forces tend to create further changes in

the work situation. Therefore as change is a continuous process and is cyclical and

ongoing in nature therefore Jean should make the employees understand the need

and importance of change. The staff should posses the mental framework to accept

changes at any point of time.


AHMA,(2nd Ed) ]

MANAGING STAFF REACTION

Motivation

Motivation is an important tool for managing staff reactions to changes. As

Jean has abolished the half hour coffee/smoking break and has not even

replaced the two staff members who have been moved to the other operations

of the Lunchbox Ltd, therefore it is very obvious that the staffs have to work

more and their break/rest hours have also been reduced, which has led to

demotivation of the staff. Jean should therefore include the half hour

coffee/smoking break for the staff, so that they could get the required rest

even though they have to work more. The staff could be motivated by

associating their personal goals with the goals and objectives of the company.

This can be done by introducing an element of challenge and interest in the

work.

8


08015439

[Reference: Van der Wagen, L & Davies, C (1998) Supervision and Leadership in

Tourism and Hospitality, London, Hospitality Press

HSTS Napier Slides, topic 10- Motivation]

Empowerment

Empowerment implies that the employee’s posses the skills, knowledge and

authority to make decisions that would otherwise be made by the management. As

the employees of the Galley restaurant are quite old and experienced, therefore

empowerment would be an effective measure for managing the staff reactions.

Empowerment tends to make the employees more enthusiastic and commited

towards the work and it encourages the employees to handle risk and henceforth

feel a part of the organisation.

[Reference: Miller, J, Walker, J & Eich Drummond, K (2007) Supervision in


Coaching

Coaching means to organise, give moral support, delegate, challenge, and inspire

the team members. Fear or status is not used as a form of motivation by the coach.

The coach of a team is also a member of the team and uses positive energy to

manage the team.

[Reference: Miller, J, Walker, J & Eich Drummond, K (2007) Supervision in


Building trust

Establishing trust is an important step in managing staff reactions to change as

employees who do not trust or respect their supervisors will resist any change

brought by them. Therefore Jean should try ways to win the trust of her employees.

9


08015439

But supervisors who emphasise a thing today and another tomorrow will face

resistance from the employees. But since some changes are initiated by the top

management, here the reduction of wage bill by 5%, therefore in such cases the

supervisor is helpless. But then it is advisable for new supervisors/managers to delay

changes in order to observe existing employee relationships, factors which would

influence the way work is being done and exactly how standard operating

procedures are carried out. Therefore Jean should develop an atmosphere of trust

not only for implementing change but for the long term future of the restaurant.


AHMA,(2nd Ed) ]

10


08015439

CONCLUSION

Hence it is seen in the above discussion what are the strengths, weakness,

opportunities and threats of Galley restaurant. Based upon these factors the plans of

action which should be carried out by Jean and also steps required to manage staff

reactions are discussed. It is been observed that motivation, coaching and team

building go hand-in-hand as one strengthens the other. To create a team spirit

amongst the staff requires a highly motivated work force and it is difficult to motivate

a work force who views itself as a loser. Involving the employees in the change

process and delegation of certain authority to them helps in boosting their spirit.

Decision making should be delegated as it is hard to make people work in a team if

the decision making is retained only with the supervisor or top management.

Therefore team building is a process which when implemented effectively results in

the formation of synergy.

As per Ralph Waldo Emerson,”there is no limit to what can be accomplished if it

does not matter who gets the credit”

[Reference : Tanke,M, Human Resources Management for the Hospitality Industry,

(2nd Ed)]

11

Documents

HOSPITALITY SUPERVISION AND TRAINING SKILLS BY PUNAM GARU