Assessment of Management Practices in Food Service Operations

This report assesses management practices in food service operations and provides recommendations for improving performance through performance review techniques and management alternatives. It also discusses the use of Kotter's change model and SMART model for achieving objectives. The report concludes with a justification of recommendations and measurement tools for monitoring implementation plans.

Food Service
Management
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Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
P6 Assess management practices within a specific food service operation, using a range of
performance review techniques..............................................................................................3
P7 Recommend and produce management alternatives to improve performances, including an
implementation plan...............................................................................................................4
M4 Device appropriate management solutions to address shortcomings within a specific food
service operation, using a range of management tools and performance review techniques. 6
D3 Justify recommendations to resolve organisational challenges applying measurements
tools for monitoring an implementation plan for improved performance within a given food
service organisation................................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8
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INTRODUCTION
Food service manager is responsible for the day to day operations in a restaurant. A food
manager ensure that guests are satisfied with the food service management of restaurant. Food
service management skill are skills of presenting food and services in an effective way mainly in
a restaurant and cafeteria. This a food manager responsibility that they should hire employees
who have food service skills and have a degree in food service management. This report contains
assessment of management practices and how performance of employees can be measured
through use of performance review techniques and how to overcome from organisational
challenges in implementing plan.
MAIN BODY
P6 Assess management practices within a specific food service operation, using a range of
performance review techniques.
Management practices are those practices which done by a manager to improve work
efficiency in order to achieve organisational goal and objectives. Here are some performance
review techniques through which managers can review over the working performance in its
organisation.
1. 360-degree feedback: 360-degree feedback is the evaluation process through which
employees get customers feedback and feedback from the people who work in
surrounding.
 Sharing Information – Information sharing is the management technique that used by
manager to successfully implement 360-degree feedback technique. Information sharing
refers to the exchange of information and data between various employees in an
organisation (Fleenor, Taylor and Chappelow, 2020). There are several types of
information sharing such as information shared by individual, information shared by
organisations and information shared between software.
 Training and empower employees – Proper training is necessary to understand client
feedback so manager should set clear expectations to employees and give autonomy to
staff members (Lee, Willis and Tian, 2018). Some leaders complain even after
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empowering employees team members come to their leaders for resolving their queries
instead of empowering employees provide them necessary tools to resolve the issues and
feedbacks.
In regards of Lalibela restaurant, manager should use this performance review technique because
this is an effective performance review technique which provide appropriate results and boost
employees morale which lead to high productivity.
2. Performance Appraisal: The term perform appraisal depicts consistent review over job
performance and overall contribution of employee to a company. Performance appraisal
also known as performance evaluation, employee appraisal, performance review and
many more. Lalibela restaurant use performance appraisal to give employees feedback on
their performance and increase their annual pay and give them bonuses also give
terminations for poor performance employees (Eyoun and et. Al, 2020). Performance
appraisal usually designed by Human resource department of organisation. HR ensure
that employees are meeting organisational objectives and goals that are assigned to them.
Lalibela have a limited pool of funds for giving award, incentive and bonuses,
performance appraisal also help employees and their managers to generate a plan for
employee’s development through providing training and responsibilities and as well as to
help employees in identify that how employees can improve and move ahead in their
carrier.
P7 Recommend and produce management alternatives to improve performances, including an
implementation plan.
A plan implementation is defined as the project management tools which facilitate the
implementation of strategic plan for an organisation. It is the initiative taken by management
team to achieve objectives and goals of organisation. An organisation has wide number of
management alternatives which aids in achieving organisational objectives. The performance
management tools are methods which are taken by managers to keep a track record of
employee’s performance of Lalibela Restaurant. The SMART action plan for Lalibela Restaurant
are given below:
Objectives Specific Measurable Attainable Relevant Timely
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Build
feedback
channels for
employees and
management
This is a
specific
objective of
Lalibela
Restaurant as
it aims to build
relevant
feedback
channels to get
review about
employee
performance.
This objective
can be
measured
through
identification
of ease with
the help of
getting
feedbacks
from
employees and
management
of Lalibela
Restaurant.
This objective
can be easily
achieved by
managers of
Lalibela
Restaurant
through use of
social media
which will aid
senior
executive to
get fast
feedbacks.
This is a
relevant
objective as it
focuses on
getting
feedback from
outside
sources on
performance
of employees
in order to get
a successful
360-degree
review of each
personnel.
The time
period
required to
attain this
objective is
three months.
Kotter's Change model
The implementation process and model used by managers of Lalibela Restaurant is
Kotter's 8 steps to successful change. The Kotter change model divides organisational change
into eight different change management steps. The steps of Kotter's change model in context to
Lalibela restaurant is provided below:
 Create a sense of urgency: The managers of Lalibela Restaurant will identify potential
threats which might come up in future. The managers will evaluate the performance of
employees through different key performance indicators (Galli, 2019). The managers will
communicate the need of urgent improvement in performance of employees.
 Form a powerful coalition: The managers of Lalibela Restaurant identify potential
employees and form a coalition in order to improve performance of employees. The
managers will form a team to regularly evaluate performance improvement and
communicate to higher authority.
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 Developing a vision: The managers of Lalibela Restaurant determine core values as well
as define ultimate vision for requirement of performance improvement.
 Communicate the vision: The managers of Lalibela will communicate the vision
regarding need of performance improvement with team and connect that with training
and performance review (Vives, Jacob and Payeras, 2018).
 Remove obstacles: The managers of Lalibela Restaurant will remove obstacles in
providing training to employees (Rohlfs, 2020). The obstacles can be inadequate funds,
development of leaders, deal with dynamic environment etc.
 Creating short term wins: The managers of Lalibela Restaurant create short term goals to
celebrate early win in change (Moneva, Bonilla-Priego and Ortas, 2020). A short term
win is considered as an organisational improvement which can be implemented in short
period of time.
 Build on the change: At this step managers of Lalibela Restaurant will ensure that the
training and development process is going smoothly or not.
 Make change stick: At the last step managers of Lalibela Restaurant will stick to the
decision of regular performance review of employees in order to improve performance of
employees.
M4 Device appropriate management solutions to address shortcomings within a specific food
service operation, using a range of management tools and performance review techniques.
Lalibela uses above given management tools and performance review techniques for
solving issues in food operation. The organisation uses SMART model for achieving objective of
build feedback channels for employees and management. SMART model depicts specific,
Measurable, Attainable, Relevant, Timely objectives that how it helps in achieving pre-
determined organisational goal (Ewing, Men, and O’Neil, 2019). Moreover, it uses Kotter’s
change model designed to help leaders to implement organisational change in restaurant. This
model creates an urgency to adopt the organisational change.
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D3 Justify recommendations to resolve organisational challenges applying measurements tools
for monitoring an implementation plan for improved performance within a given food
service organisation.
The Lalibela restaurant faces issue in finding hidden potential of their employees. The
manager of Lalibela restaurant use measurement tool Psychological appraisal for identifying
hidden potential of its employees (Armenia, 2019). This appraisal is used to examine seven
major component of an employee performance such as emotional quotient, personality traits,
leadership skill, intellectual traits, interpersonal skills, cognitive skills and other related skill.
CONCLUSION
From the above analysis it can be concluded that management practices are important to
enhance and expand business operations. Enhancement in operation through management
practices is not enough but it requires complete overview over employee’s performance through
performance review techniques such as 360-degree feedback, performance appraisal etc.
management alternatives are also an important part of improving management performance. For
the improvisation of performance including an implementation plan it requires change model
such as Kotter change model and also SMART model for achieving the objective of plan.
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REFERENCES
Books and Journals
Armenia, S., 2019. Smart model-based governance: Taking decision making to the next level by
integrating data analytics with systems thinking and system dynamics. New challenges in
corporate governance: Theory and practice, pp.41-42.
Ewing, M., Men, L.R. and O’Neil, J., 2019. Using social media to engage employees: Insights
from internal communication managers. International Journal of Strategic
Communication, 13(2), pp.110-132.
Eyoun, K., Chen, H., Ayoun, B. and Khliefat, A., 2020. The relationship between purpose of
performance appraisal and psychological contract: Generational differences as a
moderator. International Journal of Hospitality Management, 86, p.102449.
Fleenor, J.W., Taylor, S. and Chappelow, C., 2020. Leveraging the impact of 360-degree
feedback. Berrett-Koehler Publishers, Incorporated.
Galli, B.J., 2019. Comparison of change management models: similarities, differences, and
which is most effective?. In R&D Management in the Knowledge Era (pp. 605-624). Springer,
Cham.
Lee, A.J.R., Willis, S. and Tian, A., 2018. When empowering employees works, and when it
doesn’t.
Moneva, J.M., Bonilla-Priego, M.J. and Ortas, E., 2020. Corporate social responsibility and
organisational performance in the tourism sector. Journal of Sustainable Tourism, 28(6), pp.853-
872.
Rohlfs, K.V., 2020. Restaurant revenue management: Basic concepts. In Hospitality Revenue
Management (pp. 231-260). Apple Academic Press.
Vives, A., Jacob, M. and Payeras, M., 2018. Revenue management and price optimization
techniques in the hotel sector: A critical literature review. Tourism economics, 24(6), pp.720-
752.
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