Implications of Digital Technologies in Hazev, Haz and Tas Restaurants

This report evaluates the implications of digital technologies in Hazev, Haz and Tas restaurants. It discusses the classical management theory, leadership styles, and management styles adopted by these restaurants. It also assesses the impact of digital technology on the internal and external management of these restaurants.

Running head: IMPLICATION OF DIGITAL TECHNOLOGIES
Implications of Digital Technologies
Name of the Student
Name of the University
Author Note

1IMPLICATIONS OF DIGITAL TECHNOLOGIES
Table of Contents
Introduction:...............................................................................................................................2
Theory of Classical Management:.............................................................................................2
Leader’s Role and various styles of leadership:.........................................................................2
Leadership styles and management styles within Hazev, Haz and Tas:....................................3
Impact on external and internal management due to digital technology:..................................3
Conclusion:................................................................................................................................4
References:.................................................................................................................................5

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Introduction:
The Hazev, Haz and the Tez restaurants are one of the biggest restaurants in the area
of London. The three restaurants are currently in a partnership with the Docklands Academy.
Combining all of these three restaurants they are having three sections which are restaurants,
café and bar. All of these three restaurants are using digital type of technologies for managing
various organizational operations. In this report the digital technologies will be evaluated
within the context of these three restaurants. The management style of restaurants will be
evaluated and impact of these technologies on the organization will be discussed.
Theory of Classical Management:
The classical theory of management states that every employees in the organization is
only working for physical and economical needs. The only aim of this type of management is
maximising the profit of organization by implementing some special type of labouring style.
This management styles aims to improve the productivity of the organisation by using the
streamline operations (Bui, Jung & Camacho, 2018). To adopt the classical type of
management ideal workplace need to be developed which includes specialization, hierarchal
structure and incentives. As per this theory there are some labour division which are essential
for increasing the productivity. This type of management is best for achieving a high
productivity but it has also some flaws within it. Importance of human relation is neglected in
this management style and workers are treated as machine.
Classical type of leadership can be seen in the Hazev, Haz and Tas. Considering the
classical leadership style the important types of classical leadership is the Autocratic
Leadership, Laissez-Faire Leadership and the Participative Leadership (Laub, 2018). With
various types of other management styles the autocratic type of management is used as the
classical leadership. Autocratic type of leadership ensures that the employees are working
with full efficiency even if the supervisor is not present every time (Pihlainen, Kivinen &
Lammintakanen, 2016). The autocratic type of leadership divides the big tasks in a smaller
groups.
Leader’s Role and various styles of leadership:
Actually there are total three types of important management styles. These leadership
styles are the Autocratic Leadership, Laissez-Faire Leadership, Participative Leadership.

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For the first case autocratic type of leadership, one person from higher authority
control every decisions within the organization while other does not have any significant role.
That persons take all the decisions in the organization and develops all the methods.
For the Laissez-Faire Leadership least direction is provided by the management to the
staffs of the organization. For this type of management intermediate position is hold by some
experienced employee who acts as a communication medium between the higher authorities
and the employees of the organization (Smith & Peterson, 2017). Leader allows the
employees of the organization to implement their own ideas in the organization. The leader
must create a comfortable environment for their employees to get maximum of productivity.
Training and support is also need to be provided by the leader.
The third type of leadership management is the participate leadership. In this type of
leadership the leader invites all the employees of the organization for sharing their thoughts
and decisions regarding the organization.
Leadership styles and management styles within Hazev, Haz and Tas:
The management styles that has been adopted by the Hazev, Haz and Tas is a flexible
type of management style as the management style adopted by the this restaurants has
combination of the various other management styles (Northouse, 2018). These management
style includes consensual management, authoritarian management and the hands off
management. This three types of management styles are used for different types of scenarios
within the organization. First the consensual type of management is used in the Hazev, Haz
and Tas chains so that everyone in this organization is able to assess and understood the
current performance of the organization (Shin et al., 2015). Authoritarian type of
management is used by the Hazev, Haz and Tas chains to maintain the service quality that is
provided by these restaurants. The hands off type of management style is used by the by the
Hazev, Haz and Tas chains so that the management of this restaurants is able to control their
employees as per their requirement. This is implemented by the Hazev, Haz and Tas chains
so that they can take control over their beverage section.
Impact on external and internal management due to digital technology:
From the management of the Hazev, Haz and Tas chain it has been assessed that the
implemented digital technology within these restaurants have an overall positive impact. The
digital technology actively improved the management styles within these restaurants. Key

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performance can be identified easily by using this digital technology for the Hazev, Haz and
Tas chains. This key performance indicators can be also improved by the implementation of
the digital technology which is a big benefit in this case. Due to improvement in the key
performance indicators the overall performance of these restaurants also increased regarding
the management of the customers and in providing quality services to them. As better service
is provided by these restaurants, more profit is generated in this case. Productivity and
efficiency is also increased by this management styles which has been adopted by the Hazev,
Haz and Tas chains.
Conclusion:
The above discussion implies that the digital technologies is very much important for
the Hazev, Haz and Tas chains as it provides various types of advantages to these restaurants.
Classical management styles has been implemented in this case. This report has discussed
how the classical management has been employed by this restaurant chains. The leader’s role
is very much crucial in every organization and how the leader played different types of role in
this restaurant chains has been assessed successfully. These restaurants has used a flexible
type of management styles that has used combination of many other management style. These
management styles and leadership styles has been evaluated in this case. The technologies
has huge impact on the management styles of these restaurants and these impacts are
discussed briefly.

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References:
Bui, K. H., Jung, J., & Camacho, D. (2018). Consensual negotiation-based decision making
for connected appliances in smart home management systems. Sensors, 18(7), 2206.
Laub, J. (2018). The Three Mindsets of Leadership: Autocratic, Paternalistic, and Servant.
In Leveraging the Power of Servant Leadership (pp. 161-186). Palgrave Macmillan,
Cham.
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
Pihlainen, V., Kivinen, T., & Lammintakanen, J. (2016). Management and leadership
competence in hospitals: a systematic literature review. Leadership in Health
Services, 29(1), 95-110.
Shin, Y., Sung, S. Y., Choi, J. N., & Kim, M. S. (2015). Top management ethical leadership
and firm performance: Mediating role of ethical and procedural justice
climate. Journal of Business Ethics, 129(1), 43-57.
Smith, P. B., & Peterson, M. F. (2017). Cross‐Cultural Leadership. The Blackwell Handbook
of Cross
‐Cultural Management, 217-235.