Report on a Personal Development Plan for a Restaurant Floor Manager

This report presents a detailed personal development plan for a floor manager named Max, working in a restaurant setting. The report begins with a position description, outlining Max's responsibilities, skills, and qualifications. It then defines Max's short, medium, and long-term goals, aligning them with organizational objectives. The report identifies activities to achieve these goals, prioritizing them based on their importance. A personal work development plan is created, detailing responsibilities, activities, KPIs, and timelines. The second task involves identifying competency gaps through a list of qualifications, skill assessments, and feedback from colleagues. The feedback highlights areas for improvement in communication and conflict resolution skills. A professional development plan is then proposed, outlining specific skills to be developed, the scope of development, timeframes, and planned activities. The report concludes with a comprehensive list of references supporting the analysis and recommendations.

Running head: MANAGEMENT 0
MANAGE PERSONAL DEVELOPMENT

MANAGEMENT 1
Table of Contents
Task 1:.............................................................................................................................................2
Position description of Max:........................................................................................................2
Goals of max:...............................................................................................................................2
Alignment of goals to the organisational objectives....................................................................3
Activities for completing work goals:..........................................................................................3
Prioritizing the activities:.............................................................................................................4
Personal work development plan:................................................................................................4
Task 2:.............................................................................................................................................5
Professional development plan:...................................................................................................7
References:......................................................................................................................................9

MANAGEMENT 2
Task 1:
Position description of Max:
Title: Floor manager
Department: management
Reporting to: General Manager
Employment status: regular
Job responsibilities and duties:
 Managing the teams under him
 Resolving conflicts amongst the team members
 Framing the goals and objectives of the team that area aligned with the company’s vision
and mission
 Helping the staff in performing their tasks
 Motivating the employees of the team
(Brown et al. 2014, 835-843)
Skill and qualifications requirement:
 Knowledge of the restaurant industry, team management skills, conflict resolution skills,
technical skills, time management, leadership skills etc.
Goals of max:
 Short term goals: The immediate goal of Max at the restaurant is to develop the
knowledge of food that has been served at the restaurants.

MANAGEMENT 3
 Medium term goals: this is the goal that suggests that Max has to learn about the latest
innovations in the world cuisines.
 Long term goals: the long term of goal of Max is to learn about the restaurant
management so that this knowledge can be implanted by him when he opens his own
restaurant.
Alignment of goals to the organisational objectives:
As far as the goals are concerned, it has been analysed that Max have to develop the knowledge
about the food that has been served at the restaurant at immediate basis. This does not directly
affect the organisational goals (Cottrell, 2014). The next gaol is to learn about the world
innovative cuisine. Those leanings can help the restaurants to develop the same as this is the
major objective of the company to be developed as the innovative restaurant in the world cuisine.
Activities for completing work goals:
Short term goals:
Some of the activities that need to be conducted in order to achieve this short term goals are:
 Trainings from higher management: this will help Max to develop the knowledge about
the different services and the products that are served in the restaurant.
 Interactions with the employees of other departments
(Fater , 2013,101-105)
Medium term goals:
 Attending the different food seminars: it has been analysed that Max has to develop
knowledge about the various innovative cuisines. Attending the seminars helps him to
know about the innovations that are happening all over the world in the field of food
cuisines (Johnson, 2014).
 Learning from visiting the local market of different areas: this also helps in understanding
the innovative cuisines and dishes that are served by the local restaurants in the market.

MANAGEMENT 4
Innovation is the key to success. This is the objective of Max is to learn about various
cuisines and the innovation so that he can implemented his knowledge to the restaurant
he is working in and also in his future to innovate his dishes at his own restaurant.
Long term goals:
 Trainings from the higher management: it has been analysed that achieving the long term
goals require Max to take training under the higher management so that he can
understand the processes of the restaurant (Greetham and Ippolito, 2017)
Prioritizing the activities:
Below is the process that needs to be followed so that the activities that are important can be
conducted earlier than the activities that are not so important.
 Understanding of the objective: it is the step where all the objectives are assessed in order
to develop the activities required to achieve the objectives.
 Listing the activities: it is the second step where all the activities required to do are listed
down. This documentation of the activities helps the individual to sort them as per the
preferences or the priorities.
 Assessment: it is the step where the activities are assessed and then activities are listed on
the basis of their importance. The activities that are very closer to the gaols should be put
at the first place and the activities that are not directly linked with the gaols and the
objectives should prioritize after that.
Personal work development plan:
Personal
work goals
Responsibilit
ies and
accountabiliti
es
Activities KPI’s Timefra
me
Any
legislatio
ns
Developme
nt of
knowledge
of
The
responsibility
is to cater the
knowledge to
 Taking
trainings
under the
higher
Assessing the
knowledge
development
Short
term
goals: 1-
3 months
-

MANAGEMENT 5
products
and
services at
the
restaurant
lower
employees as
also to
develop good
interaction
between the
team and the
higher
management.
managemen
t
 Interacting
with the
different
employees
of different
departments
Developme
nt of
manageme
nt
knowledge
It is the
responsibility
of floor
manager to
develop the
knowledge of
management
and manage
the team
properly
 Taking
training
forms the
higher
managemen
t
 Developing
the
knowledge
about the
restaurant’s
working
and policies
 Team
performance
 Development
of team’s
knowledge
Long
term
goals
6 months
-
Task 2:
List of qualifications and competency gaps:
Competency gaps needs to be analysed so that the employees can fill those gaps and make his
performance better in the organisation (Hardison et al. 2014, 45-53) As far as the above case is
concerned, the required qualifications for being a manager or the floor manager at the restaurant

MANAGEMENT 6
require AQF Associate Degree, Advanced Diploma or Diploma. It has been analysed that Max
has the degree but he does not have the trainings required for the job of Floor manager at the
restaurant. Thus, in terms of qualification, trainings in the first competency gap that has been
found for Max.
In terms of skills, it has been analysed that for being a floor manager, following are the skills
required:
 Communication skills
 Team management skills
 Conflict resolution skills
 Leadership skills
 Time management skills
 Management skills
 Customer dealing skills
(Lee, Hallak, and Sardeshmukh, 2016, 215-228).
As far as Max is considered, it has been analysed that Max has the management skills as he has
worked in other organisations as a manager. But, he does not have the communication and time
management skills. In addition to it, it has been analysed that a floor manager of the restaurant
needs to check that whether the customers are handled with care or not (Liu et al. 2017). As far
as the gap is considered, it has been suggested that max needs to develop the following skills in
order to fill the gap between the required skills and the skill he possess:
 Customer dealing skills
 Time management skills
 Communication skills
(Scott and Wildman, 2017, 503-529)
Feedback from colleagues:

MANAGEMENT 7
A feedback form is being printed by Max that has been circulated amongst his team members
and his colleagues at the restaurants. This has been done so that he can get the idea that what are
his strengths and weaknesses. Getting the feedback from the colleagues and team mates helps in
analysing the actual need of skills and competency gap so that actions can be taken in order to
fill the gaps.
Analysis of feedback:
The feedback form analysis by team members suggests that Max has to develop conflict
resolution skills and communication skills. This is because, the team members fond that Max
sometimes fails to provide them proper information about what to do and what not to do. He
communicates less with the staff and thus staff members have to reach him for every single issue
they face. Feedback from the colleagues suggests that Max has to develop the knowledge about
the industry where he lacks a lot. Communication is another concern they have shown because
Max also does not interact with his colleagues (Tripathi and Agrawal, 2014, 349-356). He is
from different industry and thus it is difficult for him to interact with his colleagues.
The above feedback has provide the information about the competency gap but later meetings
have been conducted with the colleagues so that Max can find out the ways and the activities that
can helps him in filling such gaps in his skills (Megginson and Whitaker, 2017) Colleagues
suggests that he has too develop confidence in him to communicate with others and that
confidence can be developed only when he has the knowledge about the food and the industry he
is working in. he has been suggested with various options such as taking sessions that can help
him enhancing his knowledge about the restaurant industry, taking initiates to interact with the
colleagues to understand the company processes (Wise, Stutchbury and Cooke, 2016)
Professional development plan:
Skills required Scope of development Time frame Activity
Communication skills Need improvement 3 months Interaction with
the colleagues
Informal meetings
with the team
Conflict resolution skills need to be developed 5 months Interaction with

MANAGEMENT 8
the team members
Management skills Already have -
Trainings Need to take trainings 3 months Trainings from
higher
management
Qualification Already have -
Team management skills Already have -

MANAGEMENT 9
References:
Brown, Laura G., Brenda Le, Melissa R. Wong, David Reimann, David Nicholas, Brenda Faw,
Ernestine Davis, and Carol A. Selman. "Restaurant manager and worker food safety certification
and knowledge." Foodborne pathogens and disease 11, no. 11 (2014): 835-843.
Cottrell, Stella. Skills for success: Personal development and employability. Palgrave Macmillan,
2015.
Fater, Kerry H. "Gap analysis: A method to assess core competency development in the
curriculum." Nursing education perspectives 34, no. 2 (2013): 101-105.
Greetham, Matthew, and Kate Ippolito. "Using team-based learning to enhance student project
work and skills for post-graduation success." (2017).
Hardison, Dylan, Michael Behm, Matthew R. Hallowell, and Hamid Fonooni. "Identifying
construction supervisor competencies for effective site safety." Safety science 65 (2014): 45-53.
Johnson, Peggy. Fundamentals of collection development and management. American Library
Association, 2014.
Lee, Craig, Rob Hallak, and Shruti R. Sardeshmukh. "Innovation, entrepreneurship, and
restaurant performance: a higher-order structural model." Tourism Management 53 (2016): 215-
228.
Liu, Yonghong, Gergana Todorova, Marie Dasborough, and Chester A. Schriesheim. "Escalation
of Subgroup Perception and Participation in Shared Leadership in Self-Managing Teams."
In Academy of Management Proceedings, vol. 2017, no. 1, p. 13172. Academy of Management,
2017.
Megginson, David, and Vivien Whitaker. Continuing professional development. Kogan Page
Publishers, 2017.
Scott, Charles PR, and Jessica L. Wildman. "Developing and Managing Teams." The Wiley
Blackwell Handbook of the Psychology of Team Working and Collaborative Processes(2017):
503-529.

MANAGEMENT 10
Tripathi, Kaushiki, and Manisha Agrawal. "Competency Based Management In
Organizational." Global Journal of Finance and Management 6, no. 4 (2014): 349-356.
Wise, Christine, Kris Stutchbury, and Carolyn Cooke. "Managing and Developing Self:
Managing and Developing Yourself." (2016).