Commercial Cookery Project: Leadership, Management, and Performance

This project delves into the practical application of leadership and management principles within the context of a commercial cookery environment, specifically focusing on the Acumen Restaurant. The project begins with an organizational overview, outlining goals such as developing ethically ...Read More

Running Head: COMMERCIAL COOKERY
COMMERCIAL COOKERY
Name of the Student:
Name of the University:

COMMERCIAL COOKERY
Table of Contents
PART B...................................................................................................................................................3
PART C (I)...............................................................................................................................................6
Part C (II):...............................................................................................................................................9
Part E:..................................................................................................................................................10
Part F:..................................................................................................................................................10

COMMERCIAL COOKERY
PART B
Project Template
Name of the
organization : Acumen Restaurant
Team Leader : Restaurant Manager
Organizational
Goals: (a) Develop ethically sourced plant based cuisine.
(b) Reduce carbon footprint across entire operations.
(c) Meet consumer demands for sustainable environmental hospitality
Objective(s) for the team :
Ensure your goals are Specific, Measurable, Achievable, Relevant and Time Framed
> Short- term objective
(a) The Time Period would be range bound within Feb'19 to April'19.
(b) With increasing affluences of consumers towards venue designs, a budget of 3% of monthly
gross receipts would be set aside for continuous renovation and introduction of scaling over a
period of 2 months.
(c) Laying the foundation for recreation kiosks as part of the "Future Melbourne Plan"
introduced in Council Plan, 2013 and capitalizing aggressively on the motto "Green Light, Eat
Right" on which the program is based through creative marketing campaigns and sourcing
Acumen's contribution in the same.
>Medium-term objective
(a) The Time Period: Starting from May'19 and ending on October'19.
(b) An accessibility checkpoint setup intrinsically for a continuous flow of fresh and local
palatable food to oppose the stark 4.6% of inaccessibility of the same during the last year.
(c) Finishing up the set-up of recreation kiosks with plants outsourced from local farms
enlivening the place to showcase the spirit of freshness involved in the preparation of food to
the consumers when they come to dine in.
>Long- term objective
(a) The Time Period: November'19-December'20.
(b) Hiring Compliance and Valuation Officer to suggest ways to utilize productive capacity at
various logistical points optimally to reduce carbon footprint.
(c) Overcoming the problem of "food deserts" with real-time logistical support so as to
dissuade the problem of people consuming energy dense cheap junk food during periods of
haste and effectively communicating the availability of Acumen in the distance.
Responsibility Matrix for Short Term Objective :

COMMERCIAL COOKERY
Action Item Responsibility Commencement/Completion
Date
Gross Receipt
Viability
Restaurant Manager is required to
estimate the viability of the commitment
of 3% receipts for the next 2 months
Feb 1 '19 to Feb 6 '19
Colloquial design
scaling
The senior wait staff will be brought into
consultation for renovating design ware
based on their closely held perception of
customers and paying close heed to their
expectations.
Feb 7 '19 to Feb 10 '19
Getting tenders
and quotes
The restaurant manager will now float a
tender in the market inviting bids to
renovate and finish the miniature
overhaul over a period of 2 months from
contractors and adjudge competitive bids
keeping an ceiling of 2.73% receipts (The
remaining 0.27% being fees and
commissions payable for the work).
Feb 11 '19 to Feb 19 '19
Final Selection and
Work
Commencement
Once the tender bids are finalized and
contractors selected on the
aforementioned contractual terms with
less than standard deviation of 0.0005%
of pay, the terms will be hardcoded and
agreed upon and the work
commencement date will be finalized in
lieu of the Restaurant Manager's
directions.
Feb 20 '19 to Feb 21 '19
Work Completion
The Restaurant manager will oversee the
renovation areas from time to time and
will see to its final completion that will
set the stage for establishing the
restaurant's groove with veganism.
Feb 22 '19 to April 22 '19
Foundation for
Recreation Kiosks
As part of the Future Melbourne Plan,
recreation kiosks will be set up - a
foundation at this stage which will
involve extensive and exhaustive
information provision from the Food and
Beverage Manager as to the plants and
flora which supplement the vegan menu
created by him - this will involve
brainstorming in it's very niche. Feb 25 '19 to Mar 4 '19

COMMERCIAL COOKERY
Campaigning for
Healthy eating
To capitalize on the "Eat Right, Green
Light" program, the involvement of the
Chef is paramount as he will be put
forward as the face of the restaurant.
With passion in food exemplified, the
inner strata of behavioural aspects when
it comes to effective communication will
naturally flow and will be instrumental in
lifting the restaurant's brand value. This
will involve occupy the major portion of
the time space allotted because a careful
preparation without any loopholes is
beneficial - one loophole and that would
be degrading for the Acumen.
Mar 5 '19 to Mar 26 '19
Monitoring of performance (at least 3 methods):
(a) Creation of indigenous compliance charts detailing the flow of each process to each team
member, highlighting his responsibilities and duties and how the same percolates down to one
common objective.
(b) Following a 360 degree appraisal for each member via their stakeholders in their respective
tasks, independently and conducting an overall appraisal of their performance with suggestive
answers of improvement in possibilities on a 20 day basis.
(c) Keeping a confidential tab of surprise checks which would remove any discrepancies of
wilful preparation by the team members and would yield the true shock-based indications of
performance.

COMMERCIAL COOKERY
PART C (I)
Individual Development Plan
Name :
_____________ (name of volunteer playing
chef or wait staff)
Position : _____________ (chef or wait staff)
Developm
ent Goals
Relationship of goal to
his organization's
goals
Knowledge,
skills,
abilities to
be
developed
Developm
ental
Activity
Resources Date for
Completion
Mentoring
the chef
with
respect to
difficulties
faced,
understan
ding the
areas of
problem
and
providing
additional
support in
the form
of training
about
veganism
to the
Chef.
The goal attainment of
the chef with respect
to the difficulties
mentioned in the
previous goal is crucial
to the organization's
goal because the chef
stands as the
supporting cue card
between the
restaurant and its
customers with
respect to the end
product - Non creation
of the desired end
product may lead the
restaurant going out of
business.
The
knowledge
about the
concepts of
veganism
and
vegetarianis
m needs to
be
developed.
The skills to
be learnt
involve the
conversion
of
theoretical
knowledge
learned
previously
and apply
the same
practically
into
creating
new vegan
or
vegetarian
dishes.
Abilities in
the form of
innovation
for the
purposes of
application
of skills
Developme
ntal
Activity
would
involve
organizing
an two day
training
every 4
days about
the
concepts
of
veganism
and
vegetariani
sm, in the
remaining
3 working
days every
week, 1
day would
be
allocated
to a soft
skill
workshop
which
would
foster the
developme
nt of
innovation
and self-
confidence
Committing a
0.004%
investment
of gross
receipts
(miniscule
compared to
the
importance
involved)
towards the
training of
the chef
along with
sourcing
existing
dishes from
multiple
vegan
restaurants
in Melbourne
to give a feel
of innovation
involved to
the chef.
30th April,
2019 (Since it's
an ongoing
process for 2
months
wherein the
chef will keep
developing.

COMMERCIAL COOKERY
need to be
developed
along with
self
confidence
about the
achievemen
t of the task
undertaken.
by
undertakin
g
appropriat
e tasks -
However,
all of this
will be
supported
by
consistent
practical
exposure
to new
dishes
currently
existing so
as to
encourage
the chef to
try his own
combinatio
ns.
Mentoring
the wait
staff as to
how to
conduct
effective
surveys
through
customers
without
essentially
burdening
them
about it.
The role of the wait
staff is crucial to the
success of the chef
which is ultimately
crucial to the success
of the restaurant. It is
on the basis of the
data feeded by the
wait staff about the
expectations/shortco
mings/suggestions
regarding existing
dishes received from
customers that the
chef will be able to
accordingly curate
such dishes and
innovate.
The
knowledge
training
herein
involves no
formal
training; it
is absorbed
in skills and
ability
training.
The skill
training
would
involve
effective
ways of
surveying
customers
and
collecting
data from
them
during/after
their
consumptio
n but
Developme
ntal
activity
would
involve a
commitme
nt of 2
days every
4 days
towards
learning
surveying
skills from
the local
survey
teams
outsourced
by the
Melbourne
Governme
nt and
conducting
a soft skill
workshop
for 1 day in
the
remaining
Committing a
0.00007% of
funds
towards the
same - again
miniscule
compared to
the benefits
involved
towards
hiring one of
the local
teams
outsourced
by the
Melbourne
Government
for surveying
on a
contractual
basis of 4
days in a
month. No
separate
workshop
needs to be
conducted to
31st March,
2019 (Effective
training days
allocated - 4
and the
remaining 27
days have been
allocated to
supervised
application.

COMMERCIAL COOKERY
without
letting them
know about
the same.
The ability
training
would
foster soft
skill training
which
would
relate to
"effective
communica
tion".
3 working
days in the
week as to
the
adaptabilit
y of
communic
ative styles
in various
situations.
communicati
ve skills as
that will be
incorporated
in these 4
days by the
local team
itself
because it
forms part of
surveying.
Team Leader Name and Signature :
Date :
Part C (II):
Coaching Session Plan
Coach Name : Date : 3rd March, 2019
Name of Trainee : Position : Wait Staff
Coaching needs of Trainee :
(a) To learnt the art of surveying customers coming to restaurants with regard to dishes served
during/after their consumption of such dishes served.
(b) To learn as to how to not let the surveyed feel that the surveyor is conducting a survey
through him - instead making it look like a normal conversation with an underlying objective of
survey collection.
(c) To learn the skill of effective communication so as to know as to how to communicate with
the customers in different situation - displeasure/satisfaction/any other situation.
Description of task(s) to be coached and coaching process :
Since the task detail has been covered in great detail in the needs section itself, the coaching
process would involve outsourcing of a local survey team that is outsourced itself by the
Melbourne Government for the purposes of survey collection to train the wait staff.

COMMERCIAL COOKERY
Session structure and Timing :
The entire session would be of 2 hours with 15 minute allocable blocks (blocks being the topic of
discussion). The session would start with professional experiences of the survey team, and then
asking solutions from the wait staff as to what they would do if they were in the shoes of the
survey team during that specific experience. This will be followed by the Survey team giving
constructive scenarios to the wait staff to adjudge their survey taking and communicative skills
towards the end of every session.
Resource/equipment requirements :
Resource commitment with respect to money has been disclosed in Part C (I). Equipment
considerations would involve a projector, a laptop and a white screen to showcase and present
the basic theoretical knowledge involved in surveying and effective communication. Stationery
would be required for both the theoretical as well as the practical exercise portion. A large
seating area would be especially needed for the practical case studies.

COMMERCIAL COOKERY
Part E:
Good Morning Sam,
Within 6 months itself post the introduction of the 2 year plan, Acumen has been able to capitalize on the
health consciousness of the populace bagging a 16.4% phenomenal increase. In order to continuously
incentivize and motivate the rest of the team, I would recommend a financial bonus (on the basis of
remuneration) to the tune of5.7 % for the chef and the food and beverage manager and 5.47%for the wait
staff (whose aggregate comes to less than the monthly allocation of 3% receipts for expenses). The project,
though capitulating on its middle-term objectives for now is all set for the last phase of reduction in carbon
footprint and food deserts - showcasing that the project has been a success till now and shall continue to
resonate such success in near future.
Hope you consider the same.
Regards,
(Name of the Restaurant Manager)
Part F:
Good Morning (Chef’s, Food Manager’s, Wait Staff’s) name,
I believe that with the great success of the restaurant’s project involving extensive diligence, in addition to
yielding fruit to the restaurant has also helped you in your personal growth. Hence, I am pleased to
announce that the management has decided to award you a bonus of 5% of your remunerationfor your hard
work and incomparable grit. I hope you take this in your stride and hit the project with renewed vigour or
take a much deserved break for a day to come back with invigorating energy.
Regards,
(Name of the Restaurant Manager)