Management of Digital Technology in Hazev, Has, Tas & Starbucks

This report provides a comparative analysis of management and leadership styles at Hazev, Has, and Tas restaurant chains, contrasting them with Starbucks, focusing on the role of digital technology. It examines autocratic, democratic, consultative, and laissez-faire management styles, detailing their application within Hazev, Has, and Tas, and contrasts them with the democratic and servant leadership styles employed by Starbucks. The report further explores the use of digital technologies such as Microsoft Excel and ERP systems in Hazev, Has, and Tas, versus Starbucks' advanced use of data analytics, website, and mobile applications. Challenges faced by both restaurant groups, including employee skill gaps and hierarchical constraints, are identified, and recommendations are made for Hazev, Has, and Tas to enhance their adoption and utilization of digital technologies, improve employee involvement, and develop online services to better serve customers. The report concludes by emphasizing the importance of adapting to new technologies and fostering a more inclusive decision-making process.

MANAGEMENT OF DIGITAL
TECHNOLOGY IN HAZEV, HAS AND
TAS
Comparison of Hazev, Has and TAS restaurant chain and Starbucks

MANAGEMENT AND LEADERSHIP
STYLES AT HAZEV, HAS AND TAS
• Autocratic: This is the kind of
management and leadership
practice that help the managers in
taking a quicker decision based on
the situation without taking the
consent of the employees
associated with the organization
(Rampal 2018). Self-direction and
decision making is strictly followed
in this kind of management and
leadership practice

CLASSICAL MANAGEMENT AND LEADERSHIP
STYLES IN HAZEV, HAS AND TAS
• Democratic: This kind of
management and leadership
practice utilizes the participation
of some of the staff members
while making an important
decision for the restaurant (Putra
and Cho 2019). This results further
in meeting the employees
regularly and rewarding the
performances of the employees.
The employees are given enough
creativity to use their own skills for
handling customers

CLASSICAL MANAGEMENT AND
LEADERSHIP AT HAZEV, HAS AND TAS
• Consultative: This management
and leadership practice is a
combination of both the Autocratic
and Democratic leadership style
where major decisions are taken
by the higher bodies of the
management department, but the
smaller scale decisions could be
made by the lower levelled
employees, only after the approval
from the manager (Wellton et al.
2017)

CLASSICAL MANAGEMENT AND LEADERSHIP
STYLE AT HAZEV, HAS AND TAS
• Laissez-Faire: In this
management and leadership
practice most of the decisions are
assigned to the subordinates,
including crucial decision making.
Only high-end restaurants can
apply this management and
leadership practice where the
employees are too highly trained
to need any assistance from the
higher authorities

MANAGEMENT AND LEADERSHIP
STYLES AT STARBUCKS
• Democratic Leadership Style: This
style is followed at Starbucks and the
functions of this leadership style is
shared with all the employees at the
organization. Starbucks considers that
this leadership style is the best for the
global market.
• Servant Leadership: Starbucks
considers itself as servants since its
priority is serving people. They
although take care of the servant-first
basis in the organization to make sure
that people with the highest priority
needs are served first.

USE OF DIGITAL TECHNOLOGY IN
HAZEV, HAZ AND TAS
• Hazev, Haz and Tas restaurants
used Microsoft Excel for their
organizational development.
• Later they started using advanced
tools like ERP to manage the
business information.
• Hazev, Haz and Tas also uses
several tools like the advanced
Microsoft Excel tools to analyse
business information, employee
data and finances.

USE OF DIGITAL TECHNOLOGY IN
STARBUCKS
• Starbucks have been using all
sorts of digital innovations that it
can use for digital transformation.
• Starbucks have their own website
and mobile application that help
the customers have an online
coffee busying experience
• The use data analytics tools to
analyse the huge data infiltration
and innovative use of data
collection.

CHALLENGES
• Hazev, Has and Tas:
• The employees are sometimes
given less priority than the
hierarchical body.
• The employees have to follow
strict rules as mentioned by the
company when it comes to serving
people.
• Employees are not skilled enough
to use to digital tools so the
company has to invest in more
time and money to enhance their
skills.
• Starbucks:
• The leadership style only work
well within diverse workplace.
• The hierarchy structure in the
leadership and management style
of Starbucks always needs
insights from the employees to
move forward.
• The company invests too much
time in the development of the
employees hindering the
company’s business.

RECOMMENDATIONS FOR
HAZEV, HAS AND TAS
• The implementation of taking up new technology and being skilled at
them should be encouraged.
• Involvement of the employees in the organization should be encouraged
for major decision making situations.
• The use of digital technologies should be enhanced much more.
• The company should invest in utilizing the digital technology much more
than it is doing right now, like having a website suited for both web and
mobile devices, investing in the development of an app or having an
online food ordering service for the customers.

REFERENCES
Putra, E.D. and Cho, S., 2019. Characteristics of small business leadership
from employees’ perspective: A qualitative study. International Journal of
Hospitality Management, 78, pp.36-46.
Rampal, P., 2018. Marketing Mix Strategies of Restaurant.
Wellton, L., Jonsson, I.M., Walter, U. and Svingstedt, A., 2017. Restaurant
practices–time, planning, knowledge and dreams. Scandinavian Journal of
Hospitality and Tourism, 17(3), pp.297-311.
Wilhelm, P., 2016. The Importance of Communication in Leadership Culture.