1 / 4 MGT101: PRINCIPLES OF MANAGEMENT SEMESTER 1 – 2020 GROUP ASSIGNMENT Due date: Week 10 Value: 20% of the total assessment Word limit: 2,500 - 3,000 Words (exclude references or appendices) CASE STUDY: Barcelona Restaurant Group - The Evolution of Management Thinking When Andy Pforzheimer was in college, he took a road trip to New Orleans that would change his life. The sights and sounds of the Big Easy were thrilling to the nineteen-year-old student, but it was the smells and tastes of the city restaurants that captured his imagination. While discussing the city’s eclectic dining with locals, a chef challenged Pforzheimer to go to France to discover what cooking is all about. Decades after heeding the chef ’s words, Pforzheimer is himself a renowned chef and the co-owner of Barcelona Restaurant Group, a collection of seven wine and tapas bars in Connecticut and Atlanta, Georgia. Barcelona Restaurant Group prides itself on being “antichain.” When customers dine at any of Pforzheimer’s Spanish cuisine restaurants, they experience the local colour and personal touch of a neighborhood eatery in Milan, Rio de Janeiro, or SoHo. The wait staff is personable, and the head chef is known for cooking up flavourful custom dishes to please regulars. Managers get to know customers’ tastes, and they often descend upon tables, bringing flavourful specialties accompanied by wines from Spain, Portugal, and vineyards around the world. At Barcelona, life is all about authentic cuisine, exceptional service, and a good time. But delivering this unique dining experience requires a unique approach to restaurant management. Barcelona Restaurant Group gives employees the freedom and control they need to impress customers. The company begins by recruiting self-confident individuals who can take complete ownership over the establishment and its success. When Andy Pforzheimer coaches new recruits, he instructs, “This is your restaurant—when customers walk in the door, I don’t want them looking for me, I want them looking for you.” The straight-talking restaurateur is adamant that his staff be mature and willing to take responsibility for their work and success: “Some of our best managers come from highly regulated large restaurant companies where they were told how to answer a phone and how to set a table and how to greet a guest. We don’t do that; we attempt to hire grownups.” The enormous trust Barcelona places in workers is evident during weekly staff meetings. Pforzheimer routinely mixes it up with employees, and the dialogue gets feisty at times. “I can be difficult to work for,” the owner says candidly. “I’m interested in having other people’s opinions thrown at me. I like managers who talk back, and I like people who self- start.” 2 / 4 Scott Lawton, Barcelona’s chief operating officer (COO), shares Pforzheimer’s approach, and he underscores that Barcelona’s success depends on the mature initiative of employees: “We give some basic guidelines as to what our philosophy is and what our beliefs are, but we have to trust them to work within those confines and make the right choice.” In refusing to micromanage employee behavior, Barcelona takes risks that other dining establishments would rather avoid. Lawton insists such risks are intentional and beneficial: “They might not always make the choice that I would make, but sometimes they make a better one. To give them a correct answer to every question is impossible, and it doesn’t work. In fact, you’re actually limiting your ability to get better.” While Barcelona’s leaders care about the wait staff, they make it clear that employees must care about the clientele. “We’re here for the customer experience,” Pforzheimer says. “Everything else is secondary to that.” Lawton agrees, and he adds that Barcelona’s insistence on service excellence leads to high satisfaction among employees. “If we can empower them to make the guests happy,” Lawton argues, “they’re going to make money, the vibe in the restaurant is going to be a ton of fun, everybody’s going to enjoy the shift, and they’re going to be proud of what they’ve done. And they are happy, because that’s a byproduct. What aspects of restaurant work are especially challenging to wait staff, and how does Barcelona’s approach to management help employees overcome the downsides of the job?
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Due date:
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Week 10
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Value:
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20% of the total assessment
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Word limit:
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2,500 - 3,000 Words (exclude references or appendices)
|
When Andy Pforzheimer was in college, he took a road trip to New Orleans that would change his life. The sights and sounds of the Big Easy were thrilling to the nineteen-year-old student, but it was the smells and tastes of the city restaurants that captured his imagination. While discussing the city’s eclectic dining with locals, a chef challenged Pforzheimer to go to France to discover what cooking is all about.
Scott Lawton, Barcelona’s chief operating officer (COO), shares Pforzheimer’s approach, and he underscores that Barcelona’s success depends on the mature initiative of employees: “We give some basic guidelines as to what our philosophy is and what our beliefs are, but we have to trust them to work within those confines and make the right choice.”
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