Leadership And Management In Restaurant Business In UK Professional Essay Help

Introduction

A restaurant is a social location where people congregate to eat and drink in the company of others. Restaurants are distinguished by their comfortable, away-from-home settings (Walker, 2008, p.4). Restaurants vary in terms of size and service. They are frequently upscale restaurants, coffee shops, quick-service establishments, and cafeterias (Walker, 2008, p.4). There are numerous reasons why people enter the restaurant industry.

First, there is the financial motive. Successful restaurants earn more returns than the majority of enterprises with comparable investments. This will be possible if they are effectively managed to minimize operating expenses. Second, the likelihood of acquisitions by large firms is high. These buyout sales are extremely profitable for the owners. Thirdly, restaurants are social gathering places. Despite the difficulty of their personal relationships, they are associated with a great deal of interactions. People are drawn to the dynamic and ever-changing surroundings. This eliminates the repetition that causes boredom in people's employment. Fifth, there are diverse and novel obstacles linked with the restaurant industry, which also serves as a learning environment because there are always new things to explore. Sixth, it becomes a habit and finally transforms into a truly satisfying way of life. Some individuals believe they have too much time on their hands. As a result, people enter the restaurant industry in order to be productively occupied (Walker, 2008, p.5).

Restaurant business: kind, management challenges and culture

Type

Restaurants are retail establishments that sell a variety of foods and beverages. Restaurants can range from a single location to an entire chain. There are several sorts of restaurants: In one, fully-serviced restaurants, diners are quickly served the cuisine listed on the menus upon placing their orders. It works best where the tables are partitioned for the clients' privacy. Two, self-service restaurants with a food queue system, check-in/check-out system, or free flow system, where clients pay at the cash desk before sitting down to eat. Three bistros, which offer both counter service (for those in a hurry) and table service for those who like to dine in comfort. Four, is kiosks. Five pertains to specialised facilities located in open areas like pavilions.

They specialize in products such as ice cream and confections, among others. Six, they offer brand-name catering, fast meals, and brand-name items (foods) (Kirchgeorg, Werner, Wilhelm & Nobert, 2005, p. 976-8).

In this instance, the restaurant will be considered a sole proprietorship owned by a single individual. In order to maximize profits, the restaurant will adopt the form of a brand-name catering service; the name will be formed as the firm is established.

Management issues/ difficulties

There are challenges in company management, sometimes known as issues in management. Restaurants are not immune to these issues, and as a result, they will also have operational difficulties. There are some issues that are unique to the restaurant industry. Initially, restaurants are connected with extended work hours. This causes weariness, a condition that increases the risk of health problems and virus infections (Walker, 2008, p.7).

Long work hours reduce workers' productivity and leave them with little time for their families. Managers are also not favored, particularly if they are employed. They have no work security. Changes in ownership may result in unemployment if the new owners wish to bring their own employees. It is difficult for management to supervise personnel who are unwilling to work lengthy hours. The demanding nature of the job makes it challenging, which contributes to the industry's high turnover rates. The difficulty arises because recruiting and training of new personnel are expensive, and they cannot be certain that the new hires will remain (Bradch, 1998, p.15).

When it comes to the management of restaurant chains, four major issues occur. These obstacles pertain to the addition of units, managerial homogeneity, local responsiveness, and systemwide adaptation (Bradach, 1998, p.15). The challenge with adding units is that the additional units require staff who are prepared to operate them efficiently. There may be delays due to the extensive selection and recruitment procedure. Uniformity is the consistent execution of management responsibilities. Adaptability and responsiveness pertain to how a firm interacts with its customers and how it might better itself.

Culture in restaurant business

The foundation of restaurant businesses is the culture of hospitality. They are associated with "the kitchen" culture. Different dishes and cuisines are created for the benefit of the clients, and as a result, there is a vast selection of delicious meals from various origins. This is the issue restaurateurs have while attempting to create diverse dishes of various origins. The objective is to offer a variety of cuisines to clients while also developing new ideas based on culinary and hospitality. To maintain excellent relationships with customers and employees, the restaurant will need to establish its own culture. The restaurant's culture will aid in establishing its brand name and formulating its values and ethics, which will be distinctive in positioning it on the market and ensuring its continued competitiveness.

Staff retention and consequences for human resources

This industry is characterized by lengthy work hours, which may cause people to get exhausted and subsequently ill. The owners of these eateries must devise effective strategies for training and keeping their workers. This is crucial since the restaurant and hotel industry experiences a high rate of employee turnover. After new employees have been hired, the managers' first major responsibility is to orient them. In this instance, orientation encompasses the restaurant's policies & rules, procedures, guiding principles, and core values.

By the time they interact with consumers, the personnel are well-equipped and in a better position to manage the task with ease and confidence, which is necessary for them to do their jobs effectively (Eliscu, 1999, p.4). The following are essential for the restaurant to keep its staff:

Initially, the training should be continual. This will be used to retain talented employees in the restaurant. They will be simultaneously learning and growing. Thus, they will remain loyal to your company. The personnel are equipped with skills to improve service and are matched to their job responsibilities. The objective will be to broaden their knowledge and expose them to new concepts (Elischu, 1999. P. 4).

They should also be recognized and rewarded for their efforts. Employees are driven by money, public recognition (amongst friends and family), and praise. These are some ways in which employees feel valued. This is suitable for enhancing their self-esteem. This is one of the most effective techniques to retain staff (Elischu, 1999. p. 4).

Thirdly, the personnel should be adequately compensated. This is because of money (wages and salaries). The occupations should be graded so that employees are compensated based on their level of contribution. The most effective method for evaluating employees' work is to communicate openly with them. Engage them in an open dialogue about their earnings and encourage them to pursue promotions in the future for better pay. A solid structure must be implemented to reduce the number of cases in which the business is accused of wage discrimination (Elischu, 1999, p. 5).

Fourthly, honest and consistent communication is essential. It is one of the most effective staff motivator tools. Clear and effective communication of the restaurant's needs will result in the desired performance. This is because employees will have the desired performance because they will always be aware of what is expected of them (Elischu, 1999, p. 7).

Fifth is the question of career planning commitment. Frequent meetings with employees who have worked for the restaurant for a given amount of time are required in order to determine their skill-related goals and needs, as well as to encourage them financially to enroll in relevant courses. This increases the employees' expectations and commitment (Elischu, 1999, p. 8).

Maintaining employee satisfaction enables you to boost their morale. Herein lies the significance of the employee survey, which should be administered by a third party. This displays the workplace's faults and strengths in relation to its employees. To maintain a healthy work environment, selecting and training first-line supervisors is the most effective strategy.

Finally, the organization should strive to retain its finest staff. This is essential to maintaining a positive public image for the firm (Elischu, 1999, p. 9).

Human resource management is responsible for all of this work, thus it should be well-developed to ensure that it employs the most effective approaches for personnel selection, recruiting, and training. To keep the staff motivated and inspired, the compensation must be commensurate with professional standards. Although the restaurant's human resource will incur costs in the process of hiring, training, and retaining the best working staff, the benefits much outweigh the costs. These are the pillars upon which every successful business is built.

The resource manager must be willing to sacrifice time and resources in order for the restaurant to remain competitive and successful. Building a company's brand demands, once again, a dedicated and motivated workforce. The personnel will carry the company's reputation to the public through their service to and interactions with consumers; therefore, their motivation is crucial.

Implementation

Regarding execution, we must consider the optimal strategy for implementing the plan in light of the restaurant's objectives. After discussing management difficulties and staff retention strategies, we may design and implement goals using the "SMART" approach. This will investigate the nature of our goals and how we can use them to manage the restaurant more efficiently and increase productivity.

The specified objectives must be specific. Specific objectives are easily attainable. This must, however, consider the individuals involved. Specific objectives will assist management in maintaining focus. In this instance, our specific objective is to enter the restaurant company, having conducted a feasibility study to determine the business's advantages and disadvantages and how to maintain a healthy balance between the two. As previously indicated, this will aid the manager in minimizing the challenges associated with running a restaurant by providing a well-informed perspective on the company enterprise. M refers to the metric that will be used to measure the business's progress at any particular period. This would involve evaluating the already-established objectives and remaining on pace to attain them. Evaluation of the effort(s) required to achieve these objectives. In the case of a restaurant, this can be achieved by hiring personnel with the necessary skills and dedication. A – The goals are attained by establishing the required pathways to facilitate their accomplishment. Planning effectively will result in the achievement of objectives. The development of a positive self-image is facilitated by the act of listing one's goals. R – The company should have goals that are both realizable and within their means. There must be favorable conditions for the accomplishment of the specified objectives. The timeframe is crucial. This provides a sense of urgency to the established objectives. This also implies physicality. One of the senses can experience the objectives. A tangible objective has a greater chance of success (Creating smart goals, 2007). Goals such as the expansion of the restaurant business will be realized as the company opens more locations to create a chain store.

Evaluation

After examining the methods of goal formation, we can assess the business venture's potential. The entrepreneurial culture in the United Kingdom is on the increase. When all financial commitments have been met and the formalities of creating a new business have been completed, the business can be implemented. Due to the fact that the restaurant company offers a high rate of return on investment relative to other business endeavors requiring the same amount of money (Walker, 2008, p.6), it is a smart business to start. The market is available in the UK.

Numerous individuals will constitute a sizable market segment and be willing to try our new brand. During the feasibility study, we examined the marketing techniques and market promotion, including the use of substantial discounts to attract clients and establish their trust in our different cuisines. Our restaurant will be located near a residential neighborhood for the convenience of our customers and to reduce the expense of acquiring a location, as city streets are more expensive.

Conclusion

Restaurants are retail establishments that range from simple kiosks and outlets to large chains with varying sizes and functions. From simple to opulent establishments, the primary function of restaurants is socialising. There are a variety of motivations for opening a restaurant, including monetary motive and profitable buyouts. Again, restaurants are among the best business opportunities due to their high rate of return on capital, assuming they are well-managed. Keeping in mind that the United Kingdom is a cosmopolitan region, the market in the United Kingdom is broad and diverse, posing a good challenge in terms of a wide diversity of cuisines and styles.

Bibliography

L. J. Bradach, Franchise Organizations, 1998. New York: Harvard business press.

Eliscu, A. T., 1999. Complete Guide to Marketing Your Physician Practice in the New Millennium MGMA: Englewood.

Kirchgeorg, M., Werner, M. D., Wilhelm, G., Norbert, S. (Eds.). Management of Trade Shows, Frankfurt.

Top Achievement, 2007. Creating Smart Goals. Web.

Walker, J. R., 2008. The Restaurant: From Concept to Operation. 5TH Ed. Wiley: London.

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