Job Description, Dismissal Procedures, Performance Appraisal, Workplace Changes, Cultural Diversity Analysis

A Job Description

1. Analyze your own job and draw up a job description. How would you use this job description? How does it differ from your formal job specification?
2. Examine a situation where someone you know was dismissed from their job-e.g. a colleague or friend? What were the grounds for dismissal? What procedures were followed? Evaluate the fairness and transparency of the process.
3. Critically evaluate the process of performance appraisal in your organization. How effective is the process in achieving its aims? What actions are taken as a result of the appraisals?
4. Consider two or three recent changes in your own workplace. What caused them? How did they occur-were they planned or evolutionary? What was the reaction of the people affected? How could they have been better managed?
5. Analyze your own workforce. What different cultural backgrounds are represented? Are you aware of the cultural norms which apply? Do you interact differently with those employees from different culture from your own? Why/why not?

 

The job description of an operational manager in a restaurant comprises the following:

1. Working with the workers – the main role of an operational manager is to manage the overall operation in the restaurant and be a part of every decision that is made which in turn affects the workers working in the restaurant. The operation managers are more likely to work directly with the kitchen team as well as the dishwashing team and the host staff. This in turn involves food preparation, seating, serving at the side of the team whenever it is essential. The operation managers are thus able to work as a role model so that the workers can behave properly throughout the restaurant. The operation managers are also responsible for giving training to the new workers. The training can involve the on-going training that in turn requires the managers to recognize the prospects whenever it is required (Hill and Hill 2012).
2. Workings with the consumers – the operation manager are also responsible for working directly with the consumers on a day-day basis. The responsibilities include the handling of the complaints made by the guests. They are responsible for ensuring that the guests have had a pleasant experience in the restaurant. The operation managers also work in the floor during the food hours so that they interrelate with the guests. They also take suggestion from the guests so that they can meet up to the demand as well as the preferences of the guests (Sundtoft Hald and Mouritsen 2013).
3. Management of the business procedures – an operation manager is eligible to work in a small single size restaurant as well as more than a few restaurants throughout the globe. Irrespective of the size of the restaurant, the operation manager is responsible for the management of the overall procedures of the business so that the restaurant can keep on running properly. These include a lot of job that includes ordering as well the financial planning and the maintenance of the public areas and the kitchen. They are also responsible for managing the role of the HR that is the human resources which also includes hiring and the managing of the payroll (Sennewald and Baillie 2015).

The operation manager will use the job description to supervise and manage the employees and to manage the daily operations. The operation manager also maintains the sanitation and the service standards in a restaurant. He will also ensure and maintain the level of productivity of the workers (Fitzsimmons and Fitzsimmons 2013).

            The analysis of the job that is different his job specification:

• The operation manager has the responsibility to identify the educational needs of the workers. This is although a part of the Human resources but the operation manager can also play such role.
• He has the responsibility to provide supervision to the subordinates that includes the setting of the performance standards.
• He is also responsible for ensuring that the workers are treated fairly and equally. He also makes sure that recognition is taking place in the areas of responsibility.
• The job he performs that is almost different from his job specification also includes the fact that he provides information to the co-workers as well as the managers through telephone or in a written form as well as in email.
• He also supervises that operation of the daily shift when the Assistant Restaurant manager is not present in the office (Spirin et al. 2013).

1. Conduct – the employer can dismiss an employee because of conduct that is the employee had broken one or more terms of employment. The terms that are broken by the employee might include lack of discipline, the use of drug or alcohol as well as dishonesty (Weinstein 2013).
2. Ability to do the job – the employer can be dismissed by the employer if he is not able to do the job appropriately that is the employer is not performing as per the necessary standard. The necessary can include the adaptation to the technological changes as well as getting on well with the colleagues (Harcourt et al. 2013).
3. Poor health – if the employer is falling sick randomly in that case the employer will think of an alternative before dismissing the employee. This might also include the fact that the employer is not able to handle the pressure of the job and that is the reason he is falling sick.

1. Redundancy –redundancy is the most common factor that takes place in a workforce. This mainly takes place when innovative technologies are invented that is new a system has made the job of the employer unnecessary. It can also include the fact that the job for which the employee is hired might no longer exist. The reason under redundancy also includes the fact that the business, which the employer had joined, had closed down.
2. The end of the first-term contract – this is also one of the most vital reasons for the dismissal. Sometimes the individual is hired on a contract basis and when the contract ends, they are dismissed.

The procedures are as follows:

1. The first step requires the employer to write a letter to employee about the reason regarding the dismissal or the action that is to be taken against the employee. This letter needs to be given to the employee and he should be invited to a meeting in order to discuss the reason for dismissal.
2. The second step includes the meeting that needs to be conducted before any action is taken against the employer. It is only after the meeting that the employer will conclude and tell the decision to the employee.
3. The third step occurs where the employee recommends the employer that they desire to plea. The manager must give an invitation to the employee to a different meeting that the employee must take all sensible steps to be present at the meeting. The plea meeting need not occur before the dismissal or action results. After the plea, the employer must notify the employee of the concluding decision.

The process is transparent in the sense that the there are several steps involved before finally dismissing the employee who is found guilty. The employee is given a notice and he is given the full chance to give a clarification about the charge put against him. A personal meeting is also conducted so that the employee can feel free to give his clarification without any hesitation. The procedure is very transparent so that the employee do not lose his job without his fault.

An accident in the workplace that is harm to the worker in the workplace can be a nightmare for the workplace. A frighteningly common event takes place when the accident occurs. The steps are as follows:

1. The immediate response to the accident – in the case of accident the first step involves the immediate care that needs to be provided to the injured. It also includes the internal investigation of the implicated equipment. After the initial investigation has taken place, the company will now determine whether it is necessary to bring in an expert in order to investigate the cause. The need for the expert will take place if the actual reason for the accident is not clear. It is required to eradicate the instantaneous hazards in order to ensure that no one else is injured (Chapman and Thompson 2016).
2. Gathering of the information – the second step would include the gathering of the information. This needs to be done by keeping a notebook throughout the investigation process so that the information can be kept together and prepared without any problem. The notes in which the details are kept should be neat and concise. A concise note will help to recollect the facts that are useful to investigate the information. In this step, it is also important to conduct an interview with the injured worker as well as the witnesses who were present at the incident (Chapman and Thompson 2016).

While conducting the interview it is very important to make sure that the person should be put at ease. The cause of the interview should also be properly explained to the individuals so that they do not get afraid and hesitate. The cause for the investigation should be mainly emphasized on the finding of the fact and not the fault. It should also be kept in mind that when the individual is speaking, he should not be interrupted. The individuals should also be thanked after taking the interview session (Roed-Larsen and Stoop 2012).

The grounds for dismissal of an employee

The questions that can take place during the interview might include what was the individual doing at the time of the accident, what did the individual see and what did he hear.

1. Analyze the information – there many reasons that contribute to the cause of the accident. The analysis can be divided into four broad parts that will include the people, materials, environment and equipment. The following will be the areas on which the investigation can be made (Ericson 2015).

People that includes both the visitors and the employees

Analysis of the job site

Workload

Knowledge and understanding

Documentation of hazards

Inspection of the workplace

Equipment

Practice and procedure of safe work

Equipment

Ergonomics

Design

Documentation

Analysis of the job safety

Precautionary preservation

PPE that is personal protective equipment

Materials

Analysis of the job safety

Precautionary preservation

Ergonomics

Documentation

Specification of the manufacturer

use

Environment

Noise

Lighting

Quality of the air

Housekeeping practices

Condition of the weather

The cause for the accident can be a direct cause that involves the situations that immediately lead the accident. The direct causes are mainly the warning sign of the basic cause. The direct causes are the related to the unrestrained hazards that arises from the imperfect situations or the inferior actions. The basic causes are the underlying factor that leads to an accident (Braut and Nja 2013).

1. Making recommendation – the recommendations should be properly written as well as it should be precise. It should also target the dates for the implementation and the follow-ups.
2. The review or the result – it is essential to review the training records of the injured worker as well as those workers who perform the similar job. This will help them to identify the policies as well as the procedures of the workplace (Shappell and Wiegmann 2012).
3. Summarize – the investigation should be responsible for implementing the remedial measures within the allocated period. The investigation should also include the appraisal of the corrective measures in order to make certain that they are effectual.

In the professional world, the source of power helps in enhancing the career of the individuals. Power is that capacity which helps to get the things done instantly. Power helps to influence the behavior of others in order to achieve the aim.  It refers to the possession of the authority that has an influence over others. Being the operation manager in a restaurant the sources of power are as follows:

1. Legitimate power – it is also known as the positional power. Being an operational manager, he is responsible for reporting to the leader. To exercise the positional power it is important for the operational manager to exercise it in order to earn the power legitimately. The operational manager of the company mainly possesses legitimate power (Wellman et al. 2016).
2. Expert power – the operational manager possess the expert power in the particular area in which he is operating. The operational managers are highly valued by the restaurants for their skills that they possess for solving a problem. The individuals who possess the expert power are considered indispensible, as they are able to perform the crucial tasks (El-Sayed 2015).
3. Referent power – this power depends on the interpersonal connection that the operation manager cultivates with his colleagues in the restaurant. The operational manger will possess the referent power when his colleagues will like him and his juniors will respect him. The operation manager needs to have a compelling persona so that he can influence his colleagues to work harder (Lunenburg 2012).

1. Coercive power – it is mainly derived from the capacity of the person to influence others that can through the punishment given as well as sanctions. The operation manager possess the coercive power to a large extent as he has the power to fire an individual if that person is not able to meet the deadline of his work. This in turn will control the behavior of the workers, as they will try their best to complete their work within the deadline, they will also hold on to the rules as well as the policies of the company (Hofmann et al. 2013).
2. Reward power – the operation manger has the ability to influence a person for the allocation of incentives in the restaurant. The incentives will include the increment in the salary as well as promotions. If the operation manager uses the reward power properly, it will help to motivate the workers. However, if the reward power is misused that is only the favorites are given the rewards; in that case, it can demoralize others (Faiz 2013).
3. Informational power – this source of power comes from the knowledge that is valuable for the others. It helps in building trustworthiness as well as rational point of view.

The estimation of the communication time of the Operation Manager with others is shown in the table below:

Communicating individuals	Time
Employees	5 hours
Guests or Customers	4 hours
Kitchen staffs	3 hours

The strengths of the communicator are as follows:

1. In order to reel the listeners back in, a good communicator asks questions. The main strength of a communicator is that if he can speak well then in that case the inability of the community to stay focused for a long time will be reduced. Being an operation manager in a restaurant, it is very important to be a good communicator so that the staffs listen effectively and do the work appropriately. A good communicator has the ability to ask questions that will in turn draw the attention of the workers (Distefano and Tiner-Sewell 2016).
2. The strength of a good communicator is that he is a friend to everybody. Every individual will prefer to work under someone who can speak well and whatever he is saying is understandable. It is not possible for a speaker to meet each and everyone personally, however, if he is a good communicator that will help him to be a friend to everyone (Hackman and Johnson 2013).

1. A communicator is luminous as well as informative. An operational manager has the potential to have the knowledge about every subject related to the restaurant. The workers will not be interested to listen to someone who does not have a good understanding about whatever he is speaking. However, the individuals will prefer to connect to someone who has the sense of power as well as knowledge (Quintanilla and Wahl 2016).
2. The most important strength of a communicator is that a good communicator speaks with security and self-assurance. Being an operational manager, he needs to possess this quality so that he can speak well with self-assurance to his workers. This will also help him to connect well with the customers on the case if the customer has some problem regarding the food or the environment (Eunson 2012).

The weaknesses of the communicator are as follows:

1. It is most probable that there are certain strengths as well as weaknesses of a communicator. A communicator mort often finds it difficult to communicate properly in a meeting. This takes place when the communicator fails to understand the requirements of the people present in the meeting.
2. The weakness also include the fact that while praising an employee for his good work, the operation manager will not be able to give the proper details of the achievement as he will be in a rush to say whatever he has gone through (Chatterjee and Subramanian 2013).
3. The operational manager who has the habit of speaking in jargon will tend to lose the interest of the customers as well as the workers who will be unable to understand those terms.
4. The operation manager also has the potentiality to sound boring, as he will not have the capacity to draw the attention of the individuals working there. In that case, the operation manager needs to lead an interesting life so that he can sound interesting (Cornelissen 2014).

References

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