Managing Conflict In Restaurants: Key Points And Strategies

Key Points for Managing Conflict in Restaurants

What are the major key points about dealing these types of conflicts?

According to the given scenario prescribed in the case study; some of the staff members of a restraunt are continuously augmenting regarding new roaster that has been posted in the information board. As a part of the management team, there are some major key points about dealing these types of conflicts.
As a supervisor of the restaurant the first step for resolving the issue should be the direct communication with the staffs so as to know their point of view regarding the roster posted. The issue can be easily resolved if the supervisor make the staff informed about the benefits of the subject posted, as sometimes there are some issues which may not get clear to the staffs until it is clarified by their supervisor. The above mentioned aspect can be realized if the supervisor simultaneously keeps the positive perception of the staffs aside and convert the negativity of the staffs while clarifying the importance of the roster to them. In addition to this, there are several steps for the manipulation of the conflicting staffs in the restaurant. The following are the concerned steps for managing the conflicting situation in the restaurant:

Motivational aspects with restaurant: The maintenance of the conflicting situations with the restaurant, it is very important to provide proper motivational perspectives to the employees (Moore 2014). In most of the conflicting situation, at the first stage of the conflict the staffs lose their motivational perspective about their workplace, which results into their lack of interest in their work.

Focuses on issue rather than on individual in restraunt management: As a supervisor it is very important to focus on problem rather than to focus on staff members (Papenhausen and Parayitam 2015). This improves the solution of the issues and cooperation of the staff members.
Encouragement of staff: It is very important to make a certain judgments on staff problems and encourage them to work them out (Day 2015). The supervisor should make them professionally understand that the newly roaster that has been created was for the benefit of the staff members only.
Communicative strategies: Communication strategies totally relevant to the resolving process of the conflicts with in the restaurant. Lack of communication or irrelevant communication may cause abrupt situation in the restaurant (Prenzel and Vanclay 2014). As a supervisor, the person should get concerned about the individual perspective of each to get the issues be resolved.

Understanding the attributes and behavior in restaurant: Understanding the staff behavior and attitude towards any issue raised with in the restaurant should be the matter of concern to the supervisor (Busch 2016). It is the duty of the supervisor to maintain and manipulate the roaster according to the company’s legal and compliances. This will reduce the chances of conflicting situation in the restaurant.
Avoidance of blame game: Resolving conflicting situation always need to be based on the avoidance of the blame game (Mukhtar 2013). As a supervisor, the leader shouldn’t blame any staff, rather understanding their issue and by making them understand about the critical situation will help the authority to resolve the situation.

Concentration on the problem rather than person: As the supervisor, the person should focus on the issue of conflicting situation (Day 2015). If the supervisor put more focus on individual deciding who is wrong and who is right, it will result into a massive chaos.
Creativity and Confidence: The creativity and confidence of the supervisor guides the person while handling the conflicts in the restaurant. Sometimes there are situations, where the lead may get confused with the evolving problematic situations. At that time the creative nature of the person can help him to manage the situation properly.

1. In the first scenario of the prescribed case study, it has been found that is well suited for PACESETTING management style. The pacesetting leader always set the path from the start and the leader always expects their team to follow them. They always have that attitude of doing things all alone and keep themselves business busy with the everyday activity and do not have time to even interact with their team mates properly. They expect their teammates to follow them (Castro2016).

They expect their teammates to get motivated from them and they are managerial experts.

2. The second scenario of the prescribed case study, it describes about the AFFILIATIVE leader who always hang around with their teammates and try to understand their issues and always with team not as a boss but as a teammate. They look to create a bonding among the team and provide a friendly atmosphere to work with their teammates so that they can feel relaxed. They are more tasks focused and always get anxious by looking at other team members working (Pundt and Herrmann 2015). They always like to roll out with their teammates for an example they like to often socialize such as sitting all together for a cup of tea or drinks and having a round table conversations about their personal and professional lives among their teammates.

3. The third scenario of the prescribed case stud, it is well suited for the DIRECTIVE management style. They have bossy kind of an attitude and they always set high standards and make sure that their teammates also follow the same kind of disciplines for them who do not meet such standards (Walker 2015). They always are proud with their working style and they ask their teammates to perform their task with no extra pay. They always make their teammates work harder and they do not let go anyone for leave until the work is done properly.

Sean was the most effective and productive employee of the Pastries Unlimited. He listed some of his aspirations in his memo regarding the strategies for improving the productivity of the organization. In addition to these strategies Sean can add some motivational aspects like incentives and special benefits for the employees which will attract them for giving their full concentration in their work (Cording et al. 2014). All these aspects will help the employees for understanding the visions and giving better productivity toward the organization. the following aspects should be mentioned in the memo:
• Motivational strategies should be implemented for the employees
• Direct communication with the authority should be highlighted
• Attitudes and behavior of the employees should be improved towards the organization

Sean was interested towards making the productivity better of the organization. he was willing to motivate the employees for the improving their attitudes and behavior towards the organization (Samnani and Singh 2014). He was excited to make changes in the work culture of the organization and for this purpose he was writing the memo to inform it to the employees.

Sean Strength: In his new supervisory role he often worked over time with no extra pay out. He works positively for completing company special projects. As per the work portfolio management, Sean is more innovative and efficient in the company management department. Apart from these changes, Sean will also work transformable in company production department to increase productivity (Wang and Groth 2014).
Sean Weakness: The most highlighted weakness of Sean in this case study is that he get easily excited about his doings for the organization. Though he does hard work for the sake of the organization still he does not demand any extra pay for his doings.

Yes, from the above case study, it can be assumed that Sean will be successful in improving the employee attitude towards the company. Sean will be successful in making the employees more motivational and improving their behavior and attitude towards the organization, as he is the most experienced and senior product manager of the organization (Muogbo 2013). This experienced behavior helps him in analyzing the behaviors of the employees and he can easily catch the conflicting situation. Once the conflicting situation is understood then it will be easy for him to manipulate the situation according to the organizational needs.

Based on the above case study, the post that Sean has adhered as a Production Department Manager has enough power in any company management. All the necessary subordinates will be working under Sean. He will coordinate and make a flexible working portfolio management and able to work positively. He will definitely try to improve the staff attitude from company management. Apart from these elastically changes, Sean will also work transformable in company production department to increase productivity. Additionally, there are several other judgments that are essential to manipulate the conflicts of restaurant staffs (Mowday et al. 2013). They expect their teammates to get motivated from them and they are managerial experts. They always make their teammates work harder and they do not let go anyone for leave until the work is done properly.

References

Busch, D., 2016. Conflict Management in Organizations. The Wiley Blackwell Encyclopedia of Race, Ethnicity, and Nationalism.
Castro, R.G., 2016. MANAGEMENT STYLES AND ORGANIZATIONAL PRODUCTIVITY SKILLS: AN ANALYSIS. European Journal of Research and Reflection in Educational Sciences Vol, 4(3).
Cording, M., Harrison, J.S., Hoskisson, R.E. and Jonsen, K., 2014. Walking the talk: A multistakeholder exploration of organizational authenticity, employee productivity, and post-merger performance. The Academy of Management Perspectives, 28(1), pp.38-56.
Day, G.E., 2015. Successfully managing conflict. Leading and Managing Health Services: An Australasian Perspective, p.273.
Moore, C.W., 2014. The mediation process: Practical strategies for resolving conflict. John Wiley & Sons.
Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.
Mukhtar, S.A., 2013. ORGANIZATIONAL CONFLICT MANAGEMENT STRATEGIES ON EMPLOYEE JOB SATISFACTION: A CONCEPTUAL RELATIONSHIP. International Journal of Management Research and Reviews, 3(5), p.2855.
Muogbo, U.S., 2013. The Impact of Employee Motivation On Organisational Performance (A Study Of Some Selected Firms In Anambra State Nigeria).The International Journal of Engineering and Science, 2(7), pp.70-80.
Papenhausen, C. and Parayitam, S., 2015. Conflict Management Strategies as Moderators in the Antecedents to Affective Conflict and its Influence on Team Effectiveness. Journal of Business and Management, 21(1), p.101.
Prenzel, P.V. and Vanclay, F., 2014. How social impact assessment can contribute to conflict management. Environmental Impact Assessment Review, 45, pp.30-37.
Pundt, A. and Herrmann, F., 2015. Affiliative and aggressive humour in leadership and their relationship to leader–member exchange. Journal of Occupational and Organizational Psychology, 88(1), pp.108-125.
Samnani, A.K. and Singh, P., 2014. Performance-enhancing compensation practices and employee productivity: The role of workplace bullying. Human Resource Management Review, 24(1), pp.5-16.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
Wang, K.L. and Groth, M., 2014. Buffering the negative effects of employee surface acting: The moderating role of employee–customer relationship strength and personalized services. Journal of Applied Psychology, 99(2), p.341.