Reference no: EM133171507

Case Study (Simulated Workplace)

Café 65

Café 65 is a longstanding restaurant business located in the heart of the Melbourne CBD trading under the name CAFE 65  and specialise in providing customers with a wealth of choice from our famous and delicious pizzas to our tasty pastas, seafood, steaks, poultry, salads, breakfast and desserts -- patrons aren't left disappointed. Soak up the authentic Italian atmosphere in these restaurants - it's almost like you're really there.

CAFE 65  helps to have relaxing atmosphere where customers can sit down, take a break from their busy lives, unwind with coffee or tea and a meal or just socialise. In the busy and fast-paced nature of Melbourne's CBD, CAFE 65  also understands the need to meet customer expectations in a timely manner for their convenience.

Organisation Chart

Workplace situations

Situation 1 -Chong and Kang are co-workers working in the kitchen as cooks, Chong, who likes to talk about religious faiths and beliefs. Kang does not care that much about religious faiths and beliefs all that much but finds his co-workers faiths and beliefs to be little extreme. Kang likes his co-worker and wants to get along with him. Kang has thought of just pretending to agree with Chong or telling Chong he would rather talk about other subjects. Kang suspects that Chong will be insulted if he goes with the second option. He is bit uncomfortable in his work performance between maintaining relationships and job performance.

Situation 2 -Sona asked Madhuri for help responding to a customer inquiry, but Madhuri refused to lend a hand because she was working on a customer service and didn't want to delay services to her customers. There has been tension between two of them working together ever since.

Situation 3 - There has been a bit of conflict between executive chef and kitchen manager over implementation of the kitchen plans outlined by the executive chef regarding ingredient orders. 

Workplace difficulties

• Low motivation over routinely mundane tasks
• Poor work-life balance during busy times of the year
• Schedule inflexibility on staff rosters due to skills and talents
• Insufficient training due to time allocation difficulty
• Lack of equipment or technology for peak times
• Intermittent staff conflicts and harassment among teams and individuals

Restaurant workforce

Position	Name	Roles and responsibilities
Restaurant Manager	Garry Hood	Hiring, training, and managing restaurant staff Focus on front-of-house personnel, Drive marketing efforts and Collaborate with the kitchen to develop menus.
Executive Chef	Reynold Capitano	Accountable for all activities in the kitchen Hiring everyone from the head chef to the dishwasher Update menus for seasonality and evolving tastes Train staff to create new dishes
Kitchen Manager	Tran Ponti	Lead the kitchen staff and implement all the kitchen plans outlined by the executive chef, Enforce all safety, hygienic, and food standards, Ensuring food quality and quality of the plating Help place ingredient orders, Budgeting and outsourcing
Sous Chef	Michelle	Preparation of ingredients and main dishes, Follow kitchen plans Inventory management Preparation of status reports
Line Cook	Sarah	Prep work in the kitchen Ensure that all kitchen stations are fully stocked before the kitchen opens Chop vegetables, prepare sauces, and make sure each station is cleaned to sanitary standards Work under the kitchen manager
Cook	Chong	Follow the recipes and cook food on order
Cook	Kang	Follow the recipes and cook food on order
Cook	Lucy	Follow the recipes and cook food on order
Servers	Madhuri  Sona Robin Lam	The face of a restaurant, Customer service, Seat customers, take orders, answer questions about the food, deliver the food to the table, and receive payment from the customers

Role-play consultation meeting to implement processes to manage ideas and information on two occasions as follows:

Meeting 1 

1. Meet with your kitchen manager (assessor) to delegate and confirm responsibilities for managing the conflict of two cooks working together in the kitchen to collaborate each other.
2. Seek feedback from the kitchen manager (assessor) on management of workplace relationships in the area of his concern.
3. Explain as how to resolve the conflict using appropriate conflict resolution techniques.

Meeting 2

1. Meet with employees (at least three other trainees) and kitchen manager (assessor) in a meeting using the consultation process and:
2. Explain the process and procedures according to policies and procedures to achieve their work responsibilities
3. Consult employees for their contributions to consultation on work issues
4. Discus and hear the employee concerns and their feedback and evaluate leadership style and identify areas of improvement for future workplace relations leadership.
5. Explain your conflict resolution process.
6. Explain guidance, counselling and support available from you and the workplace to assist co-workers in resolving their work difficulties.
7.  Email providing feedback on the outcomes of consultations to relevant stakeholders including:
   1. your recommendation of improvement strategies for identified areas above (activity 7) and,
   2. workplace relations leadership requirements.