Reference no: EM131668036

How to Be a Restaurant GM - Case Study

Please read the following case study. You are expected to answer the questions, using thought and content based on class lecture and from the readings. Each question must be answered with a minimum of two paragraphs and a maximum of a page.

In the early days of LUXBAR at Chicago, Chef Michael Smith felt strongly that he and his staff could never do a superior job of cooking for tables larger than a party of eight. Smith had come from the old, rigid French school of kitchen management, having been sous-chef for seven years at the very refined Lespinasse.

The general manager, John, understood the chef's fear, though not his position. When a table of eight or two parties of six arrives all at once, their orders can clog up the restaurant's flow and wreak havoc. Trying to cook for and coordinate the timing of too many large parties can be very challenging. It demands precise alignment among the various stations in the kitchen and the dining room - and meanwhile, service for the smaller tables can grind to a halt.

John managed to get along with Chef Smith's party-size limitation until a night when one of their most loyal customers, having made a reservation for eight, arrived with an unexpected ninth guest in tow. Chef Smith absolutely refused to let the maitre d' seat them, giving the entire party of nine no choice but to leave LUXBAR.

This shouldn't have happened to anybody, but it turned out that the host of the party was the editor for the Chicago Tribune and a frequent customer at Gibsons Steakhouse, their sister restaurant. The party was disappointed and justifiably furious.

Later on in the evening, John had greeted a table of four in the dining room. One of the customers explained that she was allergic to: nuts, soy, milk, dairy, butter, shellfish, and gluten. She was so worried, that she requested to John that her food would need to be prepared using tin foil to protect from the grill to avoid cross-contamination. Seeing the paranoia in the customers face, John decided to show compassion and walked her into the kitchen. He wanted her to meet the cooks who would be cooking her dinner and go over her allergies with the chef.

However, Chef Smith was not amused by the general manager's decision to bring the customer into the kitchen and thought this was a waste of time. He was cold and short to both of them as he stormed away, leaving the customer confused and John stunned. After service, John sat the chef down in his office and informed him that they needed to have a serious talk.

Questions:

1. The general manager, John, needs to make a message that is both stern and clear. What should that message be? How should he execute this message?

2. What is the overall big picture that you think Chef Smith is missing and what should he be more concerned with?

3. How should the chef react to his meeting with John? What can chef do to correct his actions, if he believes his actions need to be corrected?

Attachment:- TheRulesofaRestaurantGM.rar