What decisions require collaboration

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Reference no: EM132193281

A startup hospitality company in the Restaurant industry has engaged you as a consultant to assist them with the build out of their organizational capability. The company is building 5 new restaurants in 5 different markets. These are all “fast casual” dining concepts. You are one of several consultants who are working on this project – each of you is working on different areas.

You have been tasked with building the following:

Determining a personality profile tool the company will use in the hiring process. You may choose to use the DISC, MBTI, or other third party assessment currently existing. At this point the company does not want to build their own. Whichever existing third party tool you choose, you must defend your choice.

Create a Competency Analysis for the company. The company wants you to research those competencies which are “critical to success” in the restaurant industry generally, and in the fast casual dining space specifically. Using that factual grounding, you need to recommend the 10 competencies necessary for a restaurant Unit Manager to possess. The company will uses this to identify high potential hourly associates for promotion, for external hiring, and for training.

The company founders believe very strongly in a Servant Leadership model, and in a collaborative work environment, where each employee’s contribution and suggestions are important. It is also very focused on avoiding unionization in any of their units. But, they recognize that even highly collaborative work teams need a leader with focused power. You are to research the various aspects of power, and design a power profile in which both the formal and informal power are focused on the Unit Manager – but which is done in a way that fosters strong collaboration. In this, you need to address the following:

What decisions require collaboration?

What decisions may be made unilaterally by the Unit Manager

What is the process by which employee input may be "escalated" above the unit manager - say to a regional manager?

For issues which may be "escalated" above the unit, what is the process by which these issues are resolved.

What power may the Unit Manager delegate - and what accountability is delegated with those?

What are the standards of behavior/conduct with respect to the Unit Manager as it pertains to social and informal relationships with employees?

Reference no: EM132193281

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