MODULE 3 – How to mobilize & communicate the right Human Resources?

Category:

The Food and Beverage Manager is a professional who assumes responsibilities related to organisation, maintenance of quality standards and costs: in fact, he performs all activities related to the food and beverage business within the working environment – be it a bar, a restaurant, a hotel.
He is responsible for managing and coordinating the staff, checking that production and serving standards are maintained over time, and controlling and monitoring the economic aspect. His figure is therefore the core of any establishment, since on his work and his skills of attention and problem solving depend many of the nerve aspects and results.
Since he is a Manager, his task is mainly managerial, but there is no shortage of times when his presence is needed in the organisation of events themselves. Depending on the venue and facility in which he or she works, he or she may go from simply overseeing the maintenance of food and beverages and accounts, to overseeing each individual menu for any particular event to managing orders and dealing with suppliers. Works primarily with general management to monitor progress and achievement of goals.

HOW TO MANAGE A TEAM IN THE FOOD AND BEVERAGE SECTOR?

Although this is a relevant job that requires a rather high level of professionalism, there are no specific requirements or mandatory courses. Certainly, to be hired for such a job, it is essential to reflect certain criteria.

SELF –ASSESSMENT ACTIVITY – MANAGING CONFLICT SITUATIONS

HOW WOULD YOU MANAGE CONFLICT SITUATIONS

When you argue with someone

IF YOUR CHOICE IS:

Here are the PROS & CONS:

SCENARIO 1 : “ I avoid him\her”

PRO	AGAINST
– calms the water	– expresses fear and weakness
– let the problems, if minor, resolve themselves	– the conflict can erupt suddenly and we won’t be able to handle it
	– the parties will not take the opportunity to clarify and resolve the problem that may arise again

SCENARIO 2 : “ I impose myself “

PRO	AGAINST
– expresses strength and firmness	– leads to closure because other proposals are not being heard
– solves a situation quickly	– you risk criticism and confrontation
– assumes responsibility for a settlement proposal	-if the imposition is frequent there is a risk of isolation

SCENARIO 3 : “ I negotiate “

PRO	AGAINST
– partial satisfaction on both sides	– leaves everyone partially unsatisfied
– expresses listening and respect	– not always possible because it depends on the trust and willingness of both parties
– is a first step towards cooperation	– time is needed before an agreed solution is reached

SCENARIO 4 : “I Comply “

PRO	AGAINST
– it’s fast and it calms people down	– if frequent it expresses weakness and low self esteem
– expresses willingness to listen	– in the future others may ignore you in their search for solutions
– does not involve any risk because they do not assume responsibility

All of these attitudes have pros but also cons. There is, however, one innovative attitude that, of all of them, is undoubtedly the best to adopt in conflict situations:

SCENARIO 5 “I Cooperate “

PRO	AGAINST
– leads to maximum satisfaction for both parties	– requires time, willingness and trust on both sides
– expresses listening and respect	– requires a good knowledge of oneself and others and good communication skills
– expresses good self-esteem transmitting the will not to lose on break relationship

It too brings with it inevitable cons, but where there is a real desire to find the best possible solution for the good of the company, these will be less and lose their relevance.

It is important to understand that we tend to conflict when we are on the defensive, seeing things in a static way, assuming that they cannot change. “My hypothesised solution is the only one that can be applied”: this reasoning blocks us and does not allow us to lucidly evaluate other alternatives or proposals. On the other hand, we tend towards synergy when we are able to change our mind or point of view, being able to see the issue from different perspectives.

” Don’t judge a man until you have walked two moons in his moccasins.”

(Native Americans)

Let’s go back to the importance of being able to put ourselves in the shoes of our interlocutors. A true leader must possess this ability.