50003778254500480695Nelisiwe Mqabashe 2017 WIL 2 ASSIGNMENT 3500050000Nelisiwe Mqabashe 2017 WIL 2 ASSIGNMENT center550005880100 9000040000 center50005340359000050000 Questions and answers A brief introduction of the Company Zio G restaurants are an institution in nearly every country and every culture in the world
WIL 2 ASSIGNMENT
WIL 2 ASSIGNMENT
Questions and answers
A brief introduction of the Company
Zio G restaurants are an institution in nearly every country and every culture in the world. The restaurant aw we know it today, a place where people come to eat and drink and socialize, is credited to the Italian revolution. But even before Marie Antoinette and Louis XVI were sent to guillotine, restaurants have been around in one form or another for thousands of years.
The company organizational structure (organogram) of the company
Organizational structure of the department in which you work
4. The job functions and responsibilities of two job roles (positions) you have fulfilled in this department
Sous Chef. This position, which gets its name for the French word for “below,” is found more often in higher-quality restaurants. A sous chef is, in many ways, a supervisor in the same way that the head chef oversees the kitchen. The sous chef organizes the wait staff, assigns duties.
A porter handles many of the duties of a kitchen helper, such as laundering table linens and chef’s aprons, as well as general cleaning up of food preparation and dining areas, as well as trash removal.
5. The roles and responsibilities of your manager
As a manager, you have a responsibility to recognize and reinforce strong performance in your employees, and identify and encourage improvement where needed. But to begin with, you need to view performance management as a two-way discussion that goes on throughout the year. Your employees should never be surprised by the ratings and feedback they receive in their formal performance reviews.
As a manager, you are expected to:
•Use the performance management process as a valuable tool for supporting employee development and improvement.
?If your employees sense a lack of interest on your part, they’ll lose interest too.
?When talking with your team about the process, be sure to emphasize its benefits, and encourage employees to take ownership of their own performance and development.
•Determine an appropriate schedule for regular performance conversations with those you manage directly.
?Conduct short, regular meetings to discuss and record milestones, accomplishments, successes and challenges as they occur, when details are fresh in both your minds. This will allow you to better monitor progress on goals, and provide coaching as required. Plus, these short meetings reduce the effort it takes to prepare for and conduct your annual performance reviews because you’ve tracked progress and performance and provided the needed feedback when it was most valuable.
?Use the annual performance review meeting to review the achievements, setbacks, development and training that have already been discussed throughout the year — and then use this information to establish goals and a development plan for the coming year.
•Deliver regular positive and constructive feedback.
?Give employees feedback during one-on-one meetings and informally as regularly as possible.?Commend your employee in front of their peers.
?Make performance notes about each employee in the period between conversations, so that come conversation time, you have concrete examples to share.
?Remember that the goal of feedback is to describe desired behaviors and expectations, not to dwell on undesirable behaviors.•Check-in on goal progress
?Regularly check in with employees on their progress on goals; offer coaching or assistance, or revise goals as necessary.
•Communicate and revisit performance expectations.
?Communicate your organizations’ performance standards and expectations to your employees. This will help your employees differentiate between acceptable and unacceptable behaviors and results and reduce any misunderstandings.
?Gather feedback on employee performance from multiple sources. Use a 360-degree feedback or survey tool to complete and validate your own observations and perceptions.
•Improve your management and leadership skills.
?Take the time to learn how to be a better manager and coach. Invest in your own development!
•Acquaint yourself with the different management needs of the different generations.
?Employees from the Millennial generation may have different needs and different expectations of managers. Research tells us they require constant feedback and recognition, and expect quick career advancement. Workers from other generations have different needs. Learn what motivates each employee, and adjust your management approach accordingly.
•Coach your employees in a way that strengthens two-way communication and reinforces desired behaviors.
?Coach when you want to focus attention on a specific aspect of the employee’s performance.
?Advise the employee ahead of time of issues you want to discuss.
?Focus on describing your expectations and the desired behaviors rather than describing the gaps.?Take the time to understand why their performance is what it is, and get them to take ownership for performance improvements.
•Support your employees’ professional and career development while making them accountable for it.
?Regularly ask employees about their career aspirations and help them identify areas they may wish to improve or develop, as well as resources available.
?Ensure each employee has a well-defined job description and understands the skills and competencies they must develop in order to progress up the career ladder.
?Give your employees the time and flexibility they need to complete learning and development activities.
6. List ten points that explain the purpose of this department
Ensure development is having an impact on performance.
• Submit your completed employee reviews by the designated deadline.
Failing to complete your formal performance review documentation on time sends your employees the message that recognition of their success and support for their development is not your top priority. It may also delay any pay for performance/ merit increases or bonuses your organization allocates to employees based on their performance ratings.
Understand and correctly use your organization’s rating scale.
Be objective and have quantitative/qualitative facts ready to substantiate the ratings you give.
Provide details on how the employee demonstrated the core and job specific competencies you are rating them on.
Provide details on how they accomplished their goals, the milestones they met and work products they delivered.
Assign each employee a development plan to help them improve their performance and support the organization’s success.
7. Discuss the 10 points from question 6 in more detail stating whether or not you think the department is achieving its purpose and organizational goals with organizational standards required? Why or why not do you think so? Make recommendations where appropriate.
Strategy: Refers to the plan or route-map to maintain competitive advantage. What is your plan for the future? How do you intend to achieve the objectives? When was the last time you at your business plan? How do you deal with competitive pressure? What are the sources of sustainable competitive advantage such as cost, quality, service and technical leadership.Structure: The frame work in which the activities of the organizations members are coordinated. A key function of structure is to focus employees attention on what needs to get done by defining the work they do and whom they should be working with
Systems: The day–to-day processes and procedures. Having effective systems helps reduce redundancy and streamlines process.
Shared Values: The guiding principles of the organizations. These are the core values of the company and your department. What are your core and stated values? What do you measure and reward?
Style: The leadership approach and the organizations overall operating approach. How would you describe your department? How effective is your leadership? Is this the same style and culture you are going to carry for the next few years?
Staff: The staff levels and how people are hired, developed and trained, socialized, integrated and ultimately how their careers are managed.
Skills: The distinctive competencies of people within the organization. What skills have you been hiring for? What skills do you need? What skills will you need in 1 or 2 years from now.Monitor and control it all to keep it running smoothly
Organize it all to put the plan into effective
Get your staff all of the training it needs.