RKR Management Plan

RKR Management Plan Guide

HRT382 – Dinner Teams

Goals of the Restaurant at Kellogg Ranch: 1. Exceed Guest Expectations 2. Provide Total Support to Your Staff 3. Manage the Business Professionally

This Management Plan will describe how your management team will plan, execute, and evaluate performance to meet the three goals of The Restaurant at Kellogg Ranch and the team’s performance objectives.

Note: Each section must have a minimum of three (3) references to support your work. Please check how to reference properly using resources available through the library, an APA manual, the information in Section H of this document, or some other appropriate source.

Formatting the Plan:

The cover of the Management Plan binder shows, at a minimum, the quarter of operation, the team number, and members and management position of each team. The spine of the binder shows the quarter of operation and the team number.

Executive Summary (do last)

Complete the Executive Summary last.

As a final addition to your team’s plan, review and explain the desired results your team is working to achieve, based on all goals and objectives within the plan. Present this as one-page and as the first page in of your project.

It is wise to research the concept of an “Executive Summary.” Your research goal is to understand what an Executive Summary should be and what it should accomplish. Use your findings to construct an Executive Summary appropriate for you plan.

1 Table of Contents Use the rows below as hyperlinks

Executive Summary...... 1 Table of Contents...... 2

A. General Management Plan...... 3 A1. Norms...... 3 A2. Team Philosophy, Mission, RKR Goals, and Team Objectives.....3 A3. Guest Feedback...... 4 A4. Team Communication and Staff Meetings...... 4 A5. General Briefing Topics (3 or 4 meal periods)...... 4 A6. General De-Briefing Topics (3 or 4 meal periods)...... 5 B. Marketing Plan...... 6 B1. Promotion of the RKR...... 6 B2. Advertising (Community Marketing)...... 6 B3. Merchandising (Beverages, Appetizers and Desserts)...... 6 B4. Marketing Plan Timeline...... 7 C. Human Resource Plan...... 8 C1. Motivation & Morale...... 8 C2. Recognition...... 8 C3. Service & Quality Training...... 8 D. Family Meal Plan...... 9 E. Safety & Sanitation Plan...... 10 F. Forecasting...... 11 F1. Sales Forecast...... 11 F2. Team Budgets...... 13 G. Summary...... 14 H. References...... 15 I. Appendices...... 17 Appendix 1: Team Communication and Staff Meetings...... 17 Appendix 2: Training Lesson Basics...... 20 Appendix 3: Sample Safety and Sanitation Plan...... 21 Appendix 4: Objective and Action Planning...... 22

2 A. General Management Plan

A1.Norms

The team will develop a list of six to ten team norms. Everyone on the team will provide input while creating the norms. The team must reach consensus on the norms. The team will present the norms in the form of a simple contract, with signatures of all members stating agreement with the norms. When the team faces a challenge with one member or with a process while working together, use the norms to help turn the situation around and get the team back on track. Norms are “living and breathing” and should be revisited and/or revised as needed. It is imperative that team members act swiftly to correct the course of the team when it strays and to point out to a team member when he or she is acting or behaving in a way that does not meet one or more of the norms.

A2.Team Philosophy, Mission, RKR Goals, and Team Objectives

 The team will present a statement of overall management and business philosophy. It will lead into a Team Mission Statement. The philosophy and mission help frame the context for your week of management. The team should consider researching the concept of “Mission Statements.”  Every team works to accomplish the Goals of the Restaurant at Kellogg Ranch: 1. Exceed Guest Expectations 2. Provide Total Support to Your Staff 3. Manage the Business Professionally

 These goals do not change. We may or may not accomplish the goals each meal period. If we accomplish one or more of the goals during a meal period, it is obviously still an ongoing goal.  The team will develop a minimum of three (3) Team Objectives. Design objectives to help achieve Goals and Missions. Develop your Team Objectives as you build your management plan. The process is a cycle: the plan drives the objectives and the objectives drive the plan.

 State your Team Objectives in S.M.A.R.T. terms and do so in one sentence. The S.M.A.R.T. acronym is Specific, Measurable, Achievable, Realistic, and Time- Bound (some authors use Relevant as the “R”). Following each one-sentence objective, state how the objective relates to the at least one of the three RKR goals.

 The final component of each objective is a list of actions and/or strategies the team will initiate to achieve the objective. Consider four actions/strategies as a minimum expectation. The key is to construct a complete list that will help ensure the accomplishment of each objective. The objectives and your team’s related actions/strategies should thread throughout the plan.

3 A3.Guest Feedback

 Candidly, if we meet the expectations of guests, we are operating a successful business. The design of the RKR goal, Exceed Guest Expectations, is to remind us to go “one step further” to ensure our guests are happy and want to return. To know if we are meeting or exceeding expectations, we need to ask. We can collect feedback through verbal exchanges, observation, and/or written communication.

 Each team designs a comment card to capture written feedback. At some point in the quarter, we will vote on a core set of questions or measures that every team will use. By using the same set of questions and measures, we have a foundation for week-to-week comparisons of performance.

 Each team may add additional information to the “core” comment card to capture feedback necessary to measure their team’s performance. If a Team Objective includes measures of guest feedback, then a logical vehicle for obtaining the feedback is the comment card.

A4.Team Communication and Staff Meetings

 Using the Staff Meeting Guidelines in the appendix, create a general outline for daily and weekly team communication and daily communication with your staff. When will your management team meet next quarter (what time? what day?)? Who will cover what? How will you spend the time? How will you communicate with your staff?

 In the next section, you are constructing specific templates for each day’s briefing and de-briefing. At the start of the HRT 382 quarter, your goal is simply to construct a template for each day using the information in each section below. As the quarter and the plan progress, you will “copy and paste” pertinent information from other parts of the plan into the appropriate template. Refer to the Management Plan Grading Guide for minimum expectations. Please note that you can not complete some of the sections of each template until next quarter (for example, the daily forecast).

A5.General Briefing Topics (3 or 4 meal periods)

 “Brain Food” Each meal period, you should give some character to your briefing – something to think about. In the past, managers have used appropriate (www.jokes.com) jokes, quotes from famous or infamous people (www.quoteland.com; www.quotegarden.com, www.motivational-quotes.com), themes, music, poems, posters or stories to help set the mood and the stage for the day or for the challenges ahead. Cite all sources of information quote authors, if used.

A logical method of developing this section is to tie it to your team philosophy, your mission, your objectives, and your Human Resource section (motivation, morale, recognition, etc.). Think of this as “color commentary” to supplement or complement the facts you will present. It can happen at any time during the briefing. The team may use games or team-building exercises to aid in this area or in the area of motivation and morale.

4  Daily sales forecast, check average goal, and guest count projections:  Reservations _____  Banquets and large parties _____  Walk-in estimate _____  Total guest count projection _____  Quarter-to-date information for your meal period and for the RKR: Meal Period RKR  Sales ______ Guest count ______ Average check ______ Special guest requests & needs  Menu changes  Sales building plan (may be coordinated with the other management teams)  Training issues related to service or product standards  Sanitation & safety training (must be coordinated with other teams)  Motivation & morale plan  Other team-specific information as needed each day

A6.General De-Briefing Topics (3 or 4 meal periods)

 Actual daily sales, check average, and guest counts, as compared to projection: Projected Actual  Reservations ______ Banquets and large parties ______ Walk-in estimate ______ Total guest count ______ Sales building results  Guest Feedback  Training issues related to service or product standards, based upon guest feedback or team observations  Sanitation & safety results  Motivation & morale plan  Other team-specific information as needed each day

5 B. Marketing Plan B1. Promotion of the RKR

 Do SWOT analysis of the RKR

 Use the 7 Ps.

 Describe RKR to be used when advertising, sales blitzing etc.

 Plan tactics to make the community (marketing) and in-house guests (merchandizing) aware of the RKR offerings.

 Each team will have a budget of $50 ($300) for marketing and merchandizing.

 Use the subheadings below to develop your marketing plan.

 Recognize the financial implications of the marketing plan. For example: […] will increase guest counts and sales by “X” amount of covers and dollars. B2. Advertising (Community Marketing)

 How will you communicate your management week promotions to the public (generally surrounding community)?

 Advertising is outside the restaurant, so where, when, who, and how? Keep in mind the budget. What portion of your budget will you spend on advertising?

 Show examples of your advertising pieces (print ads, marquee verbiage, sample email text, flyers, etc.). Summarize all marketing locations, due dates for copy, examples of ready for print copy, quotes on cost (names of contacts and/or stores, web sites, etc.). This information should be included on your timeline in B4. Show your detailed marketing budget in Section F. B3.Merchandising (Beverages, Appetizers and Desserts)

 Describe specifically how you will make in-house guests aware through visual displays, suggestive selling, up-selling, or personal recommendation (include a staff training outline in the human resource section), signage such as tabletop “point-of-sale” (POS). Include examples of finished products for visual displays.

 Use as many subheadings as you need to describe your complete plan for merchandising.

 Build in a tracking plan. You may use restaurant comment cards, guest count, sales increase, etc. Know ahead of time how you track and evaluate results.

 Include merchandising plan for your promotional special. Training to up-sell, POS on tabletop holders or menu inserts. The display table may be used in this effort.

 How will you communicate and coordinate with the other management team (lunch/dinner)?

6 B4. Marketing Plan Timeline

 To prepare for your week of management, break your marketing section into parts. Decide how you will assign responsibility (who will do what), what, how, and when. Be specific and detailed. Build in accountability. You will not have time to think these things through next quarter. You will be happy that you have things prepared ahead.

 Develop a timeline or schedule for your plans. An easy way is to include a calendar (the kind with boxes) and start it right now. Put in all the necessary steps of your plan and lay them into the squares so you can see the big picture. The calendar will become a checklist. Or, you could develop an action plan in four columns:

a. What will be done (list each step in order) b. Who will do each item c. Completion date d. Budget limits

 Build in time for “third-party” proof reading

 Build in time to obtain Office of Student Life (OSL) or CSHM (Student Services) approval stamps, if required.

 The timeline covers both advertising and merchandising.

7 C. Human Resource Plan C1. Motivation & Morale

 Detail your plan for the week to create a motivating environment for your team, to maximize productivity, to maintain positive morale, and a healthy attitude. This is sometimes referred to as “Internal Marketing.” How will you convince your employees their jobs are important to the success of your business venture? It is wise to cite some expert sources in this section.

 Detail what will be done, when, how, and by whom

C2. Recognition

 This is essential, relevant, and relates to the overall motivational plan.

 This section is about awards and rewards, not “prizes.”

 How will you recognize and reward excellent performance?

C3. Service & Quality Training

 These are policies and procedures that you will use/expect/train during your week of operation.

 Include here all training plans related to the team-specific objectives not covered in other areas of the Management Plan. For example, if you have an objective related to “Exceeding Guest Expectations,” then you will develop specific training plan for how and what your management team will use to build competence (knowledge and skill) and commitment (motivation and confidence).

 Anything that is important to your management team and that you feel must be done correctly and must be clearly communicated to employees should be covered in this area. Your employees may never have done these jobs before. Be responsible for covering the details so that your week meets your standards. Integrate recognition and reward systems into your performance standards.

 Think about standards that you expect will be met. A way to do this is to write down how things will look when done correctly. Then develop a quick, Four-Step training plan to help the crew meet the standards (see appendices).

 Develop a plan for tracking and recognizing results

8 D. Family Meal Plan

 Please prepare a cover sheet showing your three family meals.

 The Restaurant at Kellogg Ranch operated as a class includes a common meal period and a $2.00 per person family meal budget. This means that, as a class, you must serve different family meals for each day you operate. The dinner students will use their three/four family meal recipes. The family meal will include a protein (approximately 6 oz.), a starch, a vegetable, fruit, and /or a salad and an "at cost" total of no more than $1.95 per person. Add 5% variance factor to the final per person cost of each meal, and each meal will not be above $2.00 per person.

 Show special considerations for students who have “dietary constraints”.

 Your Management Plan will include one Requisition Sheet to include all three meals (Thursday through Saturday). Develop the sheet using 32 portions (4x each recipe), combine common items, and convert units of measure into ordering quantities, if appropriate. The 32 portions will cover all students, instructors, teaching assistants, and HRT 382 students visiting for their Work Experience days.

9 E. Safety & Sanitation Plan

 In industry, an excellent safety and sanitation plan can result in lower Workers Compensation claims and modification rates over time. Conversely, a poor plan or no plan can cause an increase in claims, resulting in increased rates over time. As a manager, it is critical that you send a consistent message to your staff. A safe and sanitary work environment is a basic standard in any hospitality operation. We want our staff and our guests to remain safe and healthy. In this section, your team will develop a program that will result in a safe and sanitary environment.

 Design a safety and sanitation-training program to be implemented the week you manage in HRT 383. Plan to introduce the Safety & Sanitation Plan in your initial briefing. Your plan may have general information for the entire team to hear during briefing or information specific to BOH and FOH, in which case you cover the topic at the sub-briefings (see the Staff Meetings section in the appendices).

 It must be possible to monitor and track the actions and/or results of your plan in order to recognize progress and to reward those who perform well. Often safety programs have incentives. Any incentives must be included in your $20 motivation and morale budget. The HRT 383 instructor must approve incentives at the beginning of your quarter of management. At the end of each day or the beginning of the next shift a status on how the group is doing with the safety program is required. Many teams use a chart, if appropriate.

 To ensure thoroughness in your planning, you may ask yourself these questions: What is my overall objective? Does my plan move toward meeting my objectives? Who is involved? How will I execute the plan? How will we provide training? How will I measure progress? What will we do if we are not on target? What incentives (if at all) will we use?

 Samples of instruments used to train (handouts, posters, etc.) and sample forms to track outcomes must be included in the report. Your ServSafe book is one possible reference.

 The following list shows the approved topic area for your team: Team A – Slicer and Fryer Safety Team B – Safe Communication Team C – Temperature, Storage, Labeling, and FIFO Team D – Cross-Contamination Team E – Kitchen Fires Team F – Lifting and Tray Carrying Team G – Utility Station Team H – Floor Safety

(See the sample plan in the appendices)

10 F. Forecasting

F1. Sales Forecast a. In this section, you must provide the historical cover counts and sales from the same quarter of the previous year and the previous quarter (trends this quarter). Next quarter, for benchmarking purposes, you can also evaluate current trends of the previous week or weeks (unless you are the first management team). You find the information in the DataTrap history files posted on the HRT 382 web site. Please match up the proper dates, realizing that the dates may be off one day or two days from the previous year, same quarter. b. Your forecast should consider what is currently booked (reservations and banquets) for your week as well as the historical cover counts from the same quarter last year. c. When you evaluate history, please consider:  Historical guest counts by day and week  Historical check averages by quarter  Historical trends (previous two quarters and the current quarter)  Historical relationship of food to bar sales (by percentage)  Other determining factors (banquets, weather, merchandizing, etc.) d. Using the Forecast Form (see the next page), develop an initial forecast for:  Guest (cover) counts per day  Total Guest Count per day  Average check per day (using weighted averages when required)  Daily and Weekly Sales (Guest Count x Average Check) e. Include the completed form in your Management Plan f. Write a commentary on your financial objectives, justify them and briefly discuss how you will reach them (this should take no more than one-page).

11 Forecast Form

Mgmt Team # Dinner

Round weekly sales figures to the nearest whole dollar Show Average Check as dollars and cents If your meal period will serve a la carte and banquets, use the "weighted average" example shown at the bottom of the page to calculate your Average Check forecast.

Dinner Guest Forecast Team Wed Thu Fri Sat Total Date Reservations Walk-ins Banquets Total Guests Daily Sales

Initial Forecast Wed Thu Fri Sat Total Guest Count Average Check Daily Sales

* Please round weekly sales figures to the nearest whole dollar.

Weighted Average example: (this example uses an "all inclusive" banquet price of $10.00) Average Average Check (Net Sales): Monday Check Sales Banquet ($10) = $7.94 7.94 A la Carte 40 10.50 = $420 Sales tax @ 8.25% 0.66 Banquet ($10) 30 7.94 = $238 Subtotal 8.60 Total Guests 70 $658 Service charge @ 15% 1.30 To calculate Sales tax @ 8.25% 0.11 daily average check All-inclusive total 10.00 $658 / 70 = $9.40

12 F2. Team Budgets

 Marketing and merchandising expenses ($50/$300) represent the one specific budget for which your team is responsible. The other is your budget for motivation and morale ($20). Details of the marketing budget are in the marketing and merchandising reports in Section B., but you should show how you plan to allocate your $50/$300 budget allowance. Show how forecasted numbers justify the marketing budget. Mention how you will increase customers and sales to cover the cost of marketing and still increase profitability.

 For motivation and morale, you cannot receive reimbursement from the Foundation for expense involving alcohol or lottery tickets, just so you know in advance. If you use donated awards or rewards, please acknowledge any donors with your team and send the donor a hand-written note of thanks.

 This section shows both budgets.

 Finally, write a summary statement explain how your team feels the $20 motivation and morale funds will help maintain or enhance the environment and how the funds will help build morale.

13 G. Summary

As a final addition to your team’s Management Plan, please review your plan and write a conclusion. This section should discuss what have your team learned this quarter and what do your team expects next quarter. It should also reference your S.M.A.R.T. Objectives in some fashion.

14 H. References List your 18 references minimum here, and format them properly

USING THE LIBRARY

The Cal Poly Pomona library is a vital and useful source of information relating to your studies. Although you will be given all the written material that you absolutely must have, there will be occasions when you may have to pursue an area of particular interest (for example when doing projects and assignments) and you may not be able to buy the books and articles you need. Similarly library research will allow you to keep up to date with issues and trends that are current and will also help you to develop a more academic style of writing and thinking.

When you do discover interesting and useful materials it is a good idea to photocopy these, and then to make notes on what you have read. Always record the name of the authors, the date and details of the publication when you take notes or cuttings.

PREPARING A BIBLIOGRAPHY & REFERENCING YOUR WORK

A bibliography is a list of books relating to a subject or topic. These are used in academic writings to show the source of citations and references

Citations are instances where you have quoted or represented another author’s works within your own. Citations are usually presented in text by giving the authors name and date of publication, e.g. Brown (1996) states that hotel companies in China are being faced with a high degree of multicultural diversity,

If you are quoting directly from the text, and are using more than one or two lines the information would be presented as

Brown (1996) states that: “International and local hotel companies in China are currently striving to create an international hotel industry which meets with the variable standards expected by a culturally disparate categories of customers. Simultaneously, they are being faced with a high degree of multicultural diversity in their work force”(p35). References are where you have mentioned another author/s works or ideas within your own. The same rules apply; e.g. Brown (1996), Smith (1997) and Jones (1995) all agree that hotels in China are having problems with culture.

OR ALTERNATIVELY: Many authorities (Brown: 1996; Smith: 1997; and Jones: 1995:) agree that hotels in China are having problems with culture.

Bibliographies appear at the end of your work, as an appendix to the main text. They are presented in alphabetical order.

To give full and clear information to your readers, a few points must be adhered to. Listings should include the:

INCLUDE EXAMPLE

15 AUTHORS NAME & INITIALS Allgard, J.E. THE DATE OF PUBLICATION (1996) THE TITLE OF THE WORK “ Management Perspectives In Service Industries” IF FROM A JOURNAL THE in “Journal Of Hospitality Management” JOURNAL NAME & EDITION Vol. 1. No. 3. PAGE NUMBERS IF APPROPRIATE pp 13-27, PUBLISHERS DETAILS MCB University Press. Oxford, UK.

THUS the above reference might appear in your bibliography like this:

Journal:

Allgard, J.E. (1996) “Management Perspectives In Service Industries” in “Journal Of Hospitality Management” Vol. 1. No.3. Jan. 1996. pp.13-27, MCB University Press, Oxford, UK.

Benedict R. (1946) "The Chrysanthemum and the Sword" Meridien, New York.

Note: above the alphabetical listing .. A. B, etc... the fact that the first is a journal article - the second is a book

IT IS IMPORTANT TO STICK TO THESE RULES TO AVOID PLAGIARISM. This is effectively THEFT of intellectual property and copyright and is an offense.

16 I. Appendices Appendix 1: Team Communication and Staff Meetings

Management Team Communication Generally, the management team meets at the beginning and end of each day during the management week. Teams usually meet prior to the arrival of the staff each day to make final adjustments for the day’s activities. Teams usually meet after the staff departs each day to discuss the next day’s plan.

Teams should calendar set meeting times during the week prior to and the week after the management week. Your team will meet with the instruction team in the week prior to your management week. The team must be ready for the meeting (more information follows next quarter). Your team should also plan time after your management week to develop the graded management review (an oral and written critique of your week; more information follows next quarter).

There are generally four quick staff meetings each shift: Briefing at the beginning of the shift with everyone Sub-briefing after general briefing for specific information for FOH/HOH Pre-opening briefing for “last minute” changes (between 11:15 and 11:20 AM) De-briefing at the end of each shift with everyone

We usually conduct the briefing in classroom 79-108. You do not have to always conduct is here. You can choose to give the briefing with the whole crew standing in the lobby. You can give this briefing in the walk-in or outside. However, the topic headings should be the same.

Remember the root word for briefing is BRIEF - these should not be too long. The total time for briefing and sub-briefing should generally be 10 to 15 minutes total, including the time to regroup. The pre-opening briefing should be no more than 2 to 3 minutes. For the FOH, it is also the uniform check. The de-briefing should generally be 10 minutes, but may be longer or shorter, depending on the actual time the entire team is ready to meet prior to departure. No one should be waiting for the debriefing if even one person is still working!

Platform Skills

Your personal platform skills relate to how you communicate when speaking to your team. Specifically, platform skills relate to where you stand, how you stand, your eye contact with the audience, your delivery style, knowing in advance who covers what, and smooth transitions between speakers.

When speaking to your entire team, stand with the other managers. This shows a unit- ed team. Do not cross your arms and do not put your hands in your pockets. Use your arms and hands to add some life to the topic! Make eye contact with each person on your team rather than stare blankly into space.

Speak loud enough for all to hear. If projecting your voice is a challenge, then stand closer to the crew. Step in front when you speak, but do not stand in front of the easel.

17 Deliver your message with enthusiasm – remember that the briefing is your first for- mal opportunity of the meal period to “pump-up” the crew!

Know who will cover what, in advance. Make sure you know when it is your turn to speak. Staging transitions are like knowing the cues in a play. The team sets this up before the briefings begin.

Briefings

Refer to the HRT 383 grading guidelines for the specific, minimum information that needs to be covered. In general, the first speaker sets the tone of the meeting. On the first day, the first person should formally introduce your management team. You will state what your theme is, what your goal for your week, how this ties into the three goals of the RKR.

Remember you are strategic. Be careful not to cover the same information that the other managers will cover. If one person forgets to mention a topic or one of your managers forgets to report something, do not go backwards and say, “Oh, and one more thing…” You can report the forgotten info in the sub-briefings. You can take the information from either of your managers and report this to their specific sub- briefing. This is primarily a time for general information (stuff everyone on the team needs to know), for reinforcing your philosophy or theme, and for “pumping up” the crew.

Sub-Briefings The FOH Manager(s) will meet with their FOH crew in the bar for specific FOH information. The HOH Manager(s) will meet with their HOH crew in the kitchen for specific HOH information and for the uniform check.

Pre-Opening

Prior to meeting quickly with the crew just before we open to the public, the FOH Manager(s) and the HOH Manager(s) meet to exchange last-minute information (reservation changes, product changes, etc.).

The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the public, for a final uniform check and update from the kitchen. The HOH manager(s) will meet on or near the line with the HOH crew, 10 minutes prior to opening to the public, for another uniform check, to present any product updates, and to inform the HOH of any new information from the FOH.

De-Briefing

All managers should plan to meet approximately 30 minutes before the end of class. They should spend no more than 9 minutes finalizing the de-briefing information. Plan the information you will cover and who will say it at the debriefing. Be thorough, yet concise. Return to your respective areas to complete your final checks. Be ready to begin the briefing no later than 10 minutes prior to the end of class.

The de-briefing is a “wrap up” briefing. You should cover general information that af- fects both FOH & HOH. You should address any issues or challenges and use the conflict-resolution models to work on solving these. You should also address issues or challenges presented by the guests, discovered through comment cards or verbal feedback. This is also a time to show your sincere and genuine thanks to your crew for

18 their hard work, extra energy, and smooth operation. Feel free to make specific com- ments to specific people. You are working to leave on a high note!

A Note on Verbiage

For your merchandising, sanitation & safety, morale, recognition you have you have $20 in rewards or awards. We do not have prizes! A prize implies chance - something won. For example, you may a merchandising program to teach and reward up-selling skills. As an incentive to the servers to achieve your team objectives, you should consider rewarding results.

The same goes for the sanitation & safety program. This program is to reinforce the idea of what can you as a manager can do to reduce the chance of poor sanitation or unnecessary safety risks. Again, use rewards, not prizes.

Both of these are the same rationale as any award achieved by a team member for any morale program you have. You do not get a prize - you earn a reward.

19 Appendix 2: Training Lesson Basics

As part of your management plan, you will write various training lessons. The lessons may cover, but are not limited to, topics that will result in better product quality, better product knowledge, better guest service, and/or better safety and sanitation practices.

First, choose the training topic and generate a statement about the desired results of the lesson or the lesson modules (if the training will be longer than a single lesson). Develop the lesson or lesson modules for your staff as a whole in the briefing or for the HOH or FOH in the sub-briefings (see the “Staff Meetings” document for an explanation of the various meeting types.). The lesson or modules should highlight one or two brief topics and should take no longer than 3 minutes. You may use posters, games, role-plays, or question and answer in your training activities. Think of training lessons or modules as following the “4 Ps” of training:

1. Your training should identify the goals of training (Why are you doing this? What are you desired results?). PREPARE 2. Your training should include methods to enhance or maintain a motivating environment. 3. You should demonstrate desired skills first. PRESENT 4. Training should be interactive. 5. Staff should be given time to practice or demonstrate before we open. PERFORM 6. You should plan to provide feedback, so structure practice time accordingly. 7. You should ask for feedback so you can evaluate the success of this training program. Constituencies to consider: employees, guests, supervisors (through testing) PHOLLOW-UP 8. If the actual results do not meet or exceed the desired results, what do you need to do?

20 Appendix 3: Sample Safety and Sanitation Plan

You will design, implement, and evaluate a safety/sanitation program that for the week. This program should address a safety or sanitation point that has relevance for the front of the house and back of the house staff. You introduce your overall topic the first day that you manage. You educate and train your staff on why your point is important and what behavior(s) the staff should demonstrate OR what behaviors the staff should modify in order to comply with your safety/sanitation expectations. Your plan should contain the following components:

1. Presentation of Safety or Sanitation point to be covered and explanation of why you think it is important 2. Pre-test to determine what your staff knows about the topic 3. Training modules might include demonstrations, handouts, poster, or a game for the group to play. You might present these during the daily briefings. 4. A monitoring system for the course of the week (How will your staff know they are meeting your expectation?) 5. Tracking tool(s) - showing the progress and results of your training 6. Plans for retraining as needed when you monitor their progress 7. Recognition of success

EXAMPLE:

1. Accidents can be costly to an organization (workers' compensation, time loss, morale issues). Safety and sanitation training will focus on ideas to help avoid common accidents. This module will cover one aspect of knife safety. 2. Pretest to see: a. What students think are the common accidents that occur in the front of the house and in the back of the house b. What students think you should do to prevent common accidents 3. Posters on how to avoid common accidents to post in kitchen service areas (daily 3-minute presentations in the front of house and back of house sub- briefings) 4. "Accident Free Board" with the dates that you manage the operation and a place to record any accidents that occur (share this board with the staff at the beginning and end of every shift) 5. For example, if you find knives in sinks, you could take the following actions a. Discuss the reoccurrence of knives in the pot sink b. Post a sign by the pot sink reminding staff how dangerous it is to put knives in the sink c. Put a visit to the pot sink every 30 minutes during production on my "schedule" to monitor the behavior

Be as creative as you would can. You may use your book from sanitation for ideas. We assign an initial safety topic to each team (see the Management Plan Guidelines). However, you can change your topic prior to your management week with the approval of your HRT 383 Lab Instruction Team.

21 Appendix 4: Objective and Action Planning

Management team Teams Are Responsible For Achieving The Objectives Set For Their Department.

How To Start Setting Objectives:

 List The Objective(s) - i.e. the desired outcomes and / or expectations.  Describe what is to be done and how it will be done for each objective.  Identify who will be responsible for accomplishing these objectives.  Show when it will be accomplished - remember to allow time to evaluate and adjust if necessary.  Give examples of how you will measure and monitor the results.

YOUR OBJECTIVE AND ITS ACTION PLAN MUST BE :

 Specific to your work management team  Current and necessary  Allow flexibility for change and show contingency planning  Written - 1 copy for each team member / duplicated for other management teams  Understandable - by all involved in making it work  Achievable - within the capabilities of your staff and the limits of your resources.

22 PROJECT OBJECTIVE PLANNING

TEAM: WEEK No. : DATE:

PRINCIPLE OBJECTIVE(S)

OBJECTIVE WHAT HOW WHO WHEN MEASUREMENT

State The Objective. What Is To Be Done? How Will It Be Done? By Whom ? By When ? How Is It Be Measured?

List The Main Tasks Describe The Process For Individuals Dates & Describe The Required. Each Stage. & Teams Deadlines Mechanisms To Be Used Responsible For Measuring

23 PROJECT ACTION PLANNING

SYNDICATE: WEEK No. : DATE:

OBJECTIVES UNDER DISCUSSION:

TODAY’S DISCUSSION PRIORITY ACTION TO DEADLINE TARGET(S) RANKING BE TAKEN

TARGETS FOR NEXT MEETING: