Resto B Case Analysis

This report discusses ongoing behavioral issues at Resto B, a restaurant and bar venue in Chateauguay, QC. Comprising this report is an overview of the company in consideration, an analysis of the current behavioral problems faced by the company, and recommendations proposed by our consulting group. All information about Resto B has been provided through employee interviews.

Resto B has a single location with 15 employees. There are three distinct staff groups: servers, kitchen staff and bartenders. Additionally, management has hired a small team of nightlife promoters to advertise special events at the venue. Management is made up of two owners; one who oversees the restaurant operations and the other who manages the bar. The managers regularly

However, due to the nature of the restaurant industry, employee turnover is high. The need to constantly interact with clients, a stressful team environment, and a supposedly unjust wage system have all been highlighted as areas of frustration. Finally, animosities have developed between staff groups, and employees have felt micromanaged by the owners. Naturally, these complaints are not universal, but have been brought up by various employees on different occasions. Synthesizing these complaints, our consulting group has identified three core OB issues that relate the various reported problems: (1) communication between employee groups and with management has been lacking, leading to cleavages between staff groups and to disgruntled employees; (2) too little or too much autonomy has made employees feel undervalued and constrained, or overloaded with responsibility; (3) an unjust wage system has left staff feeling cheated and unappreciated. To address these issues, we survey five specific problems that employees commonly face, and provide recommendations accordingly.

Emotional

In order to make this possible, we will have to train the restaurant’s employees to do the other jobs at the workplace. While this may seem complicated, it is important to note that the drink and food menus at this restaurant mainly consists of fast food and simple, popular drinks. Now, since all of the staff members will have first hand experience with all the different branches at the restaurant, empathy for one another will grow significantly. Also, the high conflict rate will decrease as now all staff will be trained on how to handle complaints effectively and will understand how demanding a certain task can be. Thus, management successfully retrains all the employees and creates a schedule such that staff is always being rotated, they can expect a significant increase in group cohesiveness and performance as all the previous “distrust” between staff members will