Zayna Flaming Grill - assignment PDF

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DE LA SALLE UNIVERSITY - DASMARIÑAS DBB-B, Dasmariñas City, Cavite, Philippines 4115 A.Y. 2019 – 2020

Zayna Flaming Grills In partial fulfillment for the requirements in Organizational Development

Submitted by: Alvior, Joshua Jade Lasian, Ener Yves Obana, John Paul Paredes, Mark Elson

BOM33 Submitted to: Jacobson Dalay, MBA

November 6, 2020

Introduction

Zayna flaming grill is a restaurant in Redondo Beach, United States. It is a restaurant with Middle Eastern flair dishes of familiar favorites, including hummus, falafel & shawarma. It was co-founded by Fayna and her niece Brenda, each putting up 60 thousand dollars as starting capital. The staff consists of mostly family members, Fayna, Brenda, Amel and Mark. Fayna is the one who is acting as the head chef and it was her own recipe that they are using in their menu. Brenda handles the financials of the business and also acts as a chef when Fayna is not present. Amel and Mark are the servers. The restaurant operates in an open kitchen environment where the customers can see their food being made.

Organizational level diagnostic model Zayna Flaming Grills have a bureaucratic system in their restaurant. They are obliged to complete every task with steps and the two owners implemented very strict order and rules. The organizational compost mostly of their family members. Fayna and Brenda started this business out of their parent’s money amounting 60 grand. Every business goal is to earn profit higher than the money that they have used in the capital.The group composition of this business is composed of chefs, which is fayna and brenda and servers, amel and mark. The chefs are the ones who must do the cooking and lead the servers what to do while the servers are the one who are taking orders, cleaning the tables and dishes, and getting the payment of the customers. Their task structure is not very clear, some people do multiple jobs, and the group does not operate well together causing disruptions in the workflow.

The team effectiveness of this business is very low because the system isn’t the problem but the people who are implementing it. The people don't show the quality of work life because they are all distressed not because of the system but because of the head chefs. Due to that the performance of their work is in chaos and leads to drastic business’s loss and low customer satisfaction

Group level diagnostic model The Head Chef is Fayna and she is the one who creates the menu. Brenda handles the business side and helps around the kitchen aside from their main role.Amel and Mark are the one who takes orders and serves food and cleans the tables. The restaurant was on the brink of closing and their goal is to gain more profit by gaining more customers and make them come back for more.

The restaurant is facing internal problems. The two head chefs were not communicating well with each other as well as with their staff, the open kitchen structure also works against them as the customers can see and hear their constant bickering. Fayna, the head chef, has a problem accepting help from others as she perceives them to not be up to par with her cooking skills. Brenda, on the other hand, is not present most of the time and when she does, she rarely helps in the kitchen and spends more time socializing with the customer. Both of them have a hard time when receiving criticism when it comes to cooking. Fayna’s distrust towards everyone leads to her doing things alone and stubbornly refuses help even when offered This leads to the workflow being disrupted heavily as Brenda gets more and more demoralized and slowly loses her motivation. This leads to another problem where Amel, a server, has to step up and even do inventory which is not part of her job. Mark’s lazy attitude where he doesn’t do his job of cleaning the restaurant well that even dirty dishes were visible to eating customers. Overall the entire staff has trouble operating as a team and there is no visible control in the kitchen, they don’t want to communicate with each other, they just tolerate each other because they are family

Individual Level Diagnostic level

Job Satisfaction In the interview, Fayna is not happy about what she was doing. She said she was doing all the work and the rest was not doing their job, according to her no one was pulling their weight for the business.

Brenda wants to be acknowledged as a co-owner and a capable chef that can operate the kitchen without Fayna’s help, but Fayna is not letting her take control as she believes that everything will fall apart when she leaves everything to Brenda.

Task Identity and significance Fayna is an owner and acts as the head chef but she doesn’t allow other cooks such as Mark and Brenda to help her to cook. Brenda is supposed to be the head chef when Fayna is not present, but since Fayna does not even tell her the recipe, the distribution of tasks is heavily disrupted. Brenda is also an owner who is supposed to handle the business side, however she also works in the kitchen and is more laid back and less present in the scene compared to Fayna.

Outputs Fayna is not effective as an owner and a head chef, she doesn’t communicate and trust other people to do their jobs. When she is cooking, she doesn’t even allow Brenda to do things on her own. Due to her short temper, she easily raises her voice when someone tries to help her. This performance impedes the overall quality of their restaurant. Brenda is a competent leader however she is held back by Fayna who always tries to control everything, this leads her to become more demoralized and lose motivation as Fayna continues with her ways that negatively affects staff morale.

COLLECTING DATA They were able to obtain data by interviewing the staff prior to the observation done personally by Gordon Ramsey during operation hours of the restaurant. He was able to find out the initial problems faced by the two owners and in the kitchen during serving hours. He also did an unobtrusive measure by letting Brenda operate the restaurant by herself and making Fayna watch her take control of the staff without her guidance.

Forces for change For Zayna Flaming Grill, having better communication and trust will lead to a better overall performance of the employees. Fayna needed to trust her co-workers and let them do their part rather than doing everything by herself. To improve the status of their business, they have to use better raw materials and stop using frozen food. Having also new technology and better and clean workplace can help them to increase customers unlike putting dirty dishes in the front of the kitchen where the customers are able to see it.

Forces for status quo Fayna believes her way of doing things is the right way, she genuinely believes she can do no wrong, based on the interviews she always blames others and gets angry when her mistakes are pointed out. The current performance of their restaurant is Fayna ultimately decides what and how to do things with regards to the opinions of other people.

SUMMARY Zayna Flaming Grill is having a financial crisis where they cannot hold on to their customer. In order for them to recover, they must first recognize the problems that they currently have. Fayna, one of the owners and the head chef, doesn’t communicate well and has trust issues to her co-worker and it creates different problems. Some of the employees like Brenda lose their role in the restaurant and their motivation to work diligently, while Amel, is shouldering the responsibilities that are outside their jobs. In order to achieve optimal performance, Fayna needs to allow other employees such as Mark and Brenda to do their jobs so that they can focus on the quality of their foods....