Floor Manager - Job Responsibilities, Skills, And Qualifications

Job Responsibilities and Duties

Question:

Discuss about the Manage Personal Development for Employability.

Title: Floor manager

Department: management

Reporting to: General Manager

Employment status: regular

Job responsibilities and duties:

• Managing the teams under him
• Resolving conflicts amongst the team members
• Framing the goals and objectives of the team that area aligned with the company’s vision and mission
• Helping the staff in performing their tasks
• Motivating the employees of the team

(Brown et al. 2014, 835-843) 

Skill and qualifications requirement:

• Knowledge of the restaurant industry, team management skills, conflict resolution skills, technical skills, time management, leadership skills etc. 

• Short term goals: The immediate goal of Max at the restaurant is to develop the knowledge of food that has been served at the restaurants. 

• Medium term goals: this is the goal that suggests that Max has to learn about the latest innovations in the world cuisines. 

• Long term goals: the long term of goal of Max is to learn about the restaurant management so that this knowledge can be implanted by him when he opens his own restaurant. 

As far as the goals are concerned, it has been analysed that Max have to develop the knowledge about the food that has been served at the restaurant at immediate basis. This does not directly affect the organisational goals (Cottrell, 2014). The next gaol is to learn about the world innovative cuisine. Those leanings can help the restaurants to develop the same as this is the major objective of the company to be developed as the innovative restaurant in the world cuisine. 

Some of the activities that need to be conducted in order to achieve this short term goals are:

• Trainings from higher management: this will help Max to develop the knowledge about the different services and the products that are served in the restaurant.
• Interactions with the employees of other departments

(Fater , 2013,101-105)

• Attending the different food seminars: it has been analysed that Max has to develop knowledge about the various innovative cuisines. Attending the seminars helps him to know about the innovations that are happening all over the world in the field of food cuisines (Johnson, 2014).
• Learning from visiting the local market of different areas: this also helps in understanding the innovative cuisines and dishes that are served by the local restaurants in the market. Innovation is the key to success. This is the objective of Max is to learn about various cuisines and the innovation so that he can implemented his knowledge to the restaurant he is working in and also in his future to innovate his dishes at his own restaurant.

• Trainings from the higher management: it has been analysed that achieving the long term goals require Max to take training under the higher management so that he can understand the processes of the restaurant (Greetham and Ippolito, 2017)

Below is the process that needs to be followed so that the activities that are important can be conducted earlier than the activities that are not so important.

• Understanding of the objective: it is the step where all the objectives are assessed in order to develop the activities required to achieve the objectives.
• Listing the activities: it is the second step where all the activities required to do are listed down. This documentation of the activities helps the individual to sort them as per the preferences or the priorities.
• Assessment: it is the step where the activities are assessed and then activities are listed on the basis of their importance. The activities that are very closer to the gaols should be put at the first place and the activities that are not directly linked with the gaols and the objectives should prioritize after that. 

Competency gaps needs to be analysed so that the employees can fill those gaps and make his performance better in the organisation (Hardison et al. 2014, 45-53) As far as the above case is concerned, the required qualifications for being a manager or the floor manager at the restaurant require AQF Associate Degree, Advanced Diploma or Diploma. It has been analysed that Max has the degree but he does not have the trainings required for the job of Floor manager at the restaurant. Thus, in terms of qualification, trainings in the first competency gap that has been found for Max.

In terms of skills, it has been analysed that for being a floor manager, following are the skills required:

• Communication skills
• Team management skills
• Conflict resolution skills
• Leadership skills
• Time management skills
• Management skills
• Customer dealing skills

(Lee, Hallak, and  Sardeshmukh, 2016, 215-228).

As far as Max is considered, it has been analysed that Max has the management skills as he has worked in other organisations as a manager. But, he does not have the communication and time management skills. In addition to it, it has been analysed that a floor manager of the restaurant needs to check that whether the customers are handled with care or not (Liu et al. 2017). As far as the gap is considered, it has been suggested that max needs to develop the following skills in order to fill the gap between the required skills and the skill he possess:

• Customer dealing skills
• Time management skills
• Communication skills

(Scott and  Wildman, 2017, 503-529)

Skill and Qualifications Requirement

A feedback form is being printed by Max that has been circulated amongst his team members and his colleagues at the restaurants. This has been done so that he can get the idea that what are his strengths and weaknesses. Getting the feedback from the colleagues and team mates helps in analysing the actual need of skills and competency gap so that actions can be taken in order to fill the gaps.

The feedback form analysis by team members suggests that Max has to develop conflict resolution skills and communication skills. This is because, the team members fond that Max sometimes fails to provide them proper information about what to do and what not to do. He communicates less with the staff and thus staff members have to reach him for every single issue they face. Feedback from the colleagues suggests that Max has to develop the knowledge about the industry where he lacks a lot. Communication is another concern they have shown because Max also does not interact with his colleagues (Tripathi and Agrawal, 2014, 349-356). He is from different industry and thus it is difficult for him to interact with his colleagues.

The above feedback has provide the information about the competency gap but later meetings have been conducted with the colleagues so that Max can find out the ways and the activities that can helps him in filling such gaps in his skills (Megginson and Whitaker, 2017) Colleagues suggests that he has too develop confidence in him to communicate with others and that confidence can be developed only when he has the knowledge about the food and the industry he is working in. he has been suggested with various options such as taking sessions that can help him enhancing his knowledge about the restaurant industry, taking initiates to interact with the colleagues to understand the company processes (Wise, Stutchbury and Cooke, 2016)

References:

Brown, Laura G., Brenda Le, Melissa R. Wong, David Reimann, David Nicholas, Brenda Faw, Ernestine Davis, and Carol A. Selman. "Restaurant manager and worker food safety certification and knowledge." Foodborne pathogens and disease 11, no. 11 (2014): 835-843.

Cottrell, Stella. Skills for success: Personal development and employability. Palgrave Macmillan, 2015.

Fater, Kerry H. "Gap analysis: A method to assess core competency development in the curriculum." Nursing education perspectives 34, no. 2 (2013): 101-105.

Greetham, Matthew, and Kate Ippolito. "Using team-based learning to enhance student project work and skills for post-graduation success." (2017).

Hardison, Dylan, Michael Behm, Matthew R. Hallowell, and Hamid Fonooni. "Identifying construction supervisor competencies for effective site safety." Safety science 65 (2014): 45-53.

Johnson, Peggy. Fundamentals of collection development and management. American Library Association, 2014.

Lee, Craig, Rob Hallak, and Shruti R. Sardeshmukh. "Innovation, entrepreneurship, and restaurant performance: a higher-order structural model." Tourism Management 53 (2016): 215-228.

Liu, Yonghong, Gergana Todorova, Marie Dasborough, and Chester A. Schriesheim. "Escalation of Subgroup Perception and Participation in Shared Leadership in Self-Managing Teams." In Academy of Management Proceedings, vol. 2017, no. 1, p. 13172. Academy of Management, 2017.

Megginson, David, and Vivien Whitaker. Continuing professional development. Kogan Page Publishers, 2017.

Scott, Charles PR, and Jessica L. Wildman. "Developing and Managing Teams." The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes(2017): 503-529.

Tripathi, Kaushiki, and Manisha Agrawal. "Competency Based Management In Organizational." Global Journal of Finance and Management 6, no. 4 (2014): 349-356.

Wise, Christine, Kris Stutchbury, and Carolyn Cooke. "Managing and Developing Self: Managing and Developing Yourself." (2016).