Industial Orientation 2

2010

Industrial Orientation Report


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EXECUTIVE SUMMARY

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PREFACEThis is the industrial orientation report. 40 hours of work have been done to write a report of what company it is and how it functions. Here different theories are uses to describe for instance the human resource and motivation. The company I used is called Restaurant and the owners are my parents. I work there for six years now and enjoy it.

For me it was pleasant to do this assignment. I know a lot of things around Restaurant. Yet I never used one single theory to define why something is happening. So I have learned a lot about that.

Special thanks go to my dad, Theo Rebergen and my mom, Ilja Rebergen. They helped me with question I had. I just had to call them and that is great. Also special thanks to Gert Jan and Jessica, they have taught me an everything, ok – almost everything, I know about the company and how things are done.

I hope you enjoy reading it.

Person

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TABLE OF CONTENTS

Inhoudsopgave

2010 0

RESTAURANT, ZWAAG (THE NETHERLANDS) 0

DECLARATION PLAGIARISM 2

EXECUTIVE SUMMARY 3

PREFACE 4

TABLE OF CONTENTS 5

INTRODUCTION 7

CHAPTER 1 COMPANY ANALYSIS 81.1 Business summary 81.1.1 Short history 81.1.2 Services 81.1.3 Target group 9

1.2 Company culture 9Hofstede's Framework for Assessing Culture 9

1.3 Marketing mix 10Product 10Price 10Place 11Promotion 11

CHAPTER 2 HUMAN REOUSRCES 122.1 Organizational structure 122.1.1 Functional structure 122.1.2 Framework for hospitality 13

2.2 Managing Human Resources 142.3 Strengths and improvements 16Three strengths for Restaurant 16Three improvements for Restaurant 16

CHAPTER 3 CULTURAL DIVERSITY 174.1 Context Orientation174.2 Framework for Assessing Culture 18

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4.3 Kluckhohn and Strodbeck’s Value Orientation 18How do we perceive human nature? 18What is an employee relationship to the working environment? 18How do employees perceive time? 19What is the relationship between the management and the employees and among the employees? 19What motivates the employees to perform their activity? 19

4.4. Culture Bump and Culture shock 204.5. Stereotyping and Prejudice 20Allport Scale (je meet de mate van Prejudice) 21

4.6. Stages of Cultural Awareness 22Emotional Intelligence 22An incident 23

CHAPTER 4 LEGAL POSITION 24

CHAPTER 5 LABOUR AGREEMENT 255.1 Job description 255.2 Difference in gross and net salary 26

CHAPTER 6 ENVIRONMENT 27

CHAPTER 7 MOTIVATION 287.1 Maslow’s pyramid 287.2 Herzberg’s two factor theory 287.3 Skinner’s reinforcement theory 29

CHAPTER 8 YOUR SUPERVISOR 308.1 The interview 308.2 Main turning point in career 308.3 One day out of life 308.4 Management style 30Leadership style: Theory X + Y 30Model: Situational Leadership 31

CHAPTER 9 SUPERVISOR EVALUATION 33Attitude 33Presentation 33Communication skills 33Self-dependence 33Initiative 33Quality of the work 33Guest handling 33

CONCLUSION 34

PERSONAL NOTE 35

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REFERENCE LIST36

APPENDIX I - INTERVIEW 37

Appendix II – Pay Slip 38

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INTRODUCTIONThis intuitional orientation is done at Restaurant. In the report the experience of the author is described and different theories are used to underpin different subjects.

First a general description of the company will be given, where the company is introduced and a company analyze is shown. Next is how human resources are managed at Restaurant, with some examples. Two kinds of company structures will be shown and the handling of employing new personnel. Furthermore the cultural diversity will be described. Different theories are being discussed to show how that diversity is present at Restaurant. After that the legal position will be reviewed. In addition more information is give about the labor agreement. The author will explain more about his pay slip. Continuing with environment and motivation. Where in environment different subject are being discussed about what Restaurant does with that. And in motivation different motivational theories are used to explain the motivation at the company. Later on more information is shown about the company owner, the authors supervisor, and that will be critically review by the author. A conclusion is given at the end of this report.

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CHAPTER 1 COMPANY ANALYSIS

1.1 Business summaryRestaurant, located at the industrial area Westfrisia Oost (Zwaag, Noord Holland). A nice eatery where guest, mostly business people, will find their way to relax and eat. It is a restaurant. It offers a mid-range menu. This small company with nine employees and a homelike environment offers their guest a moment of rest.

1.1.1 Short history

Six years ago, it was acquired by the current owner. Back then the company was not performing well. The previous one was more like a cook. Not a businessman. The company name had disintegrated over the years and the place itself was shallow. The current owner took over and redesigned the place. From an empty room with tables and chairs, a more homelike environment was created. From the (re)start, six years ago, till now the company has grown – every year. Even with the recession the company had growth of 10%, compared to the year before.

1.1.2 Services

The owner states that the industrial area itself and the surrounding areas have approximately 400 small, medium and large companies in total. One can imagine that the people who work there occasionally want, and need, to eat.

Restaurant facilitates many different services, where lunch is the biggest. Guest can lunch from a simple bun/sandwich with cheese and a class of milk (€3,20) to a steak with frites and a class of wine (around € 16,-). Yet it is fairly surprising that a simple, but diverse plate called ’12 uurtje’ ( 12 o’clocker) is the best running dish during lunch. A ’12 uurtje’ consists of three slices of bread. One with croquette. Another one with ham and egg. And the third with roast beef. It is quite tasteful and only €5,95.

Two other services are breakfast and dinner. Where the first is mostly done at request and is served at the guest home. This service is typically used during the weekends and holydays. Dinning is not a big part to this company. Still it is possible to dine. The underlying cause is that this company is established in an industrial area. It may seem that this is a drawback. Later on in this chapter, this aspect will be shown with more indebt information why it is not. (Marketing mix – 7p’s)

Another service is catering and parties. Here Restaurant offers a very personalized way to organize one. The contact person is almost always the owner who will coordinate with the client. Parties and catering can be done for groups as small as 15 people, as for groups over 1000. For bigger groups the owner asks for assistance from a fellow caterer.

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1.1.3 Target group

As stated above, there are approximately 400 companies in the vicinity. Most of those companies consist of small businesses. The majority embodies sole propitiators. That group rent a small space, a box, and work from there. Guests from them are not received at their place. No. Guests are invited to come to Restaurant. There they hold their meeting. Larger organizations also hold meetings, yet they rent the whole restaurant which will be rearranged to the needs of the client. Beside that during holidays many families are welcomed as well.

1.2 Company culture

Hofstede's Framework for Assessing Culture

The framework assesses the company culture in four different dimensions.1

A company culture has distance in power. When the distance is small, a company has a more democratic and consultative culture. Where personnel is more equal, even when different management layers are in place. A company culture with large power distance is a company where the decision making is with the managers. With Lower personnel is less actively involved. Restaurant has a small power distance, because Theo involves all employees. Even stagiers are asked what they think about it. This creates a nice culture where employees feel involved.

Personnel of Restaurant are more individual than collective. Where individualism is about the individual personalities and their attachment to the company. Where collectivism is more about ‘the group’, like family. Staff feels like family, but not as strong as the real ones. But the culture has it collectivism, because it sticks together for a long time already, for some more than 6 years.

Another way of determining and describing the company culture is masculinity vs. femininity. If the first one is dominant, staff is competitive, assertive and ambitious. Here the team is goal orientated. Reaching that goal is most important. Where femininity is dominant staff focuses more on relationships and quality of life. Hereby is mend that goal setting is less important and that a long term relationship is vital.

When defining if a company has a strong or weak culture. Strong is specified by staff that responds to stimuli. It handles opportunities and problems itself. Weak specifics the contrary. 2

1 (Verhage, 2009)2 (D.F. Harvey, 2006)

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Defining culture with this, Restaurant has a strong culture. If new orders are coming in, staff reacts immediately. Taking action to take the order or inform Theo what can be done.

A weak culture does not fit Restaurant. The team is small, 9 employees, and if someone is not proactive he gets feedback on that part. Is it not from the owner, is it from a colleague. Most of the employees do give feedback to each other. Some have more problems with that than others.

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1.3 Marketing mixRestaurant wants market his products and uses the 7p’s of the marketing mix. They want to sell the right product, and sell it at the right price, in the right place and using the most appropriate promotion. In addition they want to employ the right people to serve their customers. Use the right processes to ensure fast and high-quality delivery. And create the right environment for their customers (physical evidence).

Product

Food. The main product of Restaurant. Important is that the food looks good – fresh and healthy – and tastes even better. Another significant part of the products is that the products have to be better than one could make at home. The global idea of all products is that they are prepared at the company itself, as fresh and healthy as that can be done. So frites are fried in clean vegetable oil. Sandwiches are made with fresh bread and fresh spreads.

Price

Price is major element. A large sum of products has to be sold to generate a healthy turnover. Restaurant has two types of products. Simple and luxuriance.

The first is what one can make at home and could be taken to work. Examples are: sandwiches with cheese or ham and drinks like Coca Cola and milk. These products are sold at Restaurant as well, because customers demand them. The simple products are a bit better and fresher, than one could make at home. The price range of this kind of products is between €1,10 (sausage) and €5,95 (12 o’clock).

The second is what makes it special to come to Restaurant. The sandwich with hot chicken of a fresh salad like Griekse Boerensalade (Greek Rustic salad) are only two examples of that part of the menu. The products are fresh and colorful. Big enough for lunch and they are eye catchy. The luxuriance products are a bit higher in price, yet not that high that no one can afford. Even newly sole perpetrators it is easy to please their clients. The price range of these products come from €5,95 (sandwich ‘Swaegh’) to around €15,-. (omelet or steak)

The menu has two kinds of food. Just the simple products, are a bit better and fresher, than one could make at home.– like a bun with cheese or ham. And more special products. More luxuriance, like salads and special sandwiches you would not make at home easily.

The first one, regular, is lower in price. For example a bun with cheese is €1,80 and ham €2,00. This kind of products is mostly served to people who come every day and just want a simple lunch. The second one, luxury, is mostly served to guest who wants a hearty, burgundies like, lunch. Guest who wants the second kind of lunch sits longer and spends a whole lot more.

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Place

The place is important. Regular guest mostly have 30 to 45 minutes to eat. Then their work continues. So it is important that an eatery is nearby. Restaurant is located in the middle of the industrial area. That is a good thing. The company is located beside the main road of that industrial area.

Promotion

The main promotion of Restaurant is mouth-to-mouth communication and the printing on the company car. As compared to other companies these days, Restaurant does not promote its products or services as much as other companies do. The company has its own website, within the restaurant there are some folders, like the menu or for the breakfast. An external promotion.

The owner of Restaurant states that promotion is not necessary do to the current growth of the company. More customers would possibly result in lower service and could generate negative promotion on its own.

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CHAPTER 2 HUMAN REOUSRCES

2.1 Organizational structureRestaurant is a small business organization, a partnership (V.O.F in Dutch). With only nine employees. Yet, that small arsenal of people tent to generate enough turnover to keep the business running very well – and every year better than before.

One may think, due to the size of this company, a simple structure I applied. Andrews3 describes it as a company without a structure. With this structure an owner takes responsibility for the management.

Actually, the company recognizes two types of structures. A formal structure, as is given in the business plan of the company. Namely a functional structure, based on the primary activities that have to be carried out4. And in addition a framework for hospitality. Where everyone has a function (like in the functional structure), but also knows more about every other department, so one can be more of help for the company and costumer. The last one is used more in practice.

First the Functional structure (2.1.1) will be discussed. Secondly the framework for hospitality (2.1.2). And lastly an overview (2.1.3) will be given, to show the evolving from the first to the second.

2.1.1 Functional structure

The functional structure shows a three layered formation. Where there is a top and middle management and operational staff.

Figure XXX: shows a chart of the functional structure of Restaurant

3 (Andrews, 2008)4 (Daft, 2008)

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At top management level there are the owners Theo and Ilja Rebergen. They manage the company. Create and oversee the execution of long and short term objectives - the vision and mission. Both are regularly present at the company and perform all task like the operational staff does.

Theo Rebergen is one of the cooks and, when present, takes lead in the kitchen. Dividing the workload over kitchen personnel and coach people in becoming better at their current function or learning them new skills. For instance, when a new stagier is introduced or when current staff wants (or needs) to learn new skills to become more all-around. Ilja Rebergen is head of finances and administration. She handles personnel wages and does payments for creditors. When present at the company she brings orders to costumers and also serving at the table in the restaurant. Both also function as manager for Human Resource and marketing.

Beneath them Gert Jan and Jessica are function as middle management. Helping top management. Giving ideas and suggestions. Passing on what operational staff need and want to function properly. Gert Jan prefers to be in the kitchen. Jessica is trained as host and knows her way around in the restaurant. She likes making the different dishes; one will find her in the kitchen as well. Both Gert Jan and Jessica are the right hands of Theo and Ilja. One of the two, or Theo, is always present during opening hours.

The last two categories consist of operational staff and trainees. Where operational staff takes orders from customers (restaurant) or makes dishes (kitchen), trainees get trained at these tasks. Every employee has his/her main tasks. Some are better at handling customers, where others are well in making tasteful dishes.

Looking at Restaurant with a functional structure. Operational staff reports to the middle management – Gert Jan and Jessica. And they report to the top management – Theo and Ilja Rebergen. What one will see is that those structures are not fully present on the work floor. One will see that every employee does more than his own job. Waiters help out kitchen personnel, when it is busy in the kitchen and vice versa.

Because of this an additional structure will be shown to reflect what is seen on the work floor. Namely the framework for hospitality.

2.1.2 Framework for hospitality

Mullins describes a framework for hospitality where “there is no organizational chart.” She stated that employees work in teams, as shown in figure 1. The teams work together and are flexible, so they can offer a good service to the customer. 5

5 (Mullins, 2001)

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The author shares the following example: “I was stationed at the restaurant where we take orders, but also serve the ‘take away’ customers. When one of the last category asked for just one sandwich, that I can


As described in the previous paragraph, a functional structure sets an employee in one department where one does a specific set of tasks. While in this framework an employee is assigned to a team with specific set of tasks along with the knowledge of the other teams.

This framework has similarities to the matrix structure described by Daft. Here the same principle applies. Employees have a function, in the functional structure, but work on project with colleagues from other departments. 6

The team of Restaurant works together to get, make and deliver the order of customers. One could say that, that is

the project.

2.2 Managing Human ResourcesIn the first HRM lecture Mrs. Agema described the basic HRM model. In later lectures she added more details to the basic model. The above model is the complete HRM model.

6 (Daft, 2008)

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FIGURE 1- ILLUSTRATION OF FRAMEWORK FOR HOSPITALITY


HRM Model, Resources, HRM (first lecture), Agema, P.

At Restaurant human resource is mainly handled by Theo Rebergen. Additionally Ilja Rebergen takes part in the discussion making. In the next paragraphs all parts of the HRM model will be explained. Important to know is that every task is linked to the next and may depend on the previous task. For example: If no planning is done, recruitment & selection may be shallow and introduction & socialisation will be low as well.

Managing human resource depends from more than one factors. So called environmental forces are related. Factors like seasons, weather and economic crisis influence management of human resources (HR). The economic crisis influenced the kind of orders the company got. The restaurant had less visits by companies, yet a there was an increase of catering. Also strategy influences HR. HR has a large share in the costs of a hospitably company, because of the labour intensive work. Therefore it is important to keep personnel costs as low as possible. This without losing customers due to bad service and long waiting time.

As soon as new activities are taking off or when new workforce is needed due reinsertions, the HR department needs to plan for recruiting new personnel. When planning is completed Recruitment & Selection can be started. Posting vacancies online and within the company is done as soon as possible. Asking partners for input is done as well. The company does not use the local newspaper, other vacancy websites or external promotional possibilities. The owners explain: “that cost more money and does little to non contribution to better results. As far as we have used it. Also external agencies are not used, due to higher costs and the time investment. It does not contribute enough to the company.”

When a person wants to work at the company he or she has to apply. Important is that a resume is sent in, accompanied with a motivational letter. Is the first impression good, than the person will be invited for a job interview. During the first interview candidates will talk to Theo and Gert Jan or Jessica. Assessing the candidate on his capabilities and motivation. The second interview is with Theo and Ilja. Both take part in deciding if the candidate is suitable for the job. The second interview refers to the first, additional questions may be asked. At the end three persons are involved with the candidate’s interviews. When interviews are held, they are mostly done within 1 week. So all candidates know if they are accepted or not. These interviews are also used by taking trainees. Only then Theo and Gert Jan take the interview and decide if a trainee is suitable or not. If it is uncertain if a candidate fits within the team a try-out day is done.

Introduction and socialisation is done for and by the candidates who are accepted. New personnel are introduced to every part of the company, so the new employee is familiar with every aspect of the company. After some time, different per person, Theo will ask how things are going and if the new colleague is feeling fine with his/her new job.

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The next step within the HRM model is Employee Performance. Basically this is ‘how does the employee function within the company?’ Every year employees get an evaluation. Feedback is exchanged, both ways (!) and new personal targets are set up. For example: get more proactive in the restaurant, by asking if customers want a second drink. Performance assessment differs from person to person.

After that the employer has three options, where Training and Development is de first. Here the employer chooses, with the employee, what training is needed to get to the desired performance level or to extent to a higher level to get more involved in the company. An illustration is Gert Jan. He is certified for social hygiene training certificate. Six years ago when he came to the company, he already knew all about HACCP (Hazard Analyze Critical Control Points), yet he needed a social hygiene training certificate. So he received training to become more capable.

The second option is Compensation. Here an employee gets a reward for the work done. An employer can choose for direct or indirect payments7. Direct payments may consist of wages, a higher salary or bonuses. Indirect payments can be some financial benefits like an extra vacation. Additionally one can thinks of cheaper compensations. The owners give small presents during the year. Like a present with a birthday (and cake for every one), with Christmas, Easter and so on. Also compliments are given. And employees get their meals for free.

The last option is Transition. Here an employee can get a better job within the company or due to resignation. For instance one of the stagier was given a job in the kitchen because of the big process he booked during his time as stagier.

7 (Dessler, 2008)

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2.3 Strengths and improvementsThree points of strength and three points of improvements will be given. These point have been made-up during the analyzes of the human resource part of the company.

Three strengths for Restaurant

There is a nice job appraisal structure. But best part is that an employee gets lots of small moments where feedback is shared (both ways again). Lots of positive encouragements are given to keep up the good spirit of the team.

The owners see their staff as a kind of family. They help out where they can. When someone of the staff has a hard time. Both Theo and Ilja give full support. And that family feeling is team wide. Everyone helps everyone.

Small presents during the year. And lots of other small gifts, non-financial, are given. The owners get it back too. Staff sometimes organizes things for the owners. For example when they have their birthday.

Three improvements for Restaurant

When a new vacancy opens up. It takes a lot of time to find a suitable candidate. In the last few years the job advertisement is becoming better. But still. A lot of people are not suitable to do the job.

There are performance appraisals, yet there is no evident structure in the execution. Maybe a schedule could help. Not only for the employers, also for staff. So they can alert their employer.

New crew is introduced. Still colleagues agree that a better must be possible to introduce new crewmembers. One of the possible reasons this is not completely formulized, is that in the last six years only a few personnel shifts were done. The author thinks it is an ongoing process.

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CHAPTER 3 CULTURAL DIVERSITYRestaurant has a feel-like-home- style where guest can come and relax. They can let go of their day for one moment. And later go back, fully refreshed. The following paragraphs say things about the company culture and its diversity. The author uses four concepts of describing that diversity.

4.1 Context OrientationHall defined two s of types of culture, namely High or Low context orientated8. Where in a high context culture there is little change over time, because of the use of tradition and history – like the Asian culture. Here information can be shared thru the traditions. For example information can be shared beyond the use of words, like gestures and silence. Low context cultures are more heterogeneous. There is a big difference in universal know-how. Everybody has a different background. An example of know-how for both contexts:

Restaurant has a low context orientation. Jessica is a real hospitality person. Where Theo is more a manager/businessman. The company also has staff which is just from school and have new know-how of the hospitality industry. So the context orientation is low.

Also, the company is new, from the takeover, so a new company culture is being created. Since the takeover most employees are new. Just one employee is there longer than 6 years.

8 (McDaniel, 2009)

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High (left) and low context orientation (by Hall) (source: www.culture-at-work.com)


4.2 Framework for Assessing CultureA description was given in the company analysis. Restaurant has on the first dimensions (power distance) a low balance. Personnel are involved with decision making and are asked for feedback on plans. On the femininity vs. masculinity scale, they go in between. There are goals. Like: try to get more than x Euros turnover for the week. Yet they find it important to keep good relationships that last long and to respect each other. Qua individualism and collectivism the staff is in the middle. Staff is trying to achieve its goals (mentions above) and show off their personal achievements, yet they feel a bound, like a family. Regarding the uncertainty avoidance. Clear structured and predictable work is preferable, yet some uncertainty is not terrible. Like high and low context orientation, long and short term orientation is about the same thing. Where long term is about keeping the tradition (do a meeting every Monday, just because always do). And this is not the case with Restaurant. There, for example, take meeting place only when something has to be discussed, not just because it is Monday.

4.3 Kluckhohn and Strodbeck’s Value OrientationBy answering the following questions, the author tries to give an overview of Restaurant on that subject.

How do we perceive human nature?

- Good: employees work hard and can be trusted. Which result in more motivation and less direction?

- Bad: employees’ work is poor, they are self-centered and untrustworthy. The result: more rules and control.

- A mixture of both: it depends on the situational which behavior they show.

The owners trust their personnel. So they do not control their staff on every point. Just keeping an overall look. Logical with new situations there is more directions given, yet the staff is trusted.

What is an employee relationship to the working environment?

- Mastery : is fully known with the task that has to be done. And want to influence.

- Harmony: is when someone takes his share in contributing for the company. But he/she achieves a balance between work and socialisation.

- Submission: Just accept the rules and they go with the flow (adapt easily)

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Staff is now in a flow where they have found a balance between work and socialisation. One time, at the beginning (begin July) it was not busy, because of vacations, and people where inexperienced. Because in 2004 the company was just taken over by the current owner. So the team was in submission. Now a few years later, they are in harmony. There is balance now between the hard work and socialisation among the colleagues. The owner hopes later on, more input will come from the group.

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How do employees perceive time?

What is the focus of the employees?

- Past : The focus is on the past. What did one achieve, and how? Now use it to solve problems.

- Present : The focus is in the now. Creative people, who bring extra motivation and energy with them.

- Future : The focus is: what can we achieve in the future. “no pain, no gain”

The team is diverse. Most persons look at the past as basis to solve a problem or to encounter new situation. That is all normal. Fortunately most employees solve problems with both past and present knowledge. With great energy they tackle the problem. A few employees in the company, like Gert Jan and Theo look more in the future and think about what’s to come.

What is the relationship between the management and the employees and among the employees?

- Hierarchal/ Authoritarian: There are layers from bottom to top: respect of the higher in rank the higher the power.

- Collective: Employees work at the same level. There is respect for the manager, yet the manager is not placed higher. This has many benefits for the company.

- Individualistic: personal responsibility and achievements are high on the ladder.

The team of Restaurant is collective with each other. Theo is the owner, yet he does not show up in a suit. No he is one of the employees and wears the same outfit. A hierarchical or authorial relationship would not work for the owner. This because of the smallness of the company. And for the same reason individualistic does not work. It has to be done together. No one can sit on his rear end when it is busy. Not even the big boss. Again he loves the work, so he wants to be there, where the work is done (see interview)

What motivates the employees to perform their activity?

- Being: Just work to earn enough to live the life you want.

- Being-in-becoming: One works for the money and his/her individual growth.

- Doing: focus on act and accomplishments.

A few people in the company work to live the life they want. They ask for more work when they need more money and when that need is gone, so is the will to work (more). Another part is working and is trying to become more qualified (example: a stagier) or grow as a person. Others, like the owner himself, do it because of the

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experience. He wants to do what he enjoys so much. So for the team members each it is individually different.

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4.4. Culture Bump and Culture shockCulture shock is described by Gómez-Mejía as “the inability to adjust to a different cultural environment.9” The author stated that he did not experienced one when entering any company. Not with Mc Donalds, where the structure was set and it was a nice atmosphere. Another reason was that the author was 15 then and wanted to learn everything – he had little to no knowledge. In the second company, Sportcentrum Stedebroec, the author still had to learn very much. With the third company, sportcentrum Vredehof, the author had more know-how to do his work. At Restaurant he learned a lot, and is still learning, but the information of Mc Donalds was very useful.

Yet the author could imagine that people can experience a bump or shock when entering a new culture. It is especially difficult, when:

- People who have a strong sense of what they want. The might find it difficult to adopt the new culture as their own and use it.

- People who came from another culture that is 180 degree in the other way. If Chinese people come to the west, they may have to learn to stand up for themselves. And if it would be the other way around... one has to be more quite and use the traditions from that culture.

- Also people who are a bit older and lived with one culture for their live. They might be rusty and might not adapt as quick (or at all).

When one encourters a new culture, and feels a shock or bump, they feel uncertain or may want to add their values to that culture. When they acknowledge the new culture they can start adapting. If fully adopted, a person feels good – being part of the group.

4.5. Stereotyping and PrejudiceLatifa Benhadda had a very nice example to explain stereotyping: ”stereotype is an idea or a perception about people belonging to the same group. It is a technique to make sense of the world and understand other people.” So Stereotyping is grouping people. This can be positively or negatively. Whereas prejudice is negative. “Prejudices are what fools use for reason.” (Samovar, 2007, 323)

Examples of stereotyping at Restaurant were the kind of car people came in, to visit Restaurant. Some colleagues said things about that. It was not harmful, because it was more about the status of

9 (L. R. Gómez-Mejía, 2007)

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“A stereotype is a cognitive generalisation about a group of people in which identical characteristics are assigned to all members of the group, regardless of actual variation among the members.” (Aronson et all, 2005, 434)


the car. People who drive less expensive cars were left out. For instance: “he will give us a tip”. Or: “we can sell him something, he has money.”

For fun, sometimes negativity was expressed. The author calls that prejudice. He does not condone it. Yet he feels not in control to mention it always to his colleagues.

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Allport Scale (je meet de mate van Prejudice)

With the Allport Scale one can measure the amount of prejudice within a company. There are 5 scales. A diagram is shown on the right. Below an explanation is given.

1. Antilocution

The outer circle. The mainstream makes negative joke or statements about the minority. It happens, but yet in a friendly way – both ways.

2. Avoidance

On circle within, is a step worse. Now they try to avoid contact with the minority. Within the company all colleagues accept everybody in a way. But some people do not like each other. So some avoidance may occur.

3. Discrimination

Worse than avoidance is not giving the same changes for everyone. The author thinks that some sort of discrimination takes always place. But he knows that that at Restaurant discrimination is not appreciated.

4. Physical Attack

Not being fair is a mental attack. But Physical attack is the next step. The minority is being attacked. Attacking the properties and the persons of the minority group. Till now no physical attacks have been taken against Restaurant or Restaurant to someone else.

5. Extermination

The majority group makes an end to the minority. This is not happening at Restaurant! Gladly.

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Source: http://filipspagnoli.wordpress.com/2008/08/25/human-rights-quote-85-prejudice-and-allports-scale/

http://filipspagnoli.wordpress.com/2008/08/25/human-rights-quote-85-prejudice-and-allports-scale/

http://filipspagnoli.wordpress.com/2008/08/25/human-rights-quote-85-prejudice-and-allports-scale/


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4.6. Stages of Cultural AwarenessFour stages of cultural awareness.

1- Parochialism: our way is the only way

(unconscious incompetence)

2- Ethnocentrism: our way is the best way

(conscious incompetence)

3- Cultural contingency: our way is one possible way

(conscious competence)

4- Synergy: Working together

(unconscious competence)

(Adler & Storti)

A nice example is Theo and Gert Jan. In depend of each other they are at stage 4. Unconscious competence. They know what to do. It is all clear for them. Both are in the business for a very long time. Both know how to react to different situations.

Once Restaurant had an employee who thought everything she did was best. It was a nice woman. But if one tried to learn her a new activity, then she would close down and say something like “this is the best way, I do it for years”. Now she is gone, for reasons other than this.

Emotional Intelligence “Emotional Intelligence refers to the capacity of recognizing our own feelings and those of others, for motivating ourselves and for managing emotions well in us and in our relationships.” (Workshop 2 Intercultural Sensitivity, Module Resources, Huisman) The author finds himself in this statement and agrees.

The author himself is a High Sensitive Person.10 He says that it is nice to feel what people need/want and in many situations help people with a queering what they want. For the author it is also nice when people feel that your Emotional Intelligence is high. So one can talk about it.

In business Emotional Intelligence is a must have to be good at your job. When one

can feel his employees. One can help them much more easily.

10 (Aron, 2002)

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An incident

The last few weeks an employee came in every day with something negative to say.

About how difficult her live is, how much pain she has from her wrist and that is so

busy. For a few weeks colleagues just took it and said something to acknowledge the

issue she had.

After those weeks the owner got some complains that she is not a positive

contribution to the team if she continues that. So the owner took her apart and asked

her how it was going. The answer was something like ‘it is ok, I enjoy working here’.

Then he asked why she came in every day with something negative. (she had) ‘Open

eyes’ was the response. With an ‘oh I did not intended that’. The conversation

continued for a little wile and was closed with the action plan of not being so negative.

This incident was recent so no information is available at this time of how it is going.

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CHAPTER 4 LEGAL POSITIONRestaurant used to be a private limited company. From the first owners to the takeover of Theo Rebergen. For the last two years it a general partnership between Theo and Ilja Rebergen.

The company was a private limited company (plc) to keep the company financials and the private financials separated from each other. So the advance of being a plc is that creditors have no access to private finances. After four years the bookkeeper suggested a general partnership could have some advantages. Especially for the company in terms of taxes. A disadvantage is that a plc company pays more taxes and has other costs involved.

Advantages of a General Partnership11

You have a shared financial commitment.

You can pool resources, expertise, and strengths.

There are limited startup costs.

There are few formalities (mostly applicable licenses).

Disadvantages of a General Partnership12

Partners may have different visions or goals for the business.

There may be unequal commitment in terms of time and finances.

There may also be personal disputes.

Partners are personally liable for business debts and liabilities.

Each partner may also be liable for debts incurred, decisions made, and actions taken by the other

partner or partners.

At some time, there most certainly will be disagreements in management plans, operational procedures,

and future vision for the business.

You may encounter difficulty in attracting investors.

11 (Bevans, 2006) and (Advantages and Disadvantages of General Partnerships, 2010)12 (Bevans, 2006) and (Advantages and Disadvantages of General Partnerships, 2010)

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CHAPTER 5 LABOUR AGREEMENT

5.1 Job descriptionThe author’s job is host. Also called Employee Serving. He is responsible for all the work involved serving guest. Think of: taking an order, serving, checkout and cleaning. The authors job compared to the points mentions below, are almost identical. The only different may be, that not only simple orders are prepared by the author. Also other dishes are made by him.

Most important responsibilities and tasks13:

1. Serving guests in the company, includes:

Taking orders and giving information; inform kitchen about special wishes of the guests; give the orders to kitchen.

Preparing simple orders (like drinks and/or small dishes/snacks).

pass on and serve orders.

prepare and provide tab to the guests.

cleaning tables.

2. Perform tasks in order of preparation of service like for example:

prepare mise-en-place and tables etc.

make public areas and working space clean.

3. Other tasks like for example:

Handing over and accounting for the received money.

Assisting in the set up and serving through receptions and parties;

If commanded by the executive, and related to the tasks, other task may be done.

13 (Handboek Referentiefuncties, 2010)

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5.2 Difference in gross and net salaryWhen talking about salary, generally two items show up first. Gross and net salary. It is the difference between what one has earned and what one gets after subtraction of all social costs. So one gets a gross salary and some substation are done like tax and for insurance. Also for health insurance, people pay a fee (depending on income).

See appendix II for an pay slip from

The difference between gross and net on the pay slip from Person is created by:

Retirement and survivor pension: here money is taken off because of the retirement and for the people who are left behind if the author dies.

Salary tax: in Holland one pays money over the salaries he earned. Income tax.

Furthermore, no other items are influencing the gross salary.

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CHAPTER 6 ENVIRONMENTWhat is done by Restaurant for the environment? It is a small company, yet the owners think of the environment.

Fat of frying is separatedWhen frying equipment is cleaned, rest fat is stored for pick up by a special company. That company can be called if the storage tank for fat is full.

Clean environment around the company – and withinKeeping it clean, does mean: no papers, cigarettes, disposables around the company. Also insects are fight. Also in the company, it is kept clean.

Paper, carton and glass are separated All three are separately stored for reuse. The same applies here as for the first, fat, a company is called when storage is full. Except for glass, the company handles that by themselves.

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CHAPTER 7 MOTIVATION

7.1 Maslow’s pyramidMaslow’s hierarchy of needs is well known by many people. The American psychologist assumed that there are five stages for a person to achieve. Where the first is to survive, the last is all about how to get the most of life.

More information about Maslow’s theories can be found, for example, in Supervision in the Hospitality Industry: Leading Human Resources by John R. Walker,Jack E. Miller.

How does Maslow’s theory apply to the needs of an employee?

When looked at the first, lowest, item of the Maslow’s theory, one sees Physiological needs. What does an employee need to survive his work. Salary of course. No salary and the poor man or woman cannot survive at all.

When one gets salary the first need is met and safety needs arise. What will happens after one turns 65? To fur full this need a good pension plan is needed.

After that one will raise to the social needs. Here it is important to have friends at work. It makes work easier and more enjoyable. Without friends work is possible. Yet one needs the social needs to be fulfilled to grow to the next level within the Maslow Pyramid.

The self esteem. Needs that fulfill ones ego. Job Title, a nice car of the company and more status products/privileges contribute to the fulfillment of this level.

Last, but not least, is the need for self-fulfillment. Being creative, playful and vital, etc. Here a challenging job is needed to ‘do the job’.

7.2 Herzberg’s two factor theoryTalking about the two factor theory one always comes across the hygiene and motivation factors. Where hygiene factors can create dissatisfaction when they are not

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present. They do not make people automatically happier if increased. Motivation factors are factors which motivate employees more. Like recognition and challenging work.

The author states that he needs the hygiene factors. As a student he needs some salary. Yet he finds it important to have a job that gives a good feeling. Teaching classes gives him a satisfactory feeling. So the motivator factors are important for him as well.

7.3 Skinner’s reinforcement theory The theory is about creating more of a particular behavior or diminishes a particular behavior.14 By rewarding positive behavior one can create more of that behavior. For example: “Great that smile, it’s always there”. Someone will feel appreciated and may continue that behavior or even intensify that behavior. By punishing a specific behavior, one hopes to diminish that behavior. Like: “cursing is rude.”

The company where the author works uses a lot of complements and feedback to steer personnel in the right direction. He thinks that punishments would not make the atmosphere better. Now there is an upbeat atmosphere where employees are doing the best they can. By punishing they might stop doing that.

14 (Slocum, 2008)

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CHAPTER 8 YOUR SUPERVISOR

8.1 The interviewTheo Rebergen, the owner, is the Author’s manager. He supervises the actions of the author. An informal interview was done to get an idea of who the owner is. In appendix I the interview is shown, with quick notes from the author.

8.2 Main turning point in careerTwo career turning points were described in the interview by Theo Rebergen. One was from the navy where he had worked for four years, to the distillery. And 20 years later from that to his own company. In those 20 years he had thought of starting his own hospitably branch, yet got stuck at the part of the opening hours. He did not, and still does not, want to work every evening. So when the opportunity as Restaurant showed, he thought of it again. And he did it!

8.3 One day out of lifeBetween 06.00 and 11.00 hour bring breakfast to customers (if any are ordered)

Mornings preparing for lunch. Is everything in order? Between 11.30 and 14.00 hour – Lunch – it is rush hour then.Between 14.00 and 14.30 lunch break personnel.Between 14.30 and 17.30 meetings/administrationBetween 17.30 and 18.30 Diner timeClosing at 19.00 hours.Note: when starting early, the day ends around 14.30. When starting later on the day, ending around 19.00. Also some tasks are done at home.

Days vary from day to day yet this structure is most common.

8.4 Management style

Leadership style: Theory X + Y

Douglas McGregor (1960) said that managers could distinguish two sorts of behavior of employees. He called it Theory X and Theory Y. Where X assumes that employees dislike their job and need threats and control to let them work. With Theory Y it is assumed that employees are self motivated and do not need to be controlled by managers that much.15 16

15 (Hook, 2008)16 (Slocum, 2008)

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The owner of Restaurant uses Theory Y for managing his personnel. When candidates get a job interview he finds it important that people like the work they are going to do. People are motivated by compliments and additional feedback. Salaries are conforming the Collective bargaining Agreement. Yet he gives them small presents at different moments during the year to show his appreciation for the work that is done.

A reward system is not used by the owner. Rewards are given at moments employees do more than is required. So if an employee takes over a lot of shifts, an inquiry for a day of will be granted more easily.

If employees do need a theory X approach, it is most likely they do not tend to stay a long time at Restaurant.

Model: Situational Leadership

The Situational Leadership Model describes that leaders have one of the following four leadership styles, which have a range of possible mixtures. Each of the four parts has different qualities.

Telling: the leader gives clear instructions, step-by-step. Here an employee may be new to this leader and/or inexperienced. A new waiter is learned to take an order. He/she is helped by the leader, with taking orders and handling multiple orders at one time.

Selling: This leader ‘sells’ his ideas and explains a lot. Both high on directive behaviour, as on relationships. Here an employee is more experienced a may/can input more. The leader becomes more of a coach. The waiter is more skilled and can suggest his own way to handle the multiple orders.

Participating: This leader has trust in his employees. Lots of encouragements and focus on solving problems, oneself. High on relationships, low on directive behaviour. More responsibility for the employee. End control is still for the leader. The leader only helps the waiter to improve his performance.

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(source: http://managewell.net/?p=611)

Delegating: This leader gives his orders. Observes and steers when needed. Low on both Relation as on directive behaviour. Here the leader is only involved when needed. The person is ready to take care of his own work. Like a waiter can do his job on his own. He/she can handle the multiple orders him/herself.

Theo, the owner, uses this model when introducing new employees. He starts of different with everybody. With some stagiers he needs to start with step one. Now and then he starts off at a higher step because the stagier is trained enough.

For example a stagier from the Praktijkschool in Zwaag. He needed training from step one. And after a year was not yet ready to do everything of his own. The reason it was not frustrating was the information received from that school. Students there need lots of attention, care and feedback. A new employee had ten years of experiences, so he gets only a brief notice of all activities and then he/she gets the freedom to do it herself.

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CHAPTER 9 SUPERVISOR EVALUATIONThe review of the company owner on the author is good. Being one of the children of the owner, might influence that. Yet the author is motivated and enjoys doing his job at Restaurant.

Per point a short reflection the review:

Attitude

The author is reviewed as being very friendly. The author finds it normal to be friendly. Even when the author has an off-day, he tries to be as sociable as possible. For one thing a waiter/host can never be angry or cranky to his/her guests, nor colleagues. So put on a smile and enjoy the moment. What bothers one that can come later.

Presentation

Good presentation – clean and neatly. As well for this point, the author agrees. The host/waiter represents the restaurant. If a waiter has no clean and neat presentation… how would the food be prepared than? So personal care is important to the author.

Communication skills

Clear and native speaker of the Dutch language. On communication. The author tries to understand his guests. And from that point he tries to help them the best he can.

Self-dependence

No comment from the supervisor. The author knows the restaurant like the back of his pants. He loves team work – one can learn more. Still doing something on one’s own is nice as well.

Initiative

Does tasks that go beyond his own tasks. And the author likes that. Why only do the things you have to? Going the extra mile is how you can inspire other people. If you (want to) know it, show it (or at least try).

Quality of the work

No comment from the supervisor. The author does the best he can, with the best possible result. It can be better, still requirements are met. And he hopes to learn new standards at Stenden.

Guest handling

No comment from the supervisor. One comment from the author: He loves working with people. Caring for people is something fun!

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CONCLUSIONThis report gives a detailed overview of Restaurant and its crew. More items are discussed and underpinned with theories.

This report gives a detailed overview of Restaurant and its crew. More items are discussed and underpinned with theories. It is a small company, with a nice atmosphere for costumers and personnel.

With Human Recourses two organizational structures are given, namely the functional organization and a framework for hospitably is shown. Where the functional organization is the formal organization but the framework is shown more in practice. Also the HRM-Model is reviewed and the author tells about the way the company employs new personnel.

In Cultural diversity it is shown that the company has no strong diversity. In this chapter Context orientation is used to describe the diversity in knowledge. Other theories used are: assessment framework, Kluckhohn and Strodbeck’s Value Orientation and the author tells about cultural bumps and shocks. Where he describes that people can become shocked when entering a new culture. After that Stereotyping and Prejudice are being reviewed, using the allport scale. One before last in that chapter an example of cultural awareness. Last Emotional intelligence is shown.

Further the legal position is described and more information is given with the labor agreement. After that environmental issues are being discussed. Motivation is discussed in the chapter after that. Here different theories are used to define the motivation at Restaurant.

Last in this report the supervisor’s opinion about the author is given and a critical review is given on that supervisors review.

The author can come to one conclusion. He has learned more than one thing. Basic things are known to him, about the company. Yet some detailed information was gathered during the assembling of this assignment.

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PERSONAL NOTEWhat did I learn from working at Restaurant? One thing is sure. I learned the basics in serving. Knowing the basics from a to z, from when a customer comes in – till the part they are leaving. One advantage is that I am the son of the owners. When I worked there a lot, I knew a lot of details of the company. From the favorite drinks and foods of curtain guest to the turnover of the month. This year I only worked till end of July, this year, and many things may have changed. Currently I do not work there as often as I would do.

During my time at Restaurant (looked from 2004 till now) I have learned much more than I would expect. It surprised me how different every day can be. And how different the guest can be. That is nice.

The reparative attributes of the work, like cleaning and all the preparation for the next rush hour, is something I do not always enjoy. Sometime I do, but mostly not. I noticed do that I like working with people. Caring for them and making them happy. So I hope to continue my work in the hospitality industry. Maybe in a hotel, maybe a casino. Where ever people are.

3 goals

- Learn to create magic for the customers I serve during the IHM study.Magic is defined as: the moment when everything falls in place and is just right.

- Work on my practice skills in the coming two modules.

- Becoming skillful in the subject of wine and food in this year.

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REFERENCE LIST

Advantages and Disadvantages of General Partnerships. (2010, October 20). Retrieved October 3, 2010, from All Business: http://www.allbusiness.com/business-planning-structures/business/2513-1.html

Andrews, S. (2008). Human Resource Management: Textbook For Hospitality. In Human Resource Management: Textbook For Hospitality (p. 58). Tata McGraw-Hill publishing Company Limited.

Aron, E. N. (2002). Hoog sensitieve personen: hoe blijf je overeind als de wereld je overweldigt. In E. N. Aron, Hoog sensitieve personen: hoe blijf je overeind als de wereld je overweldigt. Uitgeverij de Arbeidspers.

Bevans, N. R. (2006). Business Organizations and Corporate Law. In N. R. Bevans, Business Organizations and Corporate Law. Cengage Learning.

D.F. Harvey, D. B. (2006). An experiential approach to organization development. In D. B. D.F. Harvey, An experiential approach to organization development (p. 434). Pearson Education.

Daft, R. L. (2008). Organization Theory and Design. In R. L. Daft, Organization Theory and Design (p. 110). Cengage Learning.

Dessler, G. (2008). A Framework for Human Resource Management. In G. Dessler, A Framework for Human Resource Management (p. 390). Pearson/Prentice Hall.

Handboek Referentiefuncties. (2010, 10 20). Retrieved October 5, 2010, from Salaris Informatie: http://www.salaris-informatie.nl/Sectoren/Horeca/CAO/handboek_referentiefuncties.pdf

Hook, M. F. (2008). Introducing Human Resource Management. In M. F. Hook, Introducing Human Resource Management (p. 321). Pearson Education.

L. R. Gómez-Mejía, D. B. (2007). Managing human resources. In D. B. L. R. Gómez-Mejía, Managing human resources. Pearson/Prentice Hall.

McDaniel, L. A. (2009). Communication Between Cultures. In L. A. McDaniel, Communication Between Cultures (p. 215). Cengage Learning.

Mullins, L. J. (2001). Hospitality management and organizational behavior. In Hospitality management and organizational behavior (p. 180). Pearson Education Limited.

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Slocum, H. &. (2008). Competency-based management. In H. &. Slocum, Competency-based management (p. 402). Pearson Education.

Verhage. (2009). Grondslagen van de marketing. In B. Verhage, Grondslagen van de marketing (p. 892). Noordhoff Uitgevers B.V.

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APPENDIX I - INTERVIEW® Thank you Theo for taking the time, doing this interview. You run Restaurant for six years now. How did you come up with the plan to start your own business? And why?

Passion for cook. Did not like working times of hospitality – open till late. Why: wanted to do something for himself, in his way.

® In what why does Restaurant differs from his competitors?

Restaurant focuses on quality and making dishes one cannot make easily at home, not the price – big hit is 12 o’clocker; simple dish for 5,95. One other competitor is more a restaurant for later in the evening – a different focus thus. Catering en outdoor cooking as well

® Looking at human resources. What are the strongest point?Normal working days, included with breaks when people work 4 to 8 hours. Excluded over time. The family atmosphere.

® During those years as manager, and now as owner, how has your leading skills been changed? In what way? his style, and has not changed much. Because how he managed worked for him..

® Did your way of leading changed from the moment you became a ‘big boss’, instead of a manager? In what way?No not at all

® What have you done before you started your own company?

4 Years in the royal navy approximately 16 years in distillery production ( up to manager). 4 years in wine production (manager)

® Do you have any other ambitions you want to pursue?Op dit moment heb ik zoveel plezier en voldoening dat ik dar nog niet heb over na gedacht

® How do you see yourself in 10/15 years. Is Restaurant still part of you then?

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Be home more often.Doing the special and fun parts of the job.Restaurant will be part of it. You have to make a living, not?

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APPENDIX II – PAY SLIP

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Documents

Industial Orientation 2