As the human resource professional for the club the general manager and chef have come to you with their concerns since you are arranging for the training. They have tasked you with developing a training program that will achieve the desired results without disrupting business or impacting the current level of service and quality of food. I need help answering the following questions based on the reading below

1.) What recommendations will you make to the general manager and chef?

2.) What are the top three things you, as the human resource officer, can do to bring a successful conclusion to the process that has been started.

3.) What are the top three things the general manager can do to bring a successful conclusion to the process that has been started?

4.) What are the top three things the chef can do to bring a successful conclusion to the process that has been started?

5.) Success should be measured how in this situation?

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Prairie View Country Club is located in a city of 35,000. Metro Oil, the city's largest employer, dominates the city's economy and the economic well-being of the club. Metro Oil is one of the largest oil companies in the world and Prairie View is the home of Metro Oil's International headquarters. Metro Oil is generous in its support of the club because the "Club" is the only place in the city that they can "properly" entertain the individuals from around the world that visit the company on a daily basis. The reason for the large membership is the number of members that hold memberships by virtue of their posi- tion with Metro Oil. The executives of Metro Oil, many of who are on the Club's Exec- utive Board, and all of who are club members, have begun expressing their dissatisfaction with the food served at the club. These individuals, as do most of the club's members, regularly travel the nation and the world on behalf of Metro Oil. Through their travels they are exposed to many cuisines and trends in cuisine. They have well developed pal- ates and enjoy the variety and change they experience when travel- ing. This has presented an ongoing challenge for the management of the club. The club has maintained a reputation for high quality food that is well prepared for many years with its long-standing menu of steaks, chops, local freshwater fish and traditional local dishes. Man- agement's, including the chef's, efforts over the years to change the menu has been frustrated by the lack of trained personnel in the local area and the inability to attract trained culinarians to Prairie View. The club has consistently offered above average wages to attract individu- als from outside the area, but the lack of a career path has still kept them from attracting trained, skilled culinarians. The Executive Board in its last meeting informed the General Manager and Chef that they wanted changes made in the menu and they wanted it accomplished within six months or they would look at finding a new management team for the club. The General Man- ager and Chef immediately worked to develop a plan to make the changes that had been mandated. The first step was, with the approval and support of the Board, the General Manager and the Chef did a whirlwind tour of the major culinary pacesetting cities in the United States. In a two-week period they traveled to San Francisco, New Prairie View Country Club is located in a city of 35,000. Metro Oil, the city's largest employer, dominates the city's economy and the economic well-being of the club. Metro Oil is one of the largest oil companies in the world and Prairie View is the home of Metro Oil's International headquarters. Metro Oil is generous in its support of the club because the "Club" is the only place in the city that they can "properly" entertain the individuals from around the world that visit the company on a daily basis. The reason for the large membership is the number of members that hold memberships by virtue of their posi- tion with Metro Oil. The executives of Metro Oil, many of who are on the Club's Exec- utive Board, and all of who are club members, have begun expressing their dissatisfaction with the food served at the club. These individuals, as do most of the club's members, regularly travel the nation and the world on behalf of Metro Oil. Through their travels they are exposed to many cuisines and trends in cuisine. They have well developed pal- ates and enjoy the variety and change they experience when travel- ing. This has presented an ongoing challenge for the management of the club. The club has maintained a reputation for high quality food that is well prepared for many years with its long-standing menu of steaks, chops, local freshwater fish and traditional local dishes. Man- agement's, including the chef's, efforts over the years to change the menu has been frustrated by the lack of trained personnel in the local area and the inability to attract trained culinarians to Prairie View. The club has consistently offered above average wages to attract individu- als from outside the area, but the lack of a career path has still kept them from attracting trained, skilled culinarians. The Executive Board in its last meeting informed the General Manager and Chef that they wanted changes made in the menu and they wanted it accomplished within six months or they would look at finding a new management team for the club. The General Man- ager and Chef immediately worked to develop a plan to make the changes that had been mandated. The first step was, with the approval and support of the Board, the General Manager and the Chef did a whirlwind tour of the major culinary pacesetting cities in the United States. In a two-week period they traveled to San Francisco, New