$1.$ What are the issues or problems facing the individual$/$team$/$organization$?$

$2.$ What course concepts can be applied to understand why this problem is occurring?

$3.$ What recommendations can you offer to help improve the experiences of the individual$/$ team$/$organizational$?$

bIndividual

As someone who was promoted from a serving and bartending position to manager, I feel proud of my achievements. However, my promotion came with its own set of challenges. I had to leapfrog over a manager who had been with the club for over two decades, which may have created some resentment towards me$.$ Nonetheless, I am determined to work hard and prove my worth.

One of the challenges I have faced is working with a bartender who has been with the company for six to eight years. While we may differ in our approaches to the technical aspects of our job, I believe that we can still maintain a professional working relationship. This bartender has a following among the members, but I have some ideas for improving our bar program and I am determined to implement them.

Implementing new ideas can be difficult, especially when people are resistant to change. However, I am confident in my leadership skills and my ability to influence her to embrace new ideas. I believe that by working together, we can create a better experience for the members and improve the overall success of the club.

In conclusion, I am excited to continue growing in my role as manager. While there may be challenges along the way, I am confident that I can overcome them and work towards the success of the club.

Team

The catering services in our establishment are managed by two teams $-$ the regular restaurant team and the banquets team. The regular restaurant team is responsible for handling the two restaurants and running the beverage carts on the course. The banquets team, on the other hand, is responsible for handling larger events and special side room events that require a set course of dishes. Although the two teams have separate responsibilities, there are times throughout the year when they collaborate and support each other, such as during Easter and Mother's Day events, or when one team is short$-$staffed.

$1.$ As you can imagine, we use a lot of silverware in our restaurant. On busy nights, we can have up to $125$ people in the Oak room, which requires $250$ forks, $125$ knives, $30-50$ steak knives, and $30$ soup spoons. The staff is responsible for washing and polishing this silverware and resetting it on the tables or rolling it into napkins for outside service. In case of a banquet event with $200$ people, the situation is similar, with $600$ forks, $200$ regular knives, and $200$ steak knives. All of this silverware is placed in the same prewash racks, sent through the dish machine, and then placed on the center table in the kitchen. However, the Oak room staff feels that they always end up with extra silverware to polish, which they believe is left by the Banquets team. The Banquets team, on the other hand, thinks that they do more than their fair share and that the Oak room staff does not pull their weight.

During the holiday season, small events with less than $20$ people are usually booked in side rooms. These events are handled by my staff, who are picked because the Banquets team is usually busy with other events. The booking for these events is done through the banquet director.

The Banquets team operates on a tip pool system where a $20\%$ gratuity is charged for all banquet events. This gratuity is then divided among the house, the director for booking the event, and the banquet staff. The percentage that goes to the staff is dispersed based on the number of hours worked for the week. All event gratuities are pooled together and then divided among the staff.

The issue arises when it comes to side room parties, which are typically managed by one person. This person sets up the room, works the event, and cleans up afterwards. The event details, special requests, timelines, and charges are all provided in a sheet. However, since the staff member is the only one working at the event, their clock$-$in code is changed to reflect that they are working for the Banquets team and can be included in the tip pool.

However, since the service charge for side room parties is less than the actual gratuity due to the sheer volume of hours worked by the Banquets team, my staff members sometimes feel like they are getting paid less than they deserve. This is especially frustrating since they are pulled from their normal section to handle these parties.

Organizational

The club is a non$-$profit organization that operates based on the membership fees paid by its members. It is governed by a board of governors who are elected by the membership. Every year, some members on the board complete their tenure, and new members take over their roles. This organizational change every year makes it challenging because different ideas of how the club should be run, what i