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Company structure

At the start James was responsible for managing their first restaurant with Marcus

working as head chef. Initially Marcus was assisted by a sous chef and junior chef,

however as the restaurant started to get busier, they had to recruit an additional

junior chef and two kitchen porters to cope with demand. They also had a team

responsible for running the front of house consisting of eight waiting staff, a bar

manager and four bar stewards.

The staff were reasonably well paid, however often the atmosphere was quite

strained. James always made a point of giving the front of house team positive

feedback at their daily morning meetings, however the pressure in the kitchen

sometimes got to Marcus. The waiting staff would often rely on Marcus, rather than

James, when they had problems with reservations or awkward customers which

caused tension between him and his brother. Marcus would also act defensively

when food was returned to the kitchen and would take his frustration out on the other

chefs.

James was very supportive of the front of house staff. He was approachable and

always welcomed any suggestions they had for improving the restaurant.

Occassionally, James would have a drink with the team to celebrate their success,

and the staff always enjoyed spending time together. Marcus, on the other hand,

liked to be in control and rarely gave the chefs the opportunity to put forward their

ideas. This often left the chefs frustrated as they felt they had some really innovative

ideas for dishes that would be suitable for the restaurant.

When James and Marcus opened their second and third restaurants in Livingston

and Leith, James continued to oversee each restaurant, however this proved

unmanageable and as a result two restaurant managers were employed to run the

new, slightly smaller restaurants. Each restaurant manager had the following staff to

support them:

Livingston:

Bar Mmanager

Head chef

Sous chef

$5$ Waiting staff

$3$ Bar stewards

Scottish Qualifications Authority $9$

Assessment Support Pack$/$J$4$DK $47/$ASP$002/$AQ $($First edition$)$

Managing People and Organisations $($SCQF level $7)$ June $2023$

Leith:

Bar manager

Head chef

Junior chef

$4$ Waiting staff

$2$ Bar stewards

Each restaurant manager had slightly different ways of working with their team of

staff. The Livingston manager, Jennifer, was very laid back and often James had to

talk to her about her lack of enthusiasm and how it was impacting on the rest of the

team. During the first year of opening the restaurant experienced a high level of staff

turnover and James had to spend considerable time working with Jennifer in an

attempt to improve her performance. She was also offered formal management

training to help develop her leadership skills and fortunately the time and money

invested paid off and Jennifer$$s behaviour improved over the following year.

The Leith manager, Chris, was much more proactive and, similar to James,

encouraged his staff to be forward thinking and take ownership for their work.

Feedback from staff and customers was very positive and this was recognised by the

owners. As a result Chris was offered to take on the role of Plant Power mentor

which he gladly accepted.

From the outset James and Marcus strived to develop their customer base and

providing outstanding food and an exceptional customer service was always their

main aim. As their business started to grow, it became more challenging to ensure

standards were consistent across the different locations and variable feedback was

received from customers. Covid restrictions also put immense pressure on the

business and despite trying to diversify by offering home deliveries, unfortunately the

brothers had no option but to put the front of house staff on furlough. Thankfully, post

pandemic, the restaurants returned to normal and staff were reinstated.

During Covid James and Marcus spent considerable time exploring different ways of

making their business more resilient and after extensive market research they

decided to open a Vegan drive through restaurant in New Craighall. This was a huge

learning curve for James and Marcus, however following a few initial teething

problems, the restaurant proved successful and was well received by the local

community. Chris was tasked with mentoring the new drive through manager,

Maciek, who was responsible for leading a team of $10$ employees. Two trained

Chefs, experienced in fast food preparation, were also appointed.

Scottish Qualifications Authority $10$

Assessment Support Pack$/$J$4$DK $47/$ASP$002/$AQ $($First edition$)$

Managing People and Organisations $($SCQF level $7)$ June $2023$

Since the opening of the drive through restaurant, James and Marcus have continued

to review their business objectives in an attempt to sustain profits and remain

competitive. In particular, they have spent a considerable amount of their profits in

market research.