Please read the following paragraph and answer the question in the end

Good Earth: Employment Papers You are the management team of the Huntington branch of a quickly growing organic, natural foods restaurant chain called Good Earth. You began working together when you were college students, attracted by the company's commitment to sustainable sourcing and serving of organic foods. You all started "at the bottom" (though Good Earth does not like that term, insisting instead on the democratic ethos of the company) as servers and dishwashers and gradually worked your way up to become junior members of the management team. As a group you have become close, you share a commitment to actions and practices to defend the planet against the challenges of climate change and unsustainable business and farming practices. You generally see yourselves as progressives (some more than others) in politics and economics and place yourselves on the side of the poor and disadvantaged in society Because the company has been growing so quickly, it has put into place a graduate training program, the object of which is to fast track young managers to take charge of newly opened restaurants in developing markets. When the policy was first announced, you decided as a team to apply and were accepted as part of the first cohort - the company liked the fact that you'd worked together and were committed to Good Earth's vision and mission. After the initial training at corporate headquarters, you have been assigned as a team to take over an existing branch, ahead of assuming individual responsibility for a restaurant of your own. Each branch is open 7 days a week from 10 in the morning till 10 at night - some branches extend these hours at the weekends, especially in college towns. An effective management team of 3 to 4 co- managers is therefore required. Before you took up this assignment you were told that you would be evaluated as individuals, but your performance as a team would be the most important factor that senior management would be looking at. Although, you have a lot in common, that does not mean that you all have the same views on every topic, and you all have different philosophies and styles of management. You all have to work within a corporate framework of business practices and values established by the husband and wife team, Sara and Rodrigo, who founded the company. Although they feel strongly about the values and principles that led them to start the business, they are also very disciplined when it comes to the day to day running of Good Earth. For the first year or so it was touch and go whether the company would survive. They learned very quickly that the food business is a tough one and that margins were very tight Controlling costs became very important since food waste and inventory loss are a constant factor in restaurants. Portion control and minimizing stealing were just two of the difficulties Sara and Rodrigo grappled with. They knew that they had to balance their personal views and commitments and the realities of business operations. They could be "good" people, committed to the values and ideals that their customers shared, but they also needed to be bosses. They have put in place business and management processes that ensure that each restaurant operates in the same way, with strict adherence to a set of corporate defined procedures and policies. Because of the nature of the work, you have a lot of part time workers, and the company has a very strong set of policies to ensure that anyone hired is legally entitled to do so. This can be quite challenging since worker turnover is high and there is a need for all shifts to be fully staffed. On a routine review of the employment papers of a recently hired group of employees (about 12 in all), one of you discovered what you thought were discrepancies in them. It looks as if they all submitted fake references and potentially false social security cards as well. If that is the case, you are going to lose half your workforce and that will have a major impact upon your revenue. Some of you pay less attention when it comes to reviewing the HR paperwork - you all have different perspectives when it comes to employing undocumented immigrants. It looks as if that might be coming back to haunt you as a group. To add to this, you all looked over the figures for the last 3 months and they do not look good. Compared to the 3 months before your team took over your restaurant's gross profit is down by 25%. The biggest factor seems to be the cost of raw ingredients. They are up by 50% even though the number of meals served has risen only by 10% and the number of customers by 15% (and the feedback from customers has been overwhelmingly positive). The company has a strict no food for anyone who works in the restaurant including managers. However, some of you are more lax with this policy than others. Like most other restaurants, the wages you pay are low and you can see that your employees are struggling to get by. Some of you turn a blind eye to employees serving themselves food - you think it wrong that a company that serves food and with its strong values does not allow its employees to eat the very food it is serving its customers. That also seems to be coming back to haunt you. 1. What is or are the biggest problems the management team faces? 2. What are the most important factors to consider in this case