You have been appointed as a manager of Sustainable Cuisine, an organisation that is owned by a
Question:
You have been appointed as a manager of Sustainable Cuisine, an organisation that is owned by a group of 8 owners. The owners have very little involvement in the management of the restaurants other than being on the Board of Directors which meets monthly together with the key managers involved in running the operations.
Sustainable Cuisine has four restaurants, with one restaurant each in Burnie, Devonport, Launceston and Hobart. Sustainable Cuisine specialises in both seafood (particularly Salmon and Lobster) and vegetarian food. It also does serve steaks (beef) which are proving popular. It also has a liquor licence and serves a range of wines and beers.
Each restaurant can seat 100 people, and many nights of the week, the restaurants are full. People generally book a table many weeks in advance. People are known to come from interstate to dine at the restaurants.
The organisation employs mainly local people and, where possible, sources its produce, supplies and equipment from local suppliers. It is considering opening two more restaurants in other parts of Tasmania in the coming two years.
Your role is to embed sustainable business practices within the organisation. Previously, this was an area of operations that had been given limited attention by the organisation which is surprising given the name of the restaurant chain. The owners of the organisation want the organisation to become very well known for having sustainable business practices.
You have been asked to provide a report to the company's Board of Directors and in doing so you are required to:
- Explain what accountability might mean to this organisation in terms of 'to whom' and 'for what' aspects of performance, the organisation should accept responsibility and related accountability.
- How to determined these responsibilities and associated accountabilities (for example, it perhaps entailed the use of some form of 'social audit').
- Also suggest how you might determine and measure certain aspects of performance (with identification of some key performance indicators) and provide some details of the 'accounts' that the organisation should produce.