Hakkasan Restaurant Company - Assignment Example

Contents PART ONE Introduction 4 Management and leadership styles 5 Autocratic Leadership 5 Charismatic Leadership 6 Democratic Leadership or Participative Leadership 6 Conclusion 6 Bibliography 7 Concept and facility design 8 Conclusion 10 Bibliography 11 Hakkasan Restaurant Company Introduction The report below seeks to unveil the facilities that are associated with Hakkasan Restaurant Company. Hakkasan Restaurant Company is a Chinese restaurant that is located in London, England at Hanway Place. It opened its doors in 2001 in London. The restaurant was designed by Christian Liaigre, a designer. The restaurants design portrays a modern look and it is the same for all the other Hakkasan restaurants in the world. The bar is made up of pure English oak and the Ling Ling lounge and dining area that offers small dishes and a wide range of drinks such as cocktails, wine, champagne and bottled spirits. As a way to make their kitchen part of the restaurant, their kitchen is open plan and very visible by the customers. Tong Chee Hwee, is the head chef at Hakkasan restaurant. Hakkasan Restaurant facilities include food and drink restaurants, eating and drinking facilities and entertainment. The restaurant has a Chinese cuisine that has a variety of dishes such as soups, sea foods and meat. On their beverage section, they do have champagne, red and white wine, sherry, cocktails such as The Hakka, Kumquat Mojito and Plum Sour. There exist desserts and lunches or the guests. In addition to that the restaurant also has private dining where reservations are made directly through contacting them. The restaurant was awarded a Michelin star in 2003 for being the best and modern destination for Chinese cuisine. Management and leadership styles Each company has a set of organisation bureaucracy that is followed so as to ensure that the organisation or company is run effectively and efficiently. Looking at Hakkasan Restaurant, as a restaurant that has won a Michelin star in 2003, it can be deduced that they have set goals that have to be achieved that the management has set. For example, the food and beverage department is focussed on success and fulfilling the customers’ needs. With that, they have to follow what the heads chef deems to be a useful menu to use. As a result, one of the major leadership styles is the autocratic leadership style with a twist of charismatic and democratic leadership. Autocratic Leadership Autocratic leadership is where by the leader is the final determinant of a decision and others under him or her do not have the capability to make or object the decision. For routine and effectiveness in the organisation or company, this style is better preferred as it ensures that employees do what they are told to do for the benefit of the company (Vector Study, 2012). Charismatic Leadership A charismatic leadership style is basically more involving as the leader in place is more enthusiastic in his work and also toward the other employees (Vector Study, 2012). Democratic Leadership or Participative Leadership A democratic leadership style is basically an instance where the leader makes the final decision for the team members after they have participated in an involving decision making process. Thus employees feel in better placed in the organisation’s decision making process thus better results in output (Vector Study, 2012). Conclusion The described leadership styles make work at the organisation easy to handle and the employees feel that they are part and parcel of the organisation. But in the need that strategic decisions have to be made then the leader is prone to implement the use of Autocratic style for convenient and steady decision making that will not be up for revision. For the charismatic leadership style, employees need motivation from the top notch and from each other. Restaurants are work places where employees work extra hard so as to satisfy the customers. So the charismatic leadership style is convenient for such an occasion. The democratic leadership style can be implemented on the days that are not busy. This can at least help the employees be better managers at times. This helps the staff to be part of the team. Bibliography HAKKASAN. Unknown. Hakkasan Hanway Place. Web. Retrieved from: http://www.hakkasan.com/hanway-place/ VECTOR STUDY. 28 July 2012. Types of Leadership. Web. Retrieved from: http://vectorstudy.com/management-topics/types-of-leadership Concept and facility design Facility design is an important concept especially in businesses of this age. Getting the right designs for a facility are quite critical so as to stay competitive in this ever changing business environment. Facilities Management can be defined as, “an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation” (Atkin & Brooks, 2000). Facilities Management can also be describes as a, “….hybrid management discipline that combines people, property and process management expertise to provide vital services in support of the organisation (Then, 1999). The concept behind Curry leaf, the Indian restaurant is to ensure that the current design in place is modified so as ensure that existing operations continue to function as usual, high standards are maintained, the new dishes improvised in the menu will have slightly higher prices than the other existing dishes and the new system in place will ensure smooth and effective operations management. The design process also includes the renovation of the restaurant in form of lockers to be changed, painting the restaurant and other changes such as the bar stools. Such facilities improvising help the restaurant to be competitive to other restaurants and also to attract customers and thus increase profits. The design strategy for adoption needs to undergo three key steps. These include: Analysing – this involves getting to know the current state and facts of the facility under consideration such as the organisations objectives and policies, the space available, resources at hand and costs analysis. The aim of the analysis is to establish a thorough understanding of the present state of the organisation’s real estate and facilities management. This means assembling all material facts including: Developing solutions – involved finding the optimal solution from the analysis stage. The best approach to developing solutions is getting to know the current options, create a list of judging options, then evaluate the options and finally select the optimal option that can be safely adopted. Implementing solutions – this involves putting the optimal plan to the test. With regard to changes in the kitchen, a lot of costs will be initiated. These include, getting point of sales micros stations, employee lockers, and paint for the kitchen rebranding, decorations and art works, furniture and the bar stools. All these factors have to be implemented by Curry Leaf so as to stay competitive and attract its clients. There are also several factors that should be put in place when considering the whole facilities design. These can be termed as managerial techniques that will definitely increase profits from the design investment as well as keeping the competitive edge. There first key factor is cost control. Cost controlling is very acute because it will define the amount of money that should be injected into a project based on profits income. Training existing employees: Curry Leaf should deploy smaller teams that are highly qualified in both their skill and experience at the restaurant, thus other employees will not be employed. Quality Management: opting for less expensive resources in the company without affecting the quality of the resource is another cost cutting initiative. Quality management will ensure that the supplies brought to Curry Leaf are of good quality thus saving costs of disposing supplies that have gone bad. Thus this can be a good strategy to increase customers as the quality of food is great thus the business will be recognised well and will have earned the competitive edge with its customers (Keith, 1996). Again, each project in place should have the definite number of employees to work on it and not everyone. Curry Leaf may get contractual employees to assist in paining and other works that will be carried out in their new kitchen. The final optimal strategy to reduce costs is to give employees merits based on performance. Conclusion Performance management is a methodology that needs to be implemented so that Curry Leaf can stay top notch in the market. Performance management best steered will lead to the accomplishment of the set goals and targets. This will lead to an increased number of customers at Curry Leaf due to better services and ambience (Chartered Quality Institute, 2013). This will definitely lead to productivity as the employees in the restaurant will feel as if they are in a new working environment. As for the guests, the new artwork and paintings will attract them to a more comforting environment in the restaurant. Factors that can be put in place to motivate the employees lean towards the working environment. In this instance, that has already been catered for because of the implementation of the employee lockers will encourage them to feel appreciated and cared for and this will essentially give them motivation to work. A good working environment always makes employees satisfied. Bibliography Atkin, B. & Brooks, A., 2000. Total Facilities Management. London: Blackwell Science. Then, D., 1999. An Integrated Resource Management View of Facilities Management. Facilities. Vol17(12/13). Pp.462-466 Facilities. Strategies for facilities management. Web. Retrieved from: http://www.facilities.ac.uk/j/cpd/62-facility-management/118-strategies-for-facility-management Charlie S., 2011. Buzzle: Cost control techniques. Web. Retrieved from: http://www.buzzle.com/articles/cost-control-techniques.html Keith, A., 1996. Facilities Management: Theory and Practice. London: Routledge Chartered Quality Institute, 2013. Performance management. Web. 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