Table of Contents

SECTION A - ANALYSIS OF YOUR TEAM BEHAVIOUR 3
Belbin team roles 3
Introduction 3
Analysis of outlined team behaviour on the hotel performance 4
SECTION B - MOPS OR KPIS 5
TGI Friday’s 5
Introduction 5
First operational measurement 5
Second operational measurement 6
Conclusion 7
References 7
References 8

Section A - Analysis of your team behaviour
Belbin team roles
Introduction

Dr. R. M. Belbin said: “A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them” (BELBIN Associates, 2012). Belbin team roles were created in order to make group work more effective and understand positives and negatives of each team member. According to the Belbin theory there is 9 roles which members can be named by, which are: plant, monitor evaluator, co-ordinator, resource investigator, completer finisher, implementer, shaper, team worker and specialist. This table is going to show the roles of each member in our group and will point some advantages and disadvantages which could affect group work and productivity in the future and influence our hotel.

Team Members | Main Role | Second Role | Positive | Negative | Member 1 | Implementer | Coordinator | M1 is the member who was sure about ideas which were discussed properly in the team, so that turns them to the action effectively. This member delegated the work appropriately and knew what he was doing. | This member wasn’t sure about new suggestions and ideas; most of the time was stick to the actions which were made in the beginning and didn’t support new ones. | Member 2 | Team worker | Implementer | M2 was open-minded and diplomatic. This member talked to every member in the group and tried to make connection more productive between everyone. Moreover, was well organised so that was doing his work at the time. | In my opinion this member didn’t really have his own opinion because was worried to face the conflicts, so by supporting everyone tried to reduce the conflicts in the group. Also, this member had lack of English language which was making the communication less efficient. | Member 3 | Monitor evaluator | Implementer | M3 was fair to every team member. He could analyse every idea without any personal judgements and summarise it all. Moreover, this member had a good financial knowledge. | This member couldn’t inspire other team members because was pessimistic sometimes and could reject some nice ideas by being too critical. Even he listened to everyone he could support his own view most of the time. | Member 4 | Resourceinvestigator | Team worker | M4 was really sociable so could talk to other groups and asked them some of their strategies in order to understand how to manage the own hotel. Good in working in teams so didn’t have any conflicts with the group and could find some useful information by outsourcing. | This member was very optimistic in the begging but sometimes this member could be tired of his own sociability, bored with the work and had lack of interest. | Member 5 | Team worker | Coordinator | M5 could clearly identify the goals of the team, reduce the conflicts and be friendly to every team member. | Could not be specific, also could not share the work equally. Sometimes had personal issue so wasn’t doing his work properly. | Member 6 | Team worker | Implementer | M6 could work as a group member effectively. Had a computer skills so could work online faster than anyone else. | This member was really quite so i could not understand till the end what he has done for our hotel. I did not see him participating that much, probably because he did not want to support someone so he preferred to stay out of discussion. Also the knowledge of English language was quite low. |

Analysis of outlined team behaviour on the hotel performance

In my opinion our group was not diverse enough this is why our work was not that effective as it could be. Diversity can increase sources, ways of thinking, knowledge in order to resolve the problems (Thomas, Ely, 2001). As I think in our group we had so many similar team roles which could cause us some disagreements between the team members. For example, M2, M5, M6 were team workers which can be good for working as a team but in order to manage the hotel, such as in financial way like GOP, Net profit or ROE, it was very hard for us. We had M3 who had quite good financial knowledge, this is what helped us in the accounting mostly. It was the main reason why for all 4 quarters our hotel was taking quite low position. ROE was stainable and took 6th place in the score card and GOP was moving from 6th to 9th place. Also in our group 6th of us were international students so the communication was really poor as each member was continuing to speak in their own language so it was hard to make an effective decision. I think that was one of the main reasons why our hotel was stainable and couldn’t move higher: 1st quarter- 5th place, 2nd quarter- 5th place, 3rd quarter- 4th place, 4th quarter- 4th place and 5th quarter- 5th place again. Although our financial part was not really successful, our advertising and marketing strategy was good as we tried to work and count it together. We received good comments from the customers and also our occupancy rate was quite high. M4 was the most sociable from our group so he could talk to other groups in order to understand their marketing strategies and create our own for not having the competitors on the market. As we had an implementer in our group (M1) this helped us to turn our ideas into action. For example, we were not sure about should we do the refurbishment or renovation and if yes when exactly should we do it. The M1 was quite sufficient about it so we did soft goods redo in quarter 2 which leaded to increase of our guests’ satisfaction.
Section B - MOPs or KPIs
TGI Friday’s
Introduction

I have chosen TGI Friday’s restaurant which based on Covent Garden, 6 Bedford Street in London. The abbreviation T.G.I.F. means “Thank Goodness It’s Friday (Newsweek, 1937).
The first one was opened in 1965, on the corner between 63rd Street and 1st Avenue in New York. It is one of the restaurants which are owned by Carlson companies. TGI Fridays presents traditional American food and famous for its burgers, steaks and ribs. Although, the focus is on American fast food, the restaurant has other options such as fajitas, quesadillas, pastas and salads. If talking about prices it is nothing like MacDonald’s or Burger King, the average meal costs about 15-20 pounds (TGI Fridays, 2012). It is obvious that TGI Fridays is not focusing on low-spending customers it is more for mid-class families.
The speed service is very important for the restaurant. I was in TGI Friday’s myself many times and the queues were unbelievably long even starting outside of the entry to the main area. Staff who are working in the TGI Friday’s always invite customers to the bar to have a drink while they are waiting for the free table which i think is a good way to keep them busy but not very useful sometimes. First of all, bar is quite small so not many people can be fit in there. Secondly, when people are coming to the restaurant, it means they are hungry so they want to have something to eat by advising them a drink and make them wait for half an hour is going to make them leave the restaurant.
First operational measurement

I think that effective decision would be to renew the equipment because all processes starts in the kitchen so either chiefs cook slowly because the equipment isn’t appropriate or staff cannot serve fast enough. In order to make the service faster, TGI Friday’s might start using hybrid ovens. This technology consists of microwave oven and impingement oven in order to increase the speed of service. It can be installed without an exhaust hood because there is not much smoke and the main point of doing it, is that heating is happening instantaneously. The main disadvantage can be the price of the hybrid oven which is between $4,500 up to $10,000. It is quite expensive but I think that for the famous restaurant such as TGI Friday’s it will not be a problem, at least few of them can be bought and see if it makes any difference to the speed service. If it does than profit from the customers will pay off the price of the equipment. Moreover, TGI Friday’s can use induction, a small counter-top which is used for heating pans. Heating is happening instantly and can be controlled by buttons which makes it easy to use (Bendall, 2008).
Second operational measurement

As I find customers’ waiting is one of the most important problems I would suggest to train and control work of employees more seriously in order to make the service and customer satisfaction higher. There is nothing wrong with increasing the spend on training as long as it can be seen that the business is moving forward not stays at the same place. It is also important to manage how many people are working in each unit. Computer tables can be created in order to understand how many people can work in particular area, what skills they have and some personal information as well (Waller, 1996). The service depends on employees’ skills to connect with customer in one or another situation. Although, TGI Friday’s employees are already given the training for advising customers and team briefing (TGI Fridays, 2012), training for speed service can be given as well. Many restaurants have changed the way of controlling employees from traditional way to having a manager per unit and this restaurant is not the exception (Waller, 1996). Each unit has a manager who is responsible for employees in the different areas (Lashley, 2000). I think that managers who are responsible for dishes delivery should work more effectively because few accidents has happened about managers moving from different units (Lashley, 2000). There might be the problem that they are not motivated enough, so in order to increase motivation, extra salary can be added which depends on the number of customers they have served or make some competition between units and give some prices to the most successful and effective one. It is also important that the principles of MBWA (management by wandering about) are applied by the managers (Waller, 1996). Although the speed of service might be slow because of the chiefs’ skills, according to some interviews, chiefs are considering that the problem is not because of their skills or equipment, it is happening because staffs is not trained or are not experienced enough (Pratten, 2003). The policy of TGIF includes enjoyment for employee and employees. To get the job in this restaurant the first step to do is the interview, audition, where potential workers get chance to realise their personality and show importance of their team role. For example they can wear hat or any attribute that shows their personality which also creates informal working atmosphere (Ingram, Jones, 1998). On the one side it is good that workers feel free and enjoy their work but on another side I think that this freedom disturbs them from their main responsibilities. May be sometimes, workers are not taking some situations or their work serious enough. For example, workers might concentrate on one table only and be very sociable and kind to them what is going to hold one customer for too long whilst others are waiting for half an hour in the queue. This is why training should be given, for employees to understand how to treat customers and serve them faster so the number of guest can increase.
Conclusion

As I mentioned before I think that the main problem the TGI Fridays’ restaurant has is that their services too slow so that customers have to wait for too long to be served. There are two operational measurements which I have chosen, renew the equipment in the kitchen and train the staff more. I think that chiefs in this restaurant are professional so the problem has nothing to do with their skills. I think if they buy hybrid ovens which are the newest ones, it will definitely reduce the time of cooking the food (Bendall, 2008). Also, so many things depend on the staff who is working in this restaurant. Although staff in TGI Fridays is already trained (TGI Friday’s, 2012), i think more of the training will be useful in order to increase productivity and reduce queues.
References

BELBIN Associates. (2012). Belbin Team Roles. Available: http://www.belbin.com/rte.asp. Last accessed 28th apr 2013.
Bendall, D. (2008). Well-Equipped speed thrills. RESTAURANT HOSPITALITY, 94-98.
Ingram, H.; Jones, S. (1998). Teamwork and the management of food service operations. Team Performance Management. 4 (2), 63-73.
Lashley, C. (2000). Empowerment through involvement a case study of TGI Fridays restaurants. Personnel review. 29 (6), 791-815.
Newsweek. (1973). The original is still the best, (16).
Pratten, J. D. (2003). The importance of waiting staff in restaurant service. British food journal. 105 (11), 826-834.
TGI Fridays. (2012). Main Menu. Available: http://www.tgifridays.co.uk/site/static/files/TGI6448_MainMenuA.pdf. Last accessed 26th Apr 2013
Thomas, D.; Ely, R. (2001). Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, 229-273.
Waller, K. (1996). Improving Food and Beverage Performance. London: Keith Waller, 1-367.