CASE STUDY  short-staffed he the Kitchen
Sally is the general manager of one of the best restaurants M town, known as The Pub. As usual, at 6:00 PAL on a Friday night, there is a 45-minute wait. The kitchen is overloaded, and they are running behind in check times, that is, the time that elapses between the kitchen getting the order and the guest receiving his or her meal. This is critical, especially If a com-plaint Is received because a guest has waited too long for a meal to be served. Sally is waiting for her two head line cooks to come in for the closing, shift. It Is now 6:15 P.M. and she receives phone calls from both of them. Unfortunately, they are both sick with the flu and are not able to come to work. As she gets off the phone, the hostess tells Sally that a party of 50 Is scheduled to arrive at 7:30 P.M. Sally Is concerned, knowing that they are currently running a six-person line with only four cooks. The productivity is very high, but they are running extremely long check times. How can Sally handle the situation?

Discussion Questions 1. How would you handle the short-staffing issue? 2. What measures would you take to get the appropriate cooks In to work as soon as possible? 3. What would you do to ensure a smooth, successful transition for the party of 50? 4. How would you manipulate your floor plan to provide great service for the party of 507 • 5. Flow would you Immediately make an impact on the long check times? 6. What should you do to ensure that all the guests in the restaurant are happy?

CASE STUDY Shortage in Stock
It is 9:30 A.M., Friday morning at The Pub. Product is scheduled to be delivered at 10:00. Sally specifically ordered an exceptional amount of food for the upcoming weekend because she Is projecting it to be a busy holiday weekend. Sally receives a phone call at 10:30 from J&G Groceries, stating that they cannot deliver the product until 10:00 A.M. on Saturday morning. She explains to the driver that it is crucial that she receives the product as soon as possible. He apologizes; however, it is Impossible to have delivery made until Saturday morning. By 1:00 ,e., they are beginning to run out of product, including absolute necessities such as steaks, chicken, fish, and produce. The guests are getting frustrated because the staff are _ . beginning to 136 a great deal of product. In addition, if they do not begin production for the PM. shift soon, they will be In deep trouble. On Friday nights, The Pub does in excess of $12,000 in sales. However, if the problem is not. immediately alleviated, the restaurant will lose many guests and a great amount in profits.
Discussion Questions 1. What immediate measures would you take to resolve the problem? 2. How would you produce the appropriate product as soon as possible? 3. Who should you call first, if anyone, to alleviate the problem? 4 What can you do to always have enough product on habit? 5 is it importantto have a backup plan for a situation like this? If so, what would it be?

CASE STUDY Az Java Coffee House
Michelle Wong is manager of the Java Coffee House at a busy location on Union Street in San Francisco. Michelle says that there are several challenges in operating a busy coffeehouse, such as training staff to handle unusual circumstances. For example, one guest consumed a cup of coffee and ate two-thirds of a piece of cake and then said he didn’t like the cake, so didn’t want to pay for his order. . . Another problem is suppliers who quote good prices to get her-business and then, two weeks later, raise the price of some of the items. Michelle says that the young employees she has at the Java Coffee House.are her greatest challenge of all. According to Michelle, there are four. kinds of employees—those who are lazy, those who are good but not responsible, those who steal, and those who are great and are no trouble.
Discussion Questions 1. What are some suggestions for training staff to handle unusual circumstances? 2. Flow do you ensure that suppliers are delivering the product at the price quoted? 3. What do you do with lazy employees? 4. What do you do with irresponsible employees? 5. How do you deal with employees who steal?

CASE STUDY  Bar Personnel
As bar manager of a popular local nightclub, it is your responsibility to interview and hire all bar personnel. One of your friends asks you for a job as a bartender. Because he has experi-ence, you decide to help him out and give him a regular shift. Dining the next f ew weeks, you notice that the overall sales for his shifts are down slightly from previous weeks when other bartenders worked that shift You suspect he may be stealing from you.

Discussion Questions 1. What are your alternatives for determining whether your friend is, in fact, stealing? 2. If you determine that he has been stealing, how do you handle it?

CASE STUDY Overbooked; The Housekeeping Perspective
It is no secret that in all hotels the director of housekeeping must be ableto react quickly and efficiently to any unexpected circumstances that arise. Stephen Rodondi, executive house-keeper at the Hyatt Regency La Jolla usually starts his workday at 8:00 A. with a department meeting. These morning meetings help him and the employees to visualize their goals for the day. On thn particulady busy day, Rodondi arrives at work and is told that three housekeep-ers have called in sick. This Is a serious challenge for the hotel because it is overbooked and. has all its 400 rooms to service.
Discussion Question 1. What should Stephen do to maintain standards and ensure that all the guest rooms are serviced?