Factors Driving Marigold Restaurant Food Management Success and Growth

Question

Task: Provide a short note on the customs followed in the food management processes in the institute of Marigold Restaurant.

Answer

Introduction
The restaurants of the marigold are the most leading ones in the city of Sydney for 30 years which is specialized in Cantonese cuisine. The Marigold Restaurant Food Management company was established in 1982 and had provided Hong Kong cuisines for the customers of Australia. The main outlet situated in George Street is well-known for its extravagant slap-up meals and is currently third in the restaurant market. The customers of the Marigold Restaurant consider it to be a suitable place for family and friend gatherings. This report is drafted from the perspective of the chef in the Marigold Restaurant. As mentioned earlier, the restaurant is unique in its presentation by providing vividness, elegance and multiplicity in the Cantonese cuisines and other a la carte dishes in their menu. The Marigold restaurant had not only focus on providing premium food but also on delivering it at a cheap cost. The restaurant is performing extremely well because of the united and coordinated effort of the chefs, and the operation staff employed in the back end and front end of the organization. Apart from just preparing delicious food for the customers, chefs also keep in check the cost of operation commenced in the organization by providing innovative methods to curtail the budget on insignificant factors (Benavides-Velasco et al. 2014).

Assessing the outcomes of Interview
Various modes of Hospitality Enterprise managed by the chefs: As per the company rules, it is the executive chef of the Marigold restaurant which handles the whole activity in the kitchen unit. He must efficiently guide the staff in the kitchen and work in accordance to enhance the status of the organization. As a part of it, the executive director has to provide apt training and guidelines to his subordinates. The restaurant is providing delicacies varying from vegetables to seafood and various kind of meat. Hence the Marigold Restaurant Food Management chef should make it certain that the customers are provided with fresh and appetizing food. He is accompanied by the kitchen staff to ensure the delivery of fresh food from the kitchen thus reducing the chance of any customer dissatisfaction (Saleem and Raja 2014). On another side, Marigold restaurant is also providing its customers with a wide range of beverage products which comprises premium quality vines diverse in quality and price. The management of the organization has also included some wines with other dishes on the menu which are complementary in characteristics. If the kitchen group comes across any sort of challenge, the chef takes in charge and try to lead the team in a well-coordinated way. The chef is entitled to the duty of customer satisfaction; hence he must possess the ability to win over the customers which would make regular clients the organization along with the referred ones by them. Thus, the Marigold Restaurant Food Management chef always preserves his contact with the customers during their visit. Because of the direct contact with the customers, the team and the management could get unfiltered feedback that could be utilized to increase the quality of food and service better (Nieves and Segarra-Cipres 2015).

Sustaining the cost control in the operation of Front House
The term front-house signifies the section of the operation team which is wide open to the customers who carry direct communication with them. The customers coming under this category are employed in the sections like entry room, lounge, dining room, restroom and the seating layouts provided outside of the organization. Since the section in the front house of Marigold restaurant has direct contact with the customers, the chefs supervise all of their actions meticulously. The chef is also provided with the liability to enhance the profit range of the restaurant; hence he is recommended to keep the cost of the food on a scale of 28% to 35% without degrading its quality. The strategic tasks like designing and arranging the menu come under the authority of the chef. The designing and drafting of the menu are taken very seriously by the chef since the unavailability of any dish would cause dissatisfaction among the customers. The items in the menu are arranged in such a way that the modification is possible in the case if any item is missing. A backup plan of a similar and substitutable dish is always kept the cooking team in the kitchen to reduce the instances of disappointment in customer (Sachs et al. 2014).

Sustaining the cost control process in the Back-end Operation
The back-end operations remain hidden from the customers and only indirect form of communication with them would be possible. The employees in the sections like subordinates of the chief chef working in the kitchen and other workers employed in the warehouses are considered to be in the back-end processes. As mentioned earlier, the chef would manage all the subordinate cooks working in the kitchen and thus ensures a certain quality in the dishes prepared. It was made clear by the executive chef of the institute that the recipe is inscribed in the written form to sustain the accuracy and deliciousness in the dishes prepared (Gin et al. 2013). If the same high quality is sustained by the restaurant the demand for the dishes would increase automatically. The officials in the Marigold Restaurant Food Management department are given exclusive stress in providing various Chinese delicacies daily and had branded it as 'Choice of Chef'. A systematic record of accounting or inventory should be maintained to trace down the developments and the hidden wastages of the resources. Apart from other methods, preparation of inventory is very effective in tracking down unwanted wastage. This custom would consequentially lead to keep better practices in the ordering process. The authorities in the restaurant had given power to the chefs to take strategic decisions by analyzing the outcomes recorded in the inventory and also devise out innovative methods to increase the performance of the organization. The task of supervision in dishwashing is also supervised by the chef to sustain cleanliness and hygiene in the utensils. The company gives the liability to prepare a special menu for the special consumers in happy hours and festive periods. It could be clear by now that almost all the back-end processes are controlled and supervised by the executive chef (Leung et al. 2015).

Financial Cost Control methods implemented in the everyday business operation
It has been notified by the executive chef to the higher authorities that expenditure commenced in buying raw materials needed in each section is comparatively higher than a normal instance. Although the quality of food should be maintained, the cost of preparing it could still be reduced by using relevant and cheaper substitutes. The role of each employee should be elaborated to themselves which could consequentially enhance the overall productivity of the restaurant since every task would be carried out very systematically by the designated officials. The budget of the processes involved in the operations should be drafted by the executive chef. This data would be very helpful in calculating the expected sales in future and expenses required for the future advancements in the restaurants (Jani and Han 2014).

Assessment of the results and its efficiency in handling operation in food services.
In the due course of this report, it would have been very evident that the executive chef is provided with the authority to implement innovative strategic plans to enhance the performance of the company. He must handle different teams in the hostel and ensure maximum productivity from them. In Marigold restaurant the chef also handles the directorial tasks, thus aiding the management board to accelerate the restaurant towards success (Ali and Amin 2014). The chef is facing an imminent challenge of providing quality food at a cheaper price to maximize the profit and attract new customers. The crucial step in cost management like curtailing wastage in food should be taken very seriously. As discussed in this report, the chef has also the power to alter the design of the menu (Karatepe et al. 2014). A special effort is made to provide genuine and delicious food to their customers by preparing a well-crafted menu. The marigold restaurant is preferred by most of the customers because of its readiness to provide a customized experience on a special occasion if requested. The team which caters to the food is also under the management of the executive chef and along with them, he ensures that the customers are having a very good time. The walls of the restaurant are decorated using Chinese paintings and artifacts which could provide a very fresh and unique ambiance to the consumers. Apart from this, the restaurant also possesses a dining area that could hold 200 people simultaneously. The Marigold Restaurant Food Management layout also ensures available pace for the smaller groups of people which is decorated in a very aesthetic way. The front-end always makes well-coordination with the back-end team via executive chef for the smooth flow instructions. The post of executive chief bears a responsibilities and liabilities towards the restaurant in which he is working. Marigold Restaurant Food Management assignments are being prepared by our management assignment help experts from top universities which let us to provide you a reliable assignment help online service.

References
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Benavides-Velasco, C.A., Quintana-García, C. and Marchante-Lara, M., 2014. Total Quality Management

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Gin Choi, Y., Kwon, J. and Kim, W., 2013. Effects of attitudes vs experience of workplace fun on employee behaviors: Focused on Generation Y in the hospitality industry. International Journal of Contemporary Hospitality Management, 25(3), pp.410-427.

Jani, D. and Han, H., 2014. Personality, satisfaction, image, ambience, and loyalty: Testing their relationships in the hotel industry. International Journal of Hospitality Management, 37, pp.11-20.

Karatepe, O.M., Beirami, E., Bouzari, M. and Safavi, H.P., 2014. Does work engagement mediate the effects of challenge stressors on job outcomes? Evidence from the hotel industry. International Journal of Hospitality Management, 36, pp.14-22.

Leung, X.Y., Bai, B. and Stahura, K.A., 2015. The marketing effectiveness of social media in the hotel industry: A comparison of Facebook and Twitter. Journal of Hospitality & Tourism Research, 39(2), pp.147-169.

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Nieves, J. and Segarra-Ciprés, M., 2015. Management innovation in the hotel industry. Tourism Management, 46, pp.51-58.

Sachs, C., Allen, P., Terman, A.R., Hayden, J. and Hatcher, C., 2014. Front and back of the house: Socio-spatial inequalities in food work. Agriculture and Human Values, 31(1), pp.3-17.

Saleem, H. and Raja, N.S., 2014. The impact of service quality on customer satisfaction, customer loyalty and brand image: Evidence from hotel industry of Pakistan. Middle-East Journal of Scientific Research, 19(5), pp.706-711. lot of responsibilities and liabilities (Molina-Azorin et al. 2015).