Q1.

In most cases, chefs, kitchen assistants and waiting staff are the most affected
personnel in restaurants. Unhealthy working conditions, inappropriate clothes
and carelessness towards cleaning are major contributors in accidents and fatal
incidents. By ensuring simple health and safety standards, restaurants can
significantly reduce the risk of any accident or unfortunate incident in the
establishment, especially in the kitchen.

Q2.
As a restaurant owner, your goals and objectives should be tied to your mission
and value statements. Ensure goals and objectives are specific, measurable,
achievable, realistic and timely. This will provide you with a plan to follow and
the ability to recognize the point you achieve success. It is not necessary to set
goals for every facet of your restaurant business, but it is important to focus on
key elements. Update your goals and objectives when necessary, as business
plans become dated.

Q3.
• Action plans are the specific tasks or steps you will take to accomplish
each goal.
• They help determine whether the end result and timeframe are achievable
and the resources and support you will need to be successful.
• They provide a roadmap to monitor and a focus for employee/supervisor
feedback and coaching.

Q4.
•
• Goals should be high level enough to encompass the core outcomes for
which you are responsible, but specific and clear enough so you will be
able to measure success.
• Performance goals include both ongoing program responsibilities and any
new projects, assignments, priorities, or initiatives that are specific to this
performance cycle.
• For most employees, the majority of their goals will articulate ongoing
responsibilities and may not change much, if at all, from year to year.

Q5.
Expenses are a serious concern for any business owner. However, in the
restaurant business, unnecessary expenses such as food waste, excessive labor
and overpriced necessities can lead to a sizable dip in profits. When setting goals
to keep expenses in line, consider the areas of labor, food, overhead and
employee retention.
Q6.
• Different employees within or across work units may each have a piece of
a broader goal, contributing in ways that are consistent with their areas of
responsibility and expertise.
• You may be ultimately responsible for an outcome to which others who
report to you also contribute.
• The “S” (specific action) for your goal should reflect your role and
contribution.
• The “S” also helps communicate whether a goal reflects an ongoing
program responsibility or a new, time-specific assignment.

Q7.
All small businesses have problems that must be solved in order to improve the
productivity and profitability for the business. In fact, in some businesses, the
entire business model may be centered on solving problems for customers or
clients. Effectively solving problems for a business involves a set number of steps,
one of which is setting goals

Q8.
When goals are set for complex problems in the business, it is important to
always have an alternate set of goals. The goals of the business will constantly
change to meet and adapt to the needs of the business. These goals serve as a
plan B for the business to use in case the first goals do not yield the desired
results.

Q9.
When goals are developed to solve problems, the goals should follow the SMART
system: specific, measurable, attainable, realistic and timely. In order for goals to
be effective in the small business, all five attributes must be present within the
goals that are set. Problems can only be effectively addressed if the proper goals
are set by using the SMART system of goal development. When developing goals,
organizations should create a goal list on paper to show their commitment to
solving the goals.