Industial Orientation 2

2010
Industrial Orientation Report
Industrial Orientation
Report
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EXECUTIVE SUMMARY
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PREFACE
This is the industrial orientation report. 40 hours of work have been done to write a
report of what company it is and how it functions. Here different theories are uses to
describe for instance the human resource and motivation. The company I used is
called Restaurant and the owners are my parents. I work there for six years now and
enjoy it.
For me it was pleasant to do this assignment. I know a lot of things around Restaurant.
Yet I never used one single theory to define why something is happening. So I have
learned a lot about that.
Special thanks go to my dad, Theo Rebergen and my mom, Ilja Rebergen. They helped
me with question I had. I just had to call them and that is great. Also special thanks to
Gert Jan and Jessica, they have taught me an everything, ok – almost everything, I
know about the company and how things are done.
I hope you enjoy reading it.
Person
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TABLE OF CONTENTS
Inhoudsopgave
EXECUTIVE SUMMARY................................................................................4
PREFACE...................................................................................................5
TABLE OF CONTENTS.................................................................................6
INHOUDSOPGAVE......................................................................................6
INTRODUCTION..........................................................................................9
CHAPTER 1
COMPANY ANALYSIS................................................................................10
1.1 Business summary..............................................................................................10
1.1.1 Short history..................................................................................................10
1.1.2 Services.........................................................................................................10
1.1.3 Target group..................................................................................................11
1.2 Company culture................................................................................................11
Hofstede's Framework for Assessing Culture...........................................................11
1.3 Marketing mix.....................................................................................................13
Product....................................................................................................................13
Price........................................................................................................................13
Place........................................................................................................................14
Promotion................................................................................................................14
CHAPTER 2
HUMAN REOUSRCES.................................................................................15
2.1 Organizational structure......................................................................................15
2.1.1 Functional structure........................................................................................15
2.1.2 Framework for hospitality...............................................................................16
2.2 Managing Human Resources...............................................................................18
2.3 Strengths and improvements.............................................................................21
Three strengths for Restaurant................................................................................21
Three improvements for Restaurant........................................................................21
CHAPTER 3
CULTURAL DIVERSITY...............................................................................22
4.1 Context Orientation.............................................................................................22
4.2 Framework for Assessing Culture.........................................................................23
4.3 Kluckhohn and Strodbeck’s Value Orientation.....................................................23
How do we perceive human nature?........................................................................23
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What is an employee relationship to the working environment?..............................23

How do employees perceive time?..........................................................................25
What is the relationship between the management and the employees and among
the employees?.......................................................................................................25
What motivates the employees to perform their activity?.......................................25
4.4. Culture Bump and Culture shock........................................................................26
4.5. Stereotyping and Prejudice.................................................................................26
Allport Scale (je meet de mate van Prejudice).........................................................28
4.6. Stages of Cultural Awareness.............................................................................29
Emotional Intelligence ..............................................................................................29
CHAPTER 4
LEGAL POSITION......................................................................................31
CHAPTER 5
LABOUR AGREEMENT...............................................................................32
5.1 Job description....................................................................................................32
5.2 Difference in gross and net salary......................................................................33
CHAPTER 6
ENVIRONMENT.........................................................................................34
CHAPTER 7
MOTIVATION............................................................................................35
7.1 Maslow’s pyramid...............................................................................................35
7.2 Herzberg’s two factor theory..............................................................................35
7.3 Skinner’s reinforcement theory .........................................................................36
CHAPTER 8
YOUR SUPERVISOR..................................................................................37
8.2 Main turning point in career................................................................................37
8.3 One day out of life..............................................................................................37
8.4 Management style..............................................................................................37
Leadership style: Theory X + Y................................................................................37
Model: Situational Leadership..................................................................................38
CHAPTER 9
SUPERVISOR EVALUATION........................................................................40
Attitude...................................................................................................................40
Presentation............................................................................................................40
Communication skills...............................................................................................40
Self-dependence......................................................................................................40
Initiative..................................................................................................................40
Quality of the work..................................................................................................40
Guest handling........................................................................................................40
CONCLUSION...........................................................................................41
PERSONAL NOTE......................................................................................42
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REFERENCE LIST......................................................................................43
APPENDIX I - INTERVIEW..........................................................................45
APPENDIX II – PAY SLIP............................................................................47
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INTRODUCTION
This intuitional orientation is done at Restaurant. In the report the experience of the
author is described and different theories are used to underpin different subjects.
First a general description of the company will be given, where the company is
introduced and a company analyze is shown. Next is how human resources are
managed at Restaurant, with some examples. Two kinds of company structures will be
shown and the handling of employing new personnel. Furthermore the cultural
diversity will be described. Different theories are being discussed to show how that
diversity is present at Restaurant. After that the legal position will be reviewed. In
addition more information is give about the labor agreement. The author will explain
more about his pay slip. Continuing with environment and motivation. Where in
environment different subject are being discussed about what Restaurant does with
that. And in motivation different motivational theories are used to explain the
motivation at the company. Later on more information is shown about the company
owner, the authors supervisor, and that will be critically review by the author. A
conclusion is given at the end of this report.
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CHAPTER 1
COMPANY ANALYSIS
1.1 Business summary
Restaurant, located at the industrial area Westfrisia Oost (Zwaag, Noord Holland). A
nice eatery where guest, mostly business people, will find their way to relax and eat. It
is a restaurant. It offers a mid-range menu. This small company with nine employees
and a homelike environment offers their guest a moment of rest.
1.1.1 Short history

Six years ago, it was acquired by the current owner. Back then the company was not
performing well. The previous one was more like a cook. Not a businessman. The
company name had disintegrated over the years and the place itself was shallow. The
current owner took over and redesigned the place. From an empty room with tables
and chairs, a more homelike environment was created. From the (re)start, six years
ago, till now the company has grown – every year. Even with the recession the
company had growth of 10%, compared to the year before.
1.1.2 Services
The owner states that the industrial area itself and the surrounding areas have
approximately 400 small, medium and large companies in total. One can imagine that
the people who work there occasionally want, and need, to eat.
Restaurant facilitates many different services, where lunch is the biggest. Guest can
lunch from a simple bun/sandwich with cheese and a class of milk (€3,20) to a steak
with frites and a class of wine (around € 16,-). Yet it is fairly surprising that a simple,
but diverse plate called ’12 uurtje’ ( 12 o’clocker) is the best running dish during
lunch. A ’12 uurtje’ consists of three slices of bread. One with croquette. Another one
with ham and egg. And the third with roast beef. It is quite tasteful and only €5,95.
Two other services are breakfast and dinner. Where the first is mostly done at request
and is served at the guest home. This service is typically used during the weekends
and holydays. Dinning is not a big part to this company. Still it is possible to dine. The
underlying cause is that this company is established in an industrial area. It may seem
that this is a drawback. Later on in this chapter, this aspect will be shown with more
indebt information why it is not. (Marketing mix – 7p’s)
Another service is catering and parties. Here Restaurant offers a very personalized
way to organize one. The contact person is almost always the owner who will
coordinate with the client. Parties and catering can be done for groups as small as 15
people, as for groups over 1000. For bigger groups the owner asks for assistance from
a fellow caterer.
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1.1.3 Target group

As stated above, there are approximately 400 companies in the vicinity. Most of those
companies consist of small businesses. The majority embodies sole propitiators. That
group rent a small space, a box, and work from there. Guests from them are not
received at their place. No. Guests are invited to come to Restaurant. There they hold
their meeting. Larger organizations also hold meetings, yet they rent the whole
restaurant which will be rearranged to the needs of the client. Beside that during
holidays many families are welcomed as well.
1.2 Company culture

Hofstede's Framework for Assessing Culture
The framework assesses the company culture in four different dimensions.1
A company culture has distance in power. When the distance is small, a company has
a more democratic and consultative culture. Where personnel is more equal, even
when different management layers are in place. A company culture with large power
distance is a company where the decision making is with the managers. With Lower
personnel is less actively involved. Restaurant has a small power distance, because
Theo involves all employees. Even stagiers are asked what they think about it. This
creates a nice culture where employees feel involved.
Personnel of Restaurant are more individual than collective. Where individualism is

about the individual personalities and their attachment to the company. Where
collectivism is more about ‘the group’, like family. Staff feels like family, but not as
strong as the real ones. But the culture has it collectivism, because it sticks together
for a long time already, for some more than 6 years.
Another way of determining and describing the company culture is masculinity vs.
femininity. If the first one is dominant, staff is competitive, assertive and ambitious.
Here the team is goal orientated. Reaching that goal is most important. Where
femininity is dominant staff focuses more on relationships and quality of life. Hereby is
mend that goal setting is less important and that a long term relationship is vital.
When defining if a company has a strong or weak culture. Strong is specified by staff
that responds to stimuli. It handles opportunities and problems itself. Weak specifics
the contrary. 2
Defining culture with this, Restaurant has a strong culture. If new orders are coming
in, staff reacts immediately. Taking action to take the order or inform Theo what can
be done.
1
(Verhage, 2009)
2
(D.F. Harvey, 2006)
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A weak culture does not fit Restaurant. The team is small, 9 employees, and if
someone is not proactive he gets feedback on that part. Is it not from the owner, is it
from a colleague. Most of the employees do give feedback to each other. Some have
more problems with that than others.
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1.3 Marketing mix

Restaurant wants market his products and uses the 7p’s of the marketing mix. They
want to sell the right product, and sell it at the right price, in the right place and using
the most appropriate promotion. In addition they want to employ the right people to
serve their customers. Use the right processes to ensure fast and high-quality delivery.
And create the right environment for their customers (physical evidence).
Product
Food. The main product of Restaurant. Important is that the food looks good – fresh
and healthy – and tastes even better. Another significant part of the products is that
the products have to be better than one could make at home. The global idea of all
products is that they are prepared at the company itself, as fresh and healthy as that
can be done. So frites are fried in clean vegetable oil. Sandwiches are made with fresh
bread and fresh spreads.
Price
Price is major element. A large sum of products has to be sold to generate a healthy
turnover. Restaurant has two types of products. Simple and luxuriance.
The first is what one can make at home and could be taken to work. Examples are:
sandwiches with cheese or ham and drinks like Coca Cola and milk. These products
are sold at Restaurant as well, because customers demand them. The simple products
are a bit better and fresher, than one could make at home. The price range of this kind
of products is between €1,10 (sausage) and €5,95 (12 o’clock).
The second is what makes it special to come to Restaurant. The sandwich with hot
chicken of a fresh salad like Griekse Boerensalade (Greek Rustic salad) are only two
examples of that part of the menu. The products are fresh and colorful. Big enough for
lunch and they are eye catchy. The luxuriance products are a bit higher in price, yet
not that high that no one can afford. Even newly sole perpetrators it is easy to please
their clients. The price range of these products come from €5,95 (sandwich ‘Swaegh’)
to around €15,-. (omelet or steak)
The menu has two kinds of food. Just the simple products, are a bit better and fresher,
than one could make at home.– like a bun with cheese or ham. And more special
products. More luxuriance, like salads and special sandwiches you would not make at
home easily.
The first one, regular, is lower in price. For example a bun with cheese is €1,80 and
ham €2,00. This kind of products is mostly served to people who come every day and
just want a simple lunch. The second one, luxury, is mostly served to guest who wants
a hearty, burgundies like, lunch. Guest who wants the second kind of lunch sits longer
and spends a whole lot more.
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Place
The place is important. Regular guest mostly have 30 to 45 minutes to eat. Then their
work continues. So it is important that an eatery is nearby. Restaurant is located in the
middle of the industrial area. That is a good thing. The company is located beside the
main road of that industrial area.
Promotion
The main promotion of Restaurant is mouth-to-mouth communication and the printing
on the company car. As compared to other companies these days, Restaurant does
not promote its products or services as much as other companies do. The company
has its own website, within the restaurant there are some folders, like the menu or for
the breakfast. An external promotion.
The owner of Restaurant states that promotion is not necessary

do to the current growth of the company. More customers would
possibly result in lower service and could generate negative
promotion on its own.
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CHAPTER 2
HUMAN REOUSRCES
2.1 Organizational structure

Restaurant is a small business organization, a partnership (V.O.F in Dutch). With only
nine employees. Yet, that small arsenal of people tent to generate enough turnover to
keep the business running very well – and every year better than before.
One may think, due to the size of this company, a simple structure I applied. Andrews3
describes it as a company without a structure. With this structure an owner takes
responsibility for the management.
Actually, the company recognizes two types of structures. A formal structure, as is

given in the business plan of the company. Namely a functional structure, based on
the primary activities that have to be carried out4. And in addition a framework for
hospitality. Where everyone has a function (like in the functional structure), but also
knows more about every other department, so one can be more of help for the
company and costumer. The last one is used more in practice.
First the Functional structure (2.1.1) will be discussed. Secondly the framework for
hospitality (2.1.2). And lastly an overview (2.1.3) will be given, to show the evolving
from the first to the second.
2.1.1 Functional structure

The functional structure shows a three layered formation. Where there is a top and
middle management and operational staff.
Figure XXX: shows a chart of the functional structure of Restaurant
At top management level there are the owners Theo and Ilja Rebergen. They manage
the company. Create and oversee the execution of long and short term objectives -
3
(Andrews, 2008)
4
(Daft, 2008)
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the vision and mission. Both are regularly present at the company and perform all task
like the operational staff does.
Theo Rebergen is one of the cooks and, when present, takes lead in the kitchen.
Dividing the workload over kitchen personnel and coach people in becoming better at
their current function or learning them new skills. For instance, when a new stagier is
introduced or when current staff wants (or needs) to learn new skills to become more
all-around. Ilja Rebergen is head of finances and administration. She handles
personnel wages and does payments for creditors. When present at the company she
brings orders to costumers and also serving at the table in the restaurant. Both also
function as manager for Human Resource and marketing.
Beneath them Gert Jan and Jessica are function as middle management. Helping top
management. Giving ideas and suggestions. Passing on what operational staff need
and want to function properly. Gert Jan prefers to be in the kitchen. Jessica is trained
as host and knows her way around in the restaurant. She likes making the different
dishes; one will find her in the kitchen as well. Both Gert Jan and Jessica are the right
hands of Theo and Ilja. One of the two, or Theo, is always present during opening
hours.
The last two categories consist of operational staff and trainees. Where operational
staff takes orders from customers (restaurant) or makes dishes (kitchen), trainees get
trained at these tasks. Every employee has his/her main tasks. Some are better at
handling customers, where others are well in making tasteful dishes.
Looking at Restaurant with a functional structure. Operational staff reports to the

middle management – Gert Jan and Jessica. And they report to the top management –
Theo and Ilja Rebergen. What one will see is that those structures are not fully present
on the work floor. One will see that every employee does more than his own job.
Waiters help out kitchen personnel, when it is busy in the kitchen and vice versa.
Because of this an additional structure will be shown to reflect what is seen on the
work floor. Namely the framework for
hospitality.
2.1.2 Framework for hospitality

Mullins describes a framework for
hospitality where “there is no
organizational chart.” She stated that
employees work in teams, as shown in
figure 1. The teams work together and are
flexible, so they can offer a good service to
the customer. 5
5
(Mullins, 2001)
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As described in the previous paragraph, a functional structure sets an employee in one

department where one does a specific set of tasks. While in this framework an
employee is assigned to a team with specific set of tasks along with the knowledge of
the other teams.
FIGURE 1- ILLUSTRATION OF FRAMEWORK FOR
HOSPITALITY
This framework has similarities to the

The author shares the following matrix structure described by Daft.
example: “I was stationed at the Here the same principle applies.
restaurant where we take orders, Employees have a function, in the
but also serve the ‘take away’ functional structure, but work on
customers. When one of the last project with colleagues from other
category asked for just one departments. 6
sandwich, that I can prepare, I do
The team of Restaurant works together
not ask the kitchen to prepare to get, make and deliver the order of
the order. I do it by myself. customers. One could say that, that is
the project.
2.2 Managing Human Resources

In the first HRM lecture Mrs. Agema described the basic HRM model. In later lectures
she added more details to the basic model. The above model is the complete HRM
model.
HRM Model, Resources, HRM (first lecture), Agema, P.

6
(Daft, 2008)
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At Restaurant human resource is mainly handled by Theo Rebergen. Additionally Ilja

Rebergen takes part in the discussion making. In the next paragraphs all parts of the
HRM model will be explained. Important to know is that every task is linked to the next
and may depend on the previous task. For example: If no planning is done,
recruitment & selection may be shallow and introduction & socialisation will be low as
well.
Managing human resource depends from more than one factors. So called
environmental forces are related. Factors like seasons, weather and economic crisis
influence management of human resources (HR). The economic crisis influenced the
kind of orders the company got. The restaurant had less visits by companies, yet a
there was an increase of catering. Also strategy influences HR. HR has a large share in
the costs of a hospitably company, because of the labour intensive work. Therefore it
is important to keep personnel costs as low as possible. This without losing customers
due to bad service and long waiting time.
As soon as new activities are taking off or when new workforce is needed due
reinsertions, the HR department needs to plan for recruiting new personnel. When
planning is completed Recruitment & Selection can be started. Posting vacancies
online and within the company is done as soon as possible. Asking partners for input is
done as well. The company does not use the local newspaper, other vacancy websites
or external promotional possibilities. The owners explain: “that cost more money and
does little to non contribution to better results. As far as we have used it. Also external
agencies are not used, due to higher costs and the time investment. It does not
contribute enough to the company.”
When a person wants to work at the company he or she has to apply. Important is that
a resume is sent in, accompanied with a motivational letter. Is the first impression
good, than the person will be invited for a job interview. During the first interview
candidates will talk to Theo and Gert Jan or Jessica. Assessing the candidate on his
capabilities and motivation. The second interview is with Theo and Ilja. Both take part
in deciding if the candidate is suitable for the job. The second interview refers to the
first, additional questions may be asked. At the end three persons are involved with
the candidate’s interviews. When interviews are held, they are mostly done within 1
week. So all candidates know if they are accepted or not. These interviews are also
used by taking trainees. Only then Theo and Gert Jan take the interview and decide if
a trainee is suitable or not. If it is uncertain if a candidate fits within the team a try-out
day is done.
Introduction and socialisation is done for and by the candidates who are accepted.
New personnel are introduced to every part of the company, so the new employee is
familiar with every aspect of the company. After some time, different per person, Theo
will ask how things are going and if the new colleague is feeling fine with his/her new
job.
The next step within the HRM model is Employee Performance. Basically this is ‘how
does the employee function within the company?’ Every year employees get an
evaluation. Feedback is exchanged, both ways (!) and new personal targets are set up.
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For example: get more proactive in the restaurant, by asking if customers want a
second drink. Performance assessment differs from person to person.
After that the employer has three options, where Training and Development is de first.
Here the employer chooses, with the employee, what training is needed to get to the
desired performance level or to extent to a higher level to get more involved in the
company. An illustration is Gert Jan. He is certified for social hygiene training
certificate. Six years ago when he came to the company, he already knew all about
HACCP (Hazard Analyze Critical Control Points), yet he needed a social hygiene
training certificate. So he received training to become more capable.
The second option is Compensation. Here an employee gets a reward for the work
done. An employer can choose for direct or indirect payments7. Direct payments may
consist of wages, a higher salary or bonuses. Indirect payments can be some financial
benefits like an extra vacation. Additionally one can thinks of cheaper compensations.
The owners give small presents during the year. Like a present with a birthday (and
cake for every one), with Christmas, Easter and so on. Also compliments are given.
And employees get their meals for free.
The last option is Transition. Here an employee can get a better job within the
company or due to resignation. For instance one of the stagier was given a job in the
kitchen because of the big process he booked during his time as stagier.
7
(Dessler, 2008)
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2.3 Strengths and improvements

Three points of strength and three points of improvements will be given. These point
have been made-up during the analyzes of the human resource part of the company.
Three strengths for Restaurant

There is a nice job appraisal structure. But best part is that an employee gets lots
of small moments where feedback is shared (both ways again). Lots of positive
encouragements are given to keep up the good spirit of the team.
The owners see their staff as a kind of family. They help out where they can. When
someone of the staff has a hard time. Both Theo and Ilja give full support. And that
family feeling is team wide. Everyone helps everyone.
Small presents during the year. And lots of other small gifts, non-financial, are
given. The owners get it back too. Staff sometimes organizes things for the
owners. For example when they have their birthday.
Three improvements for Restaurant

When a new vacancy opens up. It takes a lot of time to find a suitable candidate. In
the last few years the job advertisement is becoming better. But still. A lot of
people are not suitable to do the job.
There are performance appraisals, yet there is no evident structure in the

execution. Maybe a schedule could help. Not only for the employers, also for staff.
So they can alert their employer.
New crew is introduced. Still colleagues agree that a better must be possible to
introduce new crewmembers. One of the possible reasons this is not completely
formulized, is that in the last six years only a few personnel shifts were done. The
author thinks it is an ongoing process.
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CHAPTER 3
CULTURAL DIVERSITY
Restaurant has a feel-like-home- style where guest can come and relax. They can let
go of their day for one moment. And later go back, fully refreshed. The following
paragraphs say things about the company culture and its diversity. The author uses
four concepts of describing that diversity.
4.1 Context Orientation

Hall defined two s of types of culture, namely High or Low context orientated8. Where
in a high context culture there is little change over time, because of the use of
tradition and history – like the Asian culture. Here information can be shared thru the
traditions. For example information can be shared beyond the use of words, like
gestures and silence. Low context cultures are more heterogeneous. There is a big
difference in universal know-how. Everybody has a different background. An example
of know-how for both contexts:
High (left) and low context orientation (by Hall) (source:

www.culture-at-work.com)
Restaurant has a low context orientation. Jessica is a real hospitality person. Where
Theo is more a manager/businessman. The company also has staff which is just from
school and have new know-how of the hospitality industry. So the context orientation
is low.
Also, the company is new, from the takeover, so a new company culture is being
created. Since the takeover most employees are new. Just one employee is there
longer than 6 years.
8
(McDaniel, 2009)
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4.2 Framework for Assessing Culture

A description was given in the company analysis. Restaurant has on the first
dimensions (power distance) a low balance. Personnel are involved with decision
making and are asked for feedback on plans. On the femininity vs. masculinity scale,
they go in between. There are goals. Like: try to get more than x Euros turnover for
the week. Yet they find it important to keep good relationships that last long and to
respect each other. Qua individualism and collectivism the staff is in the middle. Staff
is trying to achieve its goals (mentions above) and show off their personal
achievements, yet they feel a bound, like a family. Regarding the uncertainty
avoidance. Clear structured and predictable work is preferable, yet some uncertainty
is not terrible. Like high and low context orientation, long and short term orientation is
about the same thing. Where long term is about keeping the tradition (do a meeting
every Monday, just because always do). And this is not the case with Restaurant.
There, for example, take meeting place only when something has to be discussed, not
just because it is Monday.
4.3 Kluckhohn and Strodbeck’s Value Orientation

By answering the following questions, the author tries to give an overview of
Restaurant on that subject.
How do we perceive human nature?

- Good: employees work hard and can be trusted. Which result in more motivation
and less direction?
- Bad: employees’ work is poor, they are self-centered and untrustworthy. The
result: more rules and control.
- A mixture of both: it depends on the situational which behavior they show.
The owners trust their personnel. So they do not control their staff on every point. Just
keeping an overall look. Logical with new situations there is more directions given, yet
the staff is trusted.
What is an employee relationship to the working environment?

- Mastery: is fully known with the task that has to be done. And want to
influence.
- Harmony: is when someone takes his share in contributing for the company.
But he/she achieves a balance between work and socialisation.
- Submission: Just accept the rules and they go with the flow (adapt easily)
Staff is now in a flow where they have found a balance between work and
socialisation. One time, at the beginning (begin July) it was not busy, because of
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vacations, and people where inexperienced. Because in 2004 the company was just
taken over by the current owner. So the team was in submission. Now a few years
later, they are in harmony. There is balance now between the hard work and
socialisation among the colleagues. The owner hopes later on, more input will come
from the group.
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How do employees perceive time?

What is the focus of the employees?
- Past: The focus is on the past. What did one achieve, and how? Now use it to
solve problems.
- Present: The focus is in the now. Creative people, who bring extra motivation
and energy with them.
- Future: The focus is: what can we achieve in the future. “no pain, no gain”
The team is diverse. Most persons look at the past as basis to solve a problem or to
encounter new situation. That is all normal. Fortunately most employees solve
problems with both past and present knowledge. With great energy they tackle the
problem. A few employees in the company, like Gert Jan and Theo look more in the
future and think about what’s to come.
What is the relationship between the management and the employees

and among the employees?
- Hierarchal/ Authoritarian: There are layers from bottom to top: respect of the
higher in rank the higher the power.
- Collective: Employees work at the same level. There is respect for the manager, yet
the manager is not placed higher. This has many benefits for the company.
- Individualistic: personal responsibility and achievements are high on the ladder.
The team of Restaurant is collective with each other. Theo is the owner, yet he does
not show up in a suit. No he is one of the employees and wears the same outfit. A
hierarchical or authorial relationship would not work for the owner. This because of the
smallness of the company. And for the same reason individualistic does not work. It
has to be done together. No one can sit on his rear end when it is busy. Not even the
big boss. Again he loves the work, so he wants to be there, where the work is done
(see interview)
What motivates the employees to perform their activity?

- Being: Just work to earn enough to live the life you want.
- Being-in-becoming: One works for the money and his/her individual growth.
- Doing: focus on act and accomplishments.
A few people in the company work to live the life they want. They ask for more work
when they need more money and when that need is gone, so is the will to work
(more). Another part is working and is trying to become more qualified (example: a
stagier) or grow as a person. Others, like the owner himself, do it because of the
experience. He wants to do what he enjoys so much. So for the team members each it
is individually different.
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4.4. Culture Bump and Culture shock

Culture shock is described by Gómez-Mejía as “the inability to adjust to a different
cultural environment.9” The author stated that he did not experienced one when
entering any company. Not with Mc Donalds, where the structure was set and it was a
nice atmosphere. Another reason was that the author was 15 then and wanted to learn
everything – he had little to no knowledge. In the second company, Sportcentrum
Stedebroec, the author still had to learn very much. With the third company,
sportcentrum Vredehof, the author had more know-how to do his work. At Restaurant
he learned a lot, and is still learning, but the information of Mc Donalds was very
useful.
Yet the author could imagine that people can experience a bump or shock when
entering a new culture. It is especially difficult, when:
- People who have a strong sense of what they want. The might find it difficult to
adopt the new culture as their own and use it.
- People who came from another culture that is 180 degree in the other way. If
Chinese people come to the west, they may have to learn to stand up for
themselves. And if it would be the other way around... one has to be more quite
and use the traditions from that culture.
- Also people who are a bit older and lived with one culture for their live. They
might be rusty and might not adapt as quick (or at all).
When one encourters a new culture, and feels a shock or bump, they feel uncertain or
may want to add their values to that culture. When they acknowledge the new culture
they can start adapting. If fully adopted, a person feels good – being part of the group.
4.5. Stereotyping and Prejudice

Latifa Benhadda had a very nice example to explain stereotyping: ”stereotype is an
idea or a perception about people belonging to the same group. It is a technique to
make sense of the world and understand other people.” So Stereotyping is grouping
people. This can be positively or negatively. Whereas prejudice is negative.
“Prejudices are what fools use for reason.”
(Samovar, 2007, 323)
“A stereotype is a cognitive
Examples of stereotyping at Restaurant generalisation about a group of
were the kind of car people came in, to people in which identical
visit Restaurant. Some colleagues said characteristics are assigned to all
things about that. It was not harmful, members of the group, regardless
because it was more about the status of of actual variation among the
the car. People who drive less expensive members.” (Aronson et all, 2005,
9
434)
(L. R. Gómez-Mejía, 2007)
26
cars were left out. For instance: “he will give us a tip”. Or: “we can sell him something,
he has money.”
For fun, sometimes negativity was expressed. The author calls that prejudice. He does
not condone it. Yet he feels not in control to mention it always to his colleagues.
27
Allport Scale (je meet de mate van Prejudice)

With the Allport Scale one
can measure the amount of
prejudice within a company.
There are 5 scales. A
diagram is shown on the
right. Below an explanation is
given.
1. Antilocution
The outer circle. The

mainstream makes negative
joke or statements about the
minority. It happens, but yet
in a friendly way – both ways.
2. Avoidance
On circle within, is a step

worse. Now they try to avoid contact with the minority. Within the company all
colleagues accept everybody in a way. But some people do not like each other. So
some avoidance may occur.
3. Discrimination
Worse than avoidance is not Source:

giving the same changes for http://filipspagnoli.wordpress.com/2008/08/25/human-
everyone. The author thinks rights-quote-85-prejudice-and-allports-scale/
that some sort of
discrimination takes always place. But he knows that that at Restaurant discrimination
is not appreciated.
4. Physical Attack
Not being fair is a mental attack. But Physical attack is the next step. The minority is
being attacked. Attacking the properties and the persons of the minority group. Till
now no physical attacks have been taken against Restaurant or Restaurant to
someone else.
5. Extermination
The majority group makes an end to the minority. This is not happening at Restaurant!
Gladly.
28
4.6. Stages of Cultural Awareness

Four stages of cultural awareness.
1- Parochialism: our way is the only way
(unconscious incompetence)
2- Ethnocentrism: our way is the best way
(conscious incompetence)
3- Cultural contingency: our way is one possible way
(conscious competence)
4- Synergy: Working together
(unconscious competence)
(Adler & Storti)
A nice example is Theo and Gert Jan. In depend of each other they are at stage 4.
Unconscious competence. They know what to do. It is all clear for them. Both are in
the business for a very long time. Both know how to react to different situations.
Once Restaurant had an employee who thought everything she did was best. It was a
nice woman. But if one tried to learn her a new activity, then she would close down
and say something like “this is the best way, I do it for years”. Now she is gone, for
reasons other than this.
Emotional Intelligence
“Emotional Intelligence refers to the capacity of recognizing our own feelings and
those of others, for motivating ourselves and for managing emotions well in us and in
our relationships.” (Workshop 2 Intercultural Sensitivity, Module Resources, Huisman)
The author finds himself in this statement and agrees.
The author himself is a High Sensitive Person.10 He says that it is nice to feel what
people need/want and in many situations help people with a queering what they want.
For the author it is also nice when people feel that your Emotional Intelligence is high.
So one can talk about it.
In business Emotional Intelligence is a must have to be good at your job. When one
can feel his employees. One can help them much more easily.
10
(Aron, 2002)
29
An incident
The last few weeks an employee came in every day with something negative to say.
About how difficult her live is, how much pain she has from her wrist and that is so
busy. For a few weeks colleagues just took it and said something to acknowledge the
issue she had.
After those weeks the owner got some complains that she is not a positive
contribution to the team if she continues that. So the owner took her apart and asked
her how it was going. The answer was something like ‘it is ok, I enjoy working here’.
Then he asked why she came in every day with something negative. (she had) ‘Open
eyes’ was the response. With an ‘oh I did not intended that’. The conversation
continued for a little wile and was closed with the action plan of not being so negative.
This incident was recent so no information is available at this time of how it is going.
30
CHAPTER 4
LEGAL POSITION
Restaurant used to be a private limited company. From the first owners to the
takeover of Theo Rebergen. For the last two years it a general partnership between
Theo and Ilja Rebergen.
The company was a private limited company (plc) to keep the company financials and
the private financials separated from each other. So the advance of being a plc is that
creditors have no access to private finances. After four years the bookkeeper
suggested a general partnership could have some advantages. Especially for the
company in terms of taxes. A disadvantage is that a plc company pays more taxes and
has other costs involved.
Advantages of a General Partnership11
• You have a shared financial commitment.

• You can pool resources, expertise, and strengths.
• There are limited startup costs.
• There are few formalities (mostly applicable licenses).
Disadvantages of a General Partnership12
• Partners may have different visions or goals for the business.

• There may be unequal commitment in terms of time and finances.
• There may also be personal disputes.
• Partners are personally liable for business debts and liabilities.
• Each partner may also be liable for debts incurred, decisions made, and actions taken by the other
partner or partners.
• At some time, there most certainly will be disagreements in management plans, operational procedures,
and future vision for the business.
• You may encounter difficulty in attracting investors.
11
(Bevans, 2006) and (Advantages and Disadvantages of General Partnerships, 2010)
12
(Bevans, 2006) and (Advantages and Disadvantages of General Partnerships, 2010)
31
CHAPTER 5
LABOUR AGREEMENT
5.1 Job description

The author’s job is host. Also called Employee Serving. He is responsible for all the
work involved serving guest. Think of: taking an order, serving, checkout and cleaning.
The authors job compared to the points mentions below, are almost identical. The only
different may be, that not only simple orders are prepared by the author. Also other
dishes are made by him.
Most important responsibilities and tasks13:
1. Serving guests in the company, includes:
Taking orders and giving information; inform kitchen about special wishes of the
guests; give the orders to kitchen.
Preparing simple orders (like drinks and/or small dishes/snacks).
pass on and serve orders.
prepare and provide tab to the guests.
cleaning tables.
2. Perform tasks in order of preparation of service like for example:
prepare mise-en-place and tables etc.
make public areas and working space clean.
3. Other tasks like for example:
Handing over and accounting for the received money.
Assisting in the set up and serving through receptions and parties;
If commanded by the executive, and related to the tasks, other task may be done.
13
(Handboek Referentiefuncties, 2010)
32
5.2 Difference in gross and net salary

When talking about salary, generally two items show up first. Gross and net salary. It
is the difference between what one has earned and what one gets after subtraction of
all social costs. So one gets a gross salary and some substation are done like tax and
for insurance. Also for health insurance, people pay a fee (depending on income).
See appendix II for an pay slip from
The difference between gross and net on the pay slip from Person is created by:
Retirement and survivor pension: here money is taken off because of the retirement
and for the people who are left behind if the author dies.
Salary tax: in Holland one pays money over the salaries he earned. Income tax.
Furthermore, no other items are influencing the gross salary.
33
CHAPTER 6
ENVIRONMENT
What is done by Restaurant for the environment? It is a small company, yet the
owners think of the environment.
Fat of frying is separated

When frying equipment is cleaned, rest fat is stored for pick up by a special company.
That company can be called if the storage tank for fat is full.
Clean environment around the company – and within

Keeping it clean, does mean: no papers, cigarettes, disposables around the company.
Also insects are fight. Also in the company, it is kept clean.
Paper, carton and glass are separated

All three are separately stored for reuse. The same applies here as for the first, fat, a
company is called when storage is full. Except for glass, the company handles that by
themselves.
34
CHAPTER 7
MOTIVATION
7.1 Maslow’s pyramid
Maslow’s hierarchy of needs is well
known by many people. The American
psychologist assumed that there are five
stages for a person to achieve. Where
the first is to survive, the last is all about
how to get the most of life.
More information about Maslow’s

theories can be found, for example, in
Supervision in the Hospitality Industry:
Leading Human Resources by John R.
Walker,Jack E. Miller.
How does Maslow’s theory apply to the

needs of an employee? http://www.bezemeradvies.nl
When looked at the first, lowest, item of
the Maslow’s theory, one sees Physiological needs. What does an employee need to
survive his work. Salary of course. No salary and the poor man or woman cannot
survive at all.
When one gets salary the first need is met and safety needs arise. What will happens
after one turns 65? To fur full this need a good pension plan is needed.
After that one will raise to the social needs. Here it is important to have friends at
work. It makes work easier and more enjoyable. Without friends work is possible. Yet
one needs the social needs to be fulfilled to grow to the next level within the Maslow
Pyramid.
The self esteem. Needs that fulfill ones ego. Job Title, a nice car of the company and
more status products/privileges contribute to the fulfillment of this level.
Last, but not least, is the need for self-fulfillment. Being creative, playful and vital,
etc. Here a challenging job is needed to ‘do the job’.
7.2 Herzberg’s two factor theory

Talking about the two factor theory one always comes across the hygiene and
motivation factors. Where hygiene factors can create dissatisfaction when they are not
present. They do not make people automatically happier if increased. Motivation
35
factors are factors which motivate employees more. Like recognition and challenging
work.
The author states that he needs the hygiene factors. As a student he needs some
salary. Yet he finds it important to have a job that gives a good feeling. Teaching
classes gives him a satisfactory feeling. So the motivator factors are important for him
as well.
7.3 Skinner’s reinforcement theory

The theory is about creating more of a particular behavior or diminishes a particular
behavior.14 By rewarding positive behavior one can create more of that behavior. For
example: “Great that smile, it’s always there”. Someone will feel appreciated and may
continue that behavior or even intensify that behavior. By punishing a specific
behavior, one hopes to diminish that behavior. Like: “cursing is rude.”
The company where the author works uses a lot of complements and feedback to
steer personnel in the right direction. He thinks that punishments would not make the
atmosphere better. Now there is an upbeat atmosphere where employees are doing
the best they can. By punishing they might stop doing that.
14
(Slocum, 2008)
36
CHAPTER 8
YOUR SUPERVISOR
8.1 The interview

Theo Rebergen, the owner, is the Author’s manager. He supervises the actions of the
author. An informal interview was done to get an idea of who the owner is. In appendix
I the interview is shown, with quick notes from the author.
8.2 Main turning point in career

Two career turning points were described in the interview by Theo Rebergen. One was
from the navy where he had worked for four years, to the distillery. And 20 years later
from that to his own company. In those 20 years he had thought of starting his own
hospitably branch, yet got stuck at the part of the opening hours. He did not, and still
does not, want to work every evening. So when the opportunity as Restaurant showed,
he thought of it again. And he did it!
8.3 One day out of life

Between 06.00 and 11.00 hour bring breakfast to customers (if any are ordered)
Mornings preparing for lunch. Is everything in order?

Between 11.30 and 14.00 hour – Lunch – it is rush hour then.
Between 14.00 and 14.30 lunch break personnel.
Between 14.30 and 17.30 meetings/administration
Between 17.30 and 18.30 Diner time
Closing at 19.00 hours.
Note: when starting early, the day ends around 14.30. When starting later on the day,
ending around 19.00. Also some tasks are done at home.
Days vary from day to day yet this structure is most common.
8.4 Management style

Leadership style: Theory X + Y
Douglas McGregor (1960) said that managers could distinguish two sorts of behavior
of employees. He called it Theory X and Theory Y. Where X assumes that employees
dislike their job and need threats and control to let them work. With Theory Y it is
assumed that employees are self motivated and do not need to be controlled by
managers that much.15 16
15
(Hook, 2008)
16
(Slocum, 2008)
37
The owner of Restaurant uses Theory Y for managing his personnel. When candidates
get a job interview he finds it important that people like the work they are going to do.
People are motivated by compliments and additional feedback. Salaries are
conforming the Collective bargaining Agreement. Yet he gives them small presents at
different moments during the year to show his appreciation for the work that is done.
A reward system is not used by the owner. Rewards are given at moments employees
do more than is required. So if an employee takes over a lot of shifts, an inquiry for a
day of will be granted more easily.
If employees do need a theory X approach, it is most likely they do not tend to stay a
long time at Restaurant.
Model: Situational Leadership

The Situational Leadership Model describes that leaders have one of the following four
leadership styles, which have a range of possible mixtures. Each of the four parts has
different qualities.
Telling: the leader gives clear

instructions, step-by-step. Here an
employee may be new to this leader
and/or inexperienced. A new waiter is
learned to take an order. He/she is
helped by the leader, with taking
orders and handling multiple orders at
one time.
Selling: This leader ‘sells’ his ideas and

explains a lot. Both high on directive
behaviour, as on relationships. Here an
employee is more experienced a
may/can input more. The leader
becomes more of a coach. The waiter
is more skilled and can suggest his own
way to handle the multiple orders.
Participating: This leader has trust in

his employees. Lots of encouragements and focus on solving problems, oneself.
High on relationships, low on directive behaviour. More responsibility for the
employee. End control is still for the leader. The leader only helps the waiter to
improve his performance.
(source: http://managewell.net/?p=611)
38
Delegating: This leader gives his orders. Observes and steers when needed. Low
on both Relation as on directive behaviour. Here the leader is only involved
when needed. The person is ready to take care of his own work. Like a waiter
can do his job on his own. He/she can handle the multiple orders him/herself.
Theo, the owner, uses this model when introducing new employees. He starts of
different with everybody. With some stagiers he needs to start with step one. Now and
then he starts off at a higher step because the stagier is trained enough.
For example a stagier from the Praktijkschool in Zwaag. He needed training from step
one. And after a year was not yet ready to do everything of his own. The reason it was
not frustrating was the information received from that school. Students there need lots
of attention, care and feedback. A new employee had ten years of experiences, so he
gets only a brief notice of all activities and then he/she gets the freedom to do it
herself.
39
CHAPTER 9
SUPERVISOR EVALUATION
The review of the company owner on the author is good. Being one of the children of
the owner, might influence that. Yet the author is motivated and enjoys doing his job
at Restaurant.
Per point a short reflection the review:
Attitude
The author is reviewed as being very friendly. The author finds it normal to be friendly.
Even when the author has an off-day, he tries to be as sociable as possible. For one
thing a waiter/host can never be angry or cranky to his/her guests, nor colleagues. So
put on a smile and enjoy the moment. What bothers one that can come later.
Presentation
Good presentation – clean and neatly. As well for this point, the author agrees. The
host/waiter represents the restaurant. If a waiter has no clean and neat presentation…
how would the food be prepared than? So personal care is important to the author.
Communication skills
Clear and native speaker of the Dutch language. On communication. The author tries
to understand his guests. And from that point he tries to help them the best he can.
Self-dependence
No comment from the supervisor. The author knows the restaurant like the back of his
pants. He loves team work – one can learn more. Still doing something on one’s own is
nice as well.
Initiative
Does tasks that go beyond his own tasks. And the author likes that. Why only do the
things you have to? Going the extra mile is how you can inspire other people. If you
(want to) know it, show it (or at least try).
Quality of the work

No comment from the supervisor. The author does the best he can, with the best
possible result. It can be better, still requirements are met. And he hopes to learn new
standards at Stenden.
Guest handling
No comment from the supervisor. One comment from the author: He loves working
with people. Caring for people is something fun!
40
CONCLUSION
This report gives a detailed overview of Restaurant and its crew. More items are
discussed and underpinned with theories.
This report gives a detailed overview of Restaurant and its crew. More items are
discussed and underpinned with theories. It is a small company, with a nice
atmosphere for costumers and personnel.
With Human Recourses two organizational structures are given, namely the functional
organization and a framework for hospitably is shown. Where the functional
organization is the formal organization but the framework is shown more in practice.
Also the HRM-Model is reviewed and the author tells about the way the company
employs new personnel.
In Cultural diversity it is shown that the company has no strong diversity. In this
chapter Context orientation is used to describe the diversity in knowledge. Other
theories used are: assessment framework, Kluckhohn and Strodbeck’s Value
Orientation and the author tells about cultural bumps and shocks. Where he describes
that people can become shocked when entering a new culture. After that
Stereotyping and Prejudice are being reviewed, using the allport scale. One before last
in that chapter an example of cultural awareness. Last Emotional intelligence is
shown.
Further the legal position is described and more information is given with the labor
agreement. After that environmental issues are being discussed. Motivation is
discussed in the chapter after that. Here different theories are used to define the
motivation at Restaurant.
Last in this report the supervisor’s opinion about the author is given and a critical
review is given on that supervisors review.
The author can come to one conclusion. He has learned more than one thing. Basic
things are known to him, about the company. Yet some detailed information was
gathered during the assembling of this assignment.
41
PERSONAL NOTE
What did I learn from working at Restaurant? One thing is sure. I learned the basics in
serving. Knowing the basics from a to z, from when a customer comes in – till the part
they are leaving. One advantage is that I am the son of the owners. When I worked
there a lot, I knew a lot of details of the company. From the favorite drinks and foods
of curtain guest to the turnover of the month. This year I only worked till end of July,
this year, and many things may have changed. Currently I do not work there as often
as I would do.
During my time at Restaurant (looked from 2004 till now) I have learned much more
than I would expect. It surprised me how different every day can be. And how different
the guest can be. That is nice.
The reparative attributes of the work, like cleaning and all the preparation for the next
rush hour, is something I do not always enjoy. Sometime I do, but mostly not. I noticed
do that I like working with people. Caring for them and making them happy. So I hope
to continue my work in the hospitality industry. Maybe in a hotel, maybe a casino.
Where ever people are.
3 goals
- Learn to create magic for the customers I serve during the IHM study.
Magic is defined as: the moment when everything falls in place and is just right.
- Work on my practice skills in the coming two modules.
- Becoming skillful in the subject of wine and food in this year.
42
REFERENCE LIST
Advantages and Disadvantages of General Partnerships. (2010, October 20). Retrieved

October 3, 2010, from All Business: http://www.allbusiness.com/business-planning-
structures/business/2513-1.html
Andrews, S. (2008). Human Resource Management: Textbook For Hospitality. In

Human Resource Management: Textbook For Hospitality (p. 58). Tata McGraw-Hill
publishing Company Limited.
Aron, E. N. (2002). Hoog sensitieve personen: hoe blijf je overeind als de wereld je
overweldigt. In E. N. Aron, Hoog sensitieve personen: hoe blijf je overeind als de
wereld je overweldigt. Uitgeverij de Arbeidspers.
Bevans, N. R. (2006). Business Organizations and Corporate Law. In N. R. Bevans,

Business Organizations and Corporate Law. Cengage Learning.
D.F. Harvey, D. B. (2006). An experiential approach to organization development. In D.

B. D.F. Harvey, An experiential approach to organization development (p. 434).
Pearson Education.
Daft, R. L. (2008). Organization Theory and Design. In R. L. Daft, Organization Theory

and Design (p. 110). Cengage Learning.
Dessler, G. (2008). A Framework for Human Resource Management. In G. Dessler, A

Framework for Human Resource Management (p. 390). Pearson/Prentice Hall.
Handboek Referentiefuncties. (2010, 10 20). Retrieved October 5, 2010, from Salaris

Informatie: http://www.salaris-
informatie.nl/Sectoren/Horeca/CAO/handboek_referentiefuncties.pdf
Hook, M. F. (2008). Introducing Human Resource Management. In M. F. Hook,

Introducing Human Resource Management (p. 321). Pearson Education.
L. R. Gómez-Mejía, D. B. (2007). Managing human resources. In D. B. L. R. Gómez-

Mejía, Managing human resources. Pearson/Prentice Hall.
McDaniel, L. A. (2009). Communication Between Cultures. In L. A. McDaniel,

Communication Between Cultures (p. 215). Cengage Learning.
Mullins, L. J. (2001). Hospitality management and organizational behavior. In

Hospitality management and organizational behavior (p. 180). Pearson Education
Limited.
Slocum, H. &. (2008). Competency-based management. In H. &. Slocum, Competency-

based management (p. 402). Pearson Education.
43
Verhage. (2009). Grondslagen van de marketing. In B. Verhage, Grondslagen van de

marketing (p. 892). Noordhoff Uitgevers B.V.
44
APPENDIX I - INTERVIEW
® Thank you Theo for taking the time, doing this interview. You run Restaurant for
six years now. How did you come up with the plan to start your own business?
And why?
Passion for cook. Did not like working times of hospitality – open till late. Why: wanted
to do something for himself, in his way.
® In what why does Restaurant differs from his competitors?
Restaurant focuses on quality and making dishes one cannot make easily at home, not
the price – big hit is 12 o’clocker; simple dish for 5,95. One other competitor is more a
restaurant for later in the evening – a different focus thus. Catering en outdoor cooking
as well
® Looking at human resources. What are the strongest point?

Normal working days, included with breaks when people work 4 to 8 hours. Excluded
over time.
The family atmosphere.
® During those years as manager, and now as owner, how has your leading skills
been changed? In what way?
his style, and has not changed much. Because how he managed worked for him.
.
® Did your way of leading changed from the moment you became a ‘big boss’,
instead of a manager? In what way?
No not at all
® What have you done before you started your own company?
4 Years in the royal navy approximately 16 years in distillery production ( up to

manager). 4 years in wine production (manager)
® Do you have any other ambitions you want to pursue?

Op dit moment heb ik zoveel plezier en voldoening dat ik dar nog niet heb over na
gedacht
® How do you see yourself in 10/15 years. Is Restaurant still part of you
then?
Be home more often.
45
Doing the special and fun parts of the job.

Restaurant will be part of it. You have to make a living, not?
46
APPENDIX II – PAY SLIP
47
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What is an employee relationship to the working environment?..............................23

1.1.1 Short history

1.1.3 Target group

1.2 Company culture

Personnel of Restaurant are more individual than collective. Where individualism is

1.3 Marketing mix

The owner of Restaurant states that promotion is not necessary

2.1 Organizational structure

Actually, the company recognizes two types of structures. A formal structure, as is

2.1.1 Functional structure

Figure XXX: shows a chart of the functional structure of Restaurant

Looking at Restaurant with a functional structure. Operational staff reports to the

2.1.2 Framework for hospitality

As described in the previous paragraph, a functional structure sets an employee in one

This framework has similarities to the

2.2 Managing Human Resources

HRM Model, Resources, HRM (first lecture), Agema, P.

At Restaurant human resource is mainly handled by Theo Rebergen. Additionally Ilja

2.3 Strengths and improvements

Three strengths for Restaurant

Three improvements for Restaurant

There are performance appraisals, yet there is no evident structure in the

4.1 Context Orientation

High (left) and low context orientation (by Hall) (source:

4.2 Framework for Assessing Culture

4.3 Kluckhohn and Strodbeck’s Value Orientation

How do we perceive human nature?

- A mixture of both: it depends on the situational which behavior they show.

What is an employee relationship to the working environment?

How do employees perceive time?

What is the relationship between the management and the employees

- Individualistic: personal responsibility and achievements are high on the ladder.

What motivates the employees to perform their activity?

- Doing: focus on act and accomplishments.

4.4. Culture Bump and Culture shock

4.5. Stereotyping and Prejudice

Allport Scale (je meet de mate van Prejudice)

The outer circle. The

On circle within, is a step

Worse than avoidance is not Source:

4.6. Stages of Cultural Awareness

1- Parochialism: our way is the only way

2- Ethnocentrism: our way is the best way

3- Cultural contingency: our way is one possible way

4- Synergy: Working together

(Adler & Storti)

Advantages of a General Partnership11

• You have a shared financial commitment.

Disadvantages of a General Partnership12

• Partners may have different visions or goals for the business.

5.1 Job description

Most important responsibilities and tasks13:

1. Serving guests in the company, includes:

Preparing simple orders (like drinks and/or small dishes/snacks).

pass on and serve orders.

prepare and provide tab to the guests.

2. Perform tasks in order of preparation of service like for example:

prepare mise-en-place and tables etc.

make public areas and working space clean.

3. Other tasks like for example: