Course Title/ Code:

INTRODUCTION TO MANAGEMENT
UFA 1001

Title:
BUSINESS PLAN

Date:

Lecturer:
MDM. SYAHIRAH MOHD BAKI

Name of student:
Name Matrix No.
 ACKNOWLEDGEMENT

We would like to express my special thanks of gratitude to my lecture Madam Syahirah Mohd
Baki who gave us the golden opportunity to do this wonderful assignment on the topic Intro-
duction in Management which also helped us in doing a lot of research and we came to know
about so many new things.

Secondly we would also like to thank our families and friends who helped us a lot in finalizing
this assignment within the limited time frame. We would like to thank our family who helped us
a lot in gathering different information, collecting data and guiding us from time to time in making
this assignment, despite of their busy schedules, they gave us different ideas in making this as-
signment unique.

Thank you.
TABLE OF CONTENTS

PAGE

1. INTRODUCTION 1

2. PLANNING 2

2.1 Vision 2

2.2 Mission 2

2.3 Strategic Planning 3

2.4 Tactical Planning 3

2.5 Operational Planning 4

3. ORGANIZATIONAL CHART 4

3.1 Mainland Cuisine Organizational Chart 4

3.2 Key Responsibilities 5-6

4. LEADING 7

4.1 Employee Centered Style from Michigan Studies 7

4.2 Everyone wants to feel special and valued 7

4.3 Communication Level 8

5. CONTROLLING 9

5.1 Importance of Controlling 9

5.1.1. Accomplishing Organizational Goals 9

5.1.2. Judging Accuracy of Standards 10

5.1.3. Making efficient use of Resources 10

5.1.4 Improving Employee Motivation 10

5.1.5. Ensuring Order & Discipline 11

5.1.6. Facilitating Coordination in Action 11

5.2 Controlling Process 11

 5.2.1. Establishing goals and standards 11

5.2.2. Measuring actual performance against goals and standards 12

5.2.3. Taking corrective action 13

5.2.4. Following up on corrective action 13

6. SWOT ANALYST 14

6.1 Strength 14

6.2 Weakness 14

6.3 Opportunity 15

6.4 Threats 15

7. FINDINGS AND RECOMMENDATION 15

7.1 Planning 15

7.2 Organization 15

7.3 Leading 16

7.4 Controlling 16

8. CONCLUSION 17

9. REFERENCE 18
 INTRODUCTION
1.0 MAINLAND RESTAURANT

Mainland Cuisine is an Asian Cuisine Restaurant that establish on 1st February 2010. This
restaurant is located inside Kuala Lumpur City Center at Lot G37, Ground Floor, Suria KLCC,
50088 Kuala Lumpur. This restaurant which providing ethic food from various races in Malay-
sia such as Malay, Indian and Chinese cuisine.

This restaurant is founded by 2 people who have experience in restaurant and business. We
choose to open this restaurant that specializes in Asian cuisine because we want to make it
easy for people to enjoy a variety of food from many different races in one place and the
location we choose is to aim the tourist to enjoy and experience the unique and varied Malay-
sian food. Our location also is visibility and accessibility to all and close to local and interna-
tional companies.

Ethnic cuisine is one of the cultural branches that has the characteristic of the people and it
symbolizes the identity of the people. Most Malaysians have experienced dietary changes as
a result of the changing ingredients, so our restaurant wants to make sure that the people can
experience the authenticity and originality of Asian food in our restaurant.

Our restaurant concept is family dining. It’s also known as casual style dining. This type of
restaurant offers moderate priced entrees from the menu featuring a mix of classic cuisine.
Family style follows a table service or full service model. It’s often served breakfast, lunch and
dinner. Our target is a middle-class population, it's created to appeal to a larger population
from kids to old folks.

For the past 10 years we have come across so many obstacles in running our restaurant due
to too many competition in Suria KLCC Complex.

1
2. PLANNING

Planning is the process of thinking about and organizing the activities required to achieve a
desired goal. Planning involves the creation and maintenance of a given organizational oper-
ation approach of achieving strategic objectives. To meet objectives, managers may develop
plans such as a business plan or a marketing plan. Planning is also a management process,
concerned with defining goals for a company’s future direction and determining the missions
and resources to achieve those targets.

We plan to open this Asian fusion restaurant because we notice that our local fusion is almost
forgotten by our generation and also there are not so many restaurants that serve food in
different cultures. Mostly one restaurant will focus their menu to one culture only so there will
be less competition. Our gold is to promote our Asian cuisine to local and international people
in Malaysia.

2.1 Vision

This outlines what the organization wants to be or how it wants the world in which it operates
to be. It is a long-term view and concentrates on the future. It can be emotive and is a source
of inspiration.

Our restaurant vision is to make our local food to be well known by local and international
people.

2.2 Mission

Mission is a set of tasks that fulfill a purpose or duty, an assignment set by an employer. It’s a
responsibility set by the management to reach the goal of the company.

Is to make sure all people are aware there are so many types of Malaysian cuisine not just for
local people and also for tourists who would like to experience our local cuisine with reasona-
ble price and affordable.

2
2.3 Strategic Planning

Strategic planning is an organization’s process of defining its strategy or direction and making
decisions on allocating its resources to pursue its strategies. It may also extend to control
mechanisms for guiding the implementation of the strategy.

The process of identifying the long term goals of the entity (where we want to be) and the
broad steps necessary to achieve these goals over a long-term horizon (how to get there),
incorporating the concerns and future expectations of the major stakeholder.

Our restaurant goals is to make all customers aware of our Asian Cuisine and the variety of
the food. We would like to ensure that our restaurant would open many outlets across Asian
and the world and to make sure our food will be well known in the world.

2.4 Tactical Planning

Takes a company strategic plans and sets forth specific short term actions and plans. It de-
scribes the steps and actions that must be taken to achieve the gold from the strategic plan.

We have the signature food that makes our restaurant well known. Our signature food is the
combination of three cuisines on one plate. This cuisine is very unique and tasty that makes
people would like to come again and try it again and again.

2.5 Operational Planning

Operational planning can be defined as a plan prepared by a component of an organization

that clearly defines actions it will take to support strategic objectives and plan of upper man-
agement.

Operational plan can be subdivided into two categories:

1) Single-use plan
-Address only the current period or a specific problem

In this break of covic-19, we have to cut costs on our supplier ordering, we only sell hot items
inside the menu and some of the food in the menu is not available. So we just order raw items
that are really necessary for the food. We also aim for the take away and delivery only, we
applied for the GoGet Account for the delivery purpose.

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 2) Ongoing Plan

- Carry forward to future periods and are changed as necessary.

We are trying to provide a good benefit for our staff and give a good remuneration to a good
up seller to retain the worker instead of layoffs.

3.0 ORGANIZATIONAL CHART

The organization chart is a diagram showing graphically the relation of one official to another,
or others, of a company. It is also used to show the relation of one department to another, or
others, or of one function of an organization to another, or others. This chart is valuable in that
it enables one to visualize a complete organization, by means of the picture it presents.

A company's organizational chart typically illustrates relations between people within an or-
ganization. Such relations might include managers to sub-workers, directors to managing di-
rectors, chief executive officer to various departments, and so forth. When an organization
chart grows too large it can be split into smaller charts for separate departments within the
organization. The different types of organization charts include:

 Hierarchical
 Matrix
 Flat (also known as Horizontal)

3.1 Mainland Cuisine Restaurant Organization Chart

MAINLAND
CUISINE CHART
SURIA KLCC

SHAREHOLDER SHAREHOLDER
ANNA ZAIN VANI

MANAGER RESEARCH &

FINANCE MARKETING
DEVELOPMENT PURCHASING
MANAGER RESTAURANT MANAGER
MANAGER
HASNAN FAHMI ANNE ROHEZAT HUI YEE RAMLI

FINANCE ASSISTANT MARKETING RESEARCH PURCHASING

SOUS CHEF
ASSISTANT MANAGER ASSISTANT ASSISTANT ASSISTANT
NABILA ADWIN YUSOF SURAYA KHAIRI LEE AI KHIM

CHIEF DE BARISTA
SUPERVISOR
PARTIE SUPERVISOR
SUDIN IZZATY ISKANDAR

COMMIIS 1 WAITER WAITER WAITERESS BARISTA

TONY AKMAL HAIKAL SALY YONG MUNTHAKIM

COMMIS 2 4
HAFIZ
Large complex organizations often require a taller hierarchy. In its simplest form, a tall struc-
ture results in one long chain of command similar to the military. As an organization grows,
the number of management levels increases and the structure grows taller. In a tall structure,
managers form many ranks and each has a small area of control. Our Mainland Cuisine Res-
taurant have to follow tall organization chart because we have more than 20 staff include the
shareholder and management level.

3.2 Below are some key responsibility for the Mainland Restaurant management:

SHAREHOLDER
KEY RESPONSIBILITIES:
- A restaurant owner keeps the business running on a daily basis. The owner is also
sometimes the Restaurant Manager.
- Hiring, training, directing, scheduling, dismissing employees, financing, promotions
and keeping goals of the business focused
- Assist all Management level

PURCHASING MANAGER
KEY RESPONSIBILITIES:
- Maintain records of goods ordered and received.
- Locate vendors of materials, equipment or supplies, and interview them in order to
determine product availability and terms of sales.
- Prepare and process requisitions and purchase orders for supplies and equipment.
- Control purchasing department budgets.
- Review purchase order claims and contracts for conformance to company policy.

FINANCE MANAGER
KEY RESPONSIBILITIES:
- Maintain a documented system of accounting policies and procedures.
- Manage outsourced functions
- Funds Management
- Arrange for equity and debt financing
- Ensure that sufficient funds are available ,forecast cash flow
- Budgeting
- Manage the preparation of the company budget
- Assist management in the formulation of its overall strategic direction

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MARKETING MANAGER
KEY RESPONSIBILITIES:
- Perform other duties as assigned
- Develops initiatives to build sales,
- Profitability and guest counts
- Proactively build and maintain customer relationship
- Resolving any complaints
- Safeguarding the company image and credibility
- Do corporate / updated info
- Assist management in the formulation of its overall strategic direction

RESEARCH & DEVELOPMENT MANAGER

KEY RESPONSIBILITIES:
- Ensures established standards of food safety and sanitation are maintained.
- Manage outsourced functions
- Assist management in the formulation of its overall strategic direction

RESTAURANT MANAGER
KEY RESPONSIBILITIES:
Restaurant manager responsibilities include maintaining the restaurant’s revenue, profitability
and quality goals. You will ensure efficient restaurant operation, as well as maintain high pro-
duction, productivity, quality, and customer-service standards.
- Coordinating daily restaurant management operations
- Delivering superior food and beverage service and maximizing customer satisfaction
- Responding efficiently and accurately to restaurant customer complaints

SOUR CHEF
KEY RESPONSIBILITIES:
A Sous Chef is responsible for planning and managing food preparation in restaurant kitchens.
Known as the assistant to the head chef or the head chef’s second in command, these skilled
individuals perform a range of duties including planning menus, training new staff, and record-
ing inventory.

6
4.0 Leading

Leading is another of the basic functions within the management process. Leading is influenc-
ing or prompting the member of the organization to work together with the interest of the or-
ganization. Creating a positive attitude towards the work and goals among the members of
the organization is called leading.

‘Leading is the use of influence to motivate employees to achieve organizations goals’

(Richard Daft)

Managers must be able to make employees participate in achieving an organization’s goals.

Three components make up the leading function:

* motivating employees

* Influencing employees

* forming effective groups

Leadership is important because it sets a clear vision and communicates effectively to subor-
dinates/colleagues. The clear vision gives them a better understanding of organizational di-
rection and makes them realize their roles and responsibilities.

4.1 Employee Centered Style from Michigan Studies

We choose Employee Centered Style from Michigan Studies as a leadership approach for
our business. This is the most suitable way for our restaurant in order to achieve our mission
and maximize the worth of the employees. It occurs when we are interested in developing a
cohesive work group and ensuring our employees are satisfied with their jobs. We believe
when a leader pays close attention to the work of subordinates, explains work procedures,
and is keenly interested in performance. Happy employees tend to be more productive and
less likely to engage in office politics. This leads to a better work environment and even greater
profits. Thus, if the employees are happy, it will lead to customer satisfaction just like the result
of Michigan Studies which with employee centered style, it will increase the production and
decrease absenteeism.

4.2 Everyone wants to feel special and valued

That is a simple motivation approach for our employees. We treat them like our trusted friend.
We always want to support them, be honest with them and explain what they’ve done wrong.
As long as they know we respect them, are on their side, and can provide them with challeng-
ing opportunities that stretch their talents, we will have their support. Also, we help them to

7
grow and assist them in reaching their long-term goal especially in updating and stretching
their skills.

As an example, during busy periods, managers may expedite the service by helping to serve
customers, cashiering, or cleaning tables. Besides coordinating activities of the kitchen and
dining room staff, managers must ensure that customers are served properly and in a timely
manner. Manager has to monitor orders in the kitchen and, if needed, manage to work with
the chef to remedy any delays in service. This is a very good example of leadership because
it will make employees feel like they have to give 100% commitment to serve our customers
and the kitchen crew will give their level best in prepared meals for customers. We also believe
that a leader must show an effort to help the employees in any situation. This will motivate
them to work harder and be more responsible by putting the manager as a role model.

4.3 Communication Level

The ability to communicate well in any management position is a necessity in our restaurant.
We must communicate effectively with both our staff and our customers. We have identified
that Sit-down one-on-one chats with employees and regular chats with an employee can work
wonders to increase employee motivation, and improve communication across the whole
team. Schedule a weekly or monthly recurring calendar reminder to have check-in meetings
with different employees thirty minutes before or after their shift.

Sometimes, we will hold the meeting in a neutral space, like a nearby coffee shop, so the
employee feels like they can chat openly with us without the influence of the workplace or
coworkers. Here are a few things we normally do the staff check-ins:

● See how our team member is doing. Are they happy with the way things are going in the
restaurant and their role? Are they feeling stressed or upset about something? Offer an
empathetic ear, along with a few ways we might be able to help.

● Answer any questions they might have. We can use these check-ins to better understand
where they want to take their career and share ideas for upward mobility and professional
growth in the restaurant industry.

● Encourage them to share ideas they might have. The team is on the front lines every day.
Chances are they have ideas to help improve processes.

We believe that this will be able to make our employees feel supported in just a 30-minute
conversation every couple of weeks.

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5.0 Controlling

Controlling is one of the important functions of a manager. In order to seek planned results
from the subordinates, a manager needs to exercise effective control over the activities of the
subordinates. In our restaurant we have planning as per our vision to bring Malaysian food to
the world and in order for that our manager need to ensure to have our right menu been served
with good quality out from our kitchen side. In other words, the meaning of controlling function
can be defined as ensuring that activities in an organization are performed as per the plans.
Controlling also ensures that an organization’s resources are being used effectively & effi-
ciently for the achievement of predetermined goals for example in our restaurant we measured
the cost of employee and our resources been used in kitchen and ensure there is not waste
of item , Manager need to ensure this plan performed as per plan under a measurement of
control.

● Controlling is a goal-oriented function.

● It is a primary function of every manager.

● Controlling the function of a manager is a pervasive function.

● In our restaurant we run quality management rather than traditional management. This
run we focus on customer and quality first then multiple quality dimensions with manage-
ment and worker involvement to the process oriented.

5.1 Importance of Controlling

After the meaning of control, let us see its importance. Control is an indispensable function of
management without which the controlling function in an organization cannot be accomplished
and the best of plans which can be executed can go away. A good control system helps an
organization in the following ways:

5.1.1. Accomplishing Organizational Goals

The controlling function is an accomplishment of measures that further makes progress to-
wards the organizational goals & brings to light the deviations & indicates corrective action.
Therefore it helps in guiding the organizational goals which can be achieved by performing a
controlling function and towards our restaurant vision and goal is to make our local food to be
well known in the world.

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5.1.2. Judging Accuracy of Standards
A good control system enables management to verify whether the standards set are
accurate & objective. The efficient control system also helps in keeping careful and
progress check on the changes which help in taking the major place in the organization
& in the environment and also helps to review & revise the standards in light of such
changes. In our restaurant we will measure based on customer capacity of the day
from there we will track if we had all tables occupied and this will help us to know if we
keep the standard of services and food.

5.1.3 Making efficient use of Resources

Another important function of controlling is that in this, each activity is performed in

such manner and in accordance with predetermined standards & norms so as to en-
sure that the resources are used in the most effective & efficient manner for the further
availability of resources. Controlling between the Ideal Stock and actual physical stock
will help us identify if too much wastage is happening at your restaurant. We use a
smart stock and inventory Management System in our restaurant, as it helps us mon-
itor the variance, gives us real-time reports and also enables us to set reorder levels
for individual stock items. In this way, we only order the items once they reach a certain
re-order level and eliminate the risk of over-ordering or under-ordering.

5.1.4 Improving Employee Motivation

Another important function is that controlling helps in accommodating a good control
system which ensures that each employee knows well in advance what they expect &
what are the standards of performance on the basis of which they will be appraised.
Therefore it helps in motivating and increasing their potential so to make them & helps
them to give better performance. The restaurant industry witnesses one of the highest
employee turnover rates, reaching as high as 80% in some cases , in order for this
while hiring new employees in your restaurant, our primary focus should be on quality
hiring and on ensuring favorable conditions so that they stick around for a longer time.
Also, we ensure to provide a good pay structure, give recognition and rewards to our
restaurant staff so that they may be motivated to continue working at your restaurant.
This would help you bring down our labor costs.

10
5.1.5. Ensuring Order & Discipline
Controlling creates an atmosphere of order & discipline in the organization which helps
to minimize dishonest behavior on the part of the employees. It keeps a close check
on the activities of employees and the company can be able to track and find out the
dishonest employees by using computer monitoring as a part of their control system.
We have smart restaurant management system which automates the entire ordering
and billing procedure, right from automated tablet ordering to instant billing, reduces
the need for human resource required to perform these tasks and could monitor a
better discipline order.

5.1.6. Facilitating Coordination in Action

The last important function of controlling is that each department & employee is gov-
erned by such predetermined standards and goals which are well versed and coordi-
nated with one another. This ensures that overall organizational objectives are accom-
plished in an overall manner. Monitoring and measuring our restaurant staff perfor-
mance is essential to identify the areas where they are doing well and the areas where
they could improve. We have Key Performance Indicators (KPI) for our restaurant staff
and track them religiously to see if they are delivering their duties as per the expecta-
tions. Example KPI tables will be shared in this report.
Describe how to control products or services of an organization.

5.2 The control process consists of the following basic elements and steps:

5.2.1. Establishing goals and standards

The task of fixing goals and standards takes place while planning but it plays a big role in
controlling also. This is because the main aim of controlling is to direct a business’s actions
towards its goals. If the members of an organization know their goals clearly, they will invest
their entire focus in achieving them. We will always have a briefing and meeting with all staff
to discuss the right direction of the restaurant towards our goal.

It is very important for managers to communicate their organization’s goals, standards and ob-
jectives as clearly as possible. There must never be ambiguities amongst employees in this
regard. If everybody works towards common goals, it becomes easier for an organization to
flourish. In order to have better control we communicate the goal and always work on with a
positive note for staff performance. Example to our cook when customers praise the quality of

11
food so we praise them. We praise and give positive notes to staff when they do a good ser-
vice. All the applause from the manager will help the organization of the restaurant with better
control.

The goals that managers have to set and work towards may be either tangible/specific or
intangible/abstract. Tangible goals are those which are easy to quantify in numerical terms.

On the other hand, intangible goals are those which are not quantifiable numerically. For ex-
ample, a company may aim to win some prestigious award for its corporate social responsi-
bility activities. In our restaurant our aim and goal is always to make our local food established
in this world and awareness of types of Malaysian cuisine. We wanted our restaurant staff to
give good services for our customers and make them happy rather than only making profit.

5.2.2. Measuring actual performance against goals and standards

Once managers know what their goals are, they should next measure their actual performance
and compare. This step basically helps them in knowing whether their plans are working as
intended.

After implementing a plan, managers have to constantly monitor and evaluate them. They
must always be ready to take corrective measures if things are not working properly. In or-
der to do this, they should keep comparing their actual performance with their ultimate goals.

Apart from taking corrective action, this step of process control also helps managers in pre-
dicting future problems. This way they can take measures immediately and save their business
from losses.

In order to compare their actual performance, managers first have to measure it. They can do
so by measuring results in monetary terms, seeking customer feedback, appointing financial
experts, etc. This can often become difficult if managers want to measure intangible standards
like industrial relations, market reputation, etc. In our restaurant we measure by customer
feedback as we have a feedback book provided in our restaurant. Besides that based on the
serving time of our barrister, quality of food by the chef.

12
5.2.3. Taking corrective action

In case there are discrepancies between actual performances and goals, managers need to
take corrective actions immediately. Timely corrective actions can reduce losses as well as
prevent them from arising in the future again.

Sometimes, business organizations formulate default corrective actions in the form of policies.
This, however, can be difficult to do when it comes to complicated problems.

In such cases, managers need to first quantify the defect and prepare a course of action to
remedy it. Sometimes, they may have to take extraordinary measures for unpredictable prob-
lems. When there is complaint or feedback for our improvement, our restaurant manager takes
it into discussion and improves with action.

5.2.4. Following up on corrective action

Just taking corrective measures is not enough; managers must also take them to their logical
conclusion. Even this step requires thorough evaluations and comparisons.

Managers should stick to the problem until they solve it. If they refer it to a subordinate, they
must stay around and see to it that he completes the task. They may even mentor him per-
sonally so that he may be able to solve such problems by himself later. We have weekly re-
views to track on problem example stock, staff and customer satisfaction.

13
6.0 SWOT ANALYSIS

What is SWOT?

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Anal-
ysis is a technique for assessing these four aspects of your business. You can use SWOT
Analysis to make the most of what you've got, to your organization's best advantage. And you
can reduce the chances of failure, by understanding what you're lacking, and eliminating haz-
ards that would otherwise catch you unawares. Better still, you can start to craft a strategy that
distinguishes you from your competitors, and so compete successfully in your market.

6.1 Strength

Strengths describe what an organization excels at and what separates it from the competition:
a strong brand, loyal customer base, a strong balance sheet, unique technology, and so on.

We have the strategic and touristy location which is the landmark of Kuala Lumpur Malaysia,
KLCC. Our restaurant’s interior design is also highlighted by the local interior design commu-
nity which helps us to increase our restaurant's reputation. Our founder believes foods can
connect people to feel the local culture, also with a nice dining environment can help with the
dining’s appetite. Our professional chef has been well trained for signature dishes from Malay,
Indian and Chinese cuisine. Daily food supply is monitored closely by our Chief Chef to ensure
our guests can enjoy fresh food and explore Malaysia from the taste buds. Our founder is very
concerned about our food quality and services provided by our staff.

6.2 Weakness

Weaknesses are the qualities that prevent us from accomplishing our mission and achieving
our full potential. These weaknesses deteriorate influences on the organizational success and
growth. Weaknesses are the factors which do not meet the standards we feel they should
meet.

Our signature dishes might be too spicy for some of the tourists or guests who can’t eat spicily.
Malay dishes are mainly cooked with sambal, a type of mixed chili as a sauce. Our Indian
dishes have a different variety of curry. Although we have a variety of food choices, without
spiciness it’s not the authenticity of Malaysian food. Limited seats of our restaurant mean to
bring the comfortable dining experience, but the long queue of waiting lists has brought the
issue of guests who complain about waiting too long.

14
6.3 Opportunity

External factors that the entity can capitalize on or use to its advantage.

The good quality of food and services control, we have earned our chance to participate in
CUTI MALAYSIA’s Tourism program by the Department of Tourism, Arts and Culture Malay-
sia. This is a huge achievement for our restaurant, it will increase our visibility and also become
the leading trend in the ethnic food chain in Malaysia.

6.4 Threats

Threats are external factors that could cause problems for your business, such as changes to
the market, a competitor's new advertising campaign, or new government policy.

Covid-19 has caused a huge impact on our business. Malaysian Government implements a
lockdown for tourists entering Malaysia. For the restriction movement for local Malaysian, we
are urged by the Government to provide take away services. Our founder is concerned about
the Government policy because we haven't done any take-away service yet.

7.0 Finding and recommendation

7.1 Planning

- Create a separate menu for takeout and delivery and make it a simplified version for
packing and delivering, choose the items that are easy to prepare and long lasting to
avoid delicate items that could fall apart or melt during transit.

- Develop a first time customer program, this usually involves giving away coupons that
encourage customer to come back. For example: giving a free appetizer, dessert or
beverage with the purchase of an entree.

7.2 Organizing

- Create the functional organization structure that can made employees into group ac-
cording to their skills with overall effectiveness and efficiency of the task increase.

15
 - This organizational structure is easy accountable for each employee to perform ac-
cording to their job role with more productive away to get their rewards through a fair
and just practice, there is no surpassing of authority as employees report according to
their line of communication.

7.3 Leading

- Develop a concrete training program to make sure all employees are trained using the
same procedures following the centralized training protocol especially employees are
training new hires how they do things on their jobs.

- Train serves or employees on upselling techniques to increase the restaurant sales

effectively with simple conversation leaves the customer in control of their decision and
doesn't make feel pressured to buy more. For example; try to suggest the customer
more thing to try, when everyone is finished with their entree, suggest that they try a
dessert or after drink or naming off a few dessert options may tempt your customers
to try one.

7.4 Controlling

- Checking the number of tables covered by each employees on specific period. The
causes of the problems can either be due to their attitude or because of the longer
table turnover, which mostly happens when it takes longer than usual for the food to
get out of the kitchen.

- Monitoring the items sold and tracking the discount offered by the employees, this will
be help to identify the employees’ performance and to understand the total sales made
by each staff. If the actual performance is not up to restaurant standard, give them a
training on how they can accelerate the process or consistently reach the restaurant
expectations.

16
 CONCLUSION
From what we learned in our introduction to management, we all know that a company needs
to follow the right procedures and processes to achieve a company's goals.

We also known management is the process of getting people together to accomplish desired
gold and objective using available resources efficiently and effectively so as long as a com-
pany implements the correct process of planning, organizing, leading and controlling in its
management system, the company can achieve its goals.

A company have to know what are their Vision and Mission of the company. Without a good
vision and mission a company cannot achieve their gold. A manager is the key person who
responsible to set the vision and mission and to make sure it’s achieve to make profit for the
company.

17
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https://www.toppr.com/guides/business-management-and-entrepreneurship/controlling-
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https://study.com/academy/lesson/what-are-operational-plans-for-a-business-definition-types-ex-
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Source ‘www.iedunote.com › function-of-management-process'

“source - https://www.introduction-to-management.24xls.com/en110”

“source - www.ispatguru.com”

*source : https://www.mindtools.com/pages/article/newTMC_05.htm

*source : https://www.investopedia.com/terms/s/swot.asp

*source : https://www.managementstudyguide.com/swot-analysis.htm

*source : https://searchcio.techtarget.com/definition/SWOT-analysis-strengths-weaknesses-
opportunities-and-threats-analysis

*source : https://www.business.qld.gov.au/starting-business/planning/market-customer-
research/swot-analysis/uses

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