Iron Chef Case Study

966 Words 4 Pages
Context: Iron Chef (IC) is a small family owned restaurant offering fresh takeaway Asian cuisine. The business is located an area central to many families and individuals. It is key for them to supply fast and quality Asian take-away. If they can’t deliver on these key fundamentals they will not succeed. Their location in a popular shopping precinct ensures they have good exposure year round, and with the owners living near by, they can quickly attend to any uncertain or unexpected events. This helps increase effectiveness in the businesses operations.

Relationships: IC’s staff totals fourteen. Some roles involved on service nights are more specialised than others. The key roles include (but are not limited to) head chef, fry cook(s), food
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This starts with how they serve customers, which is outlined earlier in the ‘relationships’. This mechanistic style is also seen in employee logging, which is completed by the owners at the end of every shift for the hours every staff member worked. This is completed in a log bog to ensure no employee interactions are missed. The final important framework is the accounting system used at IC. A manual accounting system is used, primarily because this is how the owners have always done it, and it is what they understand. These formalised frameworks do interconnect, i.e. the order receipts and log book entries end up in the accounting book, and ensure the business can run effectively. Mutual adjustment does play a role at stages. i.e. an angry customer needs to be dealt with in a unique way. This type of unstructured framework can also help to reduce …show more content…
For the owners the business is purely there for family reasons. This is well embraced by employees as the family values upheld by the owners show they are in it for more than money. The owners’ Chinese heritage also drives their passion for Asian cuisine. This also helps drive behaviour for several other staff who have Asian heritage, which includes the head chef. With all the casual staff being relatively young, their main motivations are monetary and experience based. With the business rewarding well performing staff this stands as a good motivator for them and helps effectiveness. Finally, the assistant managers ‘second daughter’ type relationship with the owners means her main motivation is to work in the best interests for the owners, which is essential for an effective

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