Introduction 

The GS restaurant is a family-owned African restaurant that offers African meals. The restaurant has gained popularity since it was started in 2017 due to providing quality African meals. The restaurant has grown tremendously in the last few years and now enjoys dominating the cultural restaurant industry. Despite experiencing a rocky start, where competition from well-established brands was stiff, GS restaurant has established itself as a leading African dishes restaurant. The restaurant engaged in intense advertisement, promotion, and offers, which was vital in popularizing the restaurant. Over time the restaurant employed a vast labor force and expanded the menu to offer various African dishes and non-African dishes.  

The restaurant brands itself by having all the employees dressing in African designs. It also deploys African styles while interacting with consumers. Customers can take their meals from the restaurant or carry takeaway packages. The choice that the restaurant provides to the consumers makes it stand out, as it offers a wide range of African dishes. The meals are also made from traditional herbs, which appeals more to the customers. The restaurant’s menu comprises vegetarian options, tourist options, and group dishes, amongst more. The GS restaurant’s success results from the management processes that the company deploys in the regular running of the restaurant. This paper highlights the management processes the company deploys from the organization structure, communication dynamics, transformation process, supply chain strategies, total quality management, and a PERT chart of the organization’s working. 

Types of organizational structure for GS restaurants 

GS restaurants use a centralized management system where the owner has supreme ownership and control most of the activities. In this case, however, the owner does not handle day-to-day activities and thus delegates such work to the manager. This type of organizational structure is what is referred to as hierarchical or functional. Since the employees are divided according to their work, and each employee is under the supervision of someone in authority, they can report any issue or concern. For instance, if the day-to-day activities are not running, the owner using downward communication can get the manager’s answers. In a situation where the manager needs clarity concerning an issue through upward communication, they communicate to the owner.

Moreover, the GS restaurant structure is functional since the manager’s specific roles are mentioned to be one they are in charge of recruiting new staff and training them. They are also in charge of monitoring and supervising other staff members. The manager also handles complaints from the team and the customers. The central role of the main is to ensure that both the employee and the customers who are the main stakeholders of such a restaurant are happy and satisfied with the services offered.

Communication Dynamics

Most of the common problems in restaurants emerge from poor communication. Restaurants face a low two-way contact policy that assists in staffing, scheduling, and reservation, amongst more. In GS restaurant, staffing, and scheduling, unlike many businesses in the restaurant industry, is an involving process where employees can request for shift-changes and schedule reorganization (Auberry et al., 2019). Instead of employees swapping shifts informally, the restaurant has an organized formal policy of reorganizing the schedule. Thus, proper communication offers an integral approach to curbing mistakes. The restaurant also has an exact, precise method of placing orders in the kitchen. This ensures that there is confusion in the kitchen and customers’ orders are served correctly and timely. The team of servers, expeditors and cooks, have an elaborate accepted abbreviations that save time while still ensuring correct communication. The restaurant’s bookings are well organized to fill the tables’ capacities and ensure that the tables can be adequately served.  The restaurant provides communication in advance to all departments concerning busy service to avoid rushes.

Supply Chain Management

The supply chain is an essential process in the restaurant business, and the ability to maintain a stable supply chain builds a competitive advantage (Cho et al., 2018).  The restaurant has a well-managed supplier’s network. The restaurant has developed a critical relationship with the suppliers. Also, the suppliers are strategically positioned to add inventory flexibly. Further, besides GS restaurant engineering, a thematic menu that is majorly African, and one that aligns with its brand identity, the menu is centered on being profitable. The recipe modeling is well organized, and ingredients are ordered in bulk, which is more economical. The restaurant’s inventory management and optimization are well organized. The staff can easily fetch the ingredients or clothing that they need to prepare delicious meals and prepare the tables. This ensures that the restaurant’s supply chain is cost-effective. The restaurant uses inventory management software that allows the entire supply chain process to manage and optimize the whole supply chain process (Cho et al., 2018). On the front counter, the restaurant has integrated a comprehensive restaurant Pont of Sale System. Almost all the payment processes are automated, and the procurement department can easily track all the inventory. The integration of technology in the supply chain resulted in continued cost-saving and inventory optimization.

Total Quality Management

The restaurant industry’s quality of food and service is when the restaurant exceeds the consumers’ expectation as if promised by the restaurant (Raciti, 2016). Preparing delicious and tasty foods is not enough for restaurants; instead, they must offer quality dishes and services to the consumers. The GS restaurant is well known for the quality of food it provides. The restaurant offers well-cooked dishes and maintains the consistency of offering such meals. The consistency in providing quality meals is a vital aspect of quality management. The restaurant specializes in preparing dishes from traditional herbs and has consistently offered traditional meals. Besides delivering quality dishes, the restaurant also provides quality service in providing friendly service and dedicated service. Waiters in the restaurant are required to communicate to customers with African etiquette. This offers friendly services to consumers. In other instances, the restaurant offers a dedicated waiter to consumers to ensure that quality service is provided. The restaurant also has a training program for its workers to ensure that the best services and products are offered to consumers. The restaurant’s hygiene is tremendously commendable, which is an essential aspect of quality management while appealing to consumers. GS management is committed to ensuring consistency in product and service provision. 

Transformational process for GS restaurants 

Management functions are usually the integral components of the transformation elements. These activities are performed to manage the subsystems for accomplishing the system objectives. GS restaurant includes the following process as the transformational. The owner, organizing do planning, and staffing performed by the manager, directing and controlling, is also done by the manager. Another linking process of decision making in GS restaurant that helps transform the input into output includes communication and balance of decision making.  GS produces excellent output due to effective communication and better linking of the decision-making process between the concerned parts.  The input in the systems in GS restaurant includes human labor, time, utilities, and information. The output of the process consists of the quality and quantity of the meals. It also provides customer satisfaction and financial accountability. Some of the transformational processes in GS restaurants include planning, procurement, and production distribution. In addition to customer and employee satisfaction, financial responsibility is considered the desired output.

PERT CHART 

The manager of GS restaurant uses PERT to schedule, organize, and coordinate tasks. It is mostly applied in the long term project of the restaurant. For instance, in the previous year, GS restaurant wanted to expand and open another restaurant in a new location. Therefore the manager and the owner had to use PERT as the best strategy to ensure that all the activities are carried out effectively. PERT planning involves the following process. Identification of the specific activities and their milestones. The second step is determining the proper sequence of the activities, and thirdly, constructing a network diagram, and fourthly estimating the time needed for each activity. Fifthly determining the critical path and finally updating the PERT chart as the project progresses.

The first step means analyzing all the project activities from the beginning to the end of the project.  The second part involves having the activities in the right sequences since they are all identified. A network diagram is like maps that give direction to the following activities; therefore, after the first two activities are essential to construct the network diagram to provide the flow of activities and the order. This can be done using software to make work easier. Then each activity requires a specific time. After determining the overall time required, it is necessary to approximate each activity’s time, such as the optimal, most likely time, and pessimistic time. Eventually, the last step is to determine the critical path. This aspect is determined by adding the times for each sequence’s activities and actualizing the project’s longest track.  

Conclusion

GS restaurant is an African dishes restaurant in the United States specializing in meals that have their origin in Africa. This restaurant became famous in the year 2017 due to the quality African dishes that they prepare. Today is an established restaurant due to its intensive promotion and quality of the meals that they offer. This restaurant has both functional and hierarchical structure in the sense that the roles are divided in terms of the functions and the order from the top management to the bottom staff. GS restaurant has elaborated communication processes in terms of employment staffing and scheduling. The ability to maintain stable chain management and supply is essential for any business’s competitive advantage; therefore, in GS restaurant, they have a good relationship with the suppliers and the recipe modeling is well organized, and ingredients are ordered in bulk, which is more economical. GS restaurant offers the best quality in terms of services, process, and quality of meals. The transformational process in GS restaurant involves linking the input to produce output. The linking parts include clear communication. Lastly, PERT is a strategic method that GS uses when managing long term project.