66
Beverage Media
November 2012
Mismanagement practices can be
defined as managerial actions that
could be reasonably construed as un-
fair, arbitrary, irrational or biased.
They combine to create a strained,
stressful working environment that
will adversely affect productivity and
cost-control efforts.
A food and beverage operation can
be an extremely tough place to earn a
living. Working under pressure, there
are a number of ways that a manager
can negatively affect morale and pro-
ductivity. The following items detail
15
commonly observed mismanage-
ment practices, why they are consid-
ered counterproductive, and how these
flawed management tendencies can be
avoided.
Verbally reprimanding an employee in
front of fellow employees or customers
is not only embarrassing for everyone
involved, it can also drive a wedge
between the staff and management,
creating an “us against them” attitude.
The appropriate time and place to rep-
rimand or discipline an employee is
after the person’s shift, in the privacy
of the office. This will spare the em-
ployee humiliation and from having
to work the shift with the burden of
a reprimand. Naturally, ensuring that
the basis for the warning is valid is of
primary importance.
Initially overselling an employee on the
company and the person’s role in the fu-
ture of the business is ill-advised. It is hu-
man nature for an employee to become
disillusioned and resentful when reality
sets in and the person sees the job or
company for what it really is. The busi-
ness is best served by giving a prospec-
tive employee an accurate portrayal of
what his or her job will be and what the
person can realistically expect to earn.
There are serious consequences when
employees perceive they have been mis-
led by management regarding issues af-
fecting their livelihood.
Failing to initially provide employees
with the company’s policies and proce-
dures can create an inequitable situa-
tion. The most effective way to get a
group of people to achieve a discernible
level of competency is to first inform
them exactly what is expected of them.
If employees are not given definitive
guidelines governing their on-the-job
performance, management cannot rea-
sonably hold them accountable to pro-
fessional standards of conduct.
Failing to furnish personnel with ad-
equate training and supervision does a
disservice to the business and employee
alike. The business suffers because the
staff will not be nearly as competent
and productive as they possibly could.
The employee’s performance will suffer
by comparison and will be evaluated
without sufficient training—a decided
liability. As a result, their ability to earn
a decent livelihood is hampered.
When a manager demonstrates clear
preference for certain employees, it
inevitably engenders feeling of ill-will
H
uman nature dictates that if a manager treats his or her
employees with respect, the staff will respond in kind. It also
stands to reason that if one individual can manage to bring out
the best in a group, another individual could mismanage the same group
of people, negatively affecting their attitude, morale and performance.
BAR
MANAGEMENT
Focus on
Staff Management
Avoid the common
‘
people’ mistakes that
can hurt your business
BY ROBERT PLOTKIN
Verbal Reprimands
1
Lack of Guidance
3
Lack of Training
4
Misrepresentation
2
Obvious Bias
5
