Restaurant Management 36 Tactics - Wei Gao's Classic Restaurant Management Library 39

Author: Zeng Yujuan
Publisher:
Publish Date: 2006-08-01
Features: Don't be a slave to experts. The task of a restaurant manager is to harness the creativity of others and ensure the completion of tasks, rather than micromanaging. Therefore, the manager doesn't necessarily need to be an expert in every field. Just as an average chef can run a unique eatery, an average soccer player can coach an outstanding team, or a musician who isn't a virtuoso can become an excellent conductor, you don't need to be a doctor to know you've hired a good one. In restaurant management, management knowledge is far more important than technical expertise. A manager who can effectively utilize various experts to assist them can leverage their strengths and compensate for their weaknesses, even if they are not part of that field. However, if a restaurant blindly trusts experts, emphasizes academic credentials, and overly considers seniority when evaluating and selecting talent in the restaurant industry, it may ultimately stifle the enthusiasm of young people. For example, the primary principle of management at Meijing Restaurant in Guangzhou is to judge a person's ability in determining their employment and then encourage them to grow rapidly, rather than relying solely on academic credentials or seniority. Most experts manage restaurant businesses based on principles, formulas created by predecessors, and information gathered from market research. Their focus is often on historical data and resumes, tirelessly designing surveys and using computers to analyze and compile the collected data. The conclusions they draw are: the success rate of this plan is 50%, and the failure rate is also 50%. This is not to belittle the abilities of experts. Generally, experts are still very important. The development of a restaurant product, the feasibility study of new technologies, or even the appointment of a department manager—these major matters often provide opportunities for experts to shine. If the role of the company's think tank is not given due attention, various problems are inevitable. However, experts have their strengths as well as their weaknesses. Every expert is only an expert in one specific field. A restaurant manager who can effectively leverage their strengths and overcome their weaknesses is truly a successful manager. P16-17