Swot Analysis For Remington's

A. Organizational Background The town of Spirit Lake, Iowa, is a tourism hub laden with attractions, entertainment and dining options. Restaurants range from fast food chains, sit-in fine dining and “mom and pop” diners. Among these eatery establishments there is a mid-size, mid-range restaurant and lounge known as Remington’s. In its single location in the Great Lakes Mall it is known for its blend of formal dining and casual, friendly atmosphere with a wide variety of options. There are three rooms that can seat approximately one hundred and fifty people, including a dinning room, bar seating and semi-private section for scheduled reservations and events (Remington’s Restaurant). The menu offers everything from burgers to steak, pasta,
The chain of command is very position based with higher-ranked positions holding the most power based on seniority and job experience. As can be seen in Appendix A: Organizational Chart, at the top of the hierarchy are the two managers that own the restaurant. One manager directs the staff, scheduling of employees and day-to-day business while the other helps with the kitchen staff and general maintenance. Though the managers are essential in running the restaurant, they are rarely around during regular shifts. They are often only in the restaurant a few hours a week and fill in on holidays or when the restaurant is understaffed. Most communication from them is in the form of short notes to advise the staff about something or quick phone calls to the bartenders. Seeing that the kitchen staff is smaller and fairly self-sustaining, most of the power during restaurant operation is held by the second position in the
As previously mentioned, the bartenders are typically the heads of command when the restaurant is open. They have the most access to the managers (mainly through telephone), solve problems, make decisions and relay information as the shift goes on. Information from them is more in depth and descriptive than from the managers, but is still very to the point. On an average shift there are three bartenders, two who strictly bartend and one that bartends and is the waitress for the bar area. They are older employees who have worked at Remington’s for many years and have moved their way up from the bottom. They are very knowledgeable, but are very busy as they are both managing restaurant affairs, serving customers and relaying information to the kitchen when necessary. This makes them less accessible and can often be a barrier in communication. Their feedback is usually a short, direct response to a question or problem brought up by a subordinate. This leaves the last two levels in a difficult