The agile chatter for Lobo’s restaurant contains three vital components. These are vision that is definitive of the restaurants purpose for existence, mission that states how this purpose will be achieved, and success criteria (Brown 34).
The restaurants vision will aim at aiding office workers possess more time, more energy, and feel much healthier via the supply of convenient, quick, nutritionally balanced, affordable, and good tasting meals.
The mission statement is to create a highly regarded and profitable Lobo’s restaurant and delivery services shop in down town London that will provide a healthy, economical, selection of nutritionally balanced sandwiches, salads, soups, and other finger licking meal fare. Lobo restaurant’s success criteria will be an opening date of June 7th 2012, indoor sales of £3,000 and delivery sales of £2,500 for the beginning week.
Its indoor sales for the first month would be £15,000, with delivery sales of £12,500. Deliveries will all be made within 30 minutes of the order reception, and all in-house customers will be served within seven minutes of them taking a seat.
The restaurant also aims at being recognised in the restaurant round up by downtown news in the top ten of nutritious in-house and delivery providers’ restaurants (Brown 34). This sort of charter will erase ambiguity from the project’s undertaking, how its vision will be realised, and how the management will monitor its success or failure.
Downtown London is one of the most desirable locations of retail in London. The chamber of Commerce has rated it the number three most desirable retail market in the city. The restaurant’s location will be a single story block surrounded by offices and adjacent to the train station. More than five office blocks will surround the restaurant. The customer base has three vital segments.
The American International University has four different schools, which are in proximity to the restaurant, with a population of 12,000 seasonally. There is also a sizeable local population of 100,000 year round. The restaurant is within 10 or so minutes drive from 5 suburbs.
The Chamber of Commerce in London lists over eight hundred businesses in the area, with most being office related, with a 10 worker average per office. There are also tourist arrivals, with 92% bed occupancy last year in the motels, hotels, and inns around the location (Kemp 45).
The planning of the restaurant will include getting the construction documents a general contractor, know the building codes so as to comply with health and building codes of the restaurant location from the department of building and safety, the fire department, and the health department.
Food service consultants certified interior designers, architect, and equipment suppliers and dealers would also have to be brought on board (Ware & James 67). Through organizing, the project would be brought into action by the manager. Through organizing, the staff would maintain a commitment to the enthusiasm and vision of the organization within their teams that carry out the tasks given to them.
Organizing would also align the tasks to goals of the organization, as well as provide proper direction to the staff (Ware & James 67). Through controlling, the manager will be able to measure the failure or success of the planning implementation, performance evaluation, improvement strategy development, and aid in taking actions to correct what goes wrong.
Necessary interpersonal skills for this project include information exchange that is effective communication, influencing of the organization in order to get things and duties done, offering leadership by developing a strategy and a vision while motivating the staff to achieve the strategy and vision (Kemp 46). The staffs also need to be motivated in order to overcome change barriers and achieve high performance levels.
The manager would also have to be an adept at conflict management and negotiation by conferring with the staff for an agreement to be reached. Finally, the manager has to have good problem solving abilities, which is the identification of alternatives, defining problems, and decision-making.
Works Cited
Brown, D. The restaurant manager’s handbook : how to set up, operate, and manage a financially successful food service operation. Ocala: Atlantic Pub, 2007. Print.
Kemp, S. Ultimate Guide to Project Management for Small Business : Get It Done Right!. Irvine: Entrepreneur Press, 2005. Print.
Ware, R., and James, R. How to open your own restaurant : a guide for entrepreneurs. New York: Penguin Books, 1991. Print.