Management is the most common and important activity in various human organizational activities. Here's what I've compiled about how restaurant owners manage employees. Let's take a look.

If you can manage it well, you won't dismiss

These "old fritters" are not only a headache for restaurant managers, but also offensive to other employees. They have the greatest negative impact on medium-sized restaurants. Because the negative performance of individual employees in big restaurants will not damage the fundamentals, there are few employees in small restaurants, and there are fewer opportunities to be lazy and bully colleagues.

However, in this case, if these "old" employees who are more senior and experienced are let go, it may cause great losses to the bakery. Because, on the one hand, it costs a lot to train an employee, on the other hand, there are the same risks in recruiting a new employee.

Therefore, for those who have a skill, management should be sparse and not blocked, and those who can guide them should not be dismissed.

Look for the reasons that lead to the old fried dough sticks first

There are many internal reasons that lead to the formation of the old fried dough sticks, no matter what, they are all caused by the combined effects of personal internal factors and environmental external factors. A lawyer should discipline himself first. When an operator appears, the boss should first look at what problems exist in his own organization and make timely adjustments, and then find out the problems of employees to guide them.

1. Factors of restaurants and restaurants themselves:

① There are defects in the system. If the management system of the restaurant is too rigid, and some positive suggestions made by employees are not echoed, then employees will lose their enthusiasm for work; The reward and punishment system is not clear, which can't motivate employees. Once employees think that the rewards or punishments they get are unfair, or other employees think that the rewards and punishments given to colleagues are not fair enough, their work enthusiasm will be hit.

② Management is not in place. If managers ignore the personal needs of employees, these neglected employees will easily learn to "protect" themselves in the process of work and gradually become smooth; If there is a mistake in management, resulting in the implementation and implementation of a certain job can not be in place, employees will lose confidence in the restaurant and lose interest in their work.

2. Employees' own factors:

① Lack of clear career planning, lack of self-motivation, thinking that they are only paid, and it's none of my business for the boss to earn money, so I just muddle along in the restaurant.

② I don't have strict requirements on myself, lack a sense of responsibility, and don't have the idea that "my fate is actually integrated with the restaurant" and "I should do a good job and try to be a qualified and good employee".

Managing the smooth hand is the most important thing

Kōnosuke Matsushita once said: On the one hand, you should manage properly, so as not to dampen everyone's enthusiasm, and at the same time, you should show your concern for everyone. After giving an instruction, you should also devote yourself to the staff and share the responsibility with everyone, so as to gain everyone's trust. It can be seen that it is best to control the old fritters.

first of all, smooth dough sticks are not formed in a day, which is related to the carelessness of managers. Therefore, in the face of the smooth operator, we must understand that while ensuring the interests of the company and managers, we should put ourselves in other's shoes and try our best to consider the employees. It should be understood that employees will make mistakes, and bosses will also make mistakes. Don't push all the mistakes to the veterans. It is the mistakes made by leaders, and we must be brave enough to admit them in front of employees. Belong to the responsibility of the leadership, but also bravely shoulder it. In this way, we can make the old oil slick trust you, respect you, and be willing to listen to your opinions.

Secondly, all bosses hope that employees can work hard and create more benefits for the restaurant. To arouse the enthusiasm of employees, it is necessary to stimulate employees' idea of "loving the store as home"; To stimulate employees' thinking, it is necessary to carry out effective incentives and clarify the effective and recognized reward and punishment system. For example, a roast bar reported by the professional catering network will give some profits to employees every day. This system has effectively stimulated employees, and everyone rarely asks for leave, slacks, and even works overtime.

Finally, in order to retain talents, employees should have a sense of belonging to the restaurant. Through all kinds of corporate culture construction, employees can feel the warmth of "home", work and live in a relaxed and lively atmosphere, and love "home", so they are naturally willing to make contributions to the restaurant.

prescribe the right medicine according to the crux of the problem

For a certain operator, managers need to prescribe the right medicine:

1. Don't rush to label an employee as an operator, let alone make it public. Otherwise, it will affect everyone's evaluation of this employee, affect everyone's fair evaluation of them, and intensify contradictions. As a restaurant manager, you should first make a gesture of trust to the employees, and believe that what you want him to be, he may become what he is.

2. The reason why every restaurant employee can work here must create value for the restaurant. Although the old fritters have shortcomings, they must have many advantages. When we want to "transform" them, we should first tap their advantages and put them in a position that is more conducive to giving full play to their advantages. In this way, foster strengths and avoid weaknesses to solve the problem.

3. All employees need to be re-educated. The boss wants all employees to be useful talents who work actively, instead of being smooth-footed, so he should try to communicate with them frequently, share the concept of restaurant management with them, and provide employees with opportunities for progress and room for improvement, so that employees and restaurants can make progress together.