My Current Role At BJs Brewhouse Is Server Of The Year

Example 2my Current Role At Bjsbrewhouseis Server Of The Year And Q

My current role at Bjs Brewhouse is Server of the Year and Quality Control (floor manager). I was not only able to become the top server at my restaurant through cooperation with my managers, but also through the lack of cooperation of other servers with management. My cooperation with management was initially brought about purely through opinion and was then later backed by scientific investigation and facts. These levels of cooperation and scientific investigation greatly contributed to the performance of Bjs Brewhouse. However, it is not that these factors that simply caused an improvement in performance; it is actually a two-way flow of cooperation and mental attitude among management and myself.

When I first started serving at Bjs, my hours were limited and I was not able to build or boost sales. By simply having a positive workplace attitude, management decided based on opinion rather than science to give me more serving shifts, totaling 40 hours per week. This opinion led to increased cooperation between management and myself and resulted in higher organizational performance. I performed extremely well, set sales records, and received numerous guest compliments. This prompted management to incorporate scientific investigation, utilizing sales numbers, guest add-ons, number of guests served, and overall guest satisfaction as metrics to evaluate performance.

Informed decision-making by managers at Bjs involves a combination of opinion and scientific management. Employee hours are allocated based on performance and sales data, personality traits, and cooperation levels with team members and guests. While these tactics may sometimes hinder performance if management's opinions are incorrect, in my case, this combined approach helped increase Bjs' sales and overall efficiency. The initial opinion-based decisions led to scientific investigations, which then fostered greater cooperation from both management and staff. Since the serving industry involves complex interactions, both scientific data and experiential judgment are crucial for effective management.

The primary goal is to enhance company profits and guest satisfaction, which in turn generate benefits such as tips for servers and increased sales for the restaurant. My cooperation with management was also reflected in receiving a full-time serving position during prime hours, aligned with my school schedule, which optimized my tips. Conversely, my increased hours contributed to record alcohol sales, upselling, and overall revenue, illustrating a mutually beneficial relationship. My input on sales techniques, cleaning procedures, and performance strategies was considered and integrated into restaurant operations, further exemplifying this collaborative dynamic.

However, not all staff members experience the same level of cooperation. Some servers do not receive the same opportunities or support from management and do not produce comparable results. Limited cooperation and oversight result in reduced sales and growth for these employees. Interestingly, this lack of cooperation appears to positively impact overall organizational performance, as it allows better-performing servers to work more hours and generate higher sales. This approach reflects a strategic allocation of resources, where restrictions on lower performers indirectly benefit the restaurant's profitability.

Management at Bjs employs a blend of scientific investigation—tracking sales performance, guest feedback, and other measurable factors—and opinion-based judgment rooted in experience and intuition. Although scientific management plays a significant role, some elements, such as teamwork and employee motivation, are still assessed through subjective means. The absence of quantitative metrics for certain qualities like teamwork often requires managers to rely on instinct or personal observation. Given the human-centric nature of hospitality, a hybrid approach that values both data and experiential judgment tends to be most effective.

Complete reliance solely on scientific management would overlook the nuances of customer service, teamwork, and employee motivation, which are vital in a service-driven industry. While scientific data can inform scheduling, incentives, and performance benchmarks, it cannot fully capture the complex social dynamics at play. Therefore, the current system, which balances scientific analysis with managerial intuition, appears best suited for sustaining organizational success in the hospitality environment at Bjs Brewhouse.

Although experimenting solely with scientific management methods is feasible and could yield insights, the current integrated approach intentionally leverages both data and experience. I believe that this selective cooperation and scientific application optimize performance by addressing measurable factors like sales and guest feedback while recognizing the importance of human elements that resist quantification. Human interactions, teamwork, and morale are integral to service quality and cannot be entirely dictated through science alone. As such, the hybrid management style currently employed benefits the organization by harnessing the strengths of both approaches.

References

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