(TIỂU LUẬN) ORGANIZATIONAL BEHAVIOUR video analysis chef conflict in workplace

FOREIGN TRADE UNIVERSITY FACULTY OF ADMINISTRATION ORGANIZATIONAL BEHAVIOUR Video analysis: Chef conflict in Workplace Class ID: QTRE402(2.2/2021).1 Group Student’s Name Phạm Thị Phương Thảo Nguyễn Khánh Huyền Đào Minh Châu Dư Hồng Minh Ngơ Quốc Anh ID 1812250034 1812250168 1812250011 1812250233 1812250006 Supervisors: Do Thanh Huong Ha Noi, 2021 Table of Contents Video Summary Case Analysis .3 2.1 Situational Analysis 2.2 Personality Traits Relevant to Organizations 2.3 The Big Five Personality Profile 2.4 Values in the Workplace for the Chef .8 2.5 Components of perception .9 2.6 Operant Conditioning 10 2.7 Creativity of Carl 11 2.8 Work Motivation and Managing Stress 12 2.9 Group and characteristic 13 2.10 Leadership style 15 Conclusion - Recommendation 18 3.1 The chef - Carl .18 3.2 The manager - Jack 19 Video Summary The video is about Carl (the chef) and Jack (the owner of the restaurant) In the first scene, Jack comes to discuss with Card about the food prepared for the famous critic who will come tonight The owner wants to serve the old menu due to the previous chef's failure while Card thinks that the menu lacks creativity The next scene happens after the critic writes about terrible food in the restaurant, Jack reminds Card of cooking the same menu lasting for years Because tonight is an extremely important night when the restaurant is full of customers, the manager insisted on doing the exact menu as last time or Carl will be replaced by his subordinate, then he decided to quit Case Analysis 2.1 Situational Analysis  As we can see in the video, the restaurant manager Jack and the chef Carl have a common goal of serving a big-deal customer who is the most important critic in the city having an online blog sold to AOL for $10 million In other words, the restaurant manager together with the chef Carl and other people in the restaurant put their best attempt for a good menu tonight  People are grouped into a team which means a formal group in which there is a high level of interaction among group members who work intensely together to achieve a common group goal - serving people coming to the restaurant with food Homogeneous groups - team members are from the same race so they can know other people very well leading to better understanding, easy information sharing, Lower levels of conflict, fewer coordination problems  Consequential task interdependence: The extent to which the work performed by one member affects what other group members As we can see, the restaurant manager's decision will have an impact on what the chef does and the chef's requirements will affect other people's activities In particular, the restaurant manager decides on what to cook for the menu tonight and when Carl doesn’t come along with it, conflicts arise The conflict happening in the video is a dysfunctional conflict because it hinders group performance and demotivates the members The conflict here is also show types of conflict: ● Task conflict: The goal of the chief's action is to bring a new dish, which has never been made before to impress both the critics and the customer while the goal of the manager is to maintain what has been made in the manu ● Relationship conflict: The chef believes that the owner must respect him because in his commitment he is allowed to whatever he wants and the owner must not interfere On the other hand, the owner thinks this is his restaurant so he has the right to it ● Process conflict: The chef wants to create new dishes to impress the critics while the owner wants to use the dishes already on the menu to it 2.2 Personality Traits Relevant to Organizations 2.2.1 Self-esteem: May be defined as how much you appreciate and like yourself regardless of the circumstances Self-esteem can be defined by many factors including selfworth, self-regard and self-respect People with a high degree of self-esteem have a firm understanding of their skills, realistic and appropriate expectations of themselves and their abilities, and understand their needs and are able to express them  As we can see from the clip, the chef Carl is a man with a high selfesteem approach Craving for a creative chef in the kitchen, he always wants to try new things on the food Especially, when a “big-deal” customer comes to the restaurant, he says to the manager Jack “I have something really good planned for tonight.” “I know I was on Twitter I was promoting the restaurant” despite the fact that Jack just wants to persist on the old menu which has been served several times  Regarding the restaurant manager, he is also a person with high selfesteem notwithstanding being kind of conservative At the start, he says to Carl that he already has ideas and sometimes his ideas work And along to the clip shown, he insists on what he needs Carl to because of believing its efficiency 2.2.2 McClelland’s Learned Needs:  Need for Power: the desire within a person to hold control and authority over another person and influence and change their decision in accordance with his own needs or desires - this kind of need is shown clearly regarding the restaurant manager - Jack In the beginning, he talks to Carl in a soft way to convince Carl to cook the old menu that works for many years But when the chef adds some more new things on tonight's menu, Jack replies “By definition, it’s my food because it’s my restaurant I pay for the glasses I pay for the napkins I pay for the spoons I pay for Molly’s salary I pay for your entire staff’s salary.” and he even asks for Tony to be the chef instead of Carl  Need for Achievement: as its name, need for achievement is the urge to achieve something in what you And we can see that this kind of need is shown through the entire clip by Carl - he always wants Jack to recognize his creativity by serving people with a new menu  Need for Affiliation: the urge of a person to have interpersonal and social relationships with others or a particular set of people Looking at the chef Carl, we all can see Carl cares about his staff and their tasks, he pays attention to the restaurant manager when Jack asks for a fiveminute talk, and he desires to serve the customers with delicious but creative meals 2.3 The Big Five Personality Profile Proof The The Chief Extrave High rsion Proof Manager It is easy for him to Neutral In the video, we can become enthusiastic see that he prefers about things he is doing solitude and trying to which is cooking solve the situation on He feels good about his his own cooking ability and takes However, this pride in his teammates information is He has a wide social insufficient to circle in his community determine if he is extraverted or not Neuroti High cism He experiences a lot of High He experiences a lot of stress stress He is easily hurt, so He worries about many instead of coming up different things (his with a solution and restaurant, his negotiating with the customers, his manager, he opted to profit, ) resign his work Agreea bleness High He cares about his staff Low He takes little interest He enjoys helping and in his staffs and contributing to the doesn't care about how happiness of his kitchen other people feel, for He pays attention to the example, in the video, advice of the manager he yelled at his chef in He desires to make a front of other cooks, delicious dish for the comparing him with special customer others He even manipulates his chef to get what he wants He doesn't want to wait even for minutes when the chef asks for it Conscie High He finishes important High He likes rules and ntiousn tasks right away (he structure (the same ess knows he has a lot of menu) things on the line) He has operated the He pays attention to restaurant for 10 years detail He enjoys having a set schedule He always prepares his kitchen and his rule Openne High He is open to trying new Low He dislikes change dishes He does not enjoy new Experie He focuses on tackling things nce new challenges (in this He resists new ideas of case: he is finding a way the chef to fulfill the critics) He insists on the menu He is happy to think that has been working about the ending on for 10 years at the ss to restaurant 2.4 Values in the Workplace for the Chef 2.4.1 Intrinsic Values:  Interesting work: He enjoys his work and is dedicated to it As you can see, he is continually looking for fresh recipes for new dishes  Making important contributions: He is the leader of a large team, and he is eager to increase the production of his group  Learning new things: Carl doesn’t hesitate to learn and new things  Responsibility and autonomy: He bears a great deal of responsibility for his consumers and the dishes he provides He is well aware of his failure (sweetbreads), and he is in great demand from his customers  Being creative: Carl always shows his wish to be more creative in the restaurant by serving the customers a new menu “I’m not talking about how much money we’re making, I’m talking about creativity, the food that we’re serving.” 2.4.2 Extrinsic Values:  Job benefits: His kitchen is his profession, and he takes pride in it  Status in wider community: He is a social media icon as a result of his restaurant work, which helps him earn greater fame in his field 2.5 Components of perception 2.5.1 Perceiver 2.5.1.1 The owner: Schemas:  That restaurant is very popular thanks to the menu that has remained unchanged for years, which proves that people love it and the menu is still good now  The sentence “Remember what happened when you put guts on the menu?” reminds me of the time when Carl experimented with a new menu, sweetbreads, that no one wanted to order  Even after being criticized by famous critic, he still think that it is not the sign to change because the restaurant only serve the normal person, not the critic  Recency effect: Due to the failure of the “sweetbread”, the owner thinks the new menu will not work Motivational state & Mood: Currently, the restaurant is at the top when compared to the others around here, and tonight the restaurant will be reviewed by the most critic in the city It’s a big deal so the manager is very stressed, and he wants to at least maintain the rank or get a promotion on this occasion because of the famous menu or what they best 2.5.1.2 The chef  Motivational state & Mood: He desires to create new dishes and satisfy the customer instead of doing the same things day-to-day In the second scene, he feels very angry due to being criticized so he can’t keep calm and decides to quit after being forced to cook the old menu 2.5.2 Target  Having good food to serve customers, developing the restaurants: All of them don't make a clear definition of the good menu The owner thinks a good menu is one which satisfies customers enough, and can bring revenue to the restaurant In term of the chef, a good menu is new, creative one and make customers feel very satisfied 2.6 Operant Conditioning To please the most important critic in the city, Carl wants to cook a good menu for him in a creative way Because he is a good chef, he has an agreement with the manager that he has full control in his kitchen area But at the end of the video, the manager rejected that agreement, forcing Carl to obey because he made a similar mistake in the past which all of the customers don’t like Since this is the second time making this mistake and still refusing to change his opinion, Carl was fired (Operant Conditioning) Operant Conditioning  Positive reinforcement: At the beginning of the video, there is a sentence "I sank a fortune into the remodel to get you the French cooking top, not every chef gét that " which proves that Carl has been doing very well here for many years, making the restaurant extremely popular and has a lot of visitors The manager appreciates that, he gives Carl a French cooking suite, because he deserves it, and gives him full control of the restaurant's kitchen  Negative reinforcement: When he made the first mistake of sweet bread, the manager forgave him because it was a test to help the restaurant grow But this time is different, right from the beginning of the video, Carl showed a very uncomfortable attitude, refusing to cooperate The sentence “the fact is, you work for me, in my restaurant, right? I’ve had chefs before you in this kitchen, I’ll have chefs after you OK?” pointed out that if he kept doing what he wanted, he would be fired And at the end of the video, right before the most important moment, Carl still does what he wants, and that's when the manager fires him 10 2.7 Creativity of Carl:  Individual differences: Carl is high at openness to experience, he always comes up with new ideas and ways of cooking as he is supposed to prepare a new menu for the critic or provide a new dish”sweetbread” After no one ordered the sweetbread, he is still confident about his ability and be willing to take the risk of being criticized by the owner for a second chance When it comes to locus of control, he strongly believes in himself and feels responsible for increasing the quality and flavor of food In addition, he is a smart person and being recognised by the boss as Jack said he bought for him French cooking suit because he deserved it  Task-relevant: Carl is the main chef of the restaurant for over years, which proved his ability Even Jack also admitted his expertise, promising will only keep control of the outside kitchen in the original deal  Intrinsic motivation: He enjoys his work and is dedicated to it Carl's biggest motivation is to cook his favorite dishes every day and please everyone with his enthusiasm  Level of autonomy: Carl is the head chef so he can freely cook in his way and control over other work on a daily basis His independence to make decision in the kitchen is shown clearly when he mentioned the deal between him and his boss  Form of evaluation: His boss, Jack, does not like the idea of creating a new menu, and everytime Jack talks about adding the new dish, they argue The more being criticized, the less innovative ideas Jack creates Last time, when Jack threatened that if Carl don’t cook as he said, his subordinate could replace his position, he decided to leave  Importance of task: The famous critic will come tonight, which will influence the reputation of a restaurant, Card is very excited and busy preparing the most delicious meal He eager to serve the important guest the new dish as well as make the restaurant more famous 11 2.8 Work Motivation and Managing Stress 2.8.1 Need theory In the model of Alderfer’s ERG Theory, Carl is in growth, his biggest motivation is to cook his favorite dishes every day and please everyone with his enthusiasm Carl is the head chef of this restaurant He is in charge of all the cooking, menu making, and managing other chefs He is always looking for ways to innovate the menu with creative ways like "put guts on the menu", always hoping to bring better quality to the restaurant and a better experience for customers In this case, Carl wanted to improve the menu that had made the restaurant famous for five years He suggested to his manager that he replace it with something very creative to impress the most important critic in the city, which can increase restaurant ratings But the manager disagreed and threatened to fire him if he didn't follow the menu because he thought that was what he did best and the customers liked it Until the end of the video, Carl is still determined to improve the menu to be better to bring satisfaction to customers, he even posted on Twitter to urge customers to come to the restaurant to enjoy his new dish 2.8.2 Managing stress There is a sentence “Am I allowed to be happy at work" appearing when the chef Carl is talking with a woman named Molly These words show that Carl now experiences stressful feelings and emotions because he has to meet the restaurant manager’s requirements - cooking the same menu for several years without any changes and cannot what he wants to - being more creative at work by something new at the restaurant like sweetbreads and calves' brains People being highly stressed often have low levels of job satisfaction and organizational commitment In this situation, Carl confesses to Molly his real thoughts about the job Especially, at the end of the video, when conflicts come to the highest level and the restaurant manager Jack says “So either you cook 12 my menu or Tony can Tony, you’ve been cooking it half the time anyway Tell the truth, right?” Carl supposes that he is fired and then leaves the restaurant 2.9 Group and characteristic Group is a set of two or more people who interact with each other to achieve certain goals or meet certain needs Although group members may have one or more goals in common, this does not mean that all their goals are identical, a group goal is one that all or most members of a group can agree on As we can see in the video, the restaurant manager Jack and the chef Carl have a common goal of serving a big-deal customer who is the most important critic in the city having an online blog sold to AOL for $10 million In other words, the restaurant manager together with the chef Carl and other people in the restaurant put their best attempt for a good menu tonight 2.9.1 Types of work groups:  One way to classify groups is by whether they are formal or informal Managers establish formal work groups to help the organization achieve its goals The goals of a formal work group are determined by the needs of the organization In the video, people are grouped into a team which means a formal group in which there is a high level of interaction among group members who work intensely together to achieve a common group goal - serving people coming to the restaurant with food  All groups change over time as group members come and go (because of turnover, hiring, and promotions, among other things); group tasks and goals change; and group members gain experience as they interact with one another Understanding how groups change is important because groups and their members face different challenges at different stages of development Two main characters in this video (the restaurant manager Jack and the chef Carl) have worked together at least for 10 years “It's filled with people that’ve been eating your food for the last 10 years” That means after a long time of operating, people in this restaurant have 13 reached the performing stage in which people are ready to tackle group tasks and work toward achieving group goals 2.9.2 Work group characteristics:  Group size: this group may vary in size at around 10 people including the restaurant manager, Carl, Tony, Molly, and other people supporting day-to-day activities in the restaurant This group size can be considered as a small one That results in strong identification of people - they can easily share information, recognize other contributions and identify with the group's goals For example, all working here know that there will be a famous critic coming to the restaurant tonight and their responsibility is to serve this important customer When the two main characters meet in a conflict, people know what the problem is and what they want each other to do: Carl wishes to serve a creative menu “I have something really good planned for tonight" but the manager of the restaurant just wants the old menu that Carl has been working on for many years “Carl Carl We're staying with the same menu, right?”  Group composition: homogeneous groups - team members are from the same race so they can know other people very well leading to better understanding, easy information sharing, Lower levels of conflict, fewer coordination problems 2.9.3 Task independence:  The extent to which the work performed by one member affects what other group members As we can see, the restaurant manager's decision will have an impact on what the chef does and the chef's requirements will affect other people's activities In particular, the restaurant manager decides on what to cook for the menu tonight and when Carl doesn’t come along with it, conflicts arise 14 2.10 Leadership style 2.10.1The leader approach traits Traits Intelligent The chef The restaurant manager He is especially discerning in He alone built this restaurant his cooking He has the Despite his age, he is still very ability to cook delicious wise The restaurant's apparatus has dishes, even create new ones worked wonderfully for 10 years in Besides, in the cramped a row kitchen, he can still direct everyone and complete his tasks excellently Task The chef will obviously have The restaurant manager, maybe he relevant better technical skills and is very good at operating and knowledge knowledge He knows how maintaining the restaurant, but he does not have as much culinary to make a delicious dish expertise as the chef Dominance This chef has a great Although he is a restaurant owner, influence on his assistants in the kitchen, his dominance is still Even if the restaurant owner not as great as that of the chef asks everyone to go out, Sometimes the restaurant owner is those employees still need in an even weaker position and is the chef's consent before forced to threaten dismissal if the chef does not the job doing so Self – confidence The chef has a pretty big This manager is confident with his self-consciousness He judgment, that's why he wants the believes that he can create chef to cook according to his new and better dishes on the opinion, because he has been menu with his ability successful with the menu for more 15 than 10 years and the whole restaurant and his is only possible because he manages it, he doesn't trust the chef because of the sweetbreads failure Energy/Acti He vity level always looks very The restaurant owner's energy level confident and active also seems to be maintained at a high level Tolerance He shows this ability very His ability to withstand pressure is for stress well when he has to ensure also quite high when he can run a the daily work and can meet large restaurant by himself the requirements of the boss as well as the customers Integrity He is very forthright in He is a man who does not keep his and honesty speaking his mind and is promises Even though he promised ready to leave if his rightful not to interfere in the kitchen work, demands are not met he then interfered Emotional He seems to get angry easily, As an older man, his behavior maturity and hasn't thought through seemed calmer, however, in the his decision to leave decisive moment, he was also unable to control himself He also doesn't care about the chef's feelings when he kicks the staff out in front of the chef and he doesn't want to hear the explanation but just insists on forcing the chef to choose to work or quit Both of them had the traits of a leader, but due to disagreements, their common goal failed 16 2.10.2 Leader behavior Approach The chef The restaurant manager He seems to have employee-centered He seems to have job oriented behavior behavior He cares a lot about getting things done In his kitchen, he proved to be a He wants to make sure everything is done talented cook He knows how to create as planned and doesn't care much for his delicious food, helps people and earns employees great loyalty from the staff This is further explained by the act of holding the chef when he was about to leave He has a leader's reward behavior He has a leader punishing behavior Throughout the movie, he always He threatened to fire him if the employee encourages his staff and shows them a did not follow the instructions good future ❖ Contingency theories: Situational Leadership Theory: The situational theory of leadership suggests that no single leadership style is best Instead, it depends on which type of leadership and strategies are best-suited to the task Applying this leadership theory to the video clip, we can see that the two main characters - Carl and Jack have their own characteristics as follows: Carl is a follower whose readiness is able and willing, that means he strives for showing himself in the kitchen as a creative chef and always considerate to serve people good meals Meanwhile, Jack is a leader whose leadership style is telling style letting subordinates know what they are expected to do, giving specific guidance and asking subordinates to follow rules and procedures It is the reason why the two main characters cannot go well with each other A more "telling" style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own but Carl has already 17 done well in the kitchen for several years S1 - telling style and R4 - able and willing don’t match in this situation Conclusion - Recommendation 3.1 The chef - Carl:  As a chef being fond of taking on new and creative things, Carl working with a manager who dislikes changes seems so hard to him It is the reason why he needs to learn how to deal with stress in the workplace more efficiently Communicating with the manager in a more smooth way to persuade him to try on new dishes is also a necessity at this moment 3.2 The manager - Jack:  Jack is a person who has been operating the restaurant smoothly for around 10 years with a lot of people coming to enjoy food every day Knowing that he is experienced alone building the restaurant, controlling its operation for years and working with lots of staff under high pressure, Jack has to listen to others to get their interest  First and foremost, he needs to pay attention to other people’s feelings; for example, he shouldn’t yell at the chef in front of people in the kitchen In addition, monitoring his temper and being less rushed at work seem to be a necessity  Jack also needs to be open to new things; in particular, he requires his chef to cook the old menu for straight years without any changes The fact that the old menu has worked for many years doesn't mean that his restaurant demands no amending Adding new things to recent dishes is really a thing to to draw more customers to the restaurant 18 ... it, conflicts arise The conflict happening in the video is a dysfunctional conflict because it hinders group performance and demotivates the members The conflict here is also show types of conflict: ... restaurant 2.4 Values in the Workplace for the Chef 2.4.1 Intrinsic Values:  Interesting work: He enjoys his work and is dedicated to it As you can see, he is continually looking for fresh recipes... Conditioning) Operant Conditioning  Positive reinforcement: At the beginning of the video, there is a sentence "I sank a fortune into the remodel to get you the French cooking top, not every chef