Question

Mini-Case: Foul Language in the Kitchen
During the last two days, three kitchen workers on the dinner shift have complained to you about foul language used by the dishwashing crew. The kitchen workers have not been harassed or directly insulted by the dishwashers. Nevertheless, they are shocked, embarrassed, and intimidated by the foul language. They have not approached the dishwashers about the problem. They feel that it’s a situation that you, the kitchen supervisor, should handle. This is the first time anyone has complained about foul language in the kitchen.
Matt, Mark, and Mike make up the dinner dishwashing crew. Mark was just hired last week. Matt and Mike are close friends. They were hired together and have worked at the restaurant for three months. All three of them do good work under pressure.

1. What additional information do you feel you should obtain before taking any action?
2. How would you obtain this information?
3. Assume that all three dishwashers have been using foul language and that you will handle the situation in a disciplinary session.a. Would you discuss the situation with Matt, Mark, and Mike individually, or as a group? Explain your answer.b. Describe how you would conduct this session according to the following steps:Define the performance gapIdentify the cause of the problemAgree on a solutionState the disciplinary actionSet a follow-up dateEnd on a positive note

Answer 1

1. Before taking action one must consult both parties and take unanimous views and listen to intricacies of the conversation between two parties and then carve out an optimal solution.
2. This information can be retrieved by asking both parties individually first about incident and then confirming whether allegations were proven right or not. If wrong further investigation and escalation using an Internal complaint committee can be adopted to resolve issue.
3. The discussion first must be done seperately and upon deviation of views both parties must be bought together under supervision and then an optimum solution must ve charted. The cause of problem is lack of trianing and cultural bonding. Moreover performance gap is an effect of hiring based on cultural misfit and lack of training on cultural values and organisational protocols. As solution one must give strict warning and make sure both parties abide by laws whatsoever and if proven guilty in future for violation must be given commensurate action justified. Followup on the performance must be assured in next 1 month and probabtion period of 15 days must b elevied for close monitoring.