【正文】 and inform them of his findings. Gary felt that it was appropriate to discuss his concerns with the frontofhouse employees first, then determine how to involve the backofhouse employees. Initially, the meeting wasn’t very insightful. Needless to say, the wait staff were not happy about being told of Gary’s “perceived problems” with the operations. In fact, they felt as though he was pointing the finger at them. Thus, they didn’t provide Gary with much information to identify the true nature of the problems, let alone determine ways of making the situation better. However, when Gary asked the wait staff about their satisfaction with specific aspects of work, particularly Pay, they became very vocal. Sarah, a fulltimer who had been with the Cafe for two years, stated that in parison to other servers in the area. The Cafe wait staff made considerably less. As the discussion ensued, it became clear that this issue was a really big sore spot with all of the wait staff. They suggested that the primary problem was that The River Walk Cafe was one of only two casual restaurants in the downtown conventional district. Because most of the other restaurants were upscale, the wait staff at the other establishments earned considerably more in tips because they had higher check totals. Sarah also affirmed Gary` s observation concerning the “extensive’’ time spent with customers and stated that the wait staff felt it was important to “get to know your table.” However, Sarah said that the time is necessary in order to upsell the guest to increase the check total. Steve, a parttime server, concurred: “It’s important to understand your customers. If we didn’t spend as much time as we do, we couldn’t provide the kind of service they expected. Besides, upselling and providing good service makes you happy and brings the customers back. Isn’t that what you want?” After much thought and consideration, Gary decided it was necessary to revise the pensation system for the wait staff. He felt that it was necessary to provide some additional moary incentives for the wait staff, but not at the expense of the Caf233。s behavior and his apparent disregard for his apprentice. Noheless, Benno was concerned about passing his final exam and decided to let the Executive Chef know that he was not familiar with all of the dishes on the list. He left a note in the Chef’s mailbox, with the names of those meals in which he would need some further training. The next day Benno was summoned into the Chef’s office immediately. The Executive Chef was outraged at his trainee’s lack of knowledge. He told Benno that if he was not able to prepare these “simple” dishes after almost two years of training. It would be best for him to stay on as a trainee for another six months to 1earn to prepare them. He added that it would be of no use to argue about his decision and told Benno to leave the office. Benno wanted under no circumstances to stay another six months as a trainee, because the salary was much 1ower than that of a certified chef. By the end of the day, he was able to persuade the Executive Chef not to extend the period of training. The Executive Chef agreed that he might graduate on time, but on the condition that he was to study for himself the preparation of the meals with which he had no experience. Benno agreed to the terms and worked very hard independently to master the unfamiliar recipes. He graduated from the program on time two months after the incident and soon left to work for another hotel in Cologne. Today he is a wellknown chef in the city. 1. Evaluate the training program in which Benno was enrolled 2. Were the demands made on Benno reasonable? 3. Discuss the attitude and behavior of the Executive Chef. 案例 3， The River Walk Caf233。Cases in Food and Beverage Operation（飯店餐飲管理案例） 案例 1， The Decision to Serve（堅(jiān)持服務(wù)原則） David Anderson was the Assistant Manager of an upscale restaurant in Philadelphia. He noticed two attractive young ladies entered the restaurant and headed for the lounge area on a beautiful summer afternoon. It contains a bar and also has some small tables where light meals were served. He assumed that they were going to eat lunch in the lounge. Ten minutes later David was approached by Josh, one of his servers, who told him that he was in a situation that made him unfortable. Josh explained that the hostess had seated the two young ladies to the outside seating area of his section and they were much adjacent to the sidewalk in the front of the restaurant. This area is under an awning and separated from the sidewalk by a short decorative iron fence, but diners are clearly visible from the sidewalk and street. He said that both of the women had cocktails, but he felt that they were underage and did not know what to do. David 1ooked out and noted that the two ladies were the same ones he had seen entered the restaurant earlier. He went to the bar and asked Julie, the bartender, if she had served the two ladies drinks. She replied that she had. Then, he asked her if she had asked for identification. She told him that she had not. David then approached the table where the two were sitting and asked them for identification. One had a driver` s license that showed she had recently turned 21, but the other said she had fotten her identification. David informed the one without identification that he would need to remove her drink, as the restaurant had liability issues related to serving underage people. He told her that she would be reimbursed for the drink and offered to provide her with a plimentary nonalcoholic beverage. The woman immediately began to plain loudly the moment David took the beverage, then got up from the table, went into the restaurant, and began yelling at the server, saying that her father was joining them soon and would rectify the situat