MGMT 16

Which of the following is true of Barcelona Restaurant Group's chefs?

They analyze the labor costs and food costs themselves.

According to Scott, the chief operating officer of Barcelona Restaurant Group, during their weekly war room meetings, they review shoppers reports that give the managers a chance to learn from each other's restaurants. This process of determining standards from other restaurants exemplifies _____.

benchmarking

During weekly meetings, the managers of Barcelona Restaurant Group analyze Barcelona's financial performance by:

examining the average food costs and menu prices.

During weekly meetings, Scott Lawton discusses the previous week's sagging sales, poor customer response from secret shoppers, and staffing shortages. Such a review is an example of:

feedback control

According to Scott, the chief operating officer of Barcelona Restaurant Group, the most critical component of his approach to managing the restaurants is _____.

feedback loop

The top management of Barcelona Restaurant Group tries to solve issues through a collaborative approach. It feels that restaurant managers can learn from each other. This may prevent managers from making the same mistakes that other managers have made in the past. This type of control method is called:

feedforward control.

According to Andy Pforzheimer, the owner of Barcelona Restaurants in Connecticut and Atlanta, 85% of restaurants are run by people who:

have no business running a restaurant.

Andy Pforzheimer, the owner of Barcelona Restaurants in Connecticut and Atlanta, states that an advantage in restaurant business is that:

if you know how to run a restaurant, your odds of succeeding are quite good.

Scott, the chief operating officer of Barcelona Restaurant Group, states that they do not give bonus to chefs because:

it might affect the quality of their restaurant's food.

According to Barcelona Owner Andy Pforzheimer, the primary difference between successful restaurants and failed restaurants is that of:

quality control.

At the end of weekly meetings, Barcelona's owner Andy Pforzheimer offers worksheets to managers to help them fix the problem of mismanaged food costs and menu prices at the restaurant. This is an example of:

taking corrective action

In Scott's opinion, chefs are the most competitive when they are:

trying to outperform other chefs.