CASE STUDY - ALL IN A DAY'S WORK

"We've never done it that way," said Mandy, as she walked out of the restaurant with Danny.

She was referring to the new procedures outlined at the restaurant's staff meeting for dining room cleanup at the end of each shift.

Penny, the restaurant's manager, was frustrated with ever-increasing labor costs that exceeded budget estimates and was making numerous changes to reduce labor costs without, allegedly, sacrificing quality.

One proposed dining room change involved the early closing of certain sections and associated server stations. As service slowed toward the end of each shift, all servers on duty would help with clean-up.

"Why should I help other people with their clean-up duties so they can go home, when I just have to stick around to do myy own clean-up duties later?" Mandy asked Danny, another server.

"You're right, it doesn't sound fair," said Danny. "But Penny did say we would rotate shifts so that we could each leave early sometimes and do more work later at other times."

"Yes, but let's see how long that type of schedule works," replied Mandy. "Servers who have been here a long time will get the 'early-out' shifts!" she continued. "Why do we have to change anything? I think the restaurant is making big money at our expense, so what's the big deal if we save a few hours? How much more money does the manager have to make, especially if it's an inconvenience to us?"

1. What techniques might a restaurant manager using a democratic leadership style have tried to reduce the possibility of this conversation and the server attitudes that it suggests?

2. What, if anything, should Penny do next when she learns about the server's negative reactions to the new dining room scheduling plan?

Would you please provide me with sources as well?