Review the below case study, then answer the questions that follow.

The Chef's expertise is beyond my scope

Who's who:

Pascal Gateau, Executive Chef

Matthew Knorr, Director of Food and Beverage

As Chef Gateau's yearly appraisal was coming up, Matthew started to worry how to conduct the discussion. The chef has much more experience than Matthew. He had been at the Royal for ten years. He makes more money than Matthew, and most importantly his technical skills are superior. Matthew wanted to spare the embarrassment of pretending that he fully understands the technical nature of the chef's job. So, he decided that when he sits down with the chef, he will say something like "Chef, I may be the one who is in charge of doing your performance appraisal, but I realize that you have much more experience than I do. Therefore, I would like for you to tell me how you would like me to evaluate your performance." Being upfront with the chef sounded like a fair and honest approach.

The appraisal form developed for managers in culinary positions was divided into two parts:

A: Management Skills: (1) Integrity, (2) Direction/Decision-making, (3) Teamwork, (4) Inspire trust, (5) Training, (6) Drive business results, (7) Foster customer focus, (8) Build support for change, (9) Leverage technology.

B: Functional Skills: (1) Culinary creativity and plate presentation, (2) Standardization of recipes, (3) Portion control, (4) Menu pricing, (5) Food purchasing, (6) Food cost, (7) Food inventory, (8) Sanitation standards, (9) Proper care of equipment.

1. What suggestions would you give Matthew to conduct (during the session) the appraisal meeting? (10)

2. After the appraisal meeting, Matthew ask Chef Gateau to conduct an orientation program with a few new employees. Explain to Chef Gateau what should be included in the orientation program. (10)