Three months ago, The School Caf was pleased to hire an assistant manager, Kathy Thompson, who was brought in to assist with streamlining front-of-house services

Three months ago, The School Café was pleased to hire an assistant manager, Kathy Thompson, who was brought in to assist with streamlining front-of-house services in the business. Having worked internationally in Paris, London, Singapore and most recently in Sydney, Kathy brought with her some excellent ideas from her experience on how to improve customer service quality which has also seen an increase in customer sales and retention. Clearly, you are pleased with her leadership and she has been a real asset to The School Café.

However, in the last few weeks, you have noticed that there has been an increasing rise in conflict between Kathy and the back-of-house, i.e. primarily the chefs. They find her to be rude, arrogant and demanding when it comes to the way she talks to them.

Yesterday you were witness to an incident where she told off Martina, a chef, for not responding to her when she asked her to give her a time for when the next meal would be ready. You saw Kathy tell off Martina and the rest of the chefs for not communicating properly which made her job and that of the front-of-house team more difficult. After having intervened to diffuse the situation, you spoke to both of them separately as well as your peer, Executive Chef, Anthony.

The following are excerpts of their recorded conversation with you in your role as Restaurant Manager:
Martina, Chef: I don’t know what’s wrong with her – she came in yelling at me, waving her finger in my face, told me to get moving and get that customer’s dish plated fast. This is the third time she did this but there was no shouting the other times. Who does she think she is? She’s not my boss and thinks we all have to tell her everything we’re doing. I mean she should know having all this experience being a host-shot hotelier. She’s like a crazy dictator and all the chefs think she’s a real cow.
Kathy, Assistant Manager: She [Martina] just stood there and shrugged her shoulders when I asked her to give me a time for the next plating. Front-of-house have to work on tight deadlines and make sure each course is served within 15 minutes or we lose customers. It’s our reputation in the end. It’s like all these chefs are on holiday in this café – they don’t know what hard work is–nor can they prioritise which tasks to do first. I am really fed up of all this complacency here and no wonder Perth is always seen as backwards when it comes to hospitality. I have no time for this nonsense–I am a mother of two kids and have a lot to manage at home, especially coming here–new schools, new people–and now this. It’s all getting too much!

Question

Fill the table as per the above case study

The School Café Emotional Intelligence Action Plan - Martina
Emotional response displayed	Emotional state displayed	Possible reasons behaviour was displayed	Approach to identify and respond to emotional expressions before discussing issues
Example: Crossed arms when listening	Example: Shows that [EMPLOYEE] is not interested in listening and taking a defensive position. May possible be prone towards more hostile anger.	Example: Maybe there is no time to deviate from schedule that is being asked by the [OTHER PARTY] and feels this is a waste of time. Also, [OTHER PARTY] may be perceived as causing more work.	Example: In planning I would first acknowledge the emotional expression of frustration from [EMPLOYEE]. Following this I would… The third stage would be to …

The School Café Emotional Intelligence Action Plan - Kathy
Emotional response displayed	Emotional state displayed	Possible reasons behaviour was displayed	Approach to identify and respond to emotional expressions before discussing issues
Example: Crossed arms when listening	Example: Shows that [EMPLOYEE] is not interested in listening and taking a defensive position. May possible be prone towards more hostile anger.	Example: Maybe there is no time to deviate from schedule that is being asked by the [OTHER PARTY] and feels this is a waste of time. Also, [OTHER PARTY] may be perceived as causing more work.	Example: In planning I would first acknowledge the emotional expression of frustration from [EMPLOYEE]. Following this I would… The third stage would be to …