VODENJE GOSTINSKIH OBRATOV

• Main Author: Plohl, Gregor
• Other Authors: Uršič, Duško
• Format: Bachelor Thesis
• Language: Slovenian
• Published: G. Plohl 2012
• Subjects: Menedžment; vodenje; gostinski obrat; restavracija; planiranje; kadrovanje; organiziranje; kontroling; Management; leading; foodservice organization; restaurant; planning; staffing; organizing; controlling; info:eu-repo/classification/udc/338.48; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=21215; https://dk.um.si/Dokument.php?id=26754&dn=; https://plus.si.cobiss.net/opac7/bib/10944284?lang=sl

V diplomskem delu sem primerjal razlike pri vodenju različnih tipov obratov, kot so domača gostilna, italijanska restavracija in restavracija. Raziskoval sem, ali je vodenje v obratih, katere ciljna skupina so premožnejši odjemalci, bolj specializirano. Na izbranem vzorcu gostinskih obratov sem dokazal, da prihaja do razlik. Vodenje poteka na maksimalno dveh nivojih (vrhovni menedžment podjetja in vodja kuhinje oziroma strežbe), razlike pa se seveda pojavljajo tudi v obratih, kjer imajo na videz podobno organizacijsko strukturo. Zanimalo me je tudi, kakšne so razlike med vodenjem podjetja v gostinstvu v primerjavi z drugimi panogami in ali je potrebno, da ima vodja gostinskega obrata izkušnje z delovanjem v panogi, ali pa so dovolj samo vodstvene (menedžerske) sposobnosti in znanje. Mnenja tujih avtorjev o tem so deljena, a vseeno prevladuje prepričanje, da so potrebni poznavanje in izkušnje s področja gostinstva. Moje mnenje, do katerega sem prišel skozi raziskovanje ugotovitev različnih avtorjev in po razgovoru z menedžerji gostinskih obratov je, da so izkušnje s področja gostinstva zelo pomembne, vendar je še veliko bolj pomembno, da ima menedžer sposobnost vodenja in motiviranja zaposlenih ter načrtovanja poti razvoja organizacije kot celote. Funkcije menedžmenta predstavljajo za vodje gostinskih obratov pomembno orodje pri njihovem delu in zagotavljanju uspešnosti poslovanja. Planiranje, organiziranje, kadrovanje, vodenje in kontroling so aktivnosti, ki jih menedžerji izvajajo različno pogosto. Nekatere uporabljajo, kot sami radi rečejo, »po potrebi«, spet druge (vodenje) predstavljajo njihove vsakodnevne zadolžitve. Gostinstvo v Sloveniji po mojem mnenju še zmeraj predstavlja zanimivo poslovno priložnost. Res pa je, da so se razmere tudi v tej panogi zaradi trenutnih razmer v gospodarstvu zelo zaostrile. Zaradi gospodarske krize in spremembe navad odjemalcev se morajo gostinski obrati nenehno prilagajati, da ohranjajo svoj položaj na trgu. Po moji oceni so vodje v izbranih obratih dokazali, da se z veliko truda in premišljenim delovanjem še zmeraj da poslovati uspešno. During my diploma work I compared different styles in managing different types of foodservice organizations like local restaurant, pizza place and an upmarket restaurant. My research was also if management of foodservice organizations which target affluent customers is more specialized. On a sample of different foodservice organizations I have showed that there are differences. Leadership takes place in a maximum of two levels (top management and chefs), but differences do also exist in organizations which have similar organizational structure. I also explored what kind of differences appear between managing an organization in foodservice and organization in other industries, and if it is necessary that the leader of foodservice organization has experiences with work in that industry or it is enough that the manager has skills and knowledge about leading and management. The opinions of foreign authors on this are divided, but it is still widely believed that it is necessary to have knowledge and experience in catering. My opinion which I developed through the research findings of different authors, and after discussion with managers of foodservice organizations is that the experiences in catering are very important, but it is even of a bigger importance that a manager has abilities to lead and motivate his staff while planning the development of organization as a whole. Management functions represent important tools for foodservice organizations leaders on the way to ensure business success. Planning, organizing, staffing, managing and controlling are activities which managers carry out at different frequencies. Some are used, as the managers like to say “if needed” others (like leading) represent their everyday assignments. In my opinion foodservice in Slovenia still represents an interesting business opportunity. But it is a fact that the situation in this sector is very tight, due to the current situation in the economy. The economic crisis and changes in consumer habits must be constantly adapted to the restaurants to maintain their market position. In my estimation, the managers of the selected foodservice organizations showed that business can continue to operate successfully with a lot of effort and deliberate action.