Mama lees is a multi-award winning modern Pan-Asian cuisine restaurant with a Latin twist located in

Dallas, Texas. Pioneers in fusion cuisine and established over ten years, we remain masters in our craft

with our delicate menu highlighting the best of Pan-Asias culinary offering, while being laced with

Latino flourishes.

Mission Statement: Mama Lees restaurant is devoted to ensure that each guest receives prompt,

professional, friendly and courteous service. To maintain a clean, comfortable and well maintained

premises, to provide at a fair price well-prepared meals using only quality ingredients and ensure that all

guests and staff are treated with the respect they deserve. By maintaining these objectives, we shall be

assured of a fair profit that will allow us to contribute to the community we serve.

Chapter 1: Organizational Behavior

I. At Mama Lees we treat everyone as family. We serve our delicate cuisine with warm ambiance

and hospitable service that will make anyone feel like theyre at home.

a. We are able to treat our customers as family

b. We understand that we would not be successful without our employees.

i. Our employees understand the culture of the organization and display our beliefs

to our valued customers.

ii. There is no social ordering amongst the restaurant staff. Even then the manager is

considered as the parent of the restaurant.

c. New hires will go through an extensive program that includes to learn the culture behind

Mama Lees.
 i. New hires will also train with every staff member while building that work room

rapport

Chapter 2: Managing Demographics and Cultural Diversity

I. With globalization and expansion comes a large pool of people with a vast variety of

backgrounds.

a. Maintain a diverse workplace while giving best fit applicants an equal opportunity

b. Benefits include businesses obtaining a better understanding and service of customers,

more satisfied workforce, lower litigation expenses and mainly high company

performance.

i. Each person has something unique to offer to the table.

II. To gain knowledge about each others ethnic and unique backgrounds.

a. Staff cultural nights and team building activities every month.

i. Employees in groups of 5-8 people will create a more intimate environment that

will allow each person to get to know each other at a deeper level

ii. Spark innovative ideas for marketing and customer service for the restaurant.

b. Collectivistic culture gives off a more harmonious vibe and family like appearance to the

customers, making them want to come back more often.

i. One team who is united by the values of the business.

 ii. We assume that it is every employees responsibility to respect and take the time

to understand the importance of the differences in age, race, etc.

III. The expansion of diversion would be to monitor the hiring process in a unique way.

a. Hire candidates who are culturally inclined and are talented in the culinary arts.

b. We encourage them to be at least bilingual and well informed on the culture in Asia and

Latin America.

c. They should be able to inform customers on the authenticity of the menu.

IV. Similarity- attraction phenomenon is very common in the workforce. People are often

attracted to others who share the same values, appearances or interests.

a. Younger generation might be more willing to work in a restaurant environment.

b. Can be diminished through group meetings to really get to know their co-workers on a

deeper level

c. Earning gap might also hinder diversity.

i. Members of higher ranks like managers, who get paid a lot more, might not fully

fit in with new employees who are working on minimum wage.

ii. Intimidation within newer workers preventing them to fully engage with their

superiors.

iii. Prevention: Mama Lee requires all employees to treat one another equally

regardless of their ranks.

 1. Emphasize the feminine and caring culture of the restaurant's

2. Maintain a personal connection with every member but also respect their

role in the facility.

Chapter 3: Individual Differences and Perception

I. Personality encompasses the relatively stable feelings, thoughts, and behavioral patterns a

person has.

a. Mama Lees will devote time in understanding our employees personality, which will

help us perceive how a person is likely to act and feel in variety of situations.

b. Employees should maintain positive attitudes towards each other, as well as our

customers.

c. We will put the customer first; we will try to compensate any damages if issues arise.

II. Mama Lees is perceived more as a family as opposed to a business. We prioritize trust and

the ability to focus while working unsupervised.

a. We have specific morals to ensure that every employee is responsible for their own

actions and decision-making.

b. Unethical behaviors will not be tolerated

c. With Mama Lees being culturally diverse, we are able to cater to the norms and values

expected from our customers.

d. Self-evaluations help us determine what level of performance is expected at work.

 i. This prestigious restaurant has a standard set for high performance and efficiency

at work.

ii. That level of prestige and expectance of efficiency can only be determined

through self-evaluation.

Chapter 4: Individual Attitudes and Behavior

I. Mama Lees staff comes in with a positive attitude every day no matter the circumstance.

a. inevitably increases their job satisfaction and motivates them to do well.

b. We believe that when the staffs happy, the customers are happy.

II. When management cares about its employees, then the employees work better as well.

a. Management team listens and cares about its employees.

b. When the management makes sure that its employees feel good, then the employees do a

better job and this leads to higher customer satisfaction

III. Improvements in the workplace can increase job satisfaction when employees opinions are

taken into account.

a. We ask for feedback and suggestions and take into account what they want.

b. When those suggestions can actually be implemented, the employees have a greater

higher job satisfaction.

Chapter 9: Informal/ formal work group

I. A collection of individuals interacting with each other and the actions of one person

influencing the other individuals is what makes up a group.

a. Individuals should work together, feel the need to help each other out, and be able to

coordinate their efforts that should lead to high levels of performance.

b. Our managers will assign individuals to the groups depending on the level cohesion

within the group members

i. Better performance levels or hostility may demoralize members of the group.

c. Having team members that already have previous experience with one another will lead

to individuals being more outspoken

II. Formal work groups are likely to be the type of groups that will consist within our company

a. We will have a combination of upper management and subordinates all together within a

group.

i. The subordinates will have guidance on how to move up the hierarchy within a

company.

ii. The managers will have a more in-depth analysis on how the subordinates are

handling their day-to-day task.

b. The feedback provided should lead to corrective actions by the managers as needed.

i. Managers should consider surface level diversity and deep level diversity.

c. Group members will likely approach someone in their team that is similar by age, gender,

or race.
 d. The attitudes, values, and beliefs of individuals will be essential to avoid any social

loafing and at the same time increase the cohesion of the group.

e. The collective efficacy should increase in time that will in turn lead to high performance

levels

Chapter 5(Motivation):

I. Here at Mama Lees, we have created a close-knit work environment that allows our

employees to feel comfortable around each other.

a. Employees work cohesively together to provide our customers with the best quality of

foods and customer service.

b. This family environment encourages a motivating environment.
i. Staff members create a poll for end of the month activity
ii. Show our appreciation for our employees by giving them an event they can all

attend and enhance the co-worker relationships.

II. At Mama Lees we allow the employees more autonomy over how they are going to perform

their own tasks.

a. Job enrichment allows our chefs to create their own special dish to really show off his

expertise
i. Gives our chefs a sense of respect and recognition for their delicious creations.
ii. Employees have autonomy over how the item should be brought to the

customers attention.
1. Increases productivity and a decrease in absence.
2. The employees work on tasks they enjoy and are able to show off their

skills

Chapter 6(Designing a Motivating environment):

I. We have a bulletin board in the back of the restaurant that displays important information on

closing duties, special dish of the week, etc.

a. Allows the servers the flexibility in performing their job stress free.
II. Authorities do not micromanage our employees.
a. Our manager's sole duty is to fully concentrate on being on the floor and interacting with

our customers.
III. We like to make our workers feel important and vital to the organization.
 a. Task significance: if everyone in the work environment feels that they are contributing to

the overall flow of the company, each individual will more likely put in more effort and

take their tasks seriously.

i. Ex: Without the head chef providing our chefs with fresh products, the kitchen

staff would not know what meals to prepare.

IV. A motivating environment is beneficial but there are many other factors that motivate our

workers.
a. Every worker must take the Thematic Apperception Test to determine his or her dominant

need.
b. SMART goals are specific, measurable, aggressive, realistic, and time-bound goals
c. Motivate them to work harder but in a way that they do not feel overwhelmed.
i. Employees have to meet the demands of the restaurant to achieve their need for

advancement.
1. The restaurant's goal is to sell 30 of our most expensive dishes by the end

of every month. Every time they meet the restaurants goal they receive

60 points.
V. Servers will receive promotions if these criteria are met:
a. Meet restaurant goals every month, annual work evaluations, annual sales goals
b. Evaluation methods
i. Six-month performance reviews, anonymous surveys available, 360-degree

feedback- a performance system that uses ratings provided by supervisors,

coworkers, subordinates, customers, and the employees themselves (Colquitt)

VI. Recognitions Awards
a. Employee of the month will be given a gift card to a restaurant of their choosing.

Chapter 7: Managing Stress

I. At Mama Lees, we will provide excellent management for training purposes to help tackle

stressful situations, such as customer complaints.

II. Our management is approachable, which will reduce the anxiety within the workers.
a. Implemented an open door policy so employees easily communicate with the manager

when there is an issue.

III. Stress reduction is effective through employee wellness and make it a point that our

employees stay fit, healthy and happy.

a. Mama Lees employees will engage in recreational activities. The best part is that the

workers actually get an hour of pay for interacting with each other.
b. Our employees will receive a healthy and delicious meal to encourage healthy lifestyle.
 IV. We believe that having a magnificent kitchen and staff will help reduce stress
a. Servers will not have to worry about food not being ready on time and the customer

having any sort of dissatisfaction.

b. Build confidence in the server knowing that the customer will be satisfied with our food.
V. Employees are encouraged to follow these guidelines to help reduce stress for themselves and

other employees
a. Simplify their schedule
i. Communicate with other employees and management about when they would

like to be scheduled for work. If there are other commitments, we will

understand.
ii. Employees should arrive at work early.
1. Being late for work could cause work to pile up and increase workload

Chapter 11: Understanding Decision Making

I. Mama Lees uses strategic decision making along with many other.
A. We discuss new items for our menu, then conduct trials in order to finalize our recipes.
B. We will sample it out to our loyal customers to receive feedback
a. Make changes and improve our entre based on our customers needs
II. Operational decision making involves our employees and what they should say to customers

to get them to consume our items.

A. Fundamental attribution error and overconfidence bias.
a. Our employees believe that when they receive a large tip that it was due to their

own positive and good customer service, but if they receive a small one then it

was because of the customers.

b. Overconfidence bias
i. We overestimate the amount of people who will eat our food. This can be

bad in the long-run because it we end up losing profit and wasting food.
III. As all other companies run into, Mama Lees also runs into ethical issues
A. Employees want to take certain shifts because of the amount of tips they will get and how

itll work in their favor.

a. Ethical system: employees are assigned to which shifts based on performance,

experience, and skills- creates a balanced and fair system.

Chapter 12: Leadership

I. Informal leadership will encourage our employees to adapt the companys goals as their own.
a. Demonstrate authority through personal forms of power.
i. Our managers will aid in serving and waiting the tables alongside the waiters
 ii. They will be authoritative, but will communicate with employees on their level,

this will encourage open communication between employee and boss

II. Mama Lees is a strong believer in people- oriented behavior in our leaders
a. We genuinely care for the concern and well-being of our workers
b. We allow flexible hours along with sick days available if a strong reason is given
c. Employees are treated with respect
i. If employees feel uncomfortable in the work environment, they are encouraged to

talk to a supervisor regarding their conditions.

ii. Managers will make sure to alter the schedule or get rid of any negativity in the

workplace to ensure all employees feel encouraged and safe during their shifts.
III. Democratic decision-making plays a vital role in ensuring any initiatives put into place reflects

the whole staff.

a. Our employees are a big part in the decision making process
b. After our Mama Lees major staff meetings are conducted regarding new changes in

policies, there will be a voting sessions for the staff.

i. Ensures every employees voice and opinion is heard.
ii. Majority vote is taken into consideration; however, the general manager has the

final say.
iii. This style is usually used for more general changes including different meeting

days, scheduling, new menu items, etc.

IV. Autocratic decision- making is also put into use when larger issues are in play, making sure that

the Mama Lees manager has the final word.

a. Large problems will make democratic style difficult, since there will be numerous

different opinions being offered.

i. Issues regarding salaries, hiring process, promotions, etc. will be solely the

managers decision.
ii. Ensures there is no bias or confusion when it comes to how the restaurant is

running

Chapter 14: Organizational Structure and Change

I. The four essential building blocks that make up Mama Lees:

a. Decentralized organization: where every staff members input is taken into account on a

decision, but at the end of the day, the managers and supervisors have the final say.
 b. Formalization can be important in any organization, but we do not stress on making many

rules and regulations within the workplace. A high amount of formalization can lead to

reduced creativity, motivation, and job satisfaction.

i. The necessary regulations for employees include a good attitude, great customer

service, and a smile at all times.

c. Flat-Structured Organization: in which we have three levels of hierarchyowner of the

restaurant, the managers, and our employees. Inputs on decisions are taken from all

employees as they are important to the company and the actions it will take.

i. Tall structures create greater opportunities for managers to supervise employees,

flat organizations provide greater need satisfaction for employees, and greater

levels of self-actualization.

ii. Our flat structure gives our employees a sense of job involvement and

importance to the company.

d. As a restaurant, we dont necessarily have any departmentalization. The only structures

that would be considered departments include the cooking staff, the owner, the managers,

the hosts, and the servers.

Chapter 15: Organizational Culture:

I. Mamas Lees is a restaurant whose employees are expected to be fair by doing their own work

and helping out other coworkers by motivating them to work harder and being supportive in case

they make a mistake.

a. There is an emphasis on trying to make sure the employees are comfortable with their co-

workers, which is important if you want cooperation among employees.

 b. In order for our employees to feel more comfortable around each other, we will provide

various outing opportunities where they can get to know each other on a deeper level.
c. Being a people oriented restaurant, current employees are expected to be a mentor to new

employees by advising and helping them if there is ever an issue at work.

d. New employees are required to attend formal orientation program where they are

informed about the companys goals, rules, expectations of the restaurant.

II. Mama Lees restaurant environment is based off of meticulous attention to details and presented

to customers in a professional way.

a. The orders placed need to be accurate by stating any allergies
b. The cleanliness of the environment need to be up to par with clean tables, floors,

restrooms, etc.
c. The hospitality of the waiters and service has to be at its finest because of the standard of

the restaurant and the expectations of our customers.

d. Mama Lees kitchen includes heat appliances and sharp objects
i. There are many signs around the walls as well as safety kits to ensure that our

employees are safe.