Questions:1. How has Lynn used the four functions of management in building her business?2. Discuss the use of organizational resources (human, monetary, raw materials, and capital) in the restaurant industry. What challenges would a restaurant manager or owner face with each one?3. Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why?4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization. How will you overcome these challenges? Jumping into the Restaurant IndustryRead the case and answer the questions that follow. Studying this case will help youbetter understand how concepts relating to the four functions of management can beapplied in a company such as Skyline Chili.Opening any kind of business requires a great deal of patience, dedication, andperseverance. Lynn Leach jumped into the world of restaurants with both feet when shedecided to open her own quick service restaurant. Truthfully, the industry is filled withstories of people who dove in, got knocked down, but pulled themselves back up(Dempsey 2011).In the small town Wilmington, Ohio, Lynn opened a Skyline Chili franchise. Thetown of 12,000 people has embraced the location and Lynn's friendly business practicesbuilt upon strong customer service and delicious offerings. Recently, Lynn celebratedthe restaurant's one-year anniversary. But getting started was no easy task. "I hadn'tworked in a restaurant since high school and here I was, opening a restaurant," she said(Leach 2012).Skyline Chili is a Southern Ohio-based restaurant chain that serves "Cincinnati style"chili. This rather unique blend of chili and seasonings is typically served over spaghettiand hot dogs and is a favorite in the Midwest. With over 100 stores, Lynn's franchiseis somewhat typical of their small-town locations.Lynn calls her foray into the restaurant business as a "great learning experience."Fortunately, she had a lot of support from Skyline's corporate office. But much of whatneeded to be done was driven by her. "My ultimate goal," she said, "is to help peopleand make them feel good-people's careers, our customers, and the community.First, she had to determine just how many employees she would need before everopening the doors. "We did scores of interviews," she said, "and hired some really goodpeople." However, she discovered during her first year of business that some who mayhave interviewed well were not necessarily the best employees. After turning over abouthalf the staff, she now feels she has the right people in place. But every employee mustbe properly trained. They have to learn the menu, how to properly greet and serve theguest, handle their transaction at the cash register, and keep the entire restaurantfastidiously clean. In addition to hiring, she had to plan the marketing for the grandopening and order the initial inventory for the restaurant. "All this took a great deal ofplanning," she said. "From a to z, we thought things through and how best to get themdone.Once the operation was up and running, Lynn had to pay attention to her costs as wellas her staff. From a cost standpoint, she discovered that there were some very efficientsteps the restaurant could take to contain expenses. One idea implemented was to stopserving half-pint cartons of milk to children. It was found that more than half the cartonwould be wasted and thrown away. However, by serving a small amount in a glass, therestaurant wasted very little. To keep tabs on all the raw ingredients, Lynn conducts aninventory every Monday-literally counting every hot dog bun, cheese, chili, onions,etc. "It's painstaking work, but highly necessary so we know what we have and whatwe don't," she said. "The Monday inventory is how we know what we need to orderand when we need it." Lynn is not alone in her approach. Successful restaurateursunderstand that counting food costs down to the penny is critical. Restaurants shouldlook at every shift of operation with a before, during, and after approach to not onlymonitor inventory costs, but also identify important best practices throughout thefacility (Sullivan 2011).For her team of servers, cooks, and cleaners, Lynn believes in creating fun, yetproductive atmosphere. "Positive feedback is important," she said. "I'm not going toyell at an employee in front of everyone." Instead, she counsels employees whenperformance is not up to par or the quality of work is suffering. "We do role-plays," shesaid, "where we ask each other how you would like to be treated if you were thecustomer." These role-plays demonstrate the proper way to engage with customers andprovide a safe training ground to fine-tune the servers skills. For those employees whogo above and beyond with their service-whether to customers or to coworkers-Lynnprovides a gift card. "When an employee goes out of her way to serve the customer,she said, "they should be rewarded."Everyone at Skyline Chili chips in where needed. There are always tasks that need tobe done, and assigning those tasks are handled a number of different ways. Sometimesworkers are scheduled to take on certain assignments, but in some cases, there might bean opportunity to trade tasks. "We sometimes have a lottery," Lynn stated, "where someof the least popular tasks like cleaning the bathroom are drawn in lottery fashion.Occasionally, the team will play a game where servers can assign tasks to each other-realizing that if one employee gives a difficult task to another, that employee may alsoget a least favorite job to do, too.Now that Lynn's first year of business is behind her, she can say with certainty that ithas indeed been a learning experience. "I have to touch every facet of this business."she said, "and you know what, I love it!"

Question

Questions:1. How has Lynn used the four functions of management in building her business?2. Discuss the use of organizational resources (human, monetary, raw materials, and capital) in the restaurant industry. What challenges would a restaurant manager or owner face with each one?3. Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why?4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization. How will you overcome these challenges? Jumping into the Restaurant IndustryRead the case and answer the questions that follow. Studying this case will help youbetter understand how concepts relating to the four functions of management can beapplied in a company such as Skyline Chili.Opening any kind of business requires a great deal of patience, dedication, andperseverance. Lynn Leach jumped into the world of restaurants with both feet when shedecided to open her own quick service restaurant. Truthfully, the industry is filled withstories of people who dove in, got knocked down, but pulled themselves back up(Dempsey 2011).In the small town Wilmington, Ohio, Lynn opened a Skyline Chili franchise. Thetown of 12,000 people has embraced the location and Lynn's friendly business practicesbuilt upon strong customer service and delicious offerings. Recently, Lynn celebratedthe restaurant's one-year anniversary. But getting started was no easy task. &#34;I hadn'tworked in a restaurant since high school and here I was, opening a restaurant,&#34; she said(Leach 2012).Skyline Chili is a Southern Ohio-based restaurant chain that serves &#34;Cincinnati style&#34;chili. This rather unique blend of chili and seasonings is typically served over spaghettiand hot dogs and is a favorite in the Midwest. With over 100 stores, Lynn's franchiseis somewhat typical of their small-town locations.Lynn calls her foray into the restaurant business as a &#34;great learning experience.&#34;Fortunately, she had a lot of support from Skyline's corporate office. But much of whatneeded to be done was driven by her. &#34;My ultimate goal,&#34; she said, &#34;is to help peopleand make them feel good-people's careers, our customers, and the community.First, she had to determine just how many employees she would need before everopening the doors. &#34;We did scores of interviews,&#34; she said, &#34;and hired some really goodpeople.&#34; However, she discovered during her first year of business that some who mayhave interviewed well were not necessarily the best employees. After turning over abouthalf the staff, she now feels she has the right people in place. But every employee mustbe properly trained. They have to learn the menu, how to properly greet and serve theguest, handle their transaction at the cash register, and keep the entire restaurantfastidiously clean. In addition to hiring, she had to plan the marketing for the grandopening and order the initial inventory for the restaurant. &#34;All this took a great deal ofplanning,&#34; she said. &#34;From a to z, we thought things through and how best to get themdone.Once the operation was up and running, Lynn had to pay attention to her costs as wellas her staff. From a cost standpoint, she discovered that there were some very efficientsteps the restaurant could take to contain expenses. One idea implemented was to stopserving half-pint cartons of milk to children. It was found that more than half the cartonwould be wasted and thrown away. However, by serving a small amount in a glass, therestaurant wasted very little. To keep tabs on all the raw ingredients, Lynn conducts aninventory every Monday-literally counting every hot dog bun, cheese, chili, onions,etc. &#34;It's painstaking work, but highly necessary so we know what we have and whatwe don't,&#34; she said. &#34;The Monday inventory is how we know what we need to orderand when we need it.&#34; Lynn is not alone in her approach. Successful restaurateursunderstand that counting food costs down to the penny is critical. Restaurants shouldlook at every shift of operation with a before, during, and after approach to not onlymonitor inventory costs, but also identify important best practices throughout thefacility (Sullivan 2011).For her team of servers, cooks, and cleaners, Lynn believes in creating fun, yetproductive atmosphere. &#34;Positive feedback is important,&#34; she said. &#34;I'm not going toyell at an employee in front of everyone.&#34; Instead, she counsels employees whenperformance is not up to par or the quality of work is suffering. &#34;We do role-plays,&#34; shesaid, &#34;where we ask each other how you would like to be treated if you were thecustomer.&#34; These role-plays demonstrate the proper way to engage with customers andprovide a safe training ground to fine-tune the servers skills. For those employees whogo above and beyond with their service-whether to customers or to coworkers-Lynnprovides a gift card. &#34;When an employee goes out of her way to serve the customer,she said, &#34;they should be rewarded.&#34;Everyone at Skyline Chili chips in where needed. There are always tasks that need tobe done, and assigning those tasks are handled a number of different ways. Sometimesworkers are scheduled to take on certain assignments, but in some cases, there might bean opportunity to trade tasks. &#34;We sometimes have a lottery,&#34; Lynn stated, &#34;where someof the least popular tasks like cleaning the bathroom are drawn in lottery fashion.Occasionally, the team will play a game where servers can assign tasks to each other-realizing that if one employee gives a difficult task to another, that employee may alsoget a least favorite job to do, too.Now that Lynn's first year of business is behind her, she can say with certainty that ithas indeed been a learning experience. &#34;I have to touch every facet of this business.&#34;she said, &#34;and you know what, I love it!&#34;

Accepted Answer

1.
The four roles of a manager are planning, organising, influencing, and controlling. Lynn has used…