Describe the business case study “Carme Ruscalleda: The Chef as An Artist” and analyze the role of interactions among employees and managers in the workplace in the context of entrepreneurial career development. Develop a personal reflection about the role of managerial perceptions in hospitality.
Description of the business case study
• Critical analysis of the business case study
• Personal reflection about the role of managerial perceptions in hospitality
• Following the submission criteria (development of a logical argument, writing style, Clarity of expression, structure, format; written/oral/audio/video; compliance with the format rules; respecting the structure requirements and deadlines)
Carme Ruscalleda: The Chef as an Artist
Assessment 2
The second Assesment is focused on the Harvard reading about Spanish female chef Carme Ruscalleda and required to summarize the main case ideas, and explain the success of the chef from attirnution theory point of view.
Summary
Carme Ruscalleda – 3 Michelin star female chef
3 restaurants with prominent reviews:
– Sant Pau del Mar
– Sant Pau Tokyo
– Moments Barcelona
The case study focused on describing the success story of Carme Ruscalleda – a Catalan origin chef who obtained 3 Michelin stars through her hard work, creativity, and discipline.
The case explains how Ruscalleda decided to open a restaurant and how the branches are opened years later. The case is structured in a way that it gives the grasp of the timeline of events mentioning the challenges faced and work that has been done.
Her first restaurant was opened in Sant Pau del Mar and followed in Tokyo, Japan, and lastly in Barcelona called Moments.
Summary
The story of a Catalan origined Ruscellada’s success story
The journey from willingness to become an artist and challenging the creativity to food preparation and serving
Working in the family shop – Michellin stars – resturant in Tokyo for gaining global presence
Ruscalleda’s journey started with her having an interest in art and creativity but in her region and family that seemed like an inviable option. In her family, she has seen how great cooks her mother and aunts are, so she also started to follow their way and put her creativity into making delicious food. She has seen how cooking with the same ingredients and following the same recipe could result in having different tastes because it is simply cooked by different people. This created a passion in her to go ahead with cooking and her husband was her best partner and supporter in her entrepreneurial spirit.
Role of employees in chef’s success
Self-taught employees who were excited about the journey of creating gastronomy with personality
Learning by trial and error
The team acknowledged the mistakes
Honest communication and being truthful to themselves
Following the routine and discipline of the manager
The employees have played a definite role in the success of Ruscalleda’s as a chef. The first point was that the staff were excited about gastronomy and ready to learn by doing and sometimes failing. The main aspect was that employees had open and honest communication with the chef, and they admitted when they did not know how to cook a meal and asked for help from peers. Besides, chefs were self-taught and ready to commit to the discipline of Ruscalleda and follow her routine and orders.
Attribution theory about employee perception
Attribution theory deals with how the social perceiver uses information to arrive at causal explanations for events. It examines what information is gathered and how it is combined to form a causal judgment”
There are two types of attribution theory:
– Internal: refers to the process of assigning the cause of behavior to some internal characteristic, likeability and motivation
– External: refers to interpreting someone’s behavior as being caused by the individual’s environment.
Another important aspect to discuss regarding the case is the role of attribution theory. The theory refers to how a perceiver uses the information to arrive at a causal conclusion. The attribution theory has two different types: internal- and external. Internal perceptions derive from intrinsic values such as motivation, and the perceiver believes that the result is the outcome of intrinsic value. However, external perceivers believe that causality is the result of the surrounding environment.
Internal attribution theory
Experimental Restaurateurs – having the intensity to come up with a super interesting idea, to make it happen every day and with the same excitement.”
Characteristics of a successful chef – be creative, but also able to work as part of a team and bring out the best in each team member.
Following the same philosophy – doing the things the same way
In Ruscalleda’s case, both types were demonstrated. She believed that to be a successful chef she needs more than to be a creative person but also to have good team building skills and bring out the best in employees. Her son mentioned that Ruscalleda was successful because she always followed the same philosophy, and did things in the same way. Even after getting the third Michelin star, she did not expand the team or the number of tables in the restaurant. She always believed that success can be achieved by following the same mindset.
External attribution theory
Success of the resturant – To have quality of life to produce good quality work.
Low turnover – treating people as part of the team, the brand and everything
The third Michelin Star – changing the way of working to provide a unique experience
On the external attribution theory side, Ruscalleda believed that to have quality work she needs to have quality time as well. She always set time off with her family and managed to have a work-life balance. The second aspect is that her restaurant had a low turnover rate and employees stayed with her for more than 10 years, because she led by example and included employees in the decision-making process making them feel belonged. Lastly, to get a Michelin star she worked hard on providing a unique experience to the guests and improving constantly the level of service.
Personal reflection on employee perception
The role and routine of a chef
Expectations of chefs from themselves
Condition of closing a restaurant
The case study helps to understand the perceptions regarding restaurant business considering how chefs and customers perceive the business. Chefs are looking at preparing food daily as a commitment and exciting journey, on the other hand, restaurant guests don’t relate to the stress chefs are facing and always expect high-quality work. Another interesting point is about closing the restaurant as it is perceived as a sign of financial difficulty and not having enough customers. However, in the case of Ruscalleda, it was a win-win closure, to close the business in its most profitable timing. Besides, having a Michelin star is perceived as a great achievement and customers expect even more from the restaurant, any minor mistake can lead to a bad reputation.
Personal reflection on employee perception
The pressure of obtaining and maintaining Michelin stars
The perceptions of restaurant clients from Michelin starred chefs
Opening a new branch in a different country with a different culture
It is a pressure for chefs to obtain and maintain Michelin star, they see it as an accomplishment and perceive losing a Michelin star as the end of their career.
Also, opening a new branch in Tokyo was perceived as a critical decision considering the culture and way of working. However, Ruscalleda has seen that the team in Tokyo was willing to work with her discipline and they have always been in touch through video calls and constant flights to Tokyo for workshops and food tastings.
Conclusion
The case of Carme Ruscalleda restaurant business and her personal story of becoming an artistic chef contributes to the explanation of perception from different angles such as customers, reviewers, staff and chef herself.
The case study describes the real process of improvement by showing the most important milestones and highlighting the challenges.
To conclude, the case of Carme Ruscalleda’s restaurant business and her personal story of becoming an artistic chef contributes to the explaination of perception from different angles such as customers, reviewers, staff and chef herself.
The case study describes the real process of improvement by showing the most important milestones and highlighting the challenges.
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