The peppercorn dining was mostly used by the partners of square one in conducting their consultations regarding the prospects of their business. They preferred using this place as it was at strategic place nearing their headquarters but other minor meetings were held in other cities. The partners including, Drew Randal, who was the manager was always pleased by the other partners for instance Erica who always devoted himself towards the success of the business (Wolley & Cummings 120).
The main aim of the meeting was to put up things right regarding the behavior of the cooking staff. Ideally, Erica being in the consulting team was the centre of discussion in the as it had become obvious on his lateness in attending any operations that were conducted by the team The staff was to develop a contract on how they were to develop new methodologies in order to embrace the current operations regarding the cooking methods. The university had experienced some problems regarding the cooking staff and it was the high time to review on the cooking staff by amending some of the regulations used in the cooking department.
On the broader part, they were complaints regarding how the food was being prepared as the cooks did their job casually. They were worried that the behavior of one individual would influence the perception of the other consultants. They therefore agreed in one accord that a maximum of three days could be an ample time in collecting enough evidence regarding the Peppercorn Dining and make a concrete presentation to the management. In carrying out a better analysis on the workers operation in the institution they decided to delegate duties among themselves and this could cover the whole place (Wolley & Cummings 122).
Lynn was given the position of observing the kitchen department and this was to commence from the cooking vessels to the food being prepared. According to her observation everything was moving on well in the kitchen department. She was also to carry out an investigation in the cafeteria where she found out that everything was in order. Besides the consultants, the supervisors also carried out their investigations but in a furtive manner. Not only were to carry out investigations but they also gave out guidelines on how the operations were to be carried out in the institution. For instance, Lynn gave a concrete guideline to the workers in the kitchen (Wolley & Cummings 124).
The consulting room also found out that Peppercorn was the best dining which was offering the best food at that time. The workers also carried out their operation on a platform that the skilled and the unskilled laborers should work equably. Roger, one of the consultants also noted that the service area was well managed as the servers maintained a good communication with the customers. They maintained first-rate communication which created a good atmosphere between themselves (Wolley & Cummings 130).
Carrie, a line worker who had worked in that institution for more than 10 years expressed her complains to the consultants claiming that there was discrimination between those who bought in cash and the noncash buyers. The lady thought there was no equitability in the institution. The consultants were also able to interview the cashier regarding his or her perception in regard to the peppercorn dining. The cashier was very positive but she was implied that there was pressure between the administrative and the students as the students could not volunteer in carrying out the operations. This was a clear indication that there was a cold relation the staff and the non staff (Wolley & Cummings 125).
Worley G.Christopher, Cummings G. Thomas. Organization development & change, Chicago: Cengage Learning.