Answer to Question 1
Know the factsInvestigate thoroughly. Determine who was involved in the incident, what
happened, where it happened, and what the team member's involvement was.
InterviewDiscuss the discipline problem with the team member in private. Keep it as
informal as possible in order to allow discussion to proceed calmly.
ListenFirst ask the team member to tell his or her side of the story. Ask questions to get
further details, and try not to interrupt until the individual has finished. Listen with an open
mind; do not prejudge the situation.
Stay calmControl feelings and emotions. Do not argue and do not engage in any type of
name-calling. The chef supervisor may win the argument, but he or she will lose the loyalty and
contribution of an important team member.
Avoid entrapmentDo not set out to get a team member. Do not get involved unless
something is wrong.
Be firm but fairBeing firm does not suggest getting tough. Being firm but fair involves
explaining to a team member why behavior is unacceptable. Do not humiliate the team member
in any way.
DocumentMake notes on what happened and what the resulting action was. Records of
disciplinary action are important for the purpose of demonstrating later on that there was a fair
and equitable resolution of the incident.
Inform othersBe sure to inform the team member of the intended course of action.
Remember, the chef supervisor is not the final voice in matters of discipline. The foodservice
organization and the union (if applicable) should be informed. Matters of serious discipline are
much too important for a person to handle alone.
Answer to Question 2
Employee writes requisition listing product names and quantities; manager signs; storeroom clerk fills the order (recording prices and extensions on the requisition); employee
picks up the filled order and signs the requisition.