The case presents a situation where the Ramon Manuel who was a manager in Bongo’s which was a large national chain of casual theme restaurants had to undergo exclusive employee training by the restaurant. Although, Manuel had the experience that would allow him to fit into a managerial position since he had worked in a similar setup for long, he had to undergo the training (Hinkin 33).
The training was exceedingly long to Manuel bearing that he had the knowledge and skills that would be required. Also, he was given a low profile job as a trainee where he was promised that his salary would be increased upon approval for the acquisition of the skills. However, the training took more time than suggested initially making Manuel impatient as he felt that he had been lied to by the management. He realized that his skills were used in the training program t save the company from the increasing labor costs. Ramon learnt that the company had financial constraints by operating in a constrained budget thus they had to obtain a way to save on their cost. After talking to the area director and manager of the restaurant who insisted that he may remain in the training program, Ramon became reluctant on his duties and responsibilities. He realized the management style of the restaurant was not as his belief and he decided to move to another restaurant in similar business where he became the manager (Hinkin 34).
Personal opinion
Based on the conditions of the restaurant it is agreeable that everyone should be put into training. The training process educates oneself on the operations or activities of the given entity. One obtains knowledge and skills on how various activities should be handled at the specified time. Understanding the operations or the processes of an organization can only be understood through exposure to the activities of the organization. Therefore, training the employees before they secure permanent positions is vital (Noe 12).
Also, the training ensures security for the culture of the company. It means that it becomes exceedingly easy for any employee to adapt to the system of the organization. Culture defines identity for the organization bringing success to the business (Baker 34).
Works Cited
Baker, Helen. Employee Training. Chandni Chowk, Delhi: Global Media, 2007. Print.
Hinkin, Timothy R. Cases In Hospitality Management. Hoboken, N.J.: John Wiley & Sons, 2006. Print.
Noe, Raymond A. Employee Training And Development. New York, NY: McGraw-Hill/Irwin, 2008. Print.
