7 Me and my TB?

No, not tuberculosis.

I work at the Statler, both in the kitchen and at the TB (Taverna Banfi). I work over 40 hours a week and have made some very strong ties with many of the people who are like a second family to me. Some ties are stronger than others, but I feel like a welcome member of the Statler Family (the community I will be discussing).

I will examine the situation specifically based on my experiences and observations of four aspects of an SNA approach:

Social Network properties
Common Ground
Reciprocity


SNA PROPERTIES
The SNA properties focus on the interactions based within the community, i.e. with whom do people communicate and with whom do they associate. It also looks at the value of strong and (maybe more importantly) weak ties.


I find that my strong ties in the community are with those whom I respect and whose opinions I value. I feel that I can open up to management about issues and share my feelings. I have had an issue with not being tipped out properly and one of managers and a full-time staffer both gave me similar, successful advice on how to handle the situation. Some may argue that this may seem to fly in the face of the "strength of weak ties"; however, I find the strength of weak ties comes from a social capital perspective. This situation was more of a personal issue and the strong ties were necessary for full disclosure and my comfort.


I have also discovered the strength of my weak ties. The weak ties have also helped me to network and find a summer internship. I also have learned about the collaborative degree program with the CIA through students actually from the CIA. I am a foodie and I love to cook. My passion and the weak ties I form now are possible contacts in the future for advice, housing, internships, and careers. I can also attain knowledge now about best and worst practices. Networking is key in the Hotel School, as I have heard many times over.


I have found that the Statler is a community because of the interaction aspect above pairwise communication. We are a family. Everyone learns everyones names and offers advice and learning opportunities. We are all there for guest satisfaction and to do our best to learn and excel at what we do. Everyone helps everyone achieve their goals.


Mr. Adie, the GM of the hotel, knew me by name my second week on the job. His smile and encouragement and concern for me overworking are all examples of the ties from the very top to the entry-level jobs. As I said, he recognizes that if I am happy, then I will give better service which will, in turn make the hotel do better. This reflects well on him and we all benefit. (Thank you Organizational Behavior).


COMMON GROUND

We in the restaurant share a common ground in our passion for foodservice. In order to work in the high stress restaurant environment, everyone must enjoy what they do. We fall into two categories: students and full timers. The full timers love teaching students new aspects of guest service (at TB) or culinary theory (in the kitchen). The students, in turn, are eager helpers and ready and excited to learn.


We share a common workspace and a common interest. We are all commmited to excellence and guest satisfaction. Also, conversely, we do not always share the same values. Some values are similar, but we have learned to respect each other as individuals within the community context. At the end of the day, we are all actors and indviduals and have learned to accept that.

RECIPROCITY
As I stated earlier, two main types of employees are at the Statler, the full time staff and the students. We students are eager to help the full time staff perform their job well. In turn, the full time staff help teach the students new concepts and terms, while utilizing their help to get jobs done faster. Some stubents are on practicums and externships, while some are working part time; however, all are eager to help and learn.

Managers recognize that happy employees equal happier guests. Happier guests, in turn, make the managers jobs easier nad increase the return rate and revenue at the hotel. This in turn makes managers happier. This cycle of love at the Statler is a prime example of everyone's reciprocity within the community.
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I feel that my work environment represents an amazing social network and community. It has weak and strong ties, common ground reciprocity, social capital (in networking opportunities for careers and internships), human capital (culinary and foodservice skills and knowledge).

Haythornwaite would look at who interacts with whom and who hangs out with whom. I feel a part of a larger family at the Statler. If I needed help or a shoulder oto cry on, I could go to almost anyone and they would listen and offer support. Parties are open to anyone. Everyone will pass you in the hall with a smile and a greeting, despite only seeing you once before. We all hang out outside of work. I guess its just a Hotelie state of mind that has overflown into the Statler workplace.

On that note, I don't really give my money to anyone, so that aspect doesn't really apply. I also neither care to whom anyone else gives their money. That aspect just isn't applicable.

I have a little more to say, but I have gone on long enough already. Sorry about the verbosity.