Conclusion

The managerial leadership of the manager, Richard Gress is people centric who not understands human psychology but also has great ability to exploit the same for Café Bleu. The organic model of the Café thrives on creative inputs as all employees have the talent of doing all odd job. Indeed, not being confined to one particular job, the young staff of the Café is quite motivated to give their best at any position. Despite centralized authority, manager is less inclined to exercise it which is reflected in greater commitment of the workers as they feel free to interact with customers and colleagues in informal manner. The high quality of products and excellent customer friendly services make Café very attractive place to relax. There is effective communication across the workforce which has promoted greater understanding across the diverse workforce (Mullins, 2010). Indeed, if the management continues to engage its employees meaningfully and promotes participatory approach that inculcates strong sense of shared values, it would become the best coffee shop of the town.
Café Bleu enjoys excellent location near the University of Miami which could be exploited in many ways. As most of its employees are young students, Café could offer the student community with part time jobs to meet the challenges of its growing clientele and popularity. The management can also look out for new ideas from the University students who come here for a cup of coffee. Growth and innovative thinking go hand in hand (Meyer at al., 2007). Indeed, it could be the key management strategy to enhance the appeal of the Café for students and people in general.
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Reference
Meyer et al. (2007). Contemporary Management. NY: McGraw Hill.
Mullins L. J. (2010). Management and Organizational Behaviour. London: FT Prentice Hall.