![]() (Not including all the money I was paying for insurance)ģ) Cut throat management. I was paying hundreds a month while other Disney managers were paying much less.Ģ) 42k a year with my hours worked as I was not 40 hours a week, I was making 13 dollars a hour. I thought I was working for Disney, but it’s a third party.ġ) Health benefits: All the plans given did not compare to Disney and it was expensive to cover my family. Workers were given a half-hour break, no matter if they were scheduled to work an eight hour day, or a twelve. A large section of days and evenings were prepared for, based on speculation and hearsay. Human resource management communicated near-strictly through email and voicemail messages.Ĭovers and reservations were seemingly shunned to discussion, if personally questioned. Starting salary stayed the same, and any inquiry on annual raises or benefits were frequently met upon deaf ears. Knives and equipment are very rarely replaced or fixed, and working with inefficient methods, or equipment, purchased by the workers, became commonplace. So staff often came in early, and would eat most of the food, before working staff members could get their portion. Though, they were delivered on a "first come, first-self-serve" basis. Increasing the likelihood of a food order being misplaced, out of sync, or misassembled.ĭaily "family" meals were prepared, for both morning and evening staff. Line cooks were expected to memorize orders as they were vocally called to them, through a microphone system. Ticket printers were the primary operation of order managing, but often were deemed irrelevant. Making communication or cooperation a constant struggle. A select few were reliable, while others wore their stress and emotions on their sleeve.Īn overbearing portion of the staff, both kitchen and dining, were comprised of young italian exchange students. The move marks the end of the Patina Restaurant Group era at the arts complex, which saw chef Joachim Splichal’s prolific catering company operate such eateries as Kendall’s Brasserie, the Boardroom, Cocina Roja and Upstage Burger as well as flagship fine-dining restaurant Patina, which was awarded a Michelin star in 2017.Kitchen management staff were relentless and bullying, on most occasions, then unpredictably compassionate, on others. In a statement, Music Center President and CEO Rachel Moore said, “Levy has both a deep understanding of the operational needs of large venues and a clear sense of what consumers are looking for in authentic and creative dining experiences, given its founding DNA and continued recognition as top restaurateurs.” Part of that effort will include launching a new restaurant concept at Walt Disney Concert Hall, previously home to the now-closed Patina. Levy Restaurants, a Chicago-based food service group that handles concessions at Dodger Stadium, Staples Center and the Rose Bowl, is taking over operations at downtown’s Music Center arts complex, which includes 15 restaurants, cafes and bars.Īccording to a news release, Levy will work to “introduce new restaurant concepts, heighten existing offerings with new cuisine and aesthetic enhancements, and create immersive dining experiences” at the Music Center. ![]()
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