Study of Restaurant Power Structure

After reading Burk's article on women in the corporate world, I decided to apply some of the ideas addressed to the power structure at the restaurant I work at. All of the positions up until the managers were very ethnically diverse, with people from all backgrounds.
The server, host and take out positions are composed by 2/3 women. All of these positions require the employees to provide a service to the guest, and with many guests, multi-tasking is a necessity, and this can be mentally straining to many.
Then the cooks and the service assistants are are roughly 2/3 occupied by men. These positions require the employees to do more physical labor and it comes with a certain repetition of certain tasks.
Then the manager and other supervisor positions are half men and half women.
These positions are also referred to as the "Quality Coordinator's", and their job is to keep the guests happy and the other employees motivated and doing their job correctly.
On top of all of these employees is the one general manager, or GM. The GM at the store I work at is a woman. She makes all the final decisions regarding just about everything from schedules, pay raises and termination. Past this point in power we see a dramatic shift in the amount of diversity, as it plunges towards practically zero. All the positions past the GM are dominated by white men. All of the Regional Managers, Head Chefs and other top seat holders I have seen have all been white men
After knowing this, it is important to analyze the relationship between the general manager, her employees, and her peers. Our GM is always under extreme pressure to perform being in her position of power. One of Burk's principles can also be seen at work here.
The first one shown is the idea that power recreates itself in its own image. Our GM is constantly surrounded by her higher up peers and their values are shown through her actions. Fortunately, I have experienced her as a manager before she became a GM and she was much different. As a manager she made relationships with her employees and other managers and upon being promoted to a GM she has gradually become much more individualistic. Consequently many relationships with employees and other managers became neglected and worsened.
Either way I thought this would be some more evidence of Burk's claim.