L E S.S

Grganise€Ecre amd

RespcrescbiEieies ofF&B Gpera€E*ns

MESSEGN AND GGALS

The success of a food and beverage (F & B) service operation depends on the way it is organised toachieve its goals. It starts with a mission.

Mission

Every organisation has a reason for being in business. Allits managers and staff must be coordinatedto fulfill that purpose. The purpose and direction is enunciaied by the owners of the business in theform of a mission statement. A mission statement is a generalised statement of the overridingpurpose of the business. This leads to the strategic intent which is the desired future state oraspiration of the organisation. All stakeholders need to be clear about what they are seeking toachieve and in broad terms how this is expected to be achieved. The mission statement expressesthe philosophy of the property. Take this as an example of a mission statement of a specialityrestaurant:

"Our mission is to provide the best Chinese food in the city through research andinnovation. The restaurant shallbe safe and comfortable and uphold the values of thelocal community. Complete customer satisfaction wilibe reached through a trained andmotivated staff. We emphasise high quality in products and services. We shall give a fairrefum to our stakeholders inspiring them to do continued business with us."

Obieetives and Goals

From the mission statement flow the specific objectives and goals to achieve the mission. Whileobjectives are long term aspirations, goals are short term targets. Good goals follow SMARTwhich is an acronym for:

Textbook of Food and

S - Specific

M- Measurabie

A -AccountabiiiiyR - Reasonable

T - Time bound '.Objectives and goals are refiected in formal pians; FEacls draw out how objectives are to be

achieved (action pian); when they are to be achieved; and who is accountable to achieve it-

The corporate management or owner is concerned with perspective and long term plans (5-1-0

years), the General Manager is concerned with short term plans (3 year) and the F & B manager

with AnnualPlans.

Typicalgoals for food and beverage operations would be:

c Increase food sales by 10o/o over the previous year.

. Achieve an average cover rale of $ 20 by the end of the current financialyear.

. The server shall reduce the time from ordering to first service by three minutes in 2007 .

e R.educe the number of guest complaints by 20o/o from last year.

STRUCTURE EF T++E ORGANISATION

An organisation then establishes a strucfure. An organisation struchtre is a framework that establishes

the rei"btionshlps between job positions as well as establishes the channel of communication. Such

structures are explained graphically in an organisational chart. Most establishments follow traditional

hierarchical organisationalstructures that have evolved over the ages as shown in Fig. 3.1.

Fig. 3.1

The human resources in theand Operations Staff.

Tr a d iti o n ol H i e r or ch i col O rgonisoti o n a I Str uctu r e

food service industry may be classified into Managers, Supervisors

MiddleManagement

JuniorManagement

tESSOlrl 3 Orgagrisa:ion ai'rd Responsibilitics of F&B Gperations Efirel

Fiaeaagers are responsibie for the effective utilisation of the traditional resources of men (human

resources), materials (operating suppiies), rooney (budgets and finances) and machines (service,

equipment), etc., to achieve organisational goals. (Piease see Lesson 8, "What is Management?"for greater details on resources).

Managers are further categorised as follows:

Top Management is responsible for the long term and perspective plans (5-10 years), fundingand strategic objectives of the organisation. They would typically be the Owner, Board of Directorsof a Public Limited Company, Functional Directors and the General Manager who is concerned

with 3-year plans (shot term).

Middte Managernent lead specific functions in an operation like, the Food and Beverage ManageqFront-Office Nlanager, Chef, Execuiive Housekeeper etc. They make the annualplan (1 year) fortheir respective departments.

Junior Management leads the day-to-day operations of the operations relying on theirmanagement and technical skills. They ensure that the policies and practices translate themselves

at the operational level. They would be the Restaurant Manager, Room Service Manager. BanquetManager, etc.

Supervisors are the link betrveen the management and the operation staff at the floor level, toensure that the resources allocated are effecfrvely utilised. They are the face of management io theguest who recognises him/her as the team leader.

Operations Personnel are the frontline performers of operations and rely heavily on technicaland customer service skills. They would typically be the servers, kitchen cooks, utility workers, etc.

The proportion of skills required is illustrated below in Fig. 3.2.

ConceptuaYAdministrative r--- TechnicaV

Customer skills

Management Supervisory Operation Staff

Fig.3.2 WorkFocus

Job Titles are the official designations given to a job position. They have faithfully remained thesame in food service operations over the years. The internationai food service industry uses termsfrom three different countries: France, England and the United States. US chains have introducedAmerican tiiles in their franchised hotels. The job contents rernain generally the same, irrespectiveof tities. The table below establishes the titles and parity between them across the three countries.When setting up an establishment, it is necessary to use the titles that guests of ihat location are

most comfortable with. Figure 3.3 gives the options available to a food establishment to use.

American Engiish French

Restaurant lv{anager Restaurant Manager Chef de Restaurateur

Senior Captain Restaurant Supervisor Maitre de Hotel

Captain Head Waiter Chefde Rang

Steward Waiter Commis de Rang

Busboy Assistant Waiter Commis de Barasseur

Fig.3.3 JobTitleComporisans

ffi Textbook of Food and Beverage Management

€ORFGRAT=E STRUCEURFS

Chain operations have an elaborate structure as shown below in Fig. 3.4. The structure begins

with a Board of Directors who represents the shareholders. Their responsibility is to give strategicfinancial and policy decisions that act as guidelines for action on a long-tenn basis. They appoint a

Chief Executive Officer (CEO) who is the intermediary between the Board of Directors and theOperational structure below. The President is the head of all operations of the chain. He appointsRegional Vice Presidents who cover geographic regions of the chain operation. trntemational chainswould have Regional Vice Presidents for Nofth America, South America, Europe, Middle East,South Asia, Far East and the Pacific. Regions may be clubbed based on the number of units in theregion. Each RegionalVice President would have Area Directors/Managers to oversee operationswiihin a group of countries or states within a iarger continent. They wouid directly control CountryManagers if a country has multiple units to warrant one or General Managers/Managers ofindependent units.

Fig. 3.4 Corporote Structure of o Choin Operotion

E arge restaurant operations require more peopleto operate it. The amount of specialisationsalso increases and theretore, requires an elaborate structure. The structure given in Fig. 3.5 is arepresentative one and can be modified according to the policies of the enterprise.

SmalE resta!.rrant operations properties may not have such elaborate structures. The owner/Manager would have a direct control of operations. The structure given in Fig. 3.6 is a typicalorganisational structure of a small restaurant.

Chief Executive Offrcer

Regionai Vice-Presidents

LELSON 3 Organisation and Responsibilities of F&E Operatisns ffiffi

Fig. 3.5 Orgonisotion Chartof Large Restouront

Fig. 3.6 Orgonisotlon Chort of o Smol! Restouront

The organisation structure of a Fast Food single unit is even simpler as shown in Fig. 3.7.

Fig" 3.7 Orgonisotion Chort ofa Fost Food Restouront

There is another way to explain organisation structures.

I-ine versus Staff: Line managers and operations people are those who have a direct contactwith guests and therefore have'a significant impact on direct revenues of the unit. RestaurantManagers, Banquet Managers, Room Service Managers, Waiters, Busboys, Dishwashers would allfallin this category.

They are supported by Staff Managers who are specialists in their fields. They are supportpersonnel to ensure the operations nm smoothly as per standards set. Some siaff funciions inrestaurant operations are:

Financial Controllers who help interpret financial statements and guide line managers inbetter decision making. They cost food and beverages operations and prepare budgets.

Receiving/StoreClerk

ChiefSteward

HeadBartender

Dining RoomManager

Dining RoomCaptain

CocktailWaitresses

Counter Staff cum Cashiers

ffi Textbsok of Food and Ee\rerage ffian€gement

d-eaaryers give legal advice on operations especially when laws are different in many countries. Forexample, the Middie-East may have strict rules {or the service of alcoholic beverages while Europemay have strict laws on smoking and envtrcnment. Labour laws are vastly different in differentcountries especially in those countries, which employ expatriate staff due to non-availability ofskills locally. Big chain operations may have a full time lawyer while smaller operdtions mayconsult a iawyer on a case-to-case basis.

Facility P€o'nners help design restaurants and kitchens to local and intemational standards.Chains find it prudent to employ a full time facility planner who is kept busy with properties beingfranchised each day across the globe. Stand alone properties may hire a consultant.

Dieticiams ond Nutrifc'or?r'sfs provide advice on health foods and diets.

Safety Experts have joined the ranks of modem operations to safeguard the property andguests from all safety hazards, including fire safety, food, safety, etc. They work at subscribing tointemational food safety programs like HACCP and lead the implementation and.getting thecertification.

JCB DESCREPTEGNS

Job Descriptions are essential to all organisations. They profile the job so that an employeeknows exactly what is expected of him or her. Job descriptions have several benefits to theindividual and the organisation.

1. It helps both a superior and subordinate to have a common perspective of the job.

2. It is a legal document in the case of any litigation between the employer and employee.

3. It acts as the basis of training an employee.

4. It acis as the basis of evaluating an employee's performance.

5. It acts as the yardstick for discipline as it stipulates what is expected from the empioyee.

6. It is used in orientation lrrograms to guide a new employee.

7. It shows that the organisation is pro{essional.

iob Specifications profile the person to do a job. It explains the education and experience requiredas wellas additionaltechnical training and certification required. An important part of a specificationis that it draws out the personal competencies and skills required to do a job. Competencies arebehavioural traits while skills are mental and manual abilities to do a job. The benefits of lobspecifications are:

1. They are useful when drawing out job advertisements.

2. Theg act as a checl<list to look {or in a candidate at the time of interview.3. Ilsets the standards of behaviour and skill when performing a job.

4. An employee knows exactly what is expected of him or her.

Following are the detailed job descriptions of all restaurant positions using Americah (and English)terminology. (The job descriptions of Kitchen, Banquet and Bar personnelwill be found in theirrespective Lessons later).

Job TitAe: Restaurant Manager

Reports to:

Job Stammary

Duties and Responsibilities

Supenrises

Limits of Authority

Coordinates with

1. Food &Beverage Manager

2, Ceneral Manager

To recommend and meet budgets and goals by leading a

service team that ensures quality service standards withpersonalised guest attention

1. Recommend and monitor a budget and plan for theyear.

2. Lead, train and motivate a service team.

3. Conduct daily briefings ensuring two-waycommunication, training and policy information.

4. Check the mis-en-scene and mis-en-place done by theteam.

5. Control expenses of the restaurant.

6. Develop innovative ways to create sales of ''he restaurantby up-selliirg menu items, food promotions,merchandising etc.

7 . Meet and greet guests and develop a personal guestdatabase to ensure continued patronage.

8. Schedule staff rotations and duties and organize extrahands when required.

9. Ensure the safety and hygiene of the restaurant.

L0. Maintain discipline and conduct staff appraisals.

11. Coordinate with the chef for menu offers andoperational coordination

12. Coordinate with other depagtrnents for the smoothsupply of operational supplies,

13. Responsible for proper billing and cash recovery forservices rendereci.

14. Resolve guest and staff complaints and grievances.

15. Represent the restaurant in Food and Beveragemeetings.

1"6. Conduci periodic competition analysis.

Senior Captain, captains, hostess, servers, busboys andapprentices

1. Evaluates performance of staff

2. Discipline of staff

3. Can void checks

1. Kitchen-on food preparation matters.

2. Kitchen Stewarding-for the suppiy of clean serviceware.

ffi Textboek of Food and Beverage ffianagement

3. FHousekeepingfor cleanliness and supply of linen

and flowers.

4. A,ceoarerts-for budgeis and depositing daily sales'

5. Engiraeering-on matters of maintenance and safety.

6. Security-on matters of security and safety.

7. Marketing--on matters of sales and promotions.8. Stores-for supply of alcoholic beverages, operational

supplies.

l!{inimurne Educatiomal Qualifications Diplomain Hotel Management

Experience Minimum 2 years after hotel management or 3 years as

Restaurant Supervisor

SkiEis and Corngletencies u Thorough knowledge of Food & Beverage managementand service.

" Proficiency in the Enghsh language. Another foreignlanguage prefened.

. Training skills.

n Guest handling skills.

Etiquettes & Manners

" Supervisory skills

" Personable and wellgroomed

.lob Title Senior Captain(Restaurant Supewisor)

Reports to 1. Restaurant Manager

2. Food & Beverage Manager

Job Surnmary Organise, supervise and train all service personnel in therestaurant with a r-'iew to providing quick and personalizedfood & beverage service to guests.

Duties & Responsibilities 1. Deputise in the absence of the restaurant Manager andensure smooth functioning of the restaurant.

2. Schedule weeWy/lortnightly staff duty shifu with theapproval of the Restaurant Manager ensuring that workexigencies are met and the staff are rotated fairly.

3. Allot daily duties to subordinate staff to meet workexigencies ensuring equity of work.

1. Conduct daily briefing using it as a vehicle for two-waycommunication, training and corrective action.

5. Attend to guest complaints and ensure guest satisfactionthrough immediate action.

6. Inspect the mis-en-scene and mis-en-place to ensurethe smooth fiow of operations.

LESSON 3 Organisation and Responsibilities of F&B Operations Hffi

Supenrises

Limits of Authority

Coordinates with

Minimum Educational QualificationsExperience

Skills and Competencies

7. Ensure the maintenance and aesthetic upkeep of therestaurant in close coordination with engineering andhousekeeping.

8. Organise the training of staff for meeiing the standardsof service.

9. Develop restaurant sales through up selling, guest

contacts and ensuring good service.

10. Ensure that the restaurant is free from work hazards.

11. Supervise food service with a view to ensure speed,qualrty of service and personalisation.

L2. Appraise staff perfonnance and recommend rewardsto the restaurant manager.

13. Control costs by applyrns food controlprinciples.14. Serve wines and beverages according to intemational

practice.

15. Motivate staff thyough fair leadership.

L6. Prepare flamb6 items, if applicable to the restaurant,with shou.rmanship and authenticity.

17. Mhintain and control the par stocks of cutlery, crockery,linen, supplies and equipment.

1.6. Assist the accounts deparfnent in stocktaking.

19. Hand over lost and found properiies to iheHousekeeping as per mles.

Restaurant captains, hostess, servers and apprentices.

Recommending authority but initiates the performanceappraisals of staff for the final approrral of the manager.

1. Kitchen-for the timely supply of food ordered.

2. Bar-for the supply of alcoholic beverages.

3. Housekeeping-for the supply of linen, flowers, staffuniforms, restaurant cleanliness and lost and founditems.

4. Engirieering-for the maintenance of restaurantfittings, climate control, equipment and audio-systems.

5. Kitchen Stewarding-for the supply of clean cutlery,glassware, silvenware and chinaware.

6. Accounts-for depositing restaurant sales and taking' inventory.

Diploma in Hotel Management

Three years as captain in a reputable organisation.

. Thorough knowledge of food and beverage service.

. Adequate knowledge of food preparation andpresentation especially of items on the menu.

#E Textbook of Food and Beverage Hanagement

" Knowledge o{ wines and flamb€ preparaticn.

" Socially confident.* Proficiency in the English language. !{.nowledge of a

foreign language is preferable.

" Supervisory skills.

.!ob Title Captain (Head Waiter)

Reports to 1. Senior Captairr2. Restaurant Manager

Job Sumrnary To organise and supervise an assigned restaurant stationwith a view to providing fast and efficient food and beverageservice.

Duties and Responsibilities 1. Train and supervise restaurant servers to give highstandards of service in terms of time, quality andpersonalisation.

2. Supervise the mis-en-place o{ the assigned station toensure a smooth serrrice during operations.

3. Inspect table layouts in the station ensuring that theymeet the standards set.

4. Check and ensure the serviceability o{ equipment andfurniture.

5. Seil food and beverage so as to meet restaurantbudgets.

6. Take food and beverage orders correcdy.

7 . Give wine service according to intemational practices.

B. Prepare flambd items if ollered by the restaurant withshowmanship and authenticity in preparation.

9. Control the inventory of cutlery and service equipmentallotted to the station.

10. Assign duties ensuring equity of work.l,1. Ensure that staff meet hygiene and discipline standards.

1,2. Ensure that the station is free from hazards.

Supervises Servers, busboy and apprentices in his,/her charge.

Lirnits of Authority Only advisory to the Senior Captain

Coordinates with 1. Kitchere-for timely supply of guest food ordered.

2. Bar-for the supply of alcoholic beverages.

3. Housekeeping-for the cleanliness of the station,linen and flower supply.

4. Stores-for the requisition of supplies.

5. Engineering-for the maintenance of restaurantfittings and equipment.

LFSsGru 3 OnqanisatisnandResponsibilitiesof F&Boperations ffi

Mic'!i!:!au{81 Ed$catio{Eai QualifieationsExpericnce

SkiEEs a:rd Comapetencies

Diploma ln Hotel Management

Direct recruit from a Hotel Management School with 3month orientation or 3 years as a waiter.

u Thorough knowledge of food and beverage service.

u Knowledge of wines and spirits and there service.

' Adequate knowledge of food preparation andpresentatlon, especially of items on the menu.

u Socialb confident.

" Proficienca in English. Knowledge of a foreign languageis preferable.

u Supervisory skills.

e Trained trainer.

Job Title Steward (Waiter)

Reports to

Job Sumenary

Duties and Responsibilities

1. Captain 1

2. Senior Captain

To provide quick and personalised food and beverage servlce

to guests at allotted tables as per standards of service laiddown and to guest satisfaction.

1. Attend briefings prior to restaurant opening, well-groomed and equipped with the basic aids of operationssuch as botde openers, pens, pads and matches.

2. Learn the dujour items, not-available items, menupreparations and their presentation.

3. Complete mis-en-scene and mis-en-place before therestaurant opens.

4. Check all the equipment and furniture at the staiionfor their serviceability and maintenance requirements.

5. Clean and polish allotted silverware, cutiery, glasswareand chinaware.

6. Stock the sideboard with proprietary sauces, jams, salt

and pepper shakers,,butter dishes, linen and otherservice ware.

7 . Lay table covers as per standards set.

8. Fold napkins as per prescribed attractive styles.

9. Requisition fresh linen and flowers from housekeeping.

10. Air the restaurant and ensure that the station is clean.

17. Receive, greel seat guests.

!2. Present winelists and menu cards and take orders.

13. Serve {ood and beverage by the standards of therestaurant.

ffi Textbook of Fsod and Bevq1ags Sgrlsgsmetr!

1,4. Up-sell food and beverage.

15. Present the bills and receive payment correctly.

Supenrises Assisiant waiters, busboys and trainees.

l-irnits of Authoeity None

Coordiseates wittr 1. KltcErec?-for the timely suppb of guest food.

2. Bas-for the supply of alcoholic beverages.

3. Fiousekeeping-for the cleanliness, supply of fresh

linen and flowers.

4. Engineening-for the maintenance of serviceequipment and fumifure.

5. Kitchen Stewarding-for the supply of clean service-

ware.

Minimulsa Educationa! Quaiifications High School with a craft course certificatg in restaurantservice.

Experience Minimum one year as Assistant Waiter.

Skills and CornEreteeacies " Thorough knowledge of food and beverage service.

" Socially confident.e Personable and well-groomed.. Physically sturdy to cany heavy ioads and be on the

Ieet f.or long hours..' Pro{iciency in the English language and knowledge of

the local dialect. A foreign language is preferable.

e A team person.. Etiquettes and manners.

Job fitle Restaurant Flostess

Reports to 1. Senior Captain

2. Restaurant Manager

Job Surnmary To recewe and record table reservations requested for therestaurant. To extend warm and courteous welcome andhospitalig to guests visiting the restaurant and allot them atable.

Duties and Responsibilities L. Collect the restaurant reservation register from theovemight caretaker and mailfrom the F&R Office.

2. Receive and post table reservations in the registerensuring equity of load between stations.

3. Clean and arrange the hostess desk and menus cards.

4. Attend briefings before the restaurant opening.

5. Attend to all telephone calls of the restaurant in theshift.

6. Receive guests and lead them to their reserved tables.

7. Hand out Wne Lists/Menu Cards to the guests.

LESSON 3 Organisaeion and Responsibilities of F&B Operations EilEEF

8. Take orders from guests if required.

9. Provide guests with hotel information.

10. Go to the guest and enquire whether the fooC andservice to their satisfaction. Handle any complaintsimmediateiy.

11". Wish every guest when leaving and invite them to comeagaln.

i 3 ffi:f.Kiiffi' :J,"J:; ;ffi :]ffi:;Jil:;14. Maintain guest history sheets.

Supenrises None

Limlts of Authority Can allocate tables independently.

Coordinates with 1. Food & Beverage Officefor mail, messages andres€rvation register.

2. Housekeeping-for restaurant hostess deskcleanliness and uniforms.

3. Restaurant staff-for operational efficiency.

Minimum Educational Qualifications High School preferably with a Craft Course Certificate inF&R Service

Experience 1 week department training adequate

Skills & Connpetemcies " Ybung and attractive femaie

" Socially confident and pleasant.

o Sturdy to stand for long hours

" Salesmanship. Proficiency in the English language. Knowledge of a

foreign language preferable.. Basic knowledge of food service.. Knowledge of the menu.o Etiquettes and manners

Job Title Busboy (Assistant Waiter)

Reports to 1. Siation Captain2. Senior Captain

Job Summary To provide supportive help to stewards in mis-en-place,clearance of soiled dishes, table set-ups, replenishing guestwater and drinks, and ultimate food and beverage service to

' guests'

Duties and Responsibilities 1. Report for briefing, well-groomed.

2. Collecl fresh linen from housekeeping.

3. Collect, clean, polish and stack cutiery, crockery andglassware at the sideboard.

4. Assist stewards in table layouts.

=,E

ffi Textbook of Food and Eeverage Manager*ent

Supervises

Lisnits of AuthoityCoordinates with

Minisclum Educationa! Qualifications

ExgrerieaTce

SkiEis and Ccnnpetencies

5. Replenish water jugs and ice buckets.

6. Check non-available items from the kitchen and bar.

7. ts1elp in receiving and seating guests in the allottedstation.

8. Pick-up food from the kiichen and deposit it at thesideboard.

9. Provide assistance to stewards during service.

10. Replenish water goblets of guests.

11. Independently conduct service i{ required.

None

None

1. Kitchec!-for the pick-up of guest {ood orders.

2. Ears-for the pick-up of guest beverage orders.

3. Flousekeepiarg=-for the supply of linen and flowers

High School preferably with a craft course cerlificate inF&R Seruice

Three months departmental training is adequate.

" Physically sturdy to do hea';y physical work.. Socially confident.o Personable and well-groomed.e Teams person., Proficiency in the English language.

.Iob Title Wine Butler

Ileports to

Job Surnrnary

Duties and Responsibilities

1. Senior Captain

2. Restaurant Manager

To present and serve wine and spirits to guests as per thestandards of the establishment.

1. Requisition the wines and splrits from the bar stores.

2. Clean and display the wines and spirifs on the winetrolley.

3. Equip the wine trolley with the accessories requiredfor service (ice-buckets, corkscrews, napkins, mixers,s:;'nzzle sticks. bottle openers, glassware etc.)

4. Present trolley to seated guests and up-sell the winesand spirits.

5. Prepare and serve ordered beverages as perintemational practices.

6. Replenish orders and remember guest pre{erences.

7. Raise Order Tickets for the cashier.

NoneSupervises

LESSOI,| 3 Organisation and Responsibilities of F&B Operations - ffiS

Lienits ef Authoritg May dialogue with guest directly to procure business.

Ceordinates with i. Ear Stores/Bispensiirg Bar-for the supply of winesand spirits.

2. Kitchen Stewarding:-for the supply of glassware.

3. Cashier-for giving the billing instructions of guests.

Minirmrm Educational Qualifications High School with a Craft Course in Food Service andspecialisation training in Wines and Spiriis.

Experience A minimum two years as wine butler or bartender in agourmet restaurant.

Skills & Competencies c Excellent knowledge in wines and spirits and theirservrce.

u Socially confident-

" Proficiency in the English language. Knowledge ofFrench is preferable.

. Etiquettes and manners.

. Personable and well-groomed.o Having flair and showmanship.o Good selling skills.

Job Title Carver

Reports to 1. Senior Captain2. Restaurant Manager

Job Summary To present and serve prepared roasts to guests as per thestandards of the establishment.

Duties and Responsibilities 1. Requisition the meat roast from the kitchen.

2. Clean and display the roast and its accompanimentson the carving trolley.

3. Equip the carving trolley with the accessories requiredfor service (sauce boats, crockery and cutlery for service,

cutting board and carving knives etc.)

4. Present trolley to seated guests and the roast of theday.

5. Carve and serve ordered meat cuts as per intemationalpractices.

6. Replenish orders as requested.

7. Raise Order Tickeis for the cashier.

Supenrises None

Limits of Authority May dialogue with guests for the purpose of sales and service.

Coordinates with 1. Kitchen-for the supply of the roast of the day.

2. Kitchen Stewarding-for the supply of crockery andcutlery.

3. Cashier-for giving the billing instructions to guests.

Textbook of Food and

&gigciemusEr Edaneation Qtgalifications

Experience

SE<iEls and ComPetencies

High school with a cra{t course ceriificate in Butchery'

Minimum three years in butchery.

n Thorough knowledge in meat cuts.

' Proficiency in the English ianguage and the local dialect'

u Well-groomed.u Socialiy confident.

Job TitEe Disc .lockey

Reports to

"3ob Suamrmary

Duties and ResponsibiEities

Supervises

Lirnits of Authority

Coordinates with

Minimum Educational QualificationsExperience

Skitls and Competencies

1-. Discotheque Manager

2. F&B Manager,/Owner

To operate maintain and control the audio-visual systems in

the discotheque so as to provide recorded music,for dancing

and lighting effects.

1. Clean the music equipment,/console.

2. Replace the s[/es of record player when required'

3. Stack records, CDs and Cassettes {or eagy retrieval'

4. Play music according to the moods of th'b guests'

5. Receive and play guest music requests.

6. Control the light and sound effects.

7. Announce birthdays/anniversaries of guests.

8. Recognise and play popular numbers of guests.

9. Develop sources of procurement the latest records'

10. Develop reliable sources for updating on the latest

music trends.

11. Ensure that all equipment and records, CDS and

cassetles are secure and inaccessible to anyone else'

None

Recommeirding authority for the purchase of music anci

equipment.

1. Flousekeeping-for the cleanliness of the consol€

area.

2. Engineering-for the replacement and maintenance

of music equiPrnent.

3. Accounts-reimbursement of purchased records,

CDs and audiotapes.

4. Marketing:-for instructions on special events'

High School

Five years in a similar caPacitY

. Thorough knowledge of music and trends

. Knowiedge of musical equipment and strobe lighting

LESSON 3 OrganisationandResponsibilitiesofF&BOperations HEE

. Knowledge of sources from where to get music

. Socially confident

. Froficiency in ihe English language

. Sensitive to guest moods

. lfuowledge of the latest hits

. Flair and Showmanship

RESPONSIBILITIES OF FOOD AND BEVERAGE OPERATIONS

Food and Beverage business is very lucrative as it satisfies a basic physiological need of all humanbeings-to survive. No matter how basic or elaborate the operation is, food and beverage is a safe

business because people must eat and drink. Food and Beverage sales contribute almost equally tohotelrevenues as room sales, thereby giving the department a lot of .recognition and stafure in theHotel industry. Similarly, independent restaurants bring a lot of fun and glamour to a city. Theybecome meeting places of the public. The basic objective of any food and beverage operation is toprovide fcod and beverage to identified market segments and exceed their expectations. To be able

to fulfil these objectives, the food and beverage operation must encompass the followingresponsibilities:

. Plan menus that are compatible to the expectations of the market segment. This is achievedthrough market research and adopting measures to satisfu changing tastes.

e Set standards of raw materials required to fulfill the menu.. Procure, receive and store the raw materials so that there is minimtim spoilage.

. Use correct procedures for food preparation to attain consistency.

. Controithe flow of materials and services so as to ensure cost effective operations and tostay within budgets and forecasts.

o Reconcile actual performance with budgeted performance.o Ensure proper hygiene, sanitation and hygiene standards so that they comply with statutory

regulations and guest expectations.r Train and motivate staff to provide the perfect dining experience.o Evaluate performance and taking corrective measures.

. Be good community citizens.

Each of the above {actors is covered in detail in subsequent chapters.

INFLUENCES ON FOOD AND BEVERAGE OPERATIONS

Any food and beverage operation, whether independent operations or those that are part of alarger business like hotels or institutional caterers, is influenced by intemal and externalfactors.Figure 3.8 gives an overview of such factors:

ffi Textbook of Food and Eeverage Management

ErnployeesCustomers

I F&B \\ Operation I

\ servicesSuppliers

Media

Fig. 3.8 Foctors Influencing F&B Operotlons

Macro Environment

A macro environment is the larger extemal surroundings that influence an operation. They arelargely unpredictable and uncontrollable. Such influences have to be respected to survive in thecommunity it serves. Let us look at each:

Political Erevironment: The localand federal goverrunent passes laws that controiali food andbeverage facilities. There are laws that govem:

" Labour that includes minimum wages, grievance handling, wori<inghours, annual leaves, etc.

" Health & Hygiene that concem aspects oi food poisoning, foodpreparation conditions, storage conditions, hygiene of cooks andservers, etc.

. Safety to prevent fire hazards, cooking hazards thatcustomers, proper air circulation, etc.

effect cooks, safe eating facilities for

e Environmentalissues such as pollution, garbage disposal, drainage systems, etc.

' Recycling of materials including food, paper, bottles, carions, etc.. Taxes to provide infrastrucfure.

Economic Environment: This aspect certainly influences thesuccess of business. The economic conditions of a regioninfluence the customers' buyrrg power and also the cost of runningthe operation. Some issues that govem the economic state are:

. Rate of infiation and rising costs of raw materials, labour, fuel,insurance, etc.

o Dstribution of economic wealth that determine target markets.. Actions that stimulate growth and employment like subsidised

apprentice programmes or farmer subsidies.

lbilities of F&B

" Disposable income in ihe hands of the public to eat out.

* Regi':nal development.

" Satres insiabiliiy including the peaks and troughs of business.

. Expansion or retraction of credit faciliiies by banks to make it easy or ciifficuit to raise funds

for business.e Interest rates on borrowed capital.

Socia! Enviroaffient: This has a great impact on how the F&B operaticn runs in order to find

acceptabilihy and patronage of the targei market. The social environment is infiuenced by:

' Changes in demographics e.g. emerging wornen worldorce or a rnoneyed middle-class.

. Ethics in doing business. Peoplewant to have the comfort that they are not being cheated.

o The decision-maker at home. It is found that children influence a lot of buyrtg decisions

resulting in advertisements aimed at them.. Convenience shopping like home delivery, take-away foods, fdst foods,

e Growih in ethnic minorities demanding varied and special foods.

e Food habits of target markets.. Religious restrictions iike no beef for Indians or no pork for Muslims'

e Concern for healthy eating bringi,rg in the use o{ organic foods and diet foods.

Technotogical Envirorernent: Technology is changing the way people work and has revolutionised

work practices. The Food service industryhas a fair shaie in this revolution ihat has benefited both

workers and customers. Some of the technologicalfactors are:

. Mechanisation of work methods has greatly influenced

food preparation. For example, the food processor has

shortened time in the arduous traditional ways of makingand mixing things. The microwave ovens and convectionovens have speeded preparation times.

" Information technotogy has influenced how informationis processed. e.Order pads, for instance, have connected

information to the kitchens, accouniants and controldepartments simultaneously. Restaurant micros are linked

to mainframes churning out analytical data for decision-making.

. Food technology has helped develop organic vegetables, increased iheir shelf life, introduced

frozenfoods and brought in meat and dairy aitematives.. Future technology can bring in vast strides through virtual reality and genetics. '

Media: The rnedia incliides the press, travel writers, gourmet writers, television and radio, etc.

The image of an F&B operation is so fragile and important to the success of the business' Onewrong news item can have irreparable damage. Food and bevemge is so personal to the public

because it has a direct impact on their health. The media can make or break an establishmentbecause more powerful that the news item is the word of mouth that travels fast around the town.Some of the ways to get good publicity are:

. Food promotions

ffiE Textboelr qf Food and Beverage M

c Participaiion in environrnental issues such as cleaning the beaches or planting trees.

u Set leadership in good community conduct by having eihical ways of doing business.

* Frovide employrneni to ihe local community. The employees become ambassadors to the

public.

, Adopting correct practices and procedures in the preparation of food.. Concem for hygiene and sanitation and following locallaws on the subject.

" Having a system of receiving guest comments and acting upon them.

Miere EnvlroErmemt

A micro-environment has immediate influence on daily work. This is a realip that all food and

beverage operations have to deaiwith daily. The main influences in the micro environment are:

Customers: They are the reason for doing business. The customer is king and unless the

estabiishment responds to the changing wants and habits of the customers, ,it is doomed for

failure. Some of the concems of customers are:

. The satisfaction of their needs and wants.

. The amount lhey are willing to pay.

" Life style and habits.. Their health and safety.u Doing business ethically.. Getting value for money.

' Getting recognition and participation in the dining expenence.

Enaployees: Empioyees are the ones who fulfilthe objectives of the organisation and create the

customer expeience. The food service indusiry has the following concerns and commitments:

n Availability of skilled',vorkers.. Fulfilling the requirements of unions and labour laws.

. Training of staff especiaily casualworkers who are coming into this industry in large numbers.

s Motivation of staff to give the customer the perfect guest expeience.. Managing employee grievances.. Providing career advancement.. Loss of employees to competition.. Availability of multi-lingual staff to serve varied ethnic customers.

Suppliers: They are a critical component of the business as they deliver the raw materials of theright qualiil, quantidr, and price in the right time, on a consistent basis to the establishment therebyhelping it in doing business. Some concems in this area include:

. Availability of reliable suppliers, especially those who adhereto hygiene and safety concems.

u Availability of raw materials round the year.

. Cost of imports of items not available locally.

. Unanticipated changes in cost.

LESSON 3 organisaiionandResponsibiiitiesof F&BOperations ffi

e Freshness of perishable items.. increasing transportation costs.

Se::vice Agerecies: The local gauernment agencies of the federaland localgovernment play an

important role in any food and beverage operations. They give permission to operate the business.

Some of their influences are:

. Providing the license to do the business.e Giving the license to operate a bar.

" Muiicipal authorities who provide power, fuel and water connections, building permits, sewage

disposal and garbage removal services.. Internal revenue that governs sales tax and income tax.

o Fire Department that controlthe fire prevention measures.

n Localpolice that approve parking, traffic flows and unethical behaviour. They also register

company vehicles.

" Local auihoriry* that govems hours of operation.o Health department that ensure proper health and hygiene standards in food preparation.. Pension authorities for depositing the company's contribution to employee pension funds.

Other service providers are the insurance agencies ttrat insure the premises against loss. Theyprovide medical insurance, injury insurance to the staff and if the policy of the establishmentpermits, even life insurance. Outlets may even insure their imporiant assets like lifts, air-conditioningplant, generators, company vehicles etc. Banks provide credit facilities, short-term and long-termloans, funds transfers, payroli administration (in some cases) and overdraft faciliiies. Consultantsprovide advice on gourmet, set-up, facility planning, interior design and d6cor, investment, etc.

KEY TERMS

Organisation StructureLine functionsStaff functions.Iob DescriptionJob SpecificationJob TitleMacro-environmentMicro-environmesetMarketMarket segment

a framework of relationships in an organisationjob positions directly in operations

support activities

a dosumented profile of a job

a profile of the person doing a job

official designation of a job position

external surroundings that is unpredictable and uncontrollable

immediate surrounding that impacts on operations on a daily basis

a payrng public

section of public with common features