Resource: Textbook of Food and Beveragemenagement; Sudhir Andrews,2010

1. L E S.S
Grganise€Ecre amd
RespcrescbiEieies of
F&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 to
achieve its goals. It starts with a mission.
Mission
Every organisation has a reason for being in business. Allits managers and staff must be coordinated
to fulfill that purpose. The purpose and direction is enunciaied by the owners of the business in the
form of a mission statement. A mission statement is a generalised statement of the overriding
purpose of the business. This leads to the strategic intent which is the desired future state or
aspiration of the organisation. All stakeholders need to be clear about what they are seeking to
achieve and in broad terms how this is expected to be achieved. The mission statement expresses
the philosophy of the property. Take this as an example of a mission statement of a speciality
restaurant:
"Our mission is to provide the best Chinese food in the city through research and
innovation. The restaurant shallbe safe and comfortable and uphold the values of the
local community. Complete customer satisfaction wilibe reached through a trained and
motivated staff. We emphasise high quality in products and services. We shall give a fair
refum 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. While
objectives are long term aspirations, goals are short term targets. Good goals follow SMART
which is an acronym for:

2. Textbook of Food and
S - Specific
M- Measurabie
A -Accountabiiiiy
R - 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.
Middle
Management
Junior
Management
Fig. 3.1 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
The human resources in the food service industry may be classified into Managers, Supervisors
and Operations Staff.

3. 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), funding
and strategic objectives of the organisation. They would typically be the Owner, Board of Directors
of 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 Manageq
Front-Office Nlanager, Chef, Execuiive Housekeeper etc. They make the annualplan (1 year) for
their respective departments.
Junior Management leads the day-to-day operations of the operations relying on their
management 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. Banquet
Manager, etc.
Supervisors are the link betrveen the management and the operation staff at the floor level, to
ensure that the resources allocated are effecfrvely utilised. They are the face of management io the
guest who recognises him/her as the team leader.
Operations Personnel are the frontline performers of operations and rely heavily on technical
and 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.
ConceptuaY
Administrative 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 the
same in food service operations over the years. The internationai food service industry uses terms
from three different countries: France, England and the United States. US chains have introduced
American tiiles in their franchised hotels. The job contents rernain generally the same, irrespective
of 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

4. 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 strategic
financial 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 the
Operational structure below. The President is the head of all operations of the chain. He appoints
Regional Vice Presidents who cover geographic regions of the chain operation. trntemational chains
would 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 the
region. Each RegionalVice President would have Area Directors/Managers to oversee operations
wiihin a group of countries or states within a iarger continent. They wouid directly control Country
Managers if a country has multiple units to warrant one or General Managers/Managers of
independent units.
Chief Executive Offrcer
Regionai Vice-Presidents
Fig. 3.4 Corporote Structure of o Choin Operotion
E arge restaurant operations require more peopleto operate it. The amount of specialisations
also increases and theretore, requires an elaborate structure. The structure given in Fig. 3.5 is a
representative 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 typical
organisational structure of a small restaurant.

5. LELSON 3 Organisation and Responsibilities of F&E Operatisns ffiffi
Receiving/ Chief Head Dining Room
Store Steward Bartender Manager
Clerk
Dining Room
Captain
Cocktail
Waitresses
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.
Counter Staff cum Cashiers
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 contact
with guests and therefore have'a significant impact on direct revenues of the unit. Restaurant
Managers, Banquet Managers, Room Service Managers, Waiters, Busboys, Dishwashers would all
fallin this category.
They are supported by Staff Managers who are specialists in their fields. They are support
personnel to ensure the operations nm smoothly as per standards set. Some siaff funciions in
restaurant operations are:
Financial Controllers who help interpret financial statements and guide line managers in
better decision making. They cost food and beverages operations and prepare budgets.

6. ffi Textbsok of Food and Eererage ffian€gement
d-eaaryers give legal advice on operations especially when laws are different in many countries. For
example, the Middie-East may have strict rules {or the service of alcoholic beverages while Europe
may have strict laws on smoking and envtrcnment. Labour laws are vastly different in different
countries especially in those countries, which employ expatriate staff due to non-availability of
skills locally. Big chain operations may have a full time lawyer while smaller operdtions may
consult 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 being
franchised 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 and
guests from all safety hazards, including fire safety, food, safety, etc. They work at subscribing to
intemational food safety programs like HACCP and lead the implementation and.getting the
certification.
JCB DESCREPTEGNS
Job Descriptions to all organisations. They profile the job so that an employee
are essential
knows exactly what is expected of him or her. Job descriptions have several benefits to the
individual 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 required
as wellas additionaltechnical training and certification required. An important part of a specification
is that it draws out the personal competencies and skills required to do a job. Competencies are
behavioural traits while skills are mental and manual abilities to do a job. The benefits of lob
specifications 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 their
respective Lessons later).

7. Job TitAe: Restaurant Manager
Reports to: 1. Food &Beverage Manager
2, Ceneral Manager
Job Stammary To recommend and meet budgets and goals by leading a
service team that ensures quality service standards with
personalised guest attention
Duties and Responsibilities 1. Recommend and monitor a budget and plan for the
year.
2. Lead, train and motivate a service team.
3. Conduct daily briefings ensuring two-way
communication, training and policy information.
4. Check the mis-en-scene and mis-en-place done by the
team.
5. Control expenses of the restaurant.
6. Develop innovative ways to create sales of ''he restaurant
by up-selliirg menu items, food promotions,
merchandising etc.
7 . Meet and greet guests and develop a personal guest
database to ensure continued patronage.
8. Schedule staff rotations and duties and organize extra
hands 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 and
operational coordination
12. Coordinate with other depagtrnents for the smooth
supply of operational supplies,
13. Responsible for proper billing and cash recovery for
services rendereci.
14. Resolve guest and staff complaints and grievances.
15. Represent the restaurant in Food and Beverage
meetings.
1"6. Conduci periodic competition analysis.
Supenrises Senior Captain, captains, hostess, servers, busboys and
apprentices
Limits of Authority 1. Evaluates performance of staff
2. Discipline of staff
3. Can void checks
Coordinates with 1. Kitchen-on food preparation matters.
2. Kitchen Stewarding-for the suppiy of clean service
ware.

8. 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 management
and service.
" Proficiency in the Enghsh language. Another foreign
language 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 the
restaurant with a r-'iew to providing quick and personalized
food & beverage service to guests.
Duties & Responsibilities 1. Deputise in the absence of the restaurant Manager and
ensure smooth functioning of the restaurant.
2. Schedule weeWy/lortnightly staff duty shifu with the
approval of the Restaurant Manager ensuring that work
exigencies are met and the staff are rotated fairly.
3. Allot daily duties to subordinate staff to meet work
exigencies ensuring equity of work.
1. Conduct daily briefing using it as a vehicle for two-way
communication, training and corrective action.
5. Attend to guest complaints and ensure guest satisfaction
through immediate action.
6. Inspect the mis-en-scene and mis-en-place to ensure
the smooth fiow of operations.

9. LESSON 3 Organisation and Responsibilities of F&B Operations Hffi
7. Ensure the maintenance and aesthetic upkeep of the
restaurant in close coordination with engineering and
housekeeping.
8. Organise the training of staff for meeiing the standards
of 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 rewards
to 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 ihe
Housekeeping as per mles.
Supenrises Restaurant captains, hostess, servers and apprentices.
Limits of Authority Recommending authority but initiates the performance
appraisals of staff for the final approrral of the manager.
Coordinates with 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, staff
uniforms, restaurant cleanliness and lost and found
items.
4. Engirieering-for the maintenance of restaurant
fittings, 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.
Minimum Educational Qualifications Diploma in Hotel Management
Experience Three years as captain in a reputable organisation.
Skills and Competencies . Thorough knowledge of food and beverage service.
. Adequate knowledge of food preparation and
presentation especially of items on the menu.

10. #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 Captairr
2. Restaurant Manager
Job Sumrnary To organise and supervise an assigned restaurant station
with a view to providing fast and efficient food and beverage
service.
Duties and Responsibilities 1. Train and supervise restaurant servers to give high
standards of service in terms of time, quality and
personalisation.
2. Supervise the mis-en-place o{ the assigned station to
ensure a smooth serrrice during operations.
3. Inspect table layouts in the station ensuring that they
meet the standards set.
4. Check and ensure the serviceability o{ equipment and
furniture.
5. Seil food and beverage so as to meet restaurant
budgets.
6. Take food and beverage orders correcdy.
7 . Give wine service according to intemational practices.
B. Prepare flambd items if ollered by the restaurant with
showmanship and authenticity in preparation.
9. Control the inventory of cutlery and service equipment
allotted 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 restaurant
fittings and equipment.

11. LFSsGru 3 OnqanisatisnandResponsibilitiesof F&Boperations ffi
Mic'!i!:!au{81 Ed$catio{Eai Qualifieations Diploma ln Hotel Management
Expericnce Direct recruit from a Hotel Management School with 3
month orientation or 3 years as a waiter.
SkiEEs a:rd Comapetencies u Thorough knowledge of food and beverage service.
u Knowledge of wines and spirits and there service.
' Adequate knowledge of food preparation and
presentatlon, especially of items on the menu.
u Socialb confident.
" Proficienca in English. Knowledge of a foreign language
is preferable.
u Supervisory skills.
e Trained trainer.
Job Title Steward (Waiter)
Reports to 1. Captain 1
2. Senior Captain
Job Sumenary To provide quick and personalised food and beverage servlce
to guests at allotted tables as per standards of service laid
down and to guest satisfaction.
Duties and Responsibilities 1. Attend briefings prior to restaurant opening, well-
groomed and equipped with the basic aids of operations
such as botde openers, pens, pads and matches.
2. Learn the dujour items, not-available items, menu
preparations and their presentation.
3. Complete mis-en-scene and mis-en-place before the
restaurant opens.
4. Check all the equipment and furniture at the staiion
for their serviceability and maintenance requirements.
5. Clean and polish allotted silverware, cutiery, glassware
and chinaware.
6. Stock the sideboard with proprietary sauces, jams, salt
and pepper shakers,,butter dishes, linen and other
service 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 the
restaurant.

12. 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 service
equipment and fumifure.
5. Kitchen Stewarding-for the supply of clean service-
ware.
Minimulsa Educationa! Quaiifications High School with a craft course certificatg in restaurant
service.
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 the
restaurant. To extend warm and courteous welcome and
hospitalig to guests visiting the restaurant and allot them a
table.
Duties and Responsibilities L. Collect the restaurant reservation register from the
ovemight caretaker and mailfrom the F&R Office.
2. Receive and post table reservations in the register
ensuring 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 the
shift.
6. Receive guests and lead them to their reserved tables.
7. Hand out Wne Lists/Menu Cards to the guests.

13. 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 and
service to their satisfaction. Handle any complaints
immediateiy.
11". Wish every guest when leaving and invite them to come
agaln.
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 and
res€rvation register.
2. Housekeeping-for restaurant hostess desk
cleanliness and uniforms.
3. Restaurant staff-for operational efficiency.
Minimum Educational Qualifications High School preferably with a Craft Course Certificate in
F&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
JobTitle Busboy (Assistant Waiter)
Reports to 1. Siation Captain
2. Senior Captain
Job Summary To provide supportive help to stewards in mis-en-place,
clearance of soiled dishes, table set-ups, replenishing guest
water 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 and
glassware at the sideboard.
4. Assist stewards in table layouts.
=,
E

14. ffi Textbook of Food and Eeverage Manager*ent
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 allotted
station.
8. Pick-up food from the kiichen and deposit it at the
sideboard.
9. Provide assistance to stewards during service.
10. Replenish water goblets of guests.
11. Independently conduct service i{ required.
Supervises None
Lisnits of Authoity None
Coordinates with 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
Minisclum Educationa! Qualifications High School preferably with a craft course cerlificate in
F&R Seruice
ExgrerieaTce Three months departmental training is adequate.
SkiEis and Ccnnpetencies " 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 1. Senior Captain
2. Restaurant Manager
Job Surnrnary To present and serve wine and spirits to guests as per the
standards of the establishment.
Duties and Responsibilities 1. Requisition the wines and splrits from the bar stores.
2. Clean and display the wines and spirifs on the wine
trolley.
3. Equip the wine trolley with the accessories required
for service (ice-buckets, corkscrews, napkins, mixers,
s:;'nzzle sticks. bottle openers, glassware etc.)
4. Present trolley to seated guests and up-sell the wines
and spirits.
5. Prepare and serve ordered beverages as per
intemational practices.
6. Replenish orders and remember guest pre{erences.
7. Raise Order Tickets for the cashier.
Supervises None

15. LESSOI,| 3 Organisation and Responsibilities of F&B Operations - ffiS
Authoritg
Lienits ef May dialogue with guest directly to procure business.
Ceordinates with i. Ear Stores/Bispensiirg Bar-for the supply of wines
and 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 and
specialisation training in Wines and Spiriis.
Experience A minimum two years as wine butler or bartender in a
gourmet restaurant.
Skills & Competencies c Excellent knowledge in wines and spirits and their
servrce.
u Socially confident-
" Proficiency in the English language. Knowledge of
French 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 Captain
2. Restaurant Manager
Job Summary To present and serve prepared roasts to guests as per the
standards of the establishment.
Duties and Responsibilities 1. Requisition the meat roast from the kitchen.
2. Clean and display the roast and its accompaniments
on the carving trolley.
3. Equip the carving trolley with the accessories required
for service (sauce boats, crockery and cutlery for service,
cutting board and carving knives etc.)
4. Present trolley to seated guests and the roast of the
day.
5. Carve and serve ordered meat cuts as per intemational
practices.
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 and
cutlery.
3. Cashier-for giving the billing instructions to guests.

16. Textbook of Food and
&gigciemusEr Edaneation Qtgalifications High school with a cra{t course ceriificate in Butchery'
Experience Minimum three years in butchery.
SE<iEls and ComPetencies 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 1-. Discotheque Manager
2. F&B Manager,/Owner
Suamrmary To operate maintain and control the audio-visual systems in
"3ob
the discotheque so as to provide recorded music,for dancing
and lighting effects.
Duties and ResponsibiEities 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'
Supervises None
Lirnits of Authority Recommeirding authority for the purchase of music anci
equipment.
Coordinates with 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'
Minimum Educational Qualifications High School
Experience Five years in a similar caPacitY
Skitls and Competencies . Thorough knowledge of music and trends
. Knowiedge of musical equipment and strobe lighting

17. 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 human
beings-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 to
hotelrevenues as room sales, thereby giving the department a lot of .recognition and stafure in the
Hotel industry. Similarly, independent restaurants bring a lot of fun and glamour to a city. They
become meeting places of the public. The basic objective of any food and beverage operation is to
provide 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 following
responsibilities:
. Plan menus that are compatible to the expectations of the market segment. This is achieved
through 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 to
stay 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 a
larger business like hotels or institutional caterers, is influenced by intemal and externalfactors.
Figure 3.8 gives an overview of such factors:

18. ffi Textbook of Food and Eeverage Management
Ernployees
Customers
I F&B
Operation I
services
Suppliers
Media
Fig. 3.8 Foctors Influencing F&B Operotlons
Macro Environment
A macro environment is the larger extemal surroundings that influence an operation. They are
largely unpredictable and uncontrollable. Such influences have to be respected to survive in the
community it serves. Let us look at each:
Political Erevironment: The localand federal goverrunent passes laws that controiali food and
beverage facilities. There are laws that govem:
" Labour that includes minimum wages, grievance handling, wori<ing
hours, annual leaves, etc.
" Health & Hygiene that concem aspects oi food poisoning, food
preparation conditions, storage conditions, hygiene of cooks and
servers, etc.
. Safety to prevent fire hazards, cooking hazards that effect cooks, safe eating facilities for
customers, proper air circulation, etc.
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 the
success of business. The economic conditions of a region
influence the customers' buyrrg power and also the cost of running
the 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.

19. 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 making
and mixing things. The microwave ovens and convection
ovens have speeded preparation times.
" Information technotogy has influenced how information
is processed. e.Order pads, for instance, have connected
information to the kitchens, accouniants and control
departments 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' One
wrong 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 establishment
because 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

20. 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 the
right qualiil, quantidr, and price in the right time, on a consistent basis to the establishment thereby
helping it in doing business. Some concems in this area include:
. Availability of reliable suppliers, especially those who adhere
to hygiene and safety concems.
u Availability of raw materials round the year.
. Cost of imports of items not available locally.
. Unanticipated changes in cost.

21. 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. They
provide medical insurance, injury insurance to the staff and if the policy of the establishment
permits, even life insurance. Outlets may even insure their imporiant assets like lifts, air-conditioning
plant, generators, company vehicles etc. Banks provide credit facilities, short-term and long-term
loans, funds transfers, payroli administration (in some cases) and overdraft faciliiies. Consultants
provide advice on gourmet, set-up, facility planning, interior design and d6cor, investment, etc.
KEY TERMS
Organisation Structure a framework of relationships in an organisation
Line functions job positions directly in operations
Staff functions support activities
.Iob Description a dosumented profile of a job
Job Specification a profile of the person doing a job
Job Title official designation of a job position
Macro-environment external surroundings that is unpredictable and uncontrollable
Micro-environmeset immediate surrounding that impacts on operations on a daily basis
Market a payrng public
Market segment section of public with common features