S

Food and Beverage Management

Chapter two : Structure of Food and Beverage Organizations

Organizations are created to achieve objectives Prime Objectives

Maximize Profits Minimize expenses

Secondary Objectives Food and Beverage Quality Human Resource Development Societal Objectives (Green, Employee Friendly, etc.)

Primary Objectives can vary based on the type of organization

Labor

The Food and Beverage Industry is termed “Labor Intensive”

Technology has a place, but people prefer the human touch

Food Service Employees fall into 3 general categories: Managers Supervisors Production/Service personnel

Management

Three Levels of Managers Executive Level (Top) Management Middle Level Management Supervisors

In Large Organizations, Staff Personnel provide expertise in Human Resources, Finance, Sales, etc.

Management Roles Executive Managers (Highest Level)

Long Term plans and goals. Focus on external business environment Watch competition, economy for opportunity and threats

Middle Managers Key Communicators Manage work of supervisors More interaction with staff

Supervisors (linking pins!) Use Technical skills Generally just removed from staff.

Line vs. Staff Management Staff Managers and their departments do not have a

direct impact on bringing in revenue to an operation. More Technical Specialists

Human Resources Controller Purchasing Agent Other

Attorneys Real Estate Dietitians Nutritionists Facilities

Production Personnel

“Back of the House” or “Heart of the House” Typically are food production and sanitation. Little contact with guests As volumes increase, positions become more

specialized

Production Personnel

Executive Chef Assistant (Sous) Chef Cooks / Cook’s assistant Bakers (Pastry Chefs) Pantry (Garde Manger) Chief Stewards Storeroom and Receiving

Front of House

Dining Room (Restaurant Managers) Hosts/ Receptionists Food and Beverage Servers Bus persons Bartenders Other

Valet Cashiers Runners

Organizational Charts

Simple Structure

Owner

Organizational ChartHotel

Controller

Accounting

General Manager

F&B Director

Restaurant Manager

Asst. Restaurant Manager

Banquet Manager

Banquet Maitre d’

Room Service

ManagerExecutive

Chef

Sous Chef

Rooms Director Director Of

Sales

Sales Team

Director of Engineerin

g

Independent Restaurant(Flat Organization)

General Manager/o

wner

Accountant Restaurant manager

Bar Manager Chef Catering

DirectorExecutive Steward

Corporate StructuresBoard of Directors

Chairman of the Board

CFO

Finance

CEO

COO

Brand Directors

Regional Directors

Unit Managers

Marketing & PR Legal Facilities

and SafetyHuman

Resources

Country ClubsClub

Members

Board of Directors

Controller General Manager

Club House

Manager Manager

F&B

Restaurant

Managers

Dining Team

Executive Chef

Culinary Team

Executive Steward

Dish Washers

Catering sales

Banquet Manager

Service staff

Bar Manager

Bartenders/Servers

Hospital Food Service

Director

Assistant Director,

Production

PT Supervisor Production Supervisor

Production Staff

Ingredient control

Sanitation staff

Special Functions

Host

Lead Cafeteria

server (supervisor)

Servers & Cashiers

Assistant Director, Patient

Services (Rooms)

PT supervisor Dietitians Tray line Supervisor

Line aides Galley technicians

Key Terms Chief Steward Job description Labor intensive Line manager Staff personnel Organization chart Public bar Service bar Controller

Career Paths

Get experience Make contacts Show your interest There are no established or industry required career routes.

Depends on 1. What you want to do 2. Where you are now 3. Evolving Opportunities 4. Skills, abilities, attitudes and interest.

Interpersonal Skills are key

The Future of Food and Beverage

Forecasted to grow More “hip” than before – some negative

perceptions in the past Pay and benefits more comparable than in the

past You are the manager of a business that may just

happen to be a restaurant

Next Section

Chapter 3 – Fundamentals of Management