Leadership in F&B Operations

7/18/2019 Leadership in F&B Operations

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Leadership in Food and Beverage Operations

Sample Lesson Plan

PowerPoints:

PowerPoint 1: Competencies forLeadership in Food and Beverage Operations

Competency 1: Describe current developments and trends in the food and beverage industry.(pp. 35)

Key Concepts:

Mobile food trucksEthically sourced foods

Local food

Hispanic market

Social media marketinguick!casual dining

"educed energy consumption

#aby #oomer market

$ree %i!$i

Cause marketing&alue

PowerPoints:

PowerPoint ': (e)elopments and *rends

Competency : !dentify and discuss the five practices of "no#$lead leadership. (pp. 5%)

Key Concepts:

+nowing self

Leading self

+nowing others

Leading othersLeading change

Text Exhibits:

E,hibit 1: *he $i)e Practices of +now!Lead Leadership

PowerPoints:

PowerPoint -: +now!Lead Leadership

PowerPoint .: +nowing Self

PowerPoint /: Leading Self

PowerPoint 0: +nowing thersPowerPoint 2: Leading thers

PowerPoint 3: Leading Change

Competency 3: &'plain ho# anticipatory service positive first impressions and committedmanagers can contribute to creating positive memorable e'periences forguests. (pp. %1)

Key Concepts:

4nticipatory ser)ice: identifying guest wants and needs5 ser)ice must be customi6ed for

each guest or group of guestsPositi)e first impressions: can occur before guests enter the restaurant 7telephone calls8

)alet parking95 prompt attention after guests are seated is important5 warm greeting is

essential5 ser)ers should listen as guests e,press their wants and needs

Committed managers: greet guests personally when possible5 select good staff members5act as role models for pro)iding superior ser)ice5 support and encourage their staffs

ser)ice efforts

PowerPoints:

PowerPoint ;: 4nticipatory Ser)ice

PowerPoint 1


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Leadership in Food and Beverage Operations '

PowerPoint 11: Managerial Contributions

Competency : Discuss ho# economic considerations impact sales in food and beverageoperations and describe ho# the alignment of values bet#een a food andbeverage operation and its guests can build guest loyalty. (pp. 113)

Key Concepts:

Economic considerations: guests >trade down? during bad economic times and seek )alue

&alue alignment: many guests seek establishments that ha)e )alues similar to their

personal )alues 7e,ample5 guests concerned about sustainability may seek restaurantswith good en)ironmental records5 )alue alignment can increase guest loyalty

PowerPoints:

PowerPoint 1': Economic Considerations

PowerPoint 1-: 4ligning #usiness and @uest &alues

Competency 5: *utline the si' entrepreneurial practices food and beverage managers and staffcan use to thin" and act li"e an o#ner. (pp. 1315)

Key Concepts:

=ntrapersonal communication

=nterpersonal communication

4gilityCreati)e sa))iness

Problem!sol)ing pragmatism

Legacy leader

PowerPoints:

PowerPoint 1.: *hinking and 4cting Like an wner

PowerPoint 1/: =ntrapersonal CommunicationPowerPoint 10: =nterpersonal Communication

PowerPoint 12: 4gility

PowerPoint 13: Creati)e Sa))iness

PowerPoint 1;: Problem!Sol)ing PragmatismPowerPoint '


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Leadership in Food and Beverage Operations -

(ach &uestion is linked to a competency. Competencies are listed on the first page of the chapter and in the 7ample

Lesson 8lan. An answer reading /%b%C0 translates to

/ the &uestion number

b the correct answer

C0the competency number

'he pages in the te"t that are associated with this chapter+s competencies are as followsC- /91

C 195

C/ 59-

C0 -9-/

C1 -/9-1

:ote that the answers to test &uestions may not appear verbatim on the referenced pages. 'est &uestions may assess

the e"aminees+ ability to apply a concept! not ;ust their knowledge of the concept.

'hese &uestions can also be found on the C in a rich te"t format. ?ou can use these &uestions as a starter to

create your own tests.

#ndividual$roup Activities

Optional Activity 1: Case StudyCultivating Culture

=nstructors points for guiding discussion on this case study can be found later in this sessionA *his case study is

associated with competencies '8 -8 and /A

Optional Activity 2: Case Studyhe !e" Food and Beverage #irector

=nstructors points for guiding discussion on this case study can be found later in this sessionA *his case study isassociated with competencies '8 -8 and /A


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. Leadership in Food and Beverage Operations

Case StudyB>Culti)ating Culture?

Points %or #nstructors

Purpose: *o impress upon students that the culture of an organi6ation must be planned8 nurtured8 and culti)atedwith attenti)e and constant careA

&iscussion Points"rgani'ational Culture(A &e%inition:

*he intertwined threads of beliefs8 )alues8 knowledge8 beha)ior8 principles8 social forms8 customs and discoursethat characteri6e an organi6ation which it proects to all who relate to it and for which it has a generali6ed reputationA

)ine Elements o% "rgani'ational Culture:

1A Core )alues

'A #asic assumptions about others

-A Si, bases of authority

.A rgani6ational structure

/A "ole definitions

0A Policies and procedures

2A Heroic e,amples shared with employees

3A Ceremonies

;A Symbols

1A Core &alues 7fundamental principles of li)ing9:

Honesty )sA *ruth has shadings to it

E,cellence )sA @et by

Strong work ethic )sA *omorrow will take care of itself

4ssistance )sA Sur)i)al of the fittest

%ord is your bond )sA Promises are made to bebroken

'A #asic 4ssumptions 4bout thers:

People are basically fairA )sA E)eryone has a littlelarceny in themA

Ser)ice is a noble callingA )sA Ser)ice is ser)ility andser)itudeA

Employees will do the )sA Employees need closeright thingA monitoringA

Suppliers are alliesA )sA Suppliers will cheat you if they canA

*reat customers as if )sA *he customer is the enemyAthey are rightA

People want )alue for the )sA People dont understandprices they pay or appreciate )alueA

-A Si, #ases of 4uthority:

Power 7coercion9

"esources a)ailable for distribution


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Leadership in Food and Beverage Operations /

E,pertise 7knowledge9

Legal authority 7election8 selection8 appointment9

=dentification 7charisma9

(eference 7customs and mores9

.A rgani6ational Structure:

Centrali6ation or decentrali6ationD

Employee empowerment or prior appro)al reuiredD

$lat or steep hierarchyD

pen door8 accessible door8 or closed door policy by managementD

/A "ole (efinitions:

Clarity of position descriptions and operational practice

Support for crisis decisions

Cross communication and freuent communication

&isibility of management

0A Policies and Procedures:

Ser)ice or product guarantees

Managing employees grie)ances

@o by the book or be fle,ible

Fepotism

Progressi)e discipline

$ringe benefits

2A Heroic E,amples Shared with Employees:

Letters from customers and top management

Praiseworthy acts recogni6ed

Fewsletter anecdotes

rgani6ational legends

3A Ceremonies:

Employee of the month8 year

4nni)ersaries and awards

Special meetings or trips 7elite selection9

Employee clubs 7ceremonies and cultural titles9

;A Symbols:

Portraits and photos

Statues and busts

$lags

Company creed8 mission statement8 or song

Lapel pins or other insignia


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0 Leadership in Food and Beverage Operations

Case Study(*The )ew +ood and ,everage &irector-

Points %or #nstructors

Purpose: *o challenge students to identify the critical components of each functional area of a food ser)iceoperation and determine the reuirements and measurements rele)ant to each of those functional areasA

&iscussion Points

Start Employee .elations

Since it is her first day on the ob8 Gulie needs to get off to a good start by paying attention to employee relationsAne approach is to walk around the department 7possibly escorted by the general manager9 and meet each employeeindi)iduallyA She may then want to call a staff meeting of all department personnel so she can gi)e the appearanceand substance of leadershipA 4nother approach is to re)erse the seuenceBhold the staff meeting first8 then meetand shake hands with e)eryone in the departmentA

4sk your students >%hat would you do the first part of the first day on the obD?

Announce Standards and Expectations

Gulie may want to make some announcements at the staff meeting to establish her standards and e,pectationsA$or e,ample8 she could emphasi6e:

$ood safety and sanitation is paramountA

Employee safety and security is paramountA

*here will be full compliance with all laws and regulations pertaining to the operationA

Employees are e,pected to meet or e,ceed established performance standardsA

Employee de)elopment is a top priorityA

4sk your students what they would emphasi6e in their announcementsA

Establish a slogan$motto

Gulie may want to present a slogan8 motto8 or uip that might become the by-word for the functioning of the foodand be)erage departmentA $or e,ample8 she may want to suggest that SAEA"A&A=ACAEA PA"AA$A=A*ASA8 where theletters stand for:

SE./#CE 0 P."+#TS

Spirit People

Enthusiasm .eturning.esponsibility "ften

/alue +or

#nformation #nsured

Cooperation Total

E,cellence Satisfaction

4sk your students to suggest other kinds of slogansImottos that could ser)e as bywords8 rallying food and be)eragestaff toward a positi)e cultural changeA

&etermine +unctional Areas and Key 1easurements

nce Gulie gets beyond the initial stage of the new relationship8 attention can be gi)en to the different areas of thedepartment8 and the key measurements associated with themA $or e,ample:

PurchasingBstandards8 costs8 supplies8 relationships

$orecastingBtechniues8 accuracy

uality controlBsystems8 checks

%arewashingBbreakage8 replacement

SanitationBself-inspection checklists8 personal hygiene

@uest relationsBcomments8 role of host and hostess8 ser)ers

Cost controlBportion si6es8 waste

rgani6ational relationshipsBorgani6ation chart8 cooperation with the rooms di)ision


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Leadership in Food and Beverage Operations 2

$inancial recordsBprofit and loss statements8 banuet records8 outside catering re)enue

Employee trainingBsystems8 freuency

Jou may want to ask the class to categori6e the areas they think need to be looked into and then write the uestionsthey would ask to get the necessary answersA


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3 Leadership in Food and Beverage Operations

Leadership in Food and Beverage Operations

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Leadership in Food and Beverage Operations ;

d. anticipatory service.

6. How do managers contribute to positive! memorable dining e"periences for guests

a. 'hey greet guests personally when possible.

b. 'hey hire the best staff members possible.

c. 'hey act as role models for providing superior service to guests.

d. All of the above.

7. Cheng is passionate about the environment. He chooses to eat at a restaurant that uses energy%savinge&uipment and has a recycling program. 'his is an e"ample of

a. an alignment of guest and business values.

b. one of the si" entrepreneurial practices.

c. a know%lead leadership parallel.

d. anticipatory service.

8.


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1< Leadership in Food and Beverage Operations

=ntrapersonal communication is about communication with:

a. others.

b. other businesses within the food and beverage industry as a whole.

c. one+s self.

d. other businesses within the local community.

9. hich of the si" entrepreneurial practices re&uires autonomy! independence! resourcefulness! and

adaptability

a. legacy leader

b. interpersonal communication

c. creative savviness

d. agility

10. Christy is a restaurant general manager who desires to leave a significant mark on her operation. 7he

works very hard to make the restaurant a financial success and goes out of her way to provide superior

service to guests and mentor her staff to do the same. hich of the si" entrepreneurial practices is shepursuing

a. intrapersonal communication

b. legacy leader

c. problem%solving pragmatism

d. agility

Documents

Leadership in F&B Operations