Food and Beverage Management Chapter two : Structure of Food and Beverage Organizations.

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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

Manager

Executive Chef

Sous Chef

Rooms Director Director Of

Sales

Sales Team

Director of Engineering

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