CHAPTER 2:

ORGANIZATION OF
FOOD AND
BEVERAGE
OPERATIONS
• An organization can have numerous other objectives as well.
• Food and beverage quality; human relations, including employee
training; and societal contributions are among them.
• The way an organization is structured affects its ability to achieve its
objectives.
• If, for example, supervisors must direct the work of too many employees,
they are less likely to provide the individual attention necessary to foster
effective interaction with employees, and human relations objectives
might be unattainable.
• An organization chart is a diagram showing the relationship among
various employee positions in an operation.
THREE LEVELS OF MANAGEMENT
Top
Ma
nag
ers
Middle
Managers

Supervisors
Three Levels of Management
Top managers:
• Long-term plans and goals
• Overall business environment
Middle managers:
• Shorter-term goals
• Through them, communication flows up and down the
organization
Supervisors:
• Link between management and employees
• Typically use their technical skills more
 PEOPLE IN FOOD SERVICE
• The food service industry is labor-intensive
• Even with technology advancement in the food service industry,
there are no other methods that can replace humans with
machines in the food service operations.
• Guests prefer human service and are willing to pay for it
• Food service employees fall into three general categories:
managers, supervisors, and entry-level and service
personnel.
 MANAGEMENT STAFF
• Top-level managers - with long-term plans and goals. Focus more on the external
business environment.
• Middle managers are in key positions through which communication flows up and
down the organization. Concerned with shorter-term goals, and typically are less
concerned with large issues affecting the business environment. They manage the
works of supervisors.
• Supervisors are sometimes referred to as linking pins. Eg. short-term goals as
preparing employee schedules and helping employee during busy times.
• Staff personnel provide advice to those in the chain of command, but do not make
decisions for them.
• Line managers have authority within or over one or more
revenue-generating departments that directly provides goods or
services to guests. Examples of Line Managers:
 Human resources manager
 Controller
 Purchasing agent
 Other staff specialists
 Human resources manager
 recruits applicants
 selection activities, and makes hiring recommendations to line managers
 develop orientation programs, knowledgeable in labor-related laws
 Controller
 reports to the general manager, but sometimes to area or regional directors
 Purchasing agent
 obtains information about food and other products, selects suppliers,
expedites incoming orders, and makes buying decisions, among other tasks
 Other staff specialist
 corporate-level attorneys, real estate specialists and construction experts
 dietitians or nutritionists
 PRODUCTION PERSONNEL
• Back-of-the-house employees, are concerned primarily with food
production and usually have relatively little contact with guests.
• The typical production personnel include the following:
 Executive Chefs and Assistant Chefs
 Bakers (Pastry Chefs)
 Chief Stewards and Stewards
 Storeroom and Receiving Employees
 • Chief Stewards and Stewards
 managers who typically
• Executive Chefs and Assistant oversee porters, dishwashing
Chefs employees, and related
 managers in charge of personnel
production personnel in the  Stewards and their staffs
kitchen perform cleaning tasks
 plan menus with food and
beverage director and/or the
restaurant manager • Storeroom and Receiving
Employees
• Bakers (Pastry Chefs)
 Storeroom employees assist in
 Bakers include head bakers, storing, checking, and issuing
bakers, and baker’s assistants storeroom supplies
 Head bakers are managers who  Receiving clerks help suppliers
specialize in bakery preparation unload food and other supplies
and to prepare a wide variety of and verify that the quality, size,
bakery products and quantity of incoming
products
 SERVICE PERSONNEL
• Front-of-the-house employees, they have a great deal of contact
with guests and perform a wide variety of functions and
activities. They include the following:
 Dining Room/Restaurant Managers
 Hosts/Receptionists
 Food & Beverage Servers
 Bartenders
 Dining Room/Restaurant Managers
• Checking the physical condition of the dining room before it
opens.
• Checking the table setting and the condition of china, glassware
and flatware.
• Checking the schedule to make sure enough service personnel will
be on hand.
• Evaluating the job performances of service employees.
• Ensuring guest satisfaction and follow up on any guest complaints.
• Perform normal supervisory responsibilities to direct the work of
service staff.
• Providing reports and other data requested by upper management.
 Hosts/Receptionists
 dining room captains, maître d’hôtel, or receptionists at some
properties, directly supervise service employees
 Hosts check all phases of dining room preparation
 discuss menu specials, expected regular guests, and anticipate total
number of guests with servers
 During service, the host may greet and seat guests, present menus,
and take guests orders.
Food & Beverage Servers
 serve food and beverages to guests
 Bartenders
 Prepare mixed drinks and other alcoholic beverages
 Two basic types of bars: public bars and service bars
 Public bars prepare and serve beverages directly to guests
sitting or standing at the bar
 Service bars do not serve beverages directly to guests; they
pass beverages to servers
TYPICAL HOTEL ORGANIZATION CHART
 CAREER PATH IN INDUSTRY
• Everyone has different interests, knowledge, and abilities.
One way to help get your career started is to obtain
experience in the industry while you are a student. Apart
from learning new things that can be useful later, you will
also:
• Bring experiences to class that will help put facts in perspective.
• Make contacts with people who can help you find employment after
graduation.
• Show that you are genuinely interested in making a career in the
hospitality and food service industry.
• Since there are no established or industry-required career
advancement routes, where and how far you go depends on:
• What you want to do?
• Where are you now?
• The opportunities that evolve.
• Your skills, abilities, attitudes, and interests.
• Interpersonal skills are very important to all organizational levels. In the
people-centered business of food service, the ability to work with and
through others will usually help you get ahead more quickly than just
concentrating on technical skills.
 Future in the industry
 
Projected growth in almost every segment of the food service
industry, along with a continuing labor shortage, will yield a large
number of job opportunities of all types and responsibility levels.
 Perceptions of the industry

• Food service jobs can be challenging, no matter what the position or

organizational level. At lower organizational levels, jobs may be difficult in a
physical sense. At higher organizational levels, the work is different but still
difficult as many important decisions must be made.
 
• Some people may feel that service positions are unattractive as they might have
negative image or lower social status attached by serving others. For some
the opportunity to help others is a drawing card.

• Some observers also complain that food service comprises many dead-end jobs.
This is not true as people can advance within the organization; when people
become proficient in a position, opportunities for promotion are likely to
become available.
Salaries and benefits
• Wages and salary compensation and benefits for entry-level food
service positions are often high in area with labor shortages. The
average entry-level salary for college and university food service
graduates is generally higher than compare to graduates from different
programs.

• Food service industry careers are competitive with other industry

careers. Usually, the benefit package includes health care, meal-at-
work reimbursements, vacations, etc.