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
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