Food and Beverage
Management
Chapter two : Structure of Food and Beverage Organizations
S
S Organizations are created to achieve objectives
S Prime Objectives
S
Maximize Profits
S
Minimize expenses
S Secondary Objectives
S
Food and Beverage Quality
S
Human Resource Development
S
Societal Objectives (Green, Employee Friendly, etc.)
Primary Objectives can vary based on the type of organization
Labor
S The Food and Beverage Industry is termed “Labor
Intensive”
S Technology has a place, but people prefer the human touch
S Food Service Employees fall into 3 general categories:
S Managers
S Supervisors
S Production/Service personnel
Management
S Three Levels of Managers
S Executive Level (Top) Management
S Middle Level Management
S Supervisors
S In Large Organizations, Staff Personnel provide expertise in
Human Resources, Finance, Sales, etc.
Management Roles
S Executive Managers (Highest Level)
S Long Term plans and goals.
S Focus on external business environment
S Watch competition, economy for opportunity and threats
S Middle Managers
S Key Communicators
S Manage work of supervisors
S More interaction with staff
S Supervisors (linking pins!)
S Use Technical skills
S Generally just removed from staff.
Line vs. Staff Management
S Staff Managers and their departments do not have a direct impact
on bringing in revenue to an operation.
S More Technical Specialists
S Human Resources
S Controller
S Purchasing Agent
S Other
S
S
S
S
S
Attorneys
Real Estate
Dietitians
Nutritionists
Facilities
Production Personnel
S “Back of the House” or “Heart of the House”
S Typically are food production and sanitation.
S Little contact with guests
S As volumes increase, positions become more specialized
Production Personnel
S Executive Chef
S Assistant (Sous) Chef
S Cooks / Cook’s assistant
S Bakers (Pastry Chefs)
S Pantry (Garde Manger)
S Chief Stewards
S Storeroom and Receiving
Front of House
S Dining Room (Restaurant Managers)
S Hosts/ Receptionists
S Food and Beverage Servers
S Bus persons
S Bartenders
S Other
S Valet
S Cashiers
S Runners
Organizational Charts
Owner
Simple Structure
Organizational Chart
Hotel
Controller
General
Manager
Accounting
Rooms
Director
Restaurant
Manager
Banquet
Manager
Asst.
Restaurant
Manager
Banquet
Maitre d’
Room
Service
Manager
F&B
Director
Director Of
Sales
Executive
Chef
Sales Team
Sous Chef
Director of
Engineering
Independent Restaurant
(Flat Organization)
General
Manager/owner
Accountant
Restaurant
manager
Bar Manager
Chef
Catering
Director
Executive
Steward
Corporate Structures
Board of
Directors
Chairman of
the Board
CFO
CEO
Finance
COO
Brand
Directors
Regional
Directors
Unit
Managers
Marketing &
PR
Legal
Facilities and
Safety
Human
Resources
Country Clubs
Club Members
Board of Directors
Controller
General Manager
Club House
Manager
Manager F&B
Restaurant
Managers
Executive Chef
Executive Steward
Dining Team
Culinary Team
Dish Washers
Catering sales
Banquet Manager
Bar Manager
Service staff
Bartenders/Servers
Hospital Food Service
Director
Assistant
Director,
Production
Assistant
Director, Patient
Services (Rooms)
PT Supervisor
Production
Supervisor
Special
Functions Host
Lead Cafeteria
server
(supervisor)
Production Staff
Ingredient
control
Sanitation staff
Servers &
Cashiers
PT supervisor
Tray line
Supervisor
Dietitians
Line aides
Galley
technicians
Key Terms
S Chief Steward
S Job description
S Labor intensive
S Line manager
S Staff personnel
S Organization chart
S Public bar
S Service bar
S Controller
Career Paths
S Get experience
S Make contacts
S Show your interest
S There are no established or industry required career routes.
S Depends on
S 1. What you want to do
S 2. Where you are now
S 3. Evolving Opportunities
S 4. Skills, abilities, attitudes and interest.
Interpersonal Skills are key
The Future of Food and
Beverage
S Forecasted to grow
S More “hip” than before – some negative perceptions in the
past
S Pay and benefits more comparable than in the past
S You are the manager of a business that may just happen to
be a restaurant
Next Section
S Chapter 3 – Fundamentals of Management