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

2. 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

3. 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

4. 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.

5. Management Roles Executive Managers (Highest Level) Middle Managers
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.

6. 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

7. 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

8. Production Personnel Executive Chef Assistant (Sous) Chef
Cooks / Cook’s assistant
Bakers (Pastry Chefs)
Pantry (Garde Manger)
Chief Stewards
Storeroom and Receiving
Chefs can supervise any number of speciaties
Banquet, Pastry, Garde Manger, etc.
Stewards typically also oversee the dish room and cleaners

9. Front of House Dining Room (Restaurant Managers) Hosts/ Receptionists
Food and Beverage Servers
Bus persons
Bartenders
Other
Valet
Cashiers
Runners
Manager duties include:
Making sure the restaurant is ready to open
Schedules
Table assignment
Evaluating employees
Special services
Reporting
“situations” – drunks, celebrities, etc.
Mise en place – also know as sidework.
Non Commercial operations – cafeterias, etc will have different positions or names for them.

10. Organizational Charts
Owner
Simple Structure

11. Organizational Chart Hotel
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

12. Independent Restaurant (Flat Organization)
General Manager/owner
Accountant
Restaurant manager
Bar Manager
Chef
Catering Director
Executive Steward
Flat organizational structure can be applied to larger structures, such as hotels – by creating (IBUs) Independent Business Units. (Discuss advantages/disadvantages)

13. Corporate Structures Board of Directors Chairman of the Board CFO
Finance
CEO
COO
Brand Directors
Regional Directors
Unit Managers
Marketing & PR
Legal
Facilities and Safety
Human Resources

14. Country Clubs Club 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

15. 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
College residence halls – quite dated unless you are going to Princeton!

16. Key Terms Chief Steward Job description Labor intensive Line manager
Staff personnel
Organization chart
Public bar
Service bar
Controller

17. 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

18. 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
- Manage a Business $22 million dollar in revenue

19. Next Section
Chapter 3 – Fundamentals of Management