CHAPTER 3: ORGANIZATIONAL STRUCTURE

• The organizational structure of the food service industry is defined by how tasks such as task allocation, coordination and supervision are directed towards the attainment of the vision, mission, goals and objectives of the companies. All types of restaurants from dining to fast food have their organizational structure and their organizational structures are vital for their success. The organizational structure shows the nature and environment of the companies.
• For food and beverage operations not set within hotels, the organization often resembles the food and beverage section of the hotel organization charts. However, different terminology can be used for the various job roles in differing types of establishment. 
• Depending on the size of the establishment, the food and beverage manager is either responsible for the implementation of agreed policies or for contributing to the setting up of the food and beverage policies. The larger the organization the less likely the manager is to be involved in policy setting.
• food and beverage managers are responsible for:

  (1) ensuring that the required profit margins are achieved for each food and beverage service area, in each financial period;
• food and beverage managers are responsible for:

  (2) updating and compiling new wine lists according to availability of stock, current trends and customer needs;
• food and beverage managers are responsible for:

  (3) compiling, in liaison with the kitchen, menus for the various food service areas and for special occasions;
• food and beverage managers are responsible for:

  (4) purchasing of all materials, both food and drink;
• food and beverage managers are responsible for:

  (5) ensuring that quality in relation to the price paid is maintained;
• food and beverage managers are responsible for:

  (6) determining portion size in relation to selling price;
• food and beverage managers are responsible for:

  (7) ensuring staff training, sales promotions and the maintenance of the highest professional standards;
• food and beverage managers are responsible for:

  (8) employing and dismissing staff and;
• food and beverage managers are responsible for:

  (9) holding regular meetings with section heads to ensure all areas are working effectively, efficiently and are well coordinated.
• Attributes. All staff should be aware of the factors listed below and it is their individual responsibility to ensure that they are put into practice:

  • Staff should be clean and should use deodorants (but not strong smelling ones). Aftershave and perfumes should not be too strong (as this may have a detrimental effect on the customer’s palate).
• • Sufficient sleep, an adequate and healthy intake of food and regular exercise is essential for good health and the ability to cope with the pressures and stress of work.
• • Particular attention should be paid to the hands. They must always be clean, free of nicotine stains and with clean, well-trimmed nails.
• • Teeth should be brushed before coming on duty and the breath should be fresh smelling.
• • Men should normally be clean-shaven or with any mustache or beard neatly trimmed.
• • Women should only wear light make-up. If nail varnish is worn then it should be clear.
• • Earrings should not be worn with the possible exception of studs/sleepers.
• • Uniforms must be clean, starched as appropriate and pressed. All buttons must be present
• Knowledge of food and beverages and technical ability

  Staff must have sufficient knowledge of all the items on the menu and wine and drink lists in order to advise and offer suggestions to customers. In addition, they must know how to serve each dish correctly on the menu, what its accompaniments are, the correct cover and the makeup of the dish and its garnish. For beverage service, staff should know how to serve various types of wine and drink, in the correct containers (e.g. glasses, cups) and at the right temperature.
• PUNCTUALITYPunctuality is all-important. If staff are continually late on duty it shows a lack of interest in their work and a lack of respect for the management and customers.
• LOCAL KNOWLEDGE

  In the interest of customers the staff should have some knowledge of the area in which they work so they may be able to advise customers on the various forms of

  entertainment offered, the best means of transport to places of interest and so on.
• PERSONALITY

  Staff must be tactful, courteous, good humored and of an even temper. They must converse with the customer in a pleasing and well-spoken manner, and the ability to smile at the right time pays dividends.
• ATTITUDE TO CUSTOMERS

  The correct approach to the customer is of the utmost importance. Staff must provide service but should not be servile and should be able to anticipate the customer’s needs and wishes. A careful watch should be kept on customers during the service (but without staring) to check the progress of the meal. Be attentive but not intrusive at all times during the service sequence.
• CULTURAL AWARENESS

  The cultural diversity of customers is increasing and this is reflected in factors such as language, dress and traditions as well as dietary (see Section 4.4, p.97 for more information on specific dietary needs). Members of service staff need to be open-minded, non-judgemental and flexible and able to appreciate and communicate respect for other people’s values and beliefs.
• MEMORY

  A good memory is an asset to food and beverage service staff. It may help them in various ways in their work if they know the likes and dislikes of customers, where they like to sit in the food service area, what their favorite drinks are, and so on.
• HONESTY

  Trust and respect in the triangle of staff, customer and management relationships lead to an atmosphere at work that encourages efficiency and a good team spirit among the food and beverage service operators.
• LOYALTY

  Staff obligations and loyalty are first to the establishment in which they are employed and its management. Staff therefore need to commit mentally to the ethos of the establishment and be fully aware of their department’s aims and objectives.
• CONDUCT

  Staff conduct should be impeccable at all times, especially in front of customers. The rules and regulations of an establishment must be followed and respect shown to all senior members of staff.
• SALES ABILITY

  All members of staff reflect the image of the establishment. They are sales people and must therefore have a complete knowledge of all forms of food and drink and their correct service, and so be able to contribute to personal selling and merchandising.
• SENSE OF URGENCY

  In order for the establishment to generate the maximum amount of business over the service period, with as high a net profit as possible, staff must develop a sense of urgency in their work. This should be promoted by management by displaying a ‘do as I do’ attitude, leading by example.
• COMPLAINTS

  Staff should have a pleasant manner and demonstrate courtesy and tact, an even temper and good humor. They should never show their displeasure even during a difficult situation. Staff should never argue with a customer and if they are unable to resolve a situation, it should be referred immediately to a senior member of the team who will be able to reassure the customer and put right any fault
• CONTRIBUTION TO THE TEAM

  Above all, staff should be able to work as part of a team within and between departments. Being a team member means communicating, co-operating and being reliable so that as a team each member contributes to enable a successful service to be delivered every session.