Revision Slides Flashcards
What is management?
The process of using what you have (resources), to do what you have to do (meet organisational goals)
The 3 supervisory concepts
- Authority:
Power to get things done by others
Formal and informal (personal & organisational) - Delegation
Assign tasks and responsibility to others - Responsibility
Held accountable for the use of authority
Accountable for team’s actions and outcomes
Leadership: definition
Lead rshop is not a role, but a process or a transaction event that occurs between a leader and his followers, influenced by internal and external factors
Ability to give orders is NOT leadership!
7 key components of a managers duties
- Planning
- Organising
- Coordinating
- Staffing
- Directing
- Controlling
- Evaluating
Constraints on management:
External
- originating outside the organisation, internal actions can rarely solve the problem…
- political
- environmental
- economic
- social (unions)
- technical
Constraints on management:
Internal
Food and beverage costs
- Perishability of food, need for stock turnover, wastage and portion control, pilferage/ shrinkage
Staff
- Staff or skill shortage, achieving staffing levels to match peaks and troughs of sales, absenteeism, illness, use of part-time or seasonal staff, poor supervision/ training, high staff turnover
How to manage internal management constraints
- Cash and credit control, maintain all costs in the line with budget guidelines and volumes of business
- Maintain tight and efficient control of all stocks
- Maintain up to date costing and pricing of all menu items
- Maintain efficient F&B control system with statistical data
Main responsibilities of the F&B department
- Provide great meal experience
- Follow the flow of the food
- Control finances
Why do people quit their jobs?
- Relationship with boss (under appreciated)
- Relationship with coworkers (personality conflicts)
- Wage/ salary (underpaid)
- Poor management (lack of basic training or directions)
- No chance of advancement
- Limited professional development
- Lack of challenge
- Unfulfilling work
Warning signs of someone quitting
High absenteeism rates
High turnover rate
Increased number of accidents
Excessive breakage or waste
High number of complaints
Harassment
Sources of power
- Position power (legitimate power, granted to a position)
Reward power (by providing formal and informal awards)
Coercive power (withhold rewards and inflict discipline)
Expert power (admiration of special knowledge and skills)
Referent power (admiration of personal characteristics)
Employment concerns in F&B
Staff turnover
Seasonality
Staff recruitment
Staff retention
Stress
Talent
Staff turnover
High turnover especially among low skilled workers
Count the staff you have left, divide it into the total staff employed and multiply by 100
Approximately 80% per year in a regular restaurant
Above 150% per year in fast food settings
The realities of F&B
- Restaurant severs suffer from higher levels of stress than doctors or architects
- Increased risk of strokes and heart problems
- More likely to drink and smoke too much
- Less likely to eat healthy and at normal times
- no feeling of empowerment, demands from customers, management and unsociable hours
How do we address these issues in F&B?
- Training
- Empowerment
- Scheduling
- Flexibility
- Communication
Staff turnover costs
To replace an employee:
- Tangible: costs for advertising, interview, reviewing CV’s, checking references
- Intangible: does not take into account lost business or training new employees
To keep an employee:
- various incentives and training programs
Staff discipline and dismissal
Employee law is very complex, changes occur frequently
Dismissal must considered fair..
(Unfair: origin, gender, age, disability, pregnancy, maternity/ paternity leave)
Disciplinary process
- Oral warning
- Written warning
- Suspension
- Discharge
Benefits of quality
Profit
Price/ value relationship
Business growth
Will lead to loyal customers: resulting in operational efficiencies without increasing costs
Difficulties in managing quality in service industry
Consistency: hard to ensure from day to day
Simultaneously: production and consumption
Perishability: services cannot be stored
Managing quality: pressure
Short production cycle, leaving little time for correction
Health risks; limited shelf life, risk of illness
Hard work; human labour intensive
The customer; pressure of facing the client
Total quality management
TMQ approach driving force is the focus on the satisfaction of customer needs, anything that could get in the way must be removed.
Teamwork and participation
The primary elements of TQM
Customer focused Total employee involvement Process centred Integrated system Strategic and systematic approach Continual improvement Fact- based decision making Communication
Internal search
Advantages
Improve morale
Reduce turnover
Reduce training and induction costs
Reduce recruitment and selection costs
