This document discusses the objectives and importance of food and beverage control. It defines food and beverage control as the guidance and regulation of costs and revenue in catering establishments. There are three main areas to control: assets, revenue, and food and beverage consumption costs. The purpose of control is to set standards, measure performance against standards, and take corrective actions. Key objectives of control include analyzing income and expenditures, establishing and maintaining quality standards, setting appropriate prices, preventing waste, preventing fraud, and providing management information.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the importance of food and beverage control for managing costs and ensuring profitability. Key topics covered include the objectives of food and beverage control like analyzing income/expenditure, establishing standards, pricing, preventing waste and fraud, and providing management information. Common problems in food and beverage control are also outlined, such as the perishability of food products, unpredictability of business volume and menu preferences, and the fast cycle of food and beverage operations. The document aims to explain the methodology of food and beverage control and its critical role in managing costs.
This document provides an overview of food and beverage cost control. It discusses the food service industry and food and beverage control. The methodology of food and beverage control includes planning, operational, and post-operational phases. Key aspects of the operational phase are purchasing, receiving, storing, preparing, and selling foods and beverages. The post-operational phase involves cost reporting, measuring performance against standards, and taking corrective actions. Personnel management is also important for effective food and beverage control.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the food service industry and the objectives of food and beverage control, which include analyzing income and expenditures, establishing and maintaining standards, pricing, preventing waste and fraud, and providing management information. The document also outlines some problems in food and beverage control, such as the perishability of food products, unpredictability of business volumes and menu item preferences. It provides background information on traditional approaches to cost control.
Here is the operating budget for the Market Restaurant for the coming year based on the information provided:
Market Restaurant
Statement of Income for the Coming Year
SALES
Food $820,000
Beverage $290,000
Total Sales $1,110,000
COST OF SALES
Food $295,200 (36% of food sales)
Beverage $69,600 (24% of beverage sales)
Total Cost of Sales $364,800
GROSS PROFIT $745,200
CONTROLLABLE EXPENSES
Salaries and Wages $102,000
Employee Benefits $25,500 (25% of salaries and wages)
Principles and practices of f&b control by ms. prachi wani assistant prof...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know more in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
Food cost control is a system used in hospitality businesses like hotels and restaurants to regulate costs and ensure they align with financial objectives. It focuses on controlling the largest cost element - food costs. The objectives of food cost control are to analyze income and expenses by department, set menu prices based on costs, prevent waste and inefficiencies, and provide management reports. Implementing an effective food cost control system involves three phases - setting basic financial policies, implementing operational controls around the catering cycle, and post-operational controls to analyze results. Food cost control faces obstacles like unpredictable demand, perishable goods, daily menu variations, short operational cycles, and high departmentalization in larger businesses.
Principles And Practices of F&B Control by Ms. Prachi Wani Assistant Profess...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
This document provides an introduction to food and beverage cost control. It defines key terms like control, cost control, direct costs, indirect costs, fixed costs, and variable costs. It explains that the goals of cost control are to keep costs low and profits high by minimizing inefficiency and waste. It also notes that both cost control and sales control are needed to ensure profitable operations. Responsibility for cost control typically falls to managers who direct subordinates responsible for areas like food costs, beverage costs, and labor costs.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the importance of food and beverage control for managing costs and ensuring profitability. Key topics covered include the objectives of food and beverage control like analyzing income/expenditure, establishing standards, pricing, preventing waste and fraud, and providing management information. Common problems in food and beverage control are also outlined, such as the perishability of food products, unpredictability of business volume and menu preferences, and the fast cycle of food and beverage operations. The document aims to explain the methodology of food and beverage control and its critical role in managing costs.
This document provides an overview of food and beverage cost control. It discusses the food service industry and food and beverage control. The methodology of food and beverage control includes planning, operational, and post-operational phases. Key aspects of the operational phase are purchasing, receiving, storing, preparing, and selling foods and beverages. The post-operational phase involves cost reporting, measuring performance against standards, and taking corrective actions. Personnel management is also important for effective food and beverage control.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the food service industry and the objectives of food and beverage control, which include analyzing income and expenditures, establishing and maintaining standards, pricing, preventing waste and fraud, and providing management information. The document also outlines some problems in food and beverage control, such as the perishability of food products, unpredictability of business volumes and menu item preferences. It provides background information on traditional approaches to cost control.
Here is the operating budget for the Market Restaurant for the coming year based on the information provided:
Market Restaurant
Statement of Income for the Coming Year
SALES
Food $820,000
Beverage $290,000
Total Sales $1,110,000
COST OF SALES
Food $295,200 (36% of food sales)
Beverage $69,600 (24% of beverage sales)
Total Cost of Sales $364,800
GROSS PROFIT $745,200
CONTROLLABLE EXPENSES
Salaries and Wages $102,000
Employee Benefits $25,500 (25% of salaries and wages)
Principles and practices of f&b control by ms. prachi wani assistant prof...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know more in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
Food cost control is a system used in hospitality businesses like hotels and restaurants to regulate costs and ensure they align with financial objectives. It focuses on controlling the largest cost element - food costs. The objectives of food cost control are to analyze income and expenses by department, set menu prices based on costs, prevent waste and inefficiencies, and provide management reports. Implementing an effective food cost control system involves three phases - setting basic financial policies, implementing operational controls around the catering cycle, and post-operational controls to analyze results. Food cost control faces obstacles like unpredictable demand, perishable goods, daily menu variations, short operational cycles, and high departmentalization in larger businesses.
Principles And Practices of F&B Control by Ms. Prachi Wani Assistant Profess...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
This document provides an introduction to food and beverage cost control. It defines key terms like control, cost control, direct costs, indirect costs, fixed costs, and variable costs. It explains that the goals of cost control are to keep costs low and profits high by minimizing inefficiency and waste. It also notes that both cost control and sales control are needed to ensure profitable operations. Responsibility for cost control typically falls to managers who direct subordinates responsible for areas like food costs, beverage costs, and labor costs.
Controlling involves measuring performance against standards and correcting deviations from plans to ensure objectives are met. It is a process that includes establishing standards, measuring performance against those standards, and correcting any variations. Managers at all levels are responsible for controlling. Standards can be physical, cost-based, related to capital, revenue, programs, goals, or intangible. Budgets, statistical reports, analysis, audits, and observation are control techniques used to monitor performance.
This document provides an introduction to cost accounting. It defines cost accounting as gathering cost information and attaching it to cost objects to establish actual and standard costs of operations, processes, and products. It then discusses the importance of cost accounting to management for decision making, planning, control, and pricing. Key differences between cost and financial accounting are that cost accounting uses double entry accounting, has internal users, and reports past costs, while financial accounting follows accounting principles with external users and considers future information.
The document discusses budgeting principles and the components of the master budget. It states that the master budget is a set of interrelated budgets that constitutes a plan of action for a specified time period and contains operating budgets and financial budgets. The operating budgets are used as the basis for preparing the budgeted income statement, while the financial budgets focus on cash needs to fund operations and capital expenditures. It also discusses preparing budgets for sales, production, direct materials, direct labor, manufacturing overhead, selling and administrative expenses, and a budgeted income statement.
Principles of Accounting 12th Ch-23.pptxcadeyare1201
The learning objectives are to prepare budgets for direct labor, manufacturing overhead, selling and administrative expenses, and a budgeted income statement. These budgets are all components of the master budget and are used to project expenses and income for the budget period. The direct labor budget shows labor hours and costs needed based on production requirements. The manufacturing overhead budget separates fixed and variable overhead costs. The selling and administrative expense budget also distinguishes fixed and variable expenses. All of these budgets feed into the budgeted income statement, which indicates the expected profitability of operations.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses various aspects of controlling as a management function, including definitions of control, the control process, budgetary control techniques, and traditional non-budgetary control methods like personal observation, break-even analysis, financial statements, and quality control. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. Budgetary control specifically refers to using budgets to monitor costs and operations by setting financial goals, comparing actual to budgeted results, and adjusting performance as needed.
The document provides information about developing a master budget for a company. It discusses the key steps which include establishing goals and long-range plans, preparing a sales forecast, estimating costs of goods sold and expenses, determining the effect on financial statements, and summarizing the estimates in a budgeted income statement and statement of financial position. Several sample budgets are also included, such as sales, production, materials, direct labor, overhead, marketing and administrative expenses, and cash. The budgets are interrelated and work together to develop a comprehensive master budget for the company.
Management audit is an independent examination of an organization's structure, operations, functions, goals, plans, policies, and activities. It analyzes weaknesses and evaluates the management's ability to achieve earnings capacity. The objectives of a management audit are to identify the level of achievement of organizational objectives, identify defects in management, and ensure management can achieve objectives. A management audit also aims to improve profitability, obtain full efficiency from management, and help management effectively discharge their duties. The scope of a management audit may include reviewing objectives, plans, policies, operations, organizational structure, management decisions, systems and procedures.
FBC Damat (1).pptxYour one-time passcode for Scribd is 597222ShimekitGenene
s Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222
This document discusses budgetary control, which involves setting financial and performance goals through budgets, comparing actual results to budgets, and making adjustments as needed. It helps with planning, coordination, decision-making, monitoring, and motivation. The document outlines objectives of budgetary control like resource allocation and economic stability. It also lists advantages, like maximizing profits and determining weak spots, and limitations, such as uncertain futures and requiring revisions. Finally, it briefly defines types of budgets used in budgetary control, including sales, production, material, and procurement budgets.
This document discusses management accounting information systems. It explains that management accounting systems produce outputs using inputs and processes to meet managerial objectives like costing products/services, planning/controlling, and decision making. All organizations need good management accounting systems, and the users are internal managers and workers. Management accounting differs from financial accounting in being internally focused, having no rules, allowing subjective data, and emphasizing the future. Recent changes have increased the value of more accurate management accounting information.
This document discusses cost control and ways for companies to reduce costs. It defines cost control as methods used to monitor and improve business cost efficiency. Companies often cut costs in response to economic pressures. The document provides examples of cost control techniques like renegotiating contracts annually, discussing costs with customers, and matching payment terms to inventory turnover rates. It also lists areas where operational cost control can be applied, such as managing power/energy usage, fuel consumption, repairs and maintenance, projects, contracts and vendors.
Budget & Budgetary Control in Business OrganizationsGabriel Ken
This document outlines the table of contents for a study on budgeting and budgetary control in business organizations, using Emenite Nigeria Ltd as a case study. The introduction provides background on budgets and budgetary control, and states the problem as budgets reflecting past data and inability to eliminate unpredictability in forecasting. The objectives are to examine the impact of budgets on business growth and their use for control and synchronization. Research questions and hypotheses are presented. The significance of the study and scope, focusing on Emenite Nigeria Ltd's budgeting system, are explained.
The document discusses performance management and control. It covers key topics such as:
1) Performance measurement aims to establish how well an entity is doing against its plan through financial and non-financial indicators. Regular measurement is vital for planning and control.
2) Control involves measuring actual results against the plan and taking action to adjust performance or change the plan. Feedback control is the process of comparing actual results to targets, analyzing differences, and taking management action.
3) Effective feedback and control systems have clear, comprehensive, and timely information communicated without irrelevant details.
4) Budgetary control compares actual costs and revenues to budgets. Flexible budgets recognize different cost behaviors at varying activity levels for more meaningful control.
This document provides an overview of food and beverage management concepts including budgets, marketing, and feasibility studies. It discusses types of budgets such as operating and capital budgets. Feasibility studies are described as evaluating market characteristics, competition, demand estimates, and projected financial results. Marketing is defined as focusing on guests and viewing the business from their perspective. The 7 fundamentals of management are also outlined as planning, organizing, coordinating, staffing, directing, controlling, and evaluating.
This document discusses controlling as a function of management. It defines controlling as verifying that operations conform to plans, instructions, and principles in order to identify weaknesses and errors and prevent recurrences. The document outlines the steps in controlling, including establishing standards, measuring actual performance, comparing to standards, analyzing deviations, and implementing corrective actions. It also describes three types of controls: feedforward, concurrent, and feedback controls. Finally, it discusses various management control techniques like budgetary controls, non-budgetary controls, and network techniques.
Accelerating the Benefits of Food and Bev Sustainability ProgramsSchneider Electric
Food and Beverage manufacturers can strengthen their brand and mitigate business risks by providing more transparency to their customers and stakeholders. Customers want to know more about the brands they buy, and regulatory agencies want to ensure food and beverage manufacturers are environmentally and socially responsible. This white paper demonstrates how using a plan / do / check / act methodology to drive energy management and sustainability programs can lower costs, improve profitability, and control risk.
This document discusses food cost control in the food and beverage industry. It defines food cost control and explains that the objective is to analyze income and expenditure while preventing inefficiencies. Some key ways to control costs include reducing shrinkage, spoilage, and wastage through better security, storage, kitchen design, and stock management. Cost of food cooked can be controlled through planning quantities and ensuring quality. Financial planning, marketing, catering, purchasing, and operations are phases of the control procedure.
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Prod...Projects Kart
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Producers Societies. One the primary functions of the management is planning. Most of the planning relates to individual situations and individual proposals. However, this has to be supplemented and reinforced by overall periodic planning followed by continuous comparison of the actual performance with the planned performance. Budgetary control has, therefore, become as essential tool of management for controlling costs and maximizing
“Budget” and “Budgeting” are concepts traceable to the bible days, precisely the days of Joseph in Egypt. It was reported that “nothing was given out of the treasure without a written order”. History has it that Joseph budgeted and stored grains which lasted the Egyptians throughout the seven years of famine.
Budgets were first introduced in the 1920s as a tool to manage costs and cash flows in large industrial organizations. Johnson states that it was during the 1960s that companies began to use budgets to dictate what people needed to do. In the 1970s performance improvement was based on meeting financial targets rather than effectiveness. Companies then faced problems in the 1980s and 1990s when they were not willing to spend money on innovations in order to stay with the rigid budgets; they were no longer concerned about how customers were being treated; only meeting sales targets became essential.
Management Accounting studies the preparation and use of cost accounting information for managerial decision-making and control purposes. This course provides students with the tools needed to understand and address the important problems facing management accountants today. In order to keep up with the class, students should go over the relevant chapters and problems prior to each class. This must then be followed by a more in-depth review of the material and practice of problems after the class.
This document outlines the course Parallel Computing. It introduces the instructor, Fitsum Assamnew, and provides their contact information. The objective of the course is to provide knowledge about parallel computing including architectures, algorithms, systems, programming languages, and implementation issues. The course will cover topics like models of parallel computers, techniques for designing parallel algorithms, message passing, shared memory systems, multithreading, interconnection networks, and applications like FFT and DNA sequencing. Students will be evaluated through assignments, paper summaries, a project proposal and report, and a presentation. References for further reading are also provided.
Food and Beverage control Assignment.docxMasreshaA
This document discusses food and beverage control procedures for hotels and restaurants. It covers the controlling procedures for purchasing, receiving, storing, producing, issuing and distributing food and beverage items. Specifically, it details the standard procedures for purchasing items through contracts, cash and carry, and from total suppliers. It also outlines the key reasons for and process of receiving food deliveries according to the established specifications and standards. This ensures the correct quantities, qualities and prices of delivered items.
Controlling involves measuring performance against standards and correcting deviations from plans to ensure objectives are met. It is a process that includes establishing standards, measuring performance against those standards, and correcting any variations. Managers at all levels are responsible for controlling. Standards can be physical, cost-based, related to capital, revenue, programs, goals, or intangible. Budgets, statistical reports, analysis, audits, and observation are control techniques used to monitor performance.
This document provides an introduction to cost accounting. It defines cost accounting as gathering cost information and attaching it to cost objects to establish actual and standard costs of operations, processes, and products. It then discusses the importance of cost accounting to management for decision making, planning, control, and pricing. Key differences between cost and financial accounting are that cost accounting uses double entry accounting, has internal users, and reports past costs, while financial accounting follows accounting principles with external users and considers future information.
The document discusses budgeting principles and the components of the master budget. It states that the master budget is a set of interrelated budgets that constitutes a plan of action for a specified time period and contains operating budgets and financial budgets. The operating budgets are used as the basis for preparing the budgeted income statement, while the financial budgets focus on cash needs to fund operations and capital expenditures. It also discusses preparing budgets for sales, production, direct materials, direct labor, manufacturing overhead, selling and administrative expenses, and a budgeted income statement.
Principles of Accounting 12th Ch-23.pptxcadeyare1201
The learning objectives are to prepare budgets for direct labor, manufacturing overhead, selling and administrative expenses, and a budgeted income statement. These budgets are all components of the master budget and are used to project expenses and income for the budget period. The direct labor budget shows labor hours and costs needed based on production requirements. The manufacturing overhead budget separates fixed and variable overhead costs. The selling and administrative expense budget also distinguishes fixed and variable expenses. All of these budgets feed into the budgeted income statement, which indicates the expected profitability of operations.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses various aspects of controlling as a management function, including definitions of control, the control process, budgetary control techniques, and traditional non-budgetary control methods like personal observation, break-even analysis, financial statements, and quality control. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. Budgetary control specifically refers to using budgets to monitor costs and operations by setting financial goals, comparing actual to budgeted results, and adjusting performance as needed.
The document provides information about developing a master budget for a company. It discusses the key steps which include establishing goals and long-range plans, preparing a sales forecast, estimating costs of goods sold and expenses, determining the effect on financial statements, and summarizing the estimates in a budgeted income statement and statement of financial position. Several sample budgets are also included, such as sales, production, materials, direct labor, overhead, marketing and administrative expenses, and cash. The budgets are interrelated and work together to develop a comprehensive master budget for the company.
Management audit is an independent examination of an organization's structure, operations, functions, goals, plans, policies, and activities. It analyzes weaknesses and evaluates the management's ability to achieve earnings capacity. The objectives of a management audit are to identify the level of achievement of organizational objectives, identify defects in management, and ensure management can achieve objectives. A management audit also aims to improve profitability, obtain full efficiency from management, and help management effectively discharge their duties. The scope of a management audit may include reviewing objectives, plans, policies, operations, organizational structure, management decisions, systems and procedures.
FBC Damat (1).pptxYour one-time passcode for Scribd is 597222ShimekitGenene
s Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222
This document discusses budgetary control, which involves setting financial and performance goals through budgets, comparing actual results to budgets, and making adjustments as needed. It helps with planning, coordination, decision-making, monitoring, and motivation. The document outlines objectives of budgetary control like resource allocation and economic stability. It also lists advantages, like maximizing profits and determining weak spots, and limitations, such as uncertain futures and requiring revisions. Finally, it briefly defines types of budgets used in budgetary control, including sales, production, material, and procurement budgets.
This document discusses management accounting information systems. It explains that management accounting systems produce outputs using inputs and processes to meet managerial objectives like costing products/services, planning/controlling, and decision making. All organizations need good management accounting systems, and the users are internal managers and workers. Management accounting differs from financial accounting in being internally focused, having no rules, allowing subjective data, and emphasizing the future. Recent changes have increased the value of more accurate management accounting information.
This document discusses cost control and ways for companies to reduce costs. It defines cost control as methods used to monitor and improve business cost efficiency. Companies often cut costs in response to economic pressures. The document provides examples of cost control techniques like renegotiating contracts annually, discussing costs with customers, and matching payment terms to inventory turnover rates. It also lists areas where operational cost control can be applied, such as managing power/energy usage, fuel consumption, repairs and maintenance, projects, contracts and vendors.
Budget & Budgetary Control in Business OrganizationsGabriel Ken
This document outlines the table of contents for a study on budgeting and budgetary control in business organizations, using Emenite Nigeria Ltd as a case study. The introduction provides background on budgets and budgetary control, and states the problem as budgets reflecting past data and inability to eliminate unpredictability in forecasting. The objectives are to examine the impact of budgets on business growth and their use for control and synchronization. Research questions and hypotheses are presented. The significance of the study and scope, focusing on Emenite Nigeria Ltd's budgeting system, are explained.
The document discusses performance management and control. It covers key topics such as:
1) Performance measurement aims to establish how well an entity is doing against its plan through financial and non-financial indicators. Regular measurement is vital for planning and control.
2) Control involves measuring actual results against the plan and taking action to adjust performance or change the plan. Feedback control is the process of comparing actual results to targets, analyzing differences, and taking management action.
3) Effective feedback and control systems have clear, comprehensive, and timely information communicated without irrelevant details.
4) Budgetary control compares actual costs and revenues to budgets. Flexible budgets recognize different cost behaviors at varying activity levels for more meaningful control.
This document provides an overview of food and beverage management concepts including budgets, marketing, and feasibility studies. It discusses types of budgets such as operating and capital budgets. Feasibility studies are described as evaluating market characteristics, competition, demand estimates, and projected financial results. Marketing is defined as focusing on guests and viewing the business from their perspective. The 7 fundamentals of management are also outlined as planning, organizing, coordinating, staffing, directing, controlling, and evaluating.
This document discusses controlling as a function of management. It defines controlling as verifying that operations conform to plans, instructions, and principles in order to identify weaknesses and errors and prevent recurrences. The document outlines the steps in controlling, including establishing standards, measuring actual performance, comparing to standards, analyzing deviations, and implementing corrective actions. It also describes three types of controls: feedforward, concurrent, and feedback controls. Finally, it discusses various management control techniques like budgetary controls, non-budgetary controls, and network techniques.
Accelerating the Benefits of Food and Bev Sustainability ProgramsSchneider Electric
Food and Beverage manufacturers can strengthen their brand and mitigate business risks by providing more transparency to their customers and stakeholders. Customers want to know more about the brands they buy, and regulatory agencies want to ensure food and beverage manufacturers are environmentally and socially responsible. This white paper demonstrates how using a plan / do / check / act methodology to drive energy management and sustainability programs can lower costs, improve profitability, and control risk.
This document discusses food cost control in the food and beverage industry. It defines food cost control and explains that the objective is to analyze income and expenditure while preventing inefficiencies. Some key ways to control costs include reducing shrinkage, spoilage, and wastage through better security, storage, kitchen design, and stock management. Cost of food cooked can be controlled through planning quantities and ensuring quality. Financial planning, marketing, catering, purchasing, and operations are phases of the control procedure.
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Prod...Projects Kart
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Producers Societies. One the primary functions of the management is planning. Most of the planning relates to individual situations and individual proposals. However, this has to be supplemented and reinforced by overall periodic planning followed by continuous comparison of the actual performance with the planned performance. Budgetary control has, therefore, become as essential tool of management for controlling costs and maximizing
“Budget” and “Budgeting” are concepts traceable to the bible days, precisely the days of Joseph in Egypt. It was reported that “nothing was given out of the treasure without a written order”. History has it that Joseph budgeted and stored grains which lasted the Egyptians throughout the seven years of famine.
Budgets were first introduced in the 1920s as a tool to manage costs and cash flows in large industrial organizations. Johnson states that it was during the 1960s that companies began to use budgets to dictate what people needed to do. In the 1970s performance improvement was based on meeting financial targets rather than effectiveness. Companies then faced problems in the 1980s and 1990s when they were not willing to spend money on innovations in order to stay with the rigid budgets; they were no longer concerned about how customers were being treated; only meeting sales targets became essential.
Management Accounting studies the preparation and use of cost accounting information for managerial decision-making and control purposes. This course provides students with the tools needed to understand and address the important problems facing management accountants today. In order to keep up with the class, students should go over the relevant chapters and problems prior to each class. This must then be followed by a more in-depth review of the material and practice of problems after the class.
This document outlines the course Parallel Computing. It introduces the instructor, Fitsum Assamnew, and provides their contact information. The objective of the course is to provide knowledge about parallel computing including architectures, algorithms, systems, programming languages, and implementation issues. The course will cover topics like models of parallel computers, techniques for designing parallel algorithms, message passing, shared memory systems, multithreading, interconnection networks, and applications like FFT and DNA sequencing. Students will be evaluated through assignments, paper summaries, a project proposal and report, and a presentation. References for further reading are also provided.
Food and Beverage control Assignment.docxMasreshaA
This document discusses food and beverage control procedures for hotels and restaurants. It covers the controlling procedures for purchasing, receiving, storing, producing, issuing and distributing food and beverage items. Specifically, it details the standard procedures for purchasing items through contracts, cash and carry, and from total suppliers. It also outlines the key reasons for and process of receiving food deliveries according to the established specifications and standards. This ensures the correct quantities, qualities and prices of delivered items.
The document discusses the purchasing function and procedures. It defines purchasing as concerned with searching for, selecting, receiving, storing, and using supplies according to an establishment's policies. Purchasing is important for cost and quality control. Standard purchase specifications help establish quality and quantity standards and inform suppliers and staff. The purchasing process involves requisitions, supplier selection, purchase orders, goods receipt, and transfer to departments. Security measures are needed to prevent theft or kickbacks between buyers and suppliers.
This document discusses several key aspects of food production and quality control. It emphasizes the importance of beginning with high quality ingredients, proper handling and preparation techniques, use of standard recipes and portion sizes, and monitoring food safety and sanitation. Quality control is needed during all stages of production to minimize waste and ensure foods meet quality standards. This includes adhering to production procedures, tracking yields and costs, inspecting discarded foods, and analyzing production records for improvements. Temperature controls and standardized serving procedures also help ensure foods are served in optimal condition.
Care Giving Short term Curriculum 04-08-11.docMasreshaA
The document provides information on an Ethiopian TVET (Technical and Vocational Education and Training) System model curriculum for a Care Giving short term training program. Key points:
- The curriculum is based on an occupational standard for care giving and aims to equip learners with the competencies required for the job as defined in the standard.
- The 272-hour program covers topics like maintaining health and safety, basic cleaning, providing care to infants/children/elderly, first aid, and communication.
- Modules include learning outcomes, contents, teaching methods, and assessment criteria. Resources required to deliver the program are also outlined.
- The curriculum provides a framework for technical and vocational
This document provides a model curriculum for a Domestic Work Level II TVET program in Ethiopia. The summary is as follows:
1. The curriculum is based on an occupational standard for domestic work and aims to equip learners with the competencies required for domestic work.
2. The program consists of 20 modules that will teach learners skills in areas like health and safety, cleaning, food preparation, communication, and business development.
3. The program is 594 hours long including on-the-job training and will result in a Level II qualification on the Ethiopian National TVET Qualification Framework if completed successfully.
Final Domestic (short term training ) curriculum.docMasreshaA
This document outlines a model curriculum for domestic work training in Ethiopia's Technical and Vocational Education and Training (TVET) system. The curriculum is based on an occupational standard for domestic work and is intended to equip learners with the competencies required for the occupation. The 329-hour program covers 11 units, including maintaining health and safety, communication skills, cleaning tasks, food preparation and service, and developing business skills. The training utilizes a cooperative model with both classroom and on-the-job learning. Upon completion, trainees will be qualified to work as domestic workers and pursue opportunities in the labor and social affairs sector.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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2. INTRODUCTION TO FOODANDBEVERAGE control
Controlling is a fault finding process?
Yes- How not? Why not?
Management is the process of achieving an organization goals
through the coordinated performance of five specific functions –
PLANNING,ORGANIZING,STAFFINGDIRECTINGANDCONTROLLING.
The organization is a group of people
The goal can be anything the organization seeks to do.
The management function interrelates with each other
function
Planning obviously affects the performance of all other
functions, but so do organizing, staffing, directing, and
controlling.
Because of the inter relationships among the various
functions, management is usually viewed as a process or a
logical flow of activities.
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3. INTRODUCTION TO FOODANDBEVERAGE control
Control, an inherent function in managing , is needed
in all organizations to make sure that plans are carried
out and desired results are achieved.
In the well –managed organization, all activities
ranging from spending money to producing products
and services to monitoring personnel performance are
subjected to the control products and services to
monitoring personnel performance are subjected to
the control process.
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4. Definition
Food and beverage control may be defined as :
The guidance and regulation of the costs and revenue of
operating the catering activity in hotels, restaurants,
hospitals, schools, employee’s restaurants and other
establishments
Richard A Johnston, Fremont E Keast, and James E
Rosenzweig
“We shall define control as that function of the system
which provides adjustments in conformance to the plan;
the maintenance of variations from systems objectives
within allowable limits.”
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5. Definition
The process whereby a manager attempts to regulate costs
and guard against excessive cost is known as cost control.
It is on going process and involves every step in the chain of
purchasing, receiving, storing, issuing and preparing food
and beverages for sale, as well as scheduling the personnel
involved.
Exact methods for cost control will vary from place to place,
depending in part on the nature and scope of operation; but
the principle behind varying methods will be constant.
The obvious governing power over costs in all areas in order
to keep costs within acceptable bounds, to account for
revenues properly, and make profits.
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6. Definition
Control is a process by which a manager attempts to direct,
regulate and restrain the action of people in order to achieve the
desired goal.
An obvious first step is to established goals for the enterprise.
Probably the most common goal for all private enterprise is
financial success, although this is by no means the only- range goal
of business. Others might relate to preserving the environment,
promoting better health among the population or etc.
To achieve the goals, management must setup any number of sub
goals compatible with its long-range plans.
These tend to be more specific and usually more immediate in
nature.
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7. What to Control?
The food and beverage business can be characterized as one
that involves raw materials purchased, received, stored and
issued for the purpose of manufacturing products for sale.
In these aspects many similarities exist between the
hospitality industry to achieve the goal of profitable
operation.
This will entail a discussion of how costs and sales are
controlled in food and beverage operations.
The means employed by foodservice managers to directly,
regulate and restrain the actions of people, both directly and
indirectly, in order to keep costs within acceptable bounds, to
account for revenues properly, and make profits.
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8. What to Control?
Two of the principal causes of excessive costs are inefficiency and
waste.
For example storing food in refrigerators that are not cold enough, or
liquor in bottles that are not tightly closed, will lead to spoilage and
hence to excessive cost.
So will the preparation of an inedible beef stew or an undrinkable
martini. When the stew is thrown into the garbage can or the martini
poured down the drain, costs of operation are increased but sale are
not.
Since profit is essentially the difference between sales and costs, it is
apparent that any increase in costs that does not lead to corresponding
increases in sales can only have the effect of reducing profits.
Clearly, management must take steps to guard against the occurrence
of these excessive costs
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9. Whatto Control?
There are three main areas of control
1 Assetsi.e. stock, cash
2 Revenue i.e. sales/income
3 Food and beverage consumption
i.e. cost of goods sold.
While cost control is critically important to the profitable operation of
any business, it alone will not ensure profitability. additional steps
must be taken to ensure that all sales in appropriate income to the
business
Having identified the areas to be controlled it is essential to recognise
that all members of staff are involved in the operation of control.
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10. Why is the Need to Control
The importance of food and beverage control needs
considerable emphasis.
The amount of control is related to the size of the operation
from much precise, detailed, up to date information aided by
computers to an operation which does not need the same
level of sophistication as mentioned above.
In both instances the type and volume of data required needs
to be selectively determined if control is to be meaningful
and effective.
11/22/2022 10
11. Why is the Need to Control
In hotels, food and beverage sales often account for up to
half of the total revenue, while in restaurants, food and
beverage sales are the main or the only service revenue.
The cost of food and beverages in the commercial sector is
usually between 25-45 percent of the total operating costs.
In hospitals, schools employee restaurants and similar
operations. Food and beverages are the main day-to-day
expenditure, which is controlled by budgets and/or a level of
subsidy.
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12. The purpose of control
The purpose of control can be divided into three
activities
1 Set the standards and objectives which serve as
the guidelines for performance
2 Measure and evaluate inputs and performance
according to the standards and objectives
3 Take corrective action in the form of a control
decision
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13. 1. Analysis of income and expenditure
The analysis is solely concerned with the income
and expenditure related to food and beverage
operations.
The revenue analysis is usually by each selling out
let, of such aspects as the volume of food and
beverage sales, the sales mix, the average spending
power of customers and the number of customers
served.
The cost analysis is departmental food and
beverage costs and beverage costs portion costs and
labour costs.
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objectives of food and beverage control
14. Objectives of food and beverage control
The performance of each out let can then
be expressed in terms of
the gross profit ( Sales minus
materials) and
the net margin (gross profit minus
wages) and
the net profit (gross profit minus wages
and all over head costs)
11/22/2022 14
15. 2. Establishment and maintenance of standards
The basis for the operation of any food and
beverage out let is the establishment of a set of
standards, which would be particular to an
operation.
The maintaining of the set standards can be
aided by regularly checking on the standards
achieved by observation and analysis and by
comments made by customers and training
courses to re-establish the standards.
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16. Objectives of food and beverage control
3. Pricing
An important objective of food and beverage control
is to provide a sound basis for menu pricing
including quotations for special functions. it is
therefore, important to determine food menu and
beverage list prices in the light of accurate food and
beverage costs and other min establishment costs as
well the average customer spending power, the prices
charged by competitors and the prices that the
market will accept.
11/22/2022 16
17. Objectives of food and beverage control
4.Prevention of Waste
In order to achieve performance standards for an
establishment targets are set for revenue cost
levels and profit margins to achieve these levels
of performance it is necessary to prevent wastage
of materials caused by such things as poor
preparations, over production, failure to use
standard recipe.
11/22/2022 17
18. Objectives of food and beverage control
5. Prevention of fraud
It is necessary for a control system to prevent or at
least restrict the possible areas of fraud by
customers and staff.
Fraud by customers are such as deliberately
walking out without paying claiming that the food
or drink that they had partly or totally was
unpalatable and disputing the number of drinks
served
Making payments by stolen checks or credit cards
Fraud by staff are overcharging or under charging
for items served and stealing of food, drink or cash
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19. Objectives of food and beverage control
6. Management information
A system of control has an important task to fulfill in
providing accurate up-to-date information for the
preparation of periodical reports for management.
This information should be sufficient so as to provide a
complete analysis of performance for each out let of an
establishment for comparison with set standards previously
laid down for example, budget standards.
11/22/2022 19
20. Objectives of food and beverage control
The amount of control necessary is related to
the size and complexity of an establishment.
However, whatever the size and type of
operation, the management control
information required has to be limited to
what is really necessary and meaningful.
Some selectivity is needed to determine
what exactly is required as against producing
a mass of statistical information.
11/22/2022 20
21. Special problems of Food and beverage control
Food and beverage control tends to be more difficult
than the control of materials in many other industries.
The main reasons are:
1. The perish ability of the produce:
Food whether row or cooked, is a perish able
commodity and has a limited life.
Therefore we need to ensure that we buy produce in the
correct quality and quantity in relation to estimated
demand, and that it is correctly stored and processed.
Where as beverages are normally not as perishable
as food and this contributes to their easier control.
11/22/2022 21
22. Special problems ...
2. The unpredictability of the volume of sales:
There is often a change in the volume of business from
hour to hour, day to day, month to month and year to
year.
This causes basic problems with regard to the quantities
of commodities to be purchased and prepared as well as
to the staffing required.
11/22/2022 22
23. Special problems……..
3. The unpredictability of the menu mix
The other problem to the caterer is the fact that in order to
be competitive and satisfy a particular market it is necessary
to offer a wide choice of menu items to the customers.
It is therefore necessary to be able to predict not
only the number of customers who will be using the
facility at period in time, but also as to what the
customer's selection will be from the alternatives
offered on the menu.
11/22/2022 23
24. Special problems…..
It is seldom possible to be 100 percent
accurate but in order to control costs
effectively.
It is necessary to have some method of
volume for casting as part of the total
food and beverage control system.
11/22/2022 24
25. Special problems……
4. The short cycle of catering operations
The speed at which the catering operation takes place in
relative to many other industries allows little time for
many control tasks.
It is common that items ordered one day are received
processes and sold the same or next day.
It is for this reason that in large catering establishments
cost reporting is done daily or at least weakly.
Furthermore problems particularly with perishable
foods, are that with a short life for produce, items can
not be bought very much in advance of their need and
the problem of availability at times of produce relative
to the price that can be afforded in relation to the
selling price.
11/22/2022 25
26. Special problems…..
5. Departmentalization
Many catering establishments have several
production and service departments or outlets
offering different services and products and
operating under different policies.
It is therefore necessary to be able to produce
separate trading results for each of the
production and selling activities.
11/22/2022 26
27. Any control system should be comprehensive and cover
all the outlets of an establishment and all stages of the
control cycle. The cost maintaining the system should be
in relation to the saving to be made, the level of
sophistication of the control system usually increasing
with the increase in the volume of sales and the
complexity of the menu.
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28. Essentials of a control system
The control system should be
Easy to operate and to be understood by all levels of
staff.
Seen by staff to be working.
i.e. the management act in a positive way to
adverse trading result and follows up on future
results to check the corrective action taken is
effective.
To be effective the information produced must be
accurate and up to date.
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29. Limitation of a control system
A control system in itself will not cure or
prevent problems occurring.
An effective system is dependent up on correct
up-to-date policies and operational
procedures. But the system should identify
problems and trends in the business.
A control system will require constant management
supervision to ensure that it functions efficiently.
A control system will need management action
evaluate the information Produced and to act
up on it.
11/22/2022 29
30. THE COMPLETE FOOD AND BEVERAGE CONTROL SYSTEM
The Fundamentals of Control
Effective control systems and procedures consist of
three broad phases
The planning,
Operational and
Management control after the event
phases.
11/22/2022 30
31. The Complete Food and Beverage…
The planning Phase
It is difficult to run an effective catering operation
without having firstly defined the basic policies.
Policies are predetermined guide lines, laid down by
the senior management of an organization, which out
lines such matters as the market or segment of the
market that is being aimed at, how it is to be catered
for and the level of profitability to be achieved.
Policies in general are particular to individual
companies and establishments.
11/22/2022 31
32. The Complete Food and Beverage ….
1. The financial policy
The financial policy will determine the level of
profitability, cost limits to be expected from the
business as a whole and the contribution to the
total profit or cost limit that is to be expected
from each unit, and then from the departments
with in them.
Thus the financial policy for a large hotel will set
profit targets for the hotel for departments profit
targets as well.
11/22/2022 32
33. The Complete Food and Beverage……
2. The marketing policy
The policy, i.e. the marketing policy will identify
the broad market the operation is intended to
serve and the particular segment(s) of the market
up on which it intends to concentrate.
The immediate and future consumer
requirements in order to maintain and improve
its business performance.
11/22/2022 33
34. The Complete Food and Beverage ……
The interpretation of the marketing policy for a national
commercial catering organization in to a marketing plan
for the next year or so may include some or all of the
following objectives.
National identity - Customer
Market share
Customer satisfaction
Profitability
Average spending power per customer
Product -
Turn over
11/22/2022 34
35. The Complete Food and Beverage….
3. The catering policy.
Which is normally evolved from the
financial and marketing policies, will define
the main objectives of operating the food
and beverage facilities and describe the
methods by which such objectives are to be
achieved.
11/22/2022 35
36. The Complete Food and Beverage…
It will usually include the following:
The type of customer
The type of menu(s),
Degree of comfort and decor,
The food quality standards
The method of buying,
Type and quality of service
The beverage provision
11/22/2022 36
37. The Complete Food and Beverage …..
The Operational Phase
Once having defined the predetermined guidelines i.e.
the policies it is then necessary to out line how they are
to be interpreted in to day-to-day control activities of the
catering operation.
The operational control takes place in five main stages of
the control cycle as follows.
1. Purchasing 2. Receiving 3. Storing
4. issuing 5.Preparing 6. Selling
NB The major points to be considered in each of the above f&b
operational control cycles will be discussed in he following
chapters.
11/22/2022 37
38. The Complete Food …..
The management Control after the Event phase
This final phase of food and beverage control contains three
main steps
Food and beverage Cost Reporting, Assessment and
Correction
The Reality of Control :. In reality no control system will be
100 percent efficient for the following basic reasons,
The material product, The staff employed, The equipment
used, The customers choice.
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