2.DEPARTMENTAL_ORGANISATION.pdf

IHM LUCKNOW
1
Unit 2/ DEPARTMENTAL ORGANISATION & STAFFING / Prasang Agarwal
DEPARTMENTAL ORGANISATION & STAFFING

IHM LUCKNOW
2
F&B Manager
Chef de cuisine
Sous Chef
Chefs de Partie
Commis
Restaurant
Manager
(Directeur du
Restaurant)
Head Waiter
(Maitre d' hotel)
Station Head
Waiter (Maitre d'
hotel de carre)
station Waiter
(Chef de rang)
Junior station
waiter (Demi-
chef de rang)
waiter (Commis
de Rang)
Apprentice (
Commis
debrarasseur)
Banqueting
Manager
Banqueting Head
Waiter
Food Waiter
Dispense
Barman
Wine Waiter
Room Service
Manager
Room Service
Order Taker
Room Service
Captian
Room Service
Stewards
Asst. Stewards
Bar Manager
Head Bartender
Bartenders
Bar waiters
Manager
(Kitchen
Stewarding)
Supervisors (KST)
Stewards
Asst. F&B
Manager

IHM LUCKNOW
3
Organisation of F&B department of Hotel

IHM LUCKNOW
4
French Terms Related to F&B Staff
French Terms British Terms American Terms
Directeur du Restaurant Restaurant Manager Restaurant Manager
Maitre d hotel Head Waiter Senior Captain
Maître d hotel de carre Station Head Waiter Captain
Chef de rang Station Waiter Steward
Demi-chef de rang Junior station waiter Asst. Steward
Commis de rang Waiter Bus Boy
Commis debarrasseur Apprentice Trainee
Sommelier The wine Butler The wine waiter
Chef d etage Room Service Waiter Floor Waiter
Le chef de salle Lounge waiter
Duties & Responsibilities of F&B Staff
1. Food and Beverage Manager
The food and beverage manager is the head of the food and beverage service department, and
is responsible for its administrative and operational work. Food and Beverage Managers
direct, plan and control all aspects of food and beverage services.
Food and Beverage Managers require excellent sales and customer service skills, proven
human resource management skills, and good communication and leadership skills. Desired
knowledge for this position includes knowledge of the products, services, sector, industry and
local area, and knowledge of relevant legislation and regulations, as well. Hence it is said that
food and beverage manager is a Jack –of –all trades, as the jopb covers variety of duties.
In general, food and beverage manager is responsible for:
• Budgeting
The food and beverage manager is responsible for preparing the budget for the
department. He should ensure that each outlet in the department achieves the estimated
profit margins.
• Compiling New Menus and Wine Lists
In consultation with the chef, and based on the availability of ingredients and prevailing
trends, the food and beverage manager should update and if necessary, compile new
menus. New and updated wine lists should also be introduced regularly.
• Quality Control
The food and beverage manager should ensure quality control in terms of efficiency in all

IHM LUCKNOW
5
service areas, by ascertaining that the staffs are adequately trained in keeping with the
standards of the unit.
• Manpower Development
The food and beverage manager is responsible for recruitment, promotions, transfers and
dismissals in the department. He should hold regular meetings with section heads, to
ensure that both routine as well as projected activities of the department go on as planned.
He must also give training, motivate and effectively control staff.
2. Assistant Food and Beverage Manager
The assistant food and beverage manager assists the food and beverage manager in running
the department by being more involved in the actual day-to-day operations. This position
exists only in large organizations. An assistant food and beverage manager's job includes:
• Assisting section heads during busy periods.
• Taking charge of an outlet, when an outlet manager is on leave.
• Setting duty schedules for all the outlet managers and monitoring their performance.
• Running the department independently in the absence of the food and beverage manager.
3. Restaurant Manager
Restaurant Manager is responsible for directing and supervising all activities pertaining to
employee relation, food production, sanitation, guest service and operating profits. The
restaurant manager is either the coffee shop manager, bar manager or the specialist restaurant
manager. The restaurant manager reports directly to the food and beverage manager and has
overall responsibility for the organization and administration of a particular outlet or a section
of the food and beverage service department. The restaurant manager's job includes:
• Setting and monitoring the standards of service in the outlets.
• Administrative duties such as setting duty charts, granting leave, monitoring staff
positions, recommending staff promotions and handling issues relating to discipline.
• Training the staff by conducting a daily briefing in the outlet.
• Playing a vital role in public relations, meeting guests in the outlets and attending to
guest complaints, if any.
• Formulating the sales and expenditure budget for the outlet.
• Planning food festivals to increase the revenue and organizing advertisement campaign
of the outlet along with the chef and the food and beverage manager.
4. Room Service Manager

IHM LUCKNOW
6
The room service manager reports directly to the food and beverage manager and is
responsible for the room service outlet. The room service manager checks that the service
rendered to the guests conforms to the standards set by the hotel. He also monitors all
operational aspects of the outlet such as service, billing, duty charts, leave and absenteeism,
in addition to attending to guest complaints regarding food and service.
The room service manager is also in charge of the sales and expenditure budget. The room
service is most liable to have problems. The room service manager should ensure
coordination among the room service order taker, the captain and the waiter. It is necessary
for the room service manager to be present in the outlet during peak hours to interact with
other departments of the hotel and to take regular momentums of all the equipment used In
the event of the hotel offering valet service and the room service manager takes charge of that
service as well .
5. Bar Manager
Bar Manager organizes and controls a bar's operations. A bar manager arranges the purchase
and pricing of beverages according to budget; selects, trains and supervises bar staff;
maintains records of stock levels and financial transactions; makes sure bar staff follow liquor
laws and regulations; and checks on customer satisfaction and preferences.
The bar manager should have good interpersonal skills and good memory. He must be
efficient and speedy, must enjoy working with people. He should have good cash-handling
skills.
6. Banquet Manager
The banquet manager supervises the banquet operations, sets up break-down service
according to the standards established by the hotel. He co-ordinates the banquet service in
conjunction with other departments involved and prepares weekly schedules for the banquet
personnel.
From the time the bookings are done till the guest settles the bill, the banquet manager is in
charge of all aspects of banquet and conference operations. He supervises the work of the
banquet sales assistants, who do the banquet bookings and the captains and waiters who
perform the food and beverage service activities under his guidance. He is responsible for
organising everything right down to the finest detail.
The banquet manager projects the budget of the banquets, and works in close coordination
with the chef in preparing menus. He is responsible for making an inventory of all the
banquet equipment and maintaining a balance between revenue and expenditure.
Banquet managers may also be designated as assistant managers in the food and beverage
service department.

IHM LUCKNOW
7
Other Staff Designations at Various Levels
The following are the various designations with their job specifications in the food and
beverage department.
Senior Captain or Maitre d’ Hotel
The senior captain has overall responsibility for operations.
He prepares the duty charts in consultation with the outlet manager. He oversees the Mise-en-
place, cleaning, setting up of the outlet and staffing to ensure that the outlet is always ready
for service. The senior captain receives the guests and hands them over to the captain or
station holder. He takes orders from guests if the captain is unable to do so. The senior
captain should be an able organiser and also be prepared to take over the duties of any
member of the staff as and when required.
Reception Head Waiter
This staff member is responsible for accepting any booking and for keeping the booking diary
up-to-date. He / she will reserve tables and allocate these reservations to particular stations.
The reception head waiter greets guests on arrival and takes them to the table and seats them.
Captain / Chef de Rang
This position exists in large restaurants, as well as in the food and beverage service
department of all major hotels. The captain is basically a supervisor and is in charge of a
particular section. A restaurant may be divided into sections called Sations, each consisting of
4 to 5 tables or 20 to 24 covers. A captain is responsible for the efficient performance of the
staff in his station. A captain should possess a sound knowledge of food and beverage, and be
able to discuss the menu with the guests. He should be able to take a guest's order and be an
efficient salesperson. Specialised service such as gueridon work involves a certain degree of
skill, and it is the captain who usually takes the responsibility to do this work.
Waiters / Commis de Rang / Server
The waiters serve the food and beverage ordered by a guest and is part of a team under a
station captain. They should be able to perform the duties of a captain to a certain extent and
be a substitute for the captain if he is busy or not on duty.
They should; also be knowledgeable about all types of food and beverages, so that they can
effectively take an order from a guest, execute the order and serve the correct dish
with its appropriate garnish and accompaniment. They should be able to efficiently
coordinate with the other staff in the outlet.
Trainee / Commis De Barraseur

IHM LUCKNOW
8
The trainees work closely with the waiters, fetching orders from the kitchen and the bar, and
clearing the side station in a restaurant. They serve water and assist the waiter. They are
mainly responsible for the mise-en-place, and stacking the side board with the necessary
equipment for service. The debarrasseur is the ‘learner’, having just joined the food service
staff, and possibly wishing to take up food service as a career.
Wine Waiter / Sommelier
Wine waiters have an important role to play in reputed establishments. Their job is to take
orders for the service of wine and alcoholic beverages and serve them during the meal. Hence
they should be knowledgeable about wines that accompany a particular dish and the manner
in which they should be served. They should also be aware of the licensing laws prevalent in
the city and should be efficient sales persons.
Room Service Waiters / Chef D’etage
Room service waiters work in the room service outlet, serving food and beverage to guests in
their rooms. The order is placed by the guest on telephone, and is recorded on a K.O.T and it
is then passed to the duty captain. The duty captain in turn places the order in the kitchen or
the bar, as the case may be. The room service waiter who has been assigned that order,
sets the tray according to the food or beverage ordered, picks up and delivers the order when
it is ready.
Carver / Trancheur
The carver is responsible for the carving trolley and the carving of joints at the table as
required. The carver will plate up each portion with the appropriate accompaniment.
Floor Service Staff / Floor Waiter
The floor service staffs are often responsible for an entire floor in an establishment or,
depending on the size of the establishment, a number of rooms or suites. Floor service of all
meals and breakfast is offered either throughout the day or in a limited time depending on the
size of the establishment. The floor service staff would normally work from a floor pantry or
from a central kitchen with all food and drink reaching the appropriate floor and the required
room by lift and in a heated trolley.
Lounge staff / Chef de sale
Lounge staff may deal with lounge service as a specific duty only in a first class
establishment. The lounge staff is responsible for the service of morning coffee, afternoon
teas, aperitifs and liqueurs before and after both lunch and dinner, and any coffee top ups
required after meals. They would be responsible for setting up the lounge in the morning and
maintaing its cleanliness and presentation throughout the day.
Cocktail Bar Staff

IHM LUCKNOW
9
The person who works on the cocktail bar must be responsible, well versed in the skills of
shaking and stirring cocktails and should have thorough knowledge of all alcoholic and non-
alcholic drinks, the ingredients necessary for the making of cocktails and of the licensing
laws.
Buffet Assistant / Buffet Chef / Chef de buffet
The chef de buffet is in charge of the buffet in the room, its presentation, the carving and
portioning of food and its service. This staff would normally be a member of the kitchen
team. The cashier is responsible for the takings of the food and beverage operation. This may
include making up bills from food and drink check or, alternatively, in a cafeteria, for
example, charging customers for their selection of items on a tray.
Counter Assistants
Counter assistants are found in cafeterias where they would stock the counter and sometimes
serve or portion food for customers. Duties may also include some cooking of call order
items.
Table Clearers
Table clearers are responsible for clearing tables and trolleys, specially designed for good
stacking of crockery, glassware, cutlery, etc.
Barista
The word barista is of Italian origin. In Italian, a barista is a male or female bartender who
typically works behind a counter, serving both hot and cold beverages as well as alcoholic
beverages. Barista does not mean specifically a coffee maker although it is now often used as
such. The plural in English is baristas.

IHM LUCKNOW
10
Attributes of a Waiter
1. Professional and hygienic appearance
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 moustache 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.
• Uniform must be clean, starched as appropriate and pressed. All buttons must be
present.
• Hair must be clean and well groomed. Long hair must be tied up or back to avoid
hairs falling into foods and drinks and to avoid repeated handling of the hair.
• Shoes must be comfortable and clean, and of a plain, neat design. Fashion is not as
important here as safety and foot comfort.
• Cuts and burns should be covered with waterproof dressings.
• Any colds or other possible infections should be reported immediately.
• Hands should be washed immediately after using the toilet, smoking or dealing with
refuse. Hot water and soap must be used.
• Staff should try to avoid any mannerisms they may have, such as running their fingers
through their hair, chewing gum or scratching their face.

IHM LUCKNOW
11
• Excessive jewellery should not be worn. The establishment policy should be followed.
2. 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 correctly each dish on the menu, what its accompaniments are, the
correct cover and the make-up 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.
3. Punctuality
Punctuality 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.
4. 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.
5. 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.
6. Attitude towards 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.
7. 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. Members of service staff need to be
open-minded, non-judgmental and flexible and able to appreciate and communicate
respect for other people’s values and beliefs.
8. 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.

IHM LUCKNOW
12
9. 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.
10. Code of 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. This also applies when staff are off duty but may still be in
uniform as they represent the establishment’s values and attitudes.
11. 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.
12. 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.
13. Complaints Handling
Staff should have a pleasant manner and demonstrate courtesy and tact, an even temper and
good humour. 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. Remember, loss of time in dealing with complaints only
makes the situation worse.
14. 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.
15. 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

IHM LUCKNOW
13
the food service area, what their favorite drinks are, and so on.
Inter departmental coordination and communication with F and B
service and other departments
The Food and beverage service department is seen to possess a very vigorous intra and inter
departmental interactions in prospect of accomplishing works. This has also made the
functioning of the organisation very suave. Positive mutual aid and harmonisation can be
found in between the intra departmental staffs, as they are willing to lend a helping hand
during busy operation hours and favourably exchange their ideas and views with each other.
With f and b production: It coordinates with kitchen department for the preparation of
various food and beverage items as per the orders. The kitchen also coordinates with food and
beverage service department regarding the functions, outdoor caterings, and promotional
activities.
With housekeeping: It coordinates with housekeeping department regarding the cleanliness
of the outlets, different F&B sections and regarding the regular supply of staff uniforms and
soil linens. The coordination of housekeeping department with the restaurants and banquet
halls is mainly concerned with the provision of linen and uniforms. The linen room
supervisor, under the supervision of the executive housekeeper, needs to have sufficient stock
of clean napery to meet the demands of the F & B department’s restaurant and banquet
function. On his/her part, the restaurant manager should ensure that the time set for the
exchange of linen is respected; that linen is not lost or misused; and that intimation of
forthcoming banquet function is conveyed to housekeeping department well in advance.
Beside extra/special linen, housekeeping may also have to arrange for flower decorations for
banquet.
Coordinating between two departments becomes particularly necessary in the case of room
service, so that friction does not arise over matters such as waiters not collecting trays from
guestrooms or room service staff leaving soiled trays in the corridors or causing extra work
through careless spills on the carpet. In many hotels, housekeeping department also looks
after pest control in restaurants, kitchens, and store attached to them. Special cleaning of this
areas call for coordination with the housekeeping department. Restaurant staff required clean
uniforms on a daily basis, for which they need to communicate with housekeeping
department.
With front office department: Communication between the food and beverage department
and the front ofﬁce is also essential. Some of this communication is conveyed by relaying
messages and providing accurate information on transfers, which are forms used to
communicate a charge to a guest's account. Communication activities also include reporting
predicted house counts, an estimate of the number of guests expected to register based on
previous occupancy activities, and processing requests for paid-outs, forms used to indicate
the amounts of monies paid out of the cashier's drawer on behalf of a guest or an employee of
the hotel. These vital services help an overworked food and beverage manager, restaurant
manager, or banquet captain meet the demands of the public. Incoming messages for the food
and beverage manager and executive chef from vendors and other industry representatives are
important to the business operation of the food and beverage department. If the switchboard

IHM LUCKNOW
14
operator is given instructions on screening callers (such as times when the executive chef
cannot be disturbed because of a busy workload or staff meetings, or vendors in whom the
chef is not interested), the important messages will receive top priority.
In a hotel that has point-of-sale terminals, computerized cash registers that interface with a
property management system, information on guest charges is automatically posted to a
guest's folio, his or her record of charges and payments. When a hotel does not have point-of-
sale terminals that interface with PMS point-of-sale terminals, the desk clerk is responsible
for posting accurate charges on the guest folio and relies on transfer slips. Also, the night
auditor's job is made easier if the transfer slip is accurately prepared and posted. The front
office manager should work with the food and beverage director in developing standard
operating procedures and methods to complete the transfer of charges.
The supervisors in the food and beverage department rely on the predicted house count
prepared by the front office manager to schedule employees and predict sales. For example,
the restaurant supervisor working the breakfast shift will want to know how many guests will
be in the hotel so he or she can determine how many servers to schedule for breakfast service.
Timely and accurate preparation of this communication tool assists in staffing control and
sales predictions.
Authorized members of the food and beverage department will occasionally ask the front
office for cash, in the form of a paid-out, to purchase last-minute items for a banquet, the
lounge, or the restaurant or to take advantage of other unplanned opportunities to promote
hospitality. Specific guidelines concerning cash limits, turnaround time, prior approval,
authorized signatures, and the general manager and front office manager develop purchase
receipts. These guidelines help to maintain control of paid-outs. The banquet department,
which often combines the functions of a marketing and sales department and a food and
beverage department, requires the front office to relay information to guests about scheduled
events and bill payment.
The front desk staff may also provide labour to prepare the daily announcement board, an
inside listing of the daily activities of the hotel (time, group, and room assignment), and
marquee, the curb-side message board, which includes the logo of the hotel and space for a
message. Since the majority of banquet guests may not be registered guests in the hotel, the
front office provides a logical communications centre.
The daily posting of scheduled events on a felt board or an electronic bulletin board provides
all guests and employees with information on group events. The preparation of the marquee
may include congratulatory, welcome, sales promotion, or other important messages. In some
hotels, an employee in the front office contacts the marketing and sales department for the
message.
The banquet guest who is unfamiliar with the hotel property will ask at the front office for
directions. This service might seem minor in the overall delivery of service, but it is essential
to the lost or confused guest. The front office staff must know both how to direct guests to
particular meeting rooms or reception areas and which functions are being held in which
rooms. Front desk clerks, must be ready to provide information for all departmental activities
in the hotel. The person responsible for paying the bills for a special event will also find his or
her way to the front office to settle the city ledger accounts. If the banquet captain is not able
to present the bill for the function, the front desk clerk should be informed about the specifics
of food and beverage charges, gratuities, rental charges, method of payment, and the like.
Human resources department: The human resources management department may rely on
the F and B service staff to act as an initial point of contact for potential employees in all

IHM LUCKNOW
15
departments. It may even ask the F and B service to screen job candidates. If so, guidelines
for and training in screening methods must be provided.
Some directors of human resources management depend on the F and B service to distribute
application forms and other personnel-related information to job applicants. The potential
employee may ask for directions to the personnel office at the F and B service. The human
resources management department may also develop guidelines for the F and B service use in
initially screening candidates. For example, the guidelines may include concerns about
personal hygiene, completion of an application, education requirements, experience, and
citizenship status. This information will help the executives in the human resources
management department interview potential job candidates. Each situation will describe some
communication problems between departments, trace the source of mis-communication,
analyse the communication system, and present methods that will help improve
communications. The purpose of this method of presentation is to help future professionals to
develop a systematic way of continually improving communications.
Security department
It coordinates with security department to create a safer environment for the guests, hotel
personnel and the assets to control them properly.
It coordinates with engineering department for repairs, maintenance, and installation of
various equipment and physical features required during operation hours and special
functions.
Information system
It coordinates with information system department regarding the updating and installing of
different electronic information system. Every personal are provide with the password as
access into the computer system of the hotel by the IS department. Similarly, the micros cards
are also issued to the F&B staffs and the degree of accessibility is governed by the rank of the
staffs.
Stores: It coordinates with materials department for regular supply of food, beverages, and
essential stationeries for the outlet.
Sales and marketing department: It coordinates with sales and marketing department for
the sales of banquet halls, fixing the menu price, and providing provisions and service as per
the Banquet Event Order. F & B personnel will do the necessary arrangement for the
preparation and see to guests needs. Get clients to hold functions using hotel facilities in
banquets.
Finance department: It coordinates with finance department for payment of salary and
budget development

IHM LUCKNOW
16

2.DEPARTMENTAL_ORGANISATION.pdf

More Related Content

Similar to 2.DEPARTMENTAL_ORGANISATION.pdf

Recently uploaded

2.DEPARTMENTAL_ORGANISATION.pdf