This document provides an overview of Chapter 7 of the Glencoe Culinary Essentials textbook, which covers foodservice management. The chapter is divided into three sections that discuss management basics, managing people and facilities, and foodservice marketing. An effective manager must balance employee schedules, control costs, and apply marketing strategies to maintain profitability. Managers are responsible for hiring, training, and supervising staff as well as ensuring food safety and loss prevention. Developing a marketing plan that includes advertising, promotion, and public relations strategies can help attract customers.
Success methods you can put to use immediately for power and water use, better purchasing and product specifications, more accurate recipes, labour saving and waste control.
Success methods you can put to use immediately for power and water use, better purchasing and product specifications, more accurate recipes, labour saving and waste control.
Sample Report on Menu planning and product development By Instant Essay WritingInstant Essay Writing
Menu planning is undoubtedly a lengthy process but highly imperative. The current report takes a look into the factors influencing menu planning and understands the concept of new food development. For More about Menu planning and product development Read Our Complete sample.
Sample Report on Menu planning and product development By Instant Essay WritingInstant Essay Writing
Menu planning is undoubtedly a lengthy process but highly imperative. The current report takes a look into the factors influencing menu planning and understands the concept of new food development. For More about Menu planning and product development Read Our Complete sample.
A slide presentation on Recipe Development and Standardization that restaurants and other food business enterprises can use for a more consistent and reliable products. Thus, more productive and profitable.
A dynamic, results-oriented Hospitality Manager (Restaurant & Cafe) offering focused leadership to drive sales and profitability in highly competitive markets. Consistently achieve performance goals through enthusiasm, tenacity, and initiative, which complement knowledge/expertise in:
• Team Building / Staff Training
• Purchasing / Inventory Management
• Quality Control
• Facilities / Safety Management
• Able to Work in Different Area’s
• Cost Control
• Policies and Procedures
• Continuous Performance Improvement
• Solid Background of Restaurant Environments
• Customer Service / Guest Relations
F&B professional with over 15 years of experience, junior position until this current time across varied formats like Fine Dining, Casual Dining, Café & Kitchen.
Restaurant Management: The Art and Science of Culinary Successradhikaclaritech
In the bustling world of hospitality, restaurant management stands out as a pivotal element that can make or break an establishment's success. It's not just about serving delicious food; it's a delicate balance of culinary artistry, business acumen, and exceptional customer service. Let's delve into the intricacies of restaurant management and uncover the secrets to running a thriving eatery.
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.
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.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
2
In your notes
List content vocabulary terms from p. 169
Read Ch. 7.1 to define all terms
Make a full page poster about one word: include the
word and a large picture that defines or describes the
term. Write a sentence on the bottom (like caption)
that uses the term in the correct context related to
culinary arts.
Show and explain your word poster to 5 people.
3. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
3
• An effective manager can manage both time
and human resources within a foodservice
operation.
• A manager is also responsible for applying
cost control techniques.
Section 7.1 Management Basics
4. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
4
Content Vocabulary Academic Vocabulary
overstaffing
human resources
orientation
delegate
autocratic
democratic
standardized
accounting
practices
double-entry
bookkeeping
food cost
percentage
lapse
adhere
direct labor
cost
indirect
labor cost
income
expense
profit and
loss statement
forecasting
break even
inventory
5. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
5
• Foodservice business structures may have the
following layers: employees, first-line managers,
middle managers, and top managers.
Management Structures
ployees
st-line
nagers,
dle
nagers,
d top
nagers.
6. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
6
• Managers manage time by:
• balancing employee work schedules.
• avoiding overstaffing.
• finding ways for employees to save time.
Management Structures
overstaffing
Scheduling too many people to work
on a given shift.
7. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
7
• Managers manage
resources by:
• hiring the right people.
• holding orientation
sessions.
• managing the facility.
• following laws and
regulations.
Management Structures
orientation
A training session that
is held for new
employees to help
them better
understand the
business.
8. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
8
• The ability to make
a profit is a concern
for managers
as well as for
every foodservice
employee.
Maintain Profitability
9. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
9
• Businesses use standardized accounting
practices to report financial figures.
Maintain Profitability
standardized accounting practices
Reporting figures in a way that can be
easily compared to the figures from
other businesses.
10. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
10
• Computerized systems:
• allow managers to check on finances,
purchases, reservations, recipes, and
work schedules.
• allow managers to track food, beverages,
and labor.
Maintain Profitability
Have you used a computer to keep
track of things at home or at school?
11. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
11
• Labor is a major cost for restaurants. There are
two types of labor costs:
• direct labor costs
• indirect labor costs
Maintain Profitability
direct labor costs
Wages paid to employees.
indirect labor costs
An operation’s costs for
employee health insurance,
taxes, and vacations.
12. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
12
• Income must be
greater than expenses
to make a profit.
• Control portion sizes
and wasted food and
supplies.
Maintain Profitability
13. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
13
• Managers must prepare profit and loss
statements and are often asked to forecast
the restaurant’s market direction.
Maintain Profitability
profit and loss statement
A financial statement that shows
exactly how money flows in a
business. Also called an income
statement.
forecast
Anticipating future trends.
14. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
14
• Managing Through Inventory Control
• Following standard inventory procedures
helps ensure that food is stored correctly and
that supplies are sufficient.
• Food inspection is important to check for
damage, quality, quantity, and price.
Maintain Profitability
15. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
15
• Managers must select employees, evaluate
their progress, train and mentor them, and
supervise them on the job.
• Managers must also create an efficient
facility design and use loss prevention
techniques.
Section 7.2 Managing People and Facilities
17. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
17
• Successful managers ensure:
• that all employees are properly trained.
• that employees complete tasks efficiently.
The Manager’s Role
18. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
18
• Successful managers:
• have defined job descriptions for each job.
• interview applicants thoroughly and correctly.
The Manager’s Role
job description
A list of specific duties and skills needed for
a job.
19. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
19
• Successful managers:
• establish standards of conduct, rules about
drugs and alcohol, and work schedules
and assignments.
• evaluate employees’ skills, attendance,
attitude and teamwork.
• identify employees’ strengths and
weaknesses.
The Manager’s Role
20. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
20
• A restaurant’s general layout must have balance
to meet customer and preparation staff needs.
Facilities Management
21. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
21
• Managers must evaluate the menu and assess
the turnover rate and traffic paths in a
foodservice business.
Facilities Management
turnover rate
The average number
of times a seat will be
occupied during a block
of time.
traffic path
How people and
materials move within a
foodservice operation.
22. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
22
Facilities Management
Describe a manager’s duties for each of
the following actions.
Opening a
Restaurant
Each Day
Unlock front and storage room doors, turn on lights and
equipment, inspect for cleanliness, make sure all work statons
are manned
Closing a
Restaurant
Each Day
Lock front and storage room doors, lock the safe, supervise
facility cleaning, fill out and file daily paperwork, set any
security measures, turn off lights and equipment
Action Duties
23. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
23
• Managers must focus on loss prevention to
ensure profitability:
• ensure safety, study risk management,
monitor sanitation and food and equipment
handling, schedule equipment maintenance.
Loss Prevention Factors
loss prevention
The steps a business
takes to eliminate waste
and theft.
risk management
Taking steps to prevent
accidents from
happening.
24. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
24
• To successfully market a restaurant, you
must study the location, customer base,
competition, and trends to develop a
marketing strategy.
Section 7.3 Foodservice Marketing
25. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
25
Content Vocabulary Academic Vocabulary
marketplace
clientele
market segment
mass marketing
target market
competitor
positioning
marketing plan
strategy
adequate
promotion
public
relations
publicity
advertising
direct
marketing
26. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
26
• Business owners analyze the marketplace when
they plan their businesses.
• Marketing affects the location, what foods are
offered, how items are promoted, and who
presents the product.
Analyze the Marketplace
marketplace
The location, people, and atmosphere of a
particular geographic area.
27. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
27
• Location:
• The location you choose is one of the most
important decisions you can make.
• Carefully examine a location before any
construction begins.
• Consider how customers will access your
location.
Analyze the Marketplace
How would you describe the location
of your school?
28. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
28
• Customer Base:
• A business’s clientele and target market
must be analyzed by an owner.
Analyze the Marketplace
clientele
The people who will be a
business’s main customers.
target market
The market segment you
most want to attract.
29. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
29
• Competition:
• Business owners must evaluate their
competitors and study trends to determine
how their businesses will be different.
Analyze the Marketplace
competitor
Business that offers similar products or
services to the ones you offer.
30. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
30
• Positioning affects what customers will think of
your business and whether they will visit it.
• Create a marketing plan before making any
marketing decisions.
Positioning and Public Relations
marketing plan
A specific plan to market a
business, including
advertising, public
relations, and promotions.
positioning
The way a foodservice
business presents itself to
the community.
31. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
31
• Most marketing plans should include:
• advertising
Positioning and Public Relations
advertising
A paid form of promotion that
persuades and informs the public
about what a business has to offer.
32. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
32
• Most marketing plans should include:
• promotion
Positioning and Public Relations
promotion
A specific effort to market a particular
item or special.
33. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
33
• Most marketing plans should include:
• public relations
Positioning and Public Relations
public relations
Publicity and advertising that a
foodservice operation uses to enhance
its image.
34. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
34
Positioning and Public Relations
Describe each form of public relations.
Publicity The free or low-cost efforts of a facility to improve its image
Advertising A paid form of promotion that persuades and informs the
public about what a business has to offer
Direct Marketing A form of advertising in which promotional materials are
mailed directly to customers within a certain distance of
the business
Form Description
35. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
35
Chapter Summary
Section 7.1
Management Basics
• An effective manager is skilled in the areas of
communication, time management, resource
management, and leadership.
36. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
36
Chapter Summary
Section 7.2
Managing People and Facilities
• Managers must train employees and make
sure that they understand all of the
operation’s policies.
• To protect the operation and the employees,
managers must also consider loss prevention
factors.
37. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
37
Chapter Summary
Section 7.3
Foodservice Marketing
• Marketing and public relations can help a
foodservice operation maintain its customer base
and attract new customers.
38. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
38
Review
Start
Do you remember the vocabulary terms from this chapter?
Use the following slides to check your knowledge of the
definitions.
The slides in this section include both English and Spanish
terms and definitions.
39. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
39
Show Definition
Scheduling too many
people to work on a
given shift.
Programar demasiadas
personas para trabajar
en un turno.
overstaffing exceso de personal
40. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
40
Show Definition
Managing staff. Gerencia del personal.
human resources recursos humanos
41. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
41
Show Definition
A training session that is
held for new employees
to help them better
understand the business.
Una sesión de
capacitación que se
realiza para ayudar a los
nuevos empleados a
comprender mejor el
negocio.
orientation orientación
42. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
42
Show Definition
To give responsibility to
another person.
Dar la responsabilidad a
otra persona.
delegate delegar
43. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
43
Show Definition
A management style in
which information and
policies move from the
top down.
Un estilo de dirigir en el
que la información y las
políticas pasan de arriba
a abajo.
autocratic autocrático
44. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
44
Show Definition
A management style in
which everyone is
involved in the decision-
making process.
Un estilo de dirección en
el que todo el mundo
está implicado en el
proceso de tomar
decisiones.
democratic democrático
45. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
45
Show Definition
Reporting figures in a
way that can be easily
compared to the figures
from other businesses.
Reportar las finanzas de
modo que se puedan
comparar fácilmente con
las finanzas de otros
negocios.
standardized normas de
accounting practices contabilidad
46. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
46
Show Definition
Record-keeping in which
transactions are recorded
in at least two places so
that records are
balanced.
El mantenimiento de
registros en el que las
transacciones se anotan
en al menos dos lugares
para balancear registros.
double-entry contabilidad por
bookkeeping partida doble
47. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
47
Show Definition
The ratio of the cost of
food served to the sales
of food served.
Proporción entre el costo
de la comida que se sirve y
el ingreso que ésta genera.
food cost percentage porcentaje de gastos
de alimentos
48. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
48
Show Definition
Wages paid to
employees.
Los salarios pagados a
los empleados.
direct labor cost costo de mano de
obra directa
49. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
49
Show Definition
An operation’s costs for
employee health
insurance, taxes, and
vacations.
Costos de tener
empleados, tales como
seguro médico,
impuestos y vacaciones.
indirect labor cost costo indirecto de la
mano de obra
50. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
50
Show Definition
The money that comes
into a business.
El dinero que entra en un
negocio.
income ingreso
51. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
51
Show Definition
Money that goes out of a
business.
Dinero que sale de una
empresa.
expense gastos
52. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
52
Show Definition
A financial statement that
shows exactly how money
flows in a business. Also
called an income
statement.
Declaración financiera que
muestra exactamente
cómo fluye el dinero en un
negocio. También se
denomina una declaración
de ingresos.
profit and loss balance de pérdidas
statement y ganancias
54. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
54
Show Definition
When costs equal
income.
Cuando los gastos
igualan los ingresos.
break even salir sin ganancias
55. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
55
Show Definition
The amount of supplies a
business has on hand.
Cantidad de suministros
que un negocio tiene
disponible.
inventory inventario
56. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
56
Show Definition
A list of specific duties
and skills needed for
a job.
Una lista de las tareas
específicas y las
habilidades necesarias
para un puesto de
trabajo.
job description descripción del trabajo
57. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
57
Show Definition
A question that requires
more than a one- or two-
word answer.
Una pregunta que
requiere más de una o
dos palabras para
responderla.
open-ended question pregunta abierta
58. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
58
Show Definition
Praising an employee
when a job or task is
done correctly.
Alabar a un empleado
cuando realiza
correctamente un trabajo
o tarea.
positive reinforcement refuerzo positivo
59. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
59
Show Definition
An experienced
employee who has a
solid understanding of
his or her job.
Un empleado con
experiencia que entiende
muy bien su trabajo.
mentor mentor
60. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
60
Show Definition
A schedule that shows
the work shifts of all
employees of a business.
Un calendario que
muestra los turnos de
trabajo de todos los
empleados de una
empresa.
master work calendario de trabajo
schedule
61. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
61
Show Definition
How the dining room,
kitchen, and storage
areas are laid out.
Cómo se disponen el
comedor, la cocina y las
despensas.
design diseño
62. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
62
Show Definition
Dividing space to meet
customer and
preparation staff needs.
Dividir el espacio para
satisfacer las
necesidades del cliente y
del personal.
balance balance
63. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
63
Show Definition
The average number of
times a seat will be
occupied during a block
of time.
El promedio de veces que
una silla será ocupada en
determinado tiempo.
tunrover rate tasa de rotación
64. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
64
Show Definition
How people and
materials move within a
foodservice operation.
Como las personas y los
materiales se mueven
dentro un servicio u
operación de alimentos.
traffic path ruta de movimiento
65. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
65
Show Definition
When people or
materials must walk or be
moved past unrelated
stations during
foodservice.
Cuando las personas o los
materiales deben pasar
por un lugar que no está
relacionado con el
restaurante para servir
la comida.
bypassing sobrepasar
66. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
66
Show Definition
The steps a business
takes to eliminate waste
and theft.
Lo que hace un negocio
para eliminar el
despilfarro y el robo.
loss prevention prevención de
pérdidas
67. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
67
Show Definition
Taking steps to prevent
accidents from
happening.
Tomar medidas para
prevenir que ocurran
accidentes.
risk management gestión del riesgo
68. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
68
Show Definition
The location, people,
and atmosphere of
a particular
geographic area.
La ubicación, la gente y
la atmósfera de un área
geográfica específica.
marketplace mercado
69. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
69
Show Definition
The people who will be a
business’s main
customers.
Las personas que serán
los clientes principales
de un negocio.
clientele clientela
70. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
70
Show Definition
A particular type of
clientele.
Un tipo particular de
clientela.
market segment segmento de mercado
71. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
71
Show Definition
Marketing to all possible
segments at once.
Comercializar para todos
los segmentos posibles a
la vez.
mass marketing mercadeo masivo
72. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
72
Show Definition
The market segment you
most want to attract.
Parte del mercado que
más quieres atraer.
target market público objetivo
73. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
73
Show Definition
Business that offers
similar products or
services to the ones
you offer.
Empresa que ofrece
productos o servicios
similares a los que
ofreces.
competitor competidor
74. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
74
Show Definition
The way a foodservice
business presents itself
to the community.
La forma en que un
negocio de alimentos se
presenta a la comunidad.
positioning posicionamiento
75. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
75
Show Definition
A specific plan to market
a business, including
advertising, public
relations, and
promotions.
Un plan específico para
promocionar un negocio,
incluye la publicidad, las
relaciones públicas y las
promociones.
marketing plan plan de mercadeo
76. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
76
Show Definition
A specific effort to
market a particular
item or special.
Un esfuerzo específico
para comercializar un
artículo en particular o
especial.
promotion promoción
77. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
77
Show Definition
Publicity and advertising
that a foodservice
operation uses to
enhance its image.
La publicidad y la
propaganda que las
empresas de comida
utilizan para mejorar su
imagen.
public relations relaciones públicas
78. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
78
Show Definition
The free or low-cost
efforts of a facility to
improve its image.
Esfuerzos gratuitos o de
bajo costo de un
establecimiento para
mejorar su imagen.
publicity publicidad
79. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
79
Show Definition
A paid form of promotion
that persuades and
informs the public about
what a business has
to offer.
Una forma de promoción
pagada que persuade e
informa al público acerca
de lo que una empresa
tiene para ofrecer.
advertising publicidad
80. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
80
Show Definition
A form of advertising in
which materials, such as
letters and
advertisements, are
mailed directly to
customers.
Forma de publicidad en la
cual los materiales, tales
como cartas y anuncios,
se envían por correo
directamente a los
clientes.
direct marketing mercadeo directo
(mercadotecnia directa)
81. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
81
Show Definition
Problem due to
inattention.
Problema debido a la
falta de atención.
lapse lapso mental
85. Glencoe Culinary Essentials Chapter 7 Foodservice Management
Chapter 7 Foodservice Management
85
Show Definition
A plan of action. Un plan de acción.
strategy estrategia