The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.

1. FOOD AND BEVERAGE
MANAGEMENT
““THE FOODTHE FOOD SERVICE
INDUSTRY”

2. Introduction
• It is a substantial part of f&B activities of
the hotel and catering industry.
• F&B operations are characterized by their
diversity .
• Broadly manager’s functions are :---
• First Planning process, setting objectives,
making decisions , formulating policies .
• Second analyzing tasks and assigning
individuals or groups.
• Third involved in staff motivation to move
the organization . 2

3. 3
Objectives of f & B department
• Markets to satisfy guest’s expectations .
• The purchasing , receiving, storing, issuing and
preparation of food and beverages for final
provision .
• The formulation of an efficient control system .
• * monitoring
• *Pricing functions & restaurant .
• *Compiling on daily, weekly and monthly basis,
all relevant information on cost and sales .

4. Objectives conti………
• Reconciling actual and forecast costs and sales,
check discrepancies, bad portion control ,
incorrect pricing etc .
• Training, directing, motivating and monitoring .
• Co- operating with other departments become a
contributor for long term profitability .
• Feedback from guest ,comment, complaints and
compliments for improve overall standard .
4

5. Functions of food & Beverage
management
• Planning
Setting of several basic policies .
A financial policy & envisaged profitability .
Cost constraints of the establishment .
Marketing policy
Catering policy .
5

6. Functions of food & Beverage management
6
• Organizing
Individuals job descriptions
Responsibilities of the individuals
Job trainers to help train new staff .

7. Functions of food & Beverage
management
• Motivating
Helping individuals who are undertaking
common tasks .
Encouraging staff in management meetings
To reduce job anxieties for employees
7

8. Functions of food & Beverage
management
• Controlling
Checking of actual performance against
expectations of forecasts .
To locate the problem area and rectify it .
Take possible steps to prevent problem
occurring again .
8

9. 9
The Food Service Industry tends to be
separated into two sets of sectors:
A) Profit Oriented Sectors - Commercial Operations-
Main objective is to maximize their profit level
B) The Cost Prevision Sector - Institutional Operations-
Main objective is to minimize their cost level
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10. 10
A) Profit Oriented Sectors
- Independents (Single Unit)
-Chain Restaurants (Multi-Unit)
- Franchises
*Franchisee
*Franchisor
B) The Cost Prevision Sector
- Management Companies
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11. Constraints of food and Beverage
management
• External factors / political
Government legislation e.g. fire regulations,
health and safety acts.
Changes in the fiscal structure of the country,
e.g. regulations affecting business expense
allowances .
Specific government taxes e.g. VAT
Government policy on training and employment,
economic development, regional development
etc.
11

12. • Economic
Rising costs – foods and beverages, labour,
fuel, rates and insurance .
Sales instability – peaks and trough of
activity occur on a daily , weekly and
seasonal basis .
Changes in expenditure patterns and
people’s disposable incomes .
Expansion and retraction of credit facilities
Interest rates on borrowed capital .
12

13. • Social
Changes in population distribution e.g.
population drifting away from certain areas or
demographic such as age structure .
Changes in the socio-economic grouping of an
area .
Growth of ethnic minorities leading to a demand
for more varied foods .
Changes in food fashion e.g. current popularity
of take away foods, home delivery, trends in 13

14. • Technical
Mechanization e.g. food production and food
service equipment .
Information technology e.g. data processing in
hotel and catering establishments .
Product development e.g. organic vegetables ,
increased shelf life of foods through irradiation
, meat and dairy produce alternatives .
14

15. Internal Factors
• Food & Beverage
Perishability of food and the need for
adequate stock turnover .
Wastage and bad portion control .
Pilferage from kitchen , restaurants, bars
and stores .
15

16. • Staff
 General staff shortages and skill shortages
within the industry .
 Staff shortages .
Absenteeism , illness etc .
Use of part time or casual staff in dept.
Poor supervision and training of new staff .
High staff turnover .
16

17. • Control
Cash and credit control and collection .
Maintenance of all costs in the line with budget
guidelines and current volume of business .
Maintenance of up to date costing and pricing
of all menu items .
Maintenance of efficient food and beverage
control system giving analyses statistical data
of all business done .
17

18. 18
The satisfaction may be:
- Physiological needs
- Economical needs
- Social needs
- Psychological needs
- Convenience needs
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19. 19
What is management ?
• Using what you’ve got -resources-to do
what you want to do -attain organisational
objectives
Resources
• People
• Money
• Time
•Energy
•Product
•Equipment
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20. 20
People in Food Service
A) Managers
—Top Managers
— Middle Managers
—Supervisors
OR
– Line Managers
– Staff Managers
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21. 21
B) Production Personnel
• Chefs
• Cooks
• Assistant cooks
• Pantry Service Assistants
• Stewards
• Storeroom and Receiving Employees
• Bakers
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22. 22
C) Service Personnel
• Dining Room Managers
• Host/Captains/Maitre d’s
• Food Servers
• Buspersons
• Bartenders
• Service Bartender
• Beverage Servers
• Cashiers
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23. 23
Organization Chart for a Restaurant
R e c e iv in g / S t o r e r o o m C le r k C a s h ie r
C o n t r o lle r
F o o d S e r v ic e
W o r k e r s
S o u s C h e f
( A s s is t a n t C o o k )
C h e f
( H e a d C o o k )
S t e w a r d s
C h ie f S t e w a r d
B a r t e n d e r s B e v e r a g e S e r v e r s
H e a d B a r t e n d e r
B u s p e r s o n s
F o o d S e r v e r s
D in in g R o o m
C a p t a in
D in in g R o o m M a n a g e r
A s s is t a n t M a n a g e r
G e n e r a l M a n a g e r
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