Chapter 1: Introduction to Food and Beverages Control

CHAPTER 1: INTRODUCTION TO FOOD AND BEVERAGES CONTROL

Who is a food & beverages manager ?

-        -   A person who forecasts, plans and controls the ordering of food and beverages for hospitality property.

-        -   Also manages finances related to the whole process of purchasing foods for hotel premises.

Management resources and objectives

-               

      - PLANNING: Setting objectives. Decision making and formulating policies.

       - ORGANIZING: Analysing tasks and assigning them to individuals.

       - MOTIVATING: Helping individuals to form into groups to develop ‘team spirit’. Encourage       staff management committee meetings.

       - CONTROLLING: By observing, analysing accounting records and reports.

Profit and cost centers

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     Cost center is a subunit of a company that responsible only for its costs. Eg: production department & service departments within a factory and administrative departments.

-       

          Profit center is a subunit of a company that responsible for revenues and costs.

Importance of Control

                                                    

1. Accomplishing organizational goals
2. Judging accuracy of standards
3. Making efficient use of resources
4. Improving employee motivation
5. Ensuring order and discipline
6. Facilitating coordination in action

Steps in the control process

1. Establishing standards

2. Establishing procedures

3. Training

4. Setting examples

5. Observing & correcting employee actions

6. Requiring  records & reports

7. Disciplining employees

8. Preparing & following budget

                          

Establishing Standards

Standards could be set on the basis of:

     1.    Profitability Standards

     2.    Market Position Standards

     3.    Productivity Standards

     4.    Social responsibility standards

     5.    Short range goal

Measurement of Performances and Comparing Performances    

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          Measurement of performances is important procedure of the control process, the deviations can be detected in advance.

Comparing measured performances to set standards

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          Standard is level of activities established to serve as a model for evaluating organizational performance.

-       Performance can be evaluated for organization as individual.

Taking Corrective Action

      -    Corrective action is needed if necessary.

      -    Corrective action is managerial activity aimed at bringing organizational mistakes.

      -    Managers should make sure that the standards are properly established and that their         measurements of performance are valid and reliable.