Planning,

Organisation and
Evaluation
of Work

Advanced Technical Skills – FBA 11

In
Food & Beverage Service (Theory)

Mr J. Zahra

Roderick Zammit

10 November 2005
 ADVANCED TECHNICAL SKILLS THEORY FBA 11

CONTENTS

Page
No
3.1 Introduction. 2

3.2 Establishment and Modification of Work Objectives. 2

3.3 The Service Sequence. 3

3.4 Motivation. 3

3.5 Time Management/Constrain 4

3.6 Planning 4

3.7 Follow up of Planning and Objectives and Achievements 5

3.8 Issue Leading to Alter Objectives 5

3.9 Conflicts 6

3.10 Diversity 7

3.11 Factors Involved and Organisation 7

3.12 Factors Involved and Specific Responsibilities 7

3.13 Feedback 8

3.14 Factor Influenced the Schedule of Work 9

3.15 Balanced Organisation 9

3.16 Team Work 9

Bibliography 11

Appendices

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 ADVANCED TECHNICAL SKILLS THEORY FBA 11

3.1 INTRODUCTION

Restaurants and hotels are coping with the many challenges of this new, fast-paced
marketplace; they must also be dealing with the unceasing demands of, improved
service, better product quality and more personalised service. These combined
demands for speedy innovation and more and better performance necessitate ever-
increasing levels of co-ordination and communication levels that can only be achieved
through an well-organised teamwork. Many organisation, therefore are undergoing a
transformation to a much more participate, team-oriented culture

Hotels and restaurants are realising that they can open a vast array of previously
untapped resources and countless creative options by fostering the efforts of employee
working together.

3.2 ESTABLISHING AND MODIFYING OF WORK OBJECTIVES.

Financial Policy

The specific Objectives of a Hotel or restaurant flow from its major aims. They are
more clear-cut, concentrate and Precise than the major aims, and provide the
necessary strong link between the fundamental, major aims of the establishment and
its operating budget. Specific objectives:

• Sales volume
• Number of covers
• Average spending power
• Gross profit
• Payroll
• Departmental Profit
• Net Profit

Human Resources Policy

Deciding on required numbers, job description and man specifications

• Recruitment – selecting suitable employees

• Training – to ensure the required levels of skills
• Development – identifying potential for long- term career development of suitable
employees
• Appraisals
• Promotion and increments
• Disciplinary action – when required
• Termination of employment
• Manpower reviewing

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Marketing Policy

• Marketing is a macro function

• Collecting, Storing and analysing important information regarding markets,
competition and future trends.
• Segmenting the Market
• Identifying needs of different customers
• Adjusting existing products and creating new ones.
• Establish price levels as ensuring value for money and long-term profitability
• Selecting suitable channels
• Communication
• Planning Marketing strategies

3.3 THE SERVICE SEQUENCE

The seven sequences are essentially the bridge between the production system,
beverage provision and the customer experience. The service sequence consists of
seven stages. These are:

• Preparation for service

• Taking Food and beverage order
• The service of food and beverages
• Billing
• Clearing
• Dishwashing
• Clearing from service

3.4 MOTIVATION

Team Members must be motivated by making their work interesting, challenging and
demanding. Team members must also know what is expected of them and what the
standards are rewards are linked to effort and results.

Example nominating the employee of the month; a reward for the member who sells a
certain amount of coffees or wines.

Job design is concerned with the relationship between the workers and the nature and
the contents of jobs, and their task functions. Two major reasons for job design
Athenian

• To enhance the personal satisfaction that people derive from their work

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• To make the best use of people as valuable resource of the organisation

and to help overcome obstacles to their effective performance

3.5 TIME MANAGEMENT/CONSTRAINS

Time need to be allocated for tasks such as thinking and planning, as well as using a
diary effectively. A good organiser plans both for the expected and the unexpected. Be
prepared for problems but allow time to prevent them if possible and allot time for
solving them.

• Plan each day, and decide priorities.

• Identify immediate, short –term and Long- term goals
• Avoid distractions, prevent interruptions
• Delegate, be organised develop routines
• Set time limits
• Do one thing at a time and finish it if possible
• Arrange breaks
• Keep a note book for ideas

3.6 PLANNING.

In order to achieve effective planing the person in charge has to follow up these
elements:
• Forecasting
• Planning
• Organising
• Commanding
• Co-ordinating

Followed by scheduling (detailed plans with timetables, programmes of activities,

task and persons responsible)

Scheduling has to be done:

• Efficient and easy to understands

• Reasonable
• Fair for all Team members
• Practical
• Having a contingency plan in case of failure of the first plan
• The plan you come out with is within the budget limit
(Vide Appendixes 1& 2)

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3.7 FOLLOW UP OF PLANNING AND OBJECTIVES ACHIEVMENTS.

Organising

• Communicating – tasks translated into words to inform those concerned through

memos, meeting, manuals, etc
• Delegating – Entrusting different duties to specific teams members.
• Directing – guiding individuals towards achieving tasks and secondary
objectives.
• Motivating – Encourage effort and appreciating good performance.
• Co – ordination – synchronising the activities example with the kitchen

Team Members and supervisors have to be briefed so they know their tasks
Trade union representative has to be informed

Controlling

• Reporting - ensuring a system of timely reports

• Evaluating – checking actual performance against actual plan
• Controlling – Developing standards and establishing the rules.
• Analysing - Examination of all the separate elements – to trace profit or loss
• Reviewing – Periodical review , with the aim to improve future performance
•

Requirements with which work activities and methods must comply

• With the Health And Safety legislation

• Employment legislation
• Equal opportunity act
• International standards

3.8 ISSUES LEADING TO ALTER OBJECTIVES.

Long-term objectives

• Legal requirements ( example smoking has been banned from Public areas)
• Construction problems
• Financial problems
• Conflicts between administration
• National economy
• Competition

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Short-term objectives

• Local Trends
• Financial problems
• Conflicts between administration
• Competition

3.9 CONFLICTS

• Conflict arise where there are already strained relations and personality clashes
between members

• Conflict arises in professional kitchen when the brigade is understaffed and under
pressure especially over a long period

• Conflict can arise in order to implementation strategies and lack of

communication between the kitchen and the front of house

• Conflict arise when team members feel that they do not have a chance to discuss
their problems or difficulties

• Conflict can arise because of racism, sexism, differences in opinion.(Politics)

• Conflicts damage working relationships and upset the team.

• Covert Conflicts are the ones, which take place in a secret and can be very
harmful. This type of conflict is often difficult to detect.

• Many conflicts start with misunderstandings or a small upset that grows and
develops out of all proportions. Supervisors should attempt to: stop it or get it
worse; make the individuals confront their own problems; avoid any escalation.

Destructive Conflicts

• Produces name calling

• Makes people feel angry
• Causes people to close off and withdraw

Constrictive Conflicts

• Acts as the first stage towards negotiating

• Clears the air
• Helps the team members to talk to each other

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3.10 DIVERSITY

By taking the proactive approach to diversity management all of the following can be
achieved:
• Access to the best people from widest labour pool available
• Motivate all staff
• Reduce labour turnover
• Improve quality and customer service

3.11 FACTORS INVOLVED AND ORGANISATION

• The main factors involved in the organisation of work are your human
resources. This can involve planning of individual or group work. Organising
work required from staff of other departments (example housekeeping for
cleaning). Taking in consideration of outside consultants.

• Other factors could also involve materials and equipment needed to carry out
objectives planned. Identify if there are any financial problems, performing a
budget for the objective in question.

3.12 FACTORS INVOLVED AND SPECIFIC RESPONSIBILITIES.

Methods for measuring competence of Team members against standards of the

company is to:

• Always relate work objectives achieved by team member development

programme to identify if your team is competent for the task.

• By using the above-mentioned method helps to identify gap in your Team

member knowledge and skills and start straight away a training programme using
inside/ outside help to improve Team member skills and performance to achieve
the required objective.

• Or else if financial problems occur and budget does not allow training
programme to be available for team members, new strategies has to be
implemented to utilise the available staff competence and skills.

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• By using this type of approach in reaching work objectives. Motivate of staff

by training for new objectives.

3.13 FEEDBACK

You can give feedback verbally or written

• Verbal feedback - could include a regular staff meeting where managers hand
out reports on staff performance and staff can give feedback on their own
ideas

• Written feedback – use of questionnaires can be used to help determine the

attitude and attributes of members to the functioning of the organisation.
Results of questionnaires are fed back to top management and then to work
groups for interpretation and analysis.

When should feedback be given?

• Feedback to staff on their individual performance or group work should be

given daily. A system of daily briefing should be established and it could
perform as a method of motivation.

• Team meetings

 Freedom of expression
 Emphasis on the quality of ideas
 No individual are criticised or rejected at this stage
 Member must be encouraged to elaborate or build ideas

Recognition of performance

• Praise your staff for good performance

• Organise awards based on staff performance example employee of the

month.

• Give out disciplinary action on bad performance

Constructive feedback

• This type of feedback should be encouraged to improve performance and

should be planned and at the right place and time. Usually using the
sandwich method, which is first, you praise your employee than you
criticise him and then you finish up praising him again.

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• This can lead to problem solving and a barrier removal and also as a
compromise situation between managers and staff.

3.14 FACTORS INFLUENCE THE SCHEDULE OF WORK.

• Rosters (Appendix 3)
• Absenteeism, people taking annual leave or sick leave over that period of time.
These problems should be tackled by replacing missing staff with staff
available at work.

• Peak periods could be a problem as well as staff be required to work more on

their normal daily duties to retire from helping in achieving work objectives.
Bringing in more staff as the increase of work arises can help solve the
problem.

• Thing like trade unions can also affect you example employee strike action.

3.15 BALANCED ORGANISATION

• Asses your responsibilities for - people finance development; administration and

communication
• People to consider are – Yourself; your subordinates; your department.
• Finance - Budgeting authorisation of expenditure and control of expenditure
• Development in –The organisation; the department; your own and new ideas.
• Administration – an office; secretary; other departments and customers.
• Communication ensure it is effective – to others and from others.

3.16 TEAM WORK

Teamwork is becoming as much a philosophy of working together collectively

towards a shared vision or goal, as a method for applying the efforts of a few people
to organisational goals. The team may be the whole workforce in a small organisation.
, A larger organisation, on the other hand, may have many different types of teams in
places to perform its many and varied functions. Employees in most hotels are
members of several teams that frequently have competing agendas. In all cases the
choice is not whether to join a team, but how to develop the right team with the right
skills TIALORED to each specific department CONTEXT and GOAL.

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Stages of team development.

• Defining a common agenda

• Establishing boundaries and roles
• Testing relationships and group limits
• Taking chances with feelings and information
• Sharing and trusting(to form group cohesiveness)
• Clarify work tasks and procedures.
• Implementing productive work.

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Bibliography

Authors Book Edition

Year Publisher Name

Tom Powers Introduction to Management in the Seventh Edition

Clayton W. Barrows Hospitality Industry
2003 .

Ricky W. Griffin Management

2002 Houghton Mifflin Company Seventh Edition

Richard L. Daft Management

2000 Harcourt Collage Publishers Fifth Edition

H.L Cracknell, Practical Professional Catering Management

2000 Macmillan Press Fifth Edition

Richard Kotas Food and Beverage Management

1999 Hodder & Stoughton Publishers Sixth Edition

Kinton, Ceserani Theory Of Catering

1999 Hodder & Stoughton Ninth Edition

Dennis R Lillicrap Food and Beverage Service

1997 Hodder & Stoughton Publishers Third Edition

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Appendices

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