LOCUS OF CONTROL

In personality psychology, locus of control refers to the extent to which individuals believe they
can control events affecting them. Understanding of the concept was developed by Julian B.
Rotter in 1954, and has since become an aspect of personality studies. A person's "locus" (Latin
for "place" or "location") is conceptualized as either internal (the person believes they can
control their life) or external (meaning they believe their decisions and life are controlled by
environmental factors which they cannot influence, or by chance or fate).[1]
Individuals with a strong internal locus of control believe events in their life derive primarily
from their own actions: for example, when receiving exam results, people with an internal locus
of control tend to praise or blame themselves and their abilities. People with a strong external
locus of control tend to praise or blame external factors such as the teacher or the exam.[2]
Locus of control generated much research in a variety of areas in psychology. The construct is
applicable to such fields as educational psychology, health psychology and clinical psychology.
Debate continues whether specific or more global measures of locus of control will prove to be
more useful in practical application. Careful distinctions should also be made between locus of
control (a concept linked with expectancies about the future) and attributional style (a concept
linked with explanations for past outcomes), or between locus of control and concepts such as
self-efficacy.
Locus of control is one of the four dimensions of core self-evaluations one's fundamental
appraisal of oneself along with neuroticism, self-efficacy, and self-esteem. [3] The concept of
core self-evaluations was first examined by Judge, Locke, and Durham (1997), and since has
proven to have the ability to predict several work outcomes, specifically, job satisfaction and job
performance. [4] In a follow-up study, Judge et al. (2002) argued the concepts of locus of control,
neuroticism, self-efficacy and self-esteem measured the same, single factor.[5]

PARETO PRINCIPLE

The Pareto principle, also known as the 80/20 rule, is a theory maintaining that 80 percent of the
output from a given situation or system is determined by 20 percent of the input.
The principle doesnt stipulate that all situations will demonstrate that precise ratio it refers to a
typical distribution. More generally, the principle can be interpreted to say that a minority of
inputs results in the majority of outputs.
Here are a few examples of the Pareto principle in action:

20 percent of employees produce 80 percent of a companys results.

20 percent of a given employees time yields 80 percent of their output.

20 percent of software bugs cause 80 percent of the softwares failures.

20 percent of a companys investments produce 80 percent of its investment profits.

The principle is named for Vilfredo Pareto, an Italian economist. In 1906, Pareto noted that 20
percent of the population in Italy owned 80 percent of the property. He proposed that this ratio
could be found many places in the physical world and theorized it might indicate a natural law.
In the 1940s, Paretos theory was advanced by Dr. Joseph Juran, an American electrical engineer
who is widely credited with being the father of quality control. It was Dr. Juran who decided to
call the 80/20 ratio the "The Pareto Principle." Applying the Pareto Principle to business metrics
helps to separate the "vital few" (the 20 percent that has the most impact) from the "useful many"
(the other 80 percent).
Applications of the Pareto principle:
A Pareto chart illustrates the Pareto principle by mapping frequency, with the assumption that the
more frequently something happens, the more impact it has on outcome.
Pareto efficiency is a balance of resource distribution such that one individuals lot cannot be
improved without impairing the lot of another individual.
A Pareto improvement is assistance that benefits one individual without causing impairment to
another.
Another application of the Pareto principle is the 96-minute rule, which maintains that
knowledge workers should devote themselves to their most important tasks for that time period
each day to improve productivity.

The Pareto principle (also known as the 8020 rule, the law of the vital few, and the principle
of factor sparsity)[1] states that, for many events, roughly 80% of the effects come from 20% of
the causes.[2] Management consultant Joseph M. Juran suggested the principle and named it after
Italian economist Vilfredo Pareto, who, while at the University of Lausanne in 1896, published
his first paper "Cours d'conomie politique." Essentially, Pareto showed that approximately 80%
of the land in Italy was owned by 20% of the population; Pareto developed the principle by
observing that 20% of the peapods in his garden contained 80% of the peas.[3]
It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of your
clients." With respect to this article, 80% of the value will come from 20% of the content.
Mathematically, the 8020 rule is roughly followed by a power law distribution (also known as a
Pareto distribution) for a particular set of parameters, and many natural phenomena have been
shown empirically to exhibit such a distribution.[4]
The Pareto principle is only tangentially related to Pareto efficiency. Pareto developed both
concepts in the context of the distribution of income and wealth among the population.

FOOD AND BEVERAGES

1. RESTAURANT MANAGER

Restaurant manager: Job description

Restaurant managers ensure that restaurants operate efficiently and profitably while maintaining
their reputation and ethos. They must coordinate a variety of activities, whatever the size or type
of the outlet. Managers are responsible for the business performance of their restaurant, as well
as maintaining high standards of food, service, and health and safety.
Restaurant management combines strategic planning and day-to-day management activities, such
as shift pattern organisation. Depending on the nature of the outlet, the role may have creative
aspects, particularly in marketing and business development.
As a key role within the hospitality industry, restaurant management can be fast-paced, highly
demanding and very rewarding.
Typical work activities

Tasks carried out by restaurant managers vary depending on the type of restaurant, but usually
include:
Business activities:

Taking responsibility for the business performance of the restaurant.

Analysing and planning restaurant sales levels and profitability.

Organising marketing activities, such as promotional events and discount

schemes.

Preparing reports at the end of the shift/week, including staff control, food
control and sales.

Creating and executing plans for department sales, profit and staff
development.

Setting budgets and/or agreeing them with senior management.

Planning and coordinating menus.

Front-of-house:

Coordinating the entire operation of the restaurant during scheduled shifts.

Managing staff and providing them with feedback.

Responding to customer complaints.

Ensuring that all employees adhere to the company's uniform standards.

Meeting and greeting customers and organising table reservations.

Advising customers on menu and wine choice.

Recruiting, training and motivating staff.

Organising and supervising the shifts of kitchen, waiting and cleaning staff.

Housekeeping:

Maintaining high standards of quality control, hygiene, and health and safety.

Checking stock levels and ordering supplies.

Preparing cash drawers and providing petty cash as required.

Helping in any area of the restaurant when circumstances dictate.

Restaurant manager: job description

Restaurant managers are responsible for overseeing the efficient running and
profitability of restaurants and for managing their employees.
You'll need to be able to lead as well as work as part of a team.

What does a restaurant manager do? Typical employers | Qualifications and training | Key
skills
Specific duties and the amount of customer/staff contact vary according to the size of employer:
managers in larger organisations may be mostly office-based, whereas managers of smaller
establishments often have frequent contact with both customers and employees.
Typical job responsibilities include:

recruiting, training and supervising staff

agreeing and managing budgets

planning menus

ensuring compliance with licensing, hygiene and health and safety

legislation/guidelines

promoting and marketing the business

overseeing stock levels

ordering supplies

producing staff rotas

handling customer enquiries and complaints

taking reservations

greeting and advising customers

problem solving

preparing and presenting staffing/sales reports

keeping statistical and financial records

assessing and improving profitability

setting targets

handling administration and paperwork

liaising with customers, employees, suppliers, licensing authorities, sales

representatives etc

making improvements to the running of the business and developing the

restaurant.

Typical employers of restaurant managers

National, regional and international restaurant chains

Large hotel restaurants

Independent restaurants

Themed restaurants

Caf bars

Brassieres

Hotel/leisure groups

Vacancies are advertised online, by careers services, specialist recruitment agencies, in local and
national newspapers. More information can be found in publications such as Caterer and
Hotelkeeper, British Hotelier and Restaurateur and HCIMA News and Appointments.
Networking and speculative approaches to employers are advisable, particularly for graduate
training schemes with larger restaurants.
Qualifications and training required

Employers may favour candidates with a relevant degree/HND in business studies, management,
hospitality management or hotel and catering. Appropriate personal qualities, practical
experience and business acumen are generally regarded as being just as important as academic
qualifications. Gaining practical hotel, catering, restaurant, waitressing or customer service work
experience is essential.
Key skills for restaurant managers

Excellent customer service skills

Commercial awareness

Flexibility

Good interpersonal skills

Communication skills

Problem-solving skills

Organisational skills

Teamwork skills

2. ROOM SERVICE MANAGER

MAIN DUTIES

Agrees basic menu with F&B Management

Informs F&B Management of popular/unpopular items on Room Service Menu and Wine
List.

Ensures standard of food presentation and quality of dishes served to guests

Places necessary orders for foodstacks and products

Liaises with Chef/F&B Management on "special" available for promoting in Room

Service

Ensures that all guest complaints are attended to personally, followed up and reported,
and organizes measures to prevent problems from recurring (liaison with staff/F&B
Management, Training etc)

Personally assists waiters in service for VIP suites and Presidential suites

Ensures that each and every subordinate has a clearly defined job description, and
discusses it with him/her in detail to check understanding

Ensures that each subordinate receives training necessary for job competence.

Ensures that all staff are aware of departmental and hotel policies and procedures.

Prepares duty rosters and time sheets for all Room Service staff.

Ensures perfect appearance and hygiene for all Room Service staff

Holds daily and weekly meetings with staff to

Inform them of happenings in the hotel

Point out problems and discuss corrective action needed

Find out and discuss staff queries and problems

Strengthen communication links with staff and make them feel part of the team

Supervises staff performance

Issues disciplinary warnings.

Regularly checks department for maintenance requirements

Is responsible for maintaining food and equipment par stocks.

Is responsible for regular stock taking of operating equipment to control losses.

Ensures that working area is kept clean and tidy at all times.

Supervises mise-en-place and set up before service and checks all trolleys/trays before
departure.

Controls work flow by allocating job tasks as orders come from cashiers.

Communicates with F&B Manager on day to day matters through incident log book. (All
complaints must be logged together with action taken)

Personally discusses non-routine matters with F&B Management

Ensure that specific standard of hotel is adhered to in mise-en-place, lay up and service to
guests

Achieve and maintain set budget

Maintain agreed time parameters in tray/trolley service

Maintain strict security standards to avoid damage/theft.

Control breakage of operating equipment

Staff Turnover not to exceed 25% of budgeted headcount

Achieve and maintain all F&B performance standards laid down in Standards Operations
Manual

ESSENTIAL FUNCTIONS:
1. Select, train, evaluate, lead, motivate, coach, and discipline all employees in the
Hotel's Room Service Department to ensure that established cultural and core
standards are met: long-range strategic planning for outlet operation.
2. The ability to be visible in the operation, provide recognition, promote good

public relations, and handle complaints, concerns or special requests for guests,
clients, and group contacts.
3. Describe and ensure quality of all food items, ingredients, and preparation
methods, as well as provide knowledge of wine and spirits in an elegantly appointed
environment dedicated to an attentive and distinctive experience for 24-hour a day
in-room dining and in-room private bar services.
4. The ability to work closely with the Assistant Director of Food & Beverage,
Director of Food & Beverage, Executive Chef and Sous Chefs to design effective
menu and amenity options while ensuring excellent product quality at a fair price
and attend regular operational meetings to ensure effective coordination and
cooperation between departments.
5. Control labor and operating expenses through effective scheduling, budgeting,
purchasing decisions, and inventory and cash control.
6. Observe physical condition of facilities and equipment in the outlet and make
recommendations for corrections and improvements as needed.
7. Work harmoniously and professionally with co-workers and supervisors.
NON-ESSENTIAL FUNCTIONS:
1. Assist with the service of food to guests.
2. Assist with the cleaning of operational areas.
Requirements
Education: College degree preferably specializing in hotel/restaurant management
or equivalent experience is required.
Experience: Two to three years previous experience in a line, supervisory or
assistant manager position in Food & Beverage.
Skills and Abilities: Requires a working knowledge of division operations as well as
cultural and core standards, policies, and standard operating procedures.
Working knowledge is generally learned on-the-job. Knowledge of food & beverage
service, cost control, labor control, maintenance, merchandising, and accounting.
Requires ability to operate computer equipment and other food & beverage
computer systems. Requires reading, writing and oral proficiency in the English
language.

Duties:
1. Oversee all aspects of the daily operation of the hotels Room Service
operation.
2. Supervise all Room Service personnel.
3. Respond to guest complaints in a timely manner.
4. Work with other F&B managers and keep them informed of F&B issues
as they arise.
5. Organize all documentation for shift work on a daily basis including
pre-shift reports, daily training topics, shift floor plan, requisitions for
beverage, food and sundries and manage labour on a daily basis
through the time management system.
6. Ensure all staff are meeting all established standards of service
through ongoing and recurrent training systems
7. Monitor and test service skills of staff, retrain and reinforce all
standards on food and quality and service details daily. Provide
feedback and appraisals as necessary.
8. Coordinate and monitor all phases of Loss Prevention in the Room
Service operation.
9. Ensure compliance with In Room dining SOPs.
10. Ensure the training of department heads and employees on SOPs,
report preparation and technical job tasks
11. Monitor and supervise the mini-bar department.
12. Ensure effective communications between each shifts.
13. Supervise the room service area in order to attract, retain, and
motivate the employees.
14. Ensure optimal level of service, quality, and hospitality are provided to
guest.

15. Regularly review house counts, forecast and VIP list and maintain the
confidentiality of the hotel and its guests
16. Ensure the timeliness and accuracy of the amenity set-up and delivery.
17. Ensure compliance with all local liquor laws, and health and sanitation
regulations.
18. Ensure that Hospitality Suites are being set-up, serviced and broken
down in a timely manner and according to instructions
19. Ensure all staff are meeting all established standards of service.
20. Monitor and maintain cleanliness of In-Room Dining areas and work
areas
21. Plan and conduct meetings for outlets on a monthly basis to ensure
staff is correctly communicated with and that staff are consistently
trained and well motivated. Attend interdepartmental meetings to
ensure good cross communication between departments.
22. Assist in the development of marketing initiatives, menu items, and
other items to stimulate growth in sales for each outlet and a variety
of latest market developments.
23. Be aware of and assist to control current budgeted and forecasted
revenues, payroll, and product costs.
24. Ensure all current Accounting and Human Resources policies are being
adhered to. Report any issues or grievances to the Director of
Restaurants and or Human Resources.
25. Assist in maintaining all Micros programming for food and beverage
outlets.
26. Perform any other reasonable duties as required and directed.
27. Must be able to effectively communicate both verbally and written,
with all level of employees and guests in an attentive, friendly,
courteous and service oriented manner.
28. Must be effective at listening to, understanding, and clarifying
concerns raised by employees and guests.

29. Must be able to multitask and prioritize departmental functions to meet

deadlines.
30. Approach all encounters with guests and employees in an attentive,
friendly, courteous and service-oriented manner.
31. Maintain regular attendance in compliance with Highgate Hotel
Standards, as required by scheduling, which will vary according to the
needs of the hotel.
32. Employees must at all times be attentive, friendly, helpful and
courteous to all guests, managers and fellow employees.
33. Prepare and submit required reports in a timely manner.

3. BANQUET MANAGER

Job Description for Banquet Manager in hotel

JOB TITLE : BANQUET MANAGER
REPORTS TO: Sales & Food and Beverage Manager

POSITION SUMMARY:
The Food and Beverage Manager is responsible for co-ordinating the delivery
of all food and beverage for functions held in the Hotel and all details
pertaining to functions being held in all Banquet and Meeting rooms in
keeping with the standards prescribed by management. The position is
primarily concerned with front of house activities.

DUTIES AND RESPONSIBILITIES:

1. Achievement of budgeted food sales, beverage sales and labour costs.

2. Achieve maximum profitability and over-all success by controlling costs
and quality of service.
3. Participation and input towards F & B Marketing activities.
4. Control of Banquet china, cutlery, glassware, linen and equipment.
5. Completion of function delivery sheets in an accurate and timely
fashion.
6. Help in preparation of forecast and actual budget function sheets.
7. Completion of forecast and actual budget function sheets, Function
Summary Sheets and weekly payroll input.
8. Completion of weekly schedules. Schedule staff as necessary to ensure
adequate and consistent levels of service.

9. To supervise and co-ordinate daily operation of meeting/banquet setups and service.

10. Completion of Banquet Bar Requisitions.
11. Maintaining the Hotel Bar control policies and completion of necessary
forms.
12. Following of proper purchasing and requisitioning procedures.
13. Maintain records for inventory, labour cost, food cost etc.
14. Follow-up each function by completing a Function Critique and submit
to the Sales & Food and Beverage Manager.
15. Attendance and participation of weekly F & B meeting and Department
Head meeting.
16. To assist in menu planning and pricing.
17. Development and maintenance of all department control procedures.
18. Development and maintenance of department manual.
19. Supervision of weekly payroll input.
20. Provides function employee list and hours for gratuities distribution.
21. Provides labour costing information for Function Statements.
22. Supervision of weekly schedules. Schedule staff as necessary to
ensure adequate and consistent levels of service
23. Supervision of Banquet Bar Requisitions.16.Responsible for Hotel Bar
control policies and completion of necessary forms.
24. Following of proper purchasing and requisitioning procedures.
25. Maintain records for inventory, labour cost, food cost etc.
26. Be available to Hotel Staff at all times by pager.

27. Consistent check of Banquet Food and Beverage quality, Banquet

services and Plate presentation.
28. Ensuring that services meet customer specifications.
29. Quality of meeting room set-up.
30. Liaise on an on-going basis with the Food and Beverage Manager to
ensure all client needs and requirements will be met.
31. Work with the Chef and Head Server to ensure all arrangements and
details are dealt with.
32. Greet the customer upon arrival.
33. Provide quick service for last minute changes.
34. Check Food & Beverage or coffee Break schedule if applicable.
35. Dealing with customer complaints.
36. Staff attitude and appearance.
37. Teamwork/Relations with co-workers and management.
38. Staff is properly trained.
39. Inspection of Meeting Room prior to guest arrival ensuring that client
specifications have been met.
40. Co-ordinate the general housekeeping of the Ballroom, Lower Lobby,
Lower public washrooms, kitchen, storage areas, entrance areas, etc.
41. Participation towards overall Hotel Maintenance and cleanliness.
42. Effective communication skills.
43. Staff training and development.
44. Department meeting being held monthly.

45. Personal development and growth.

46. Discipline of Personnel when required.

What Is a Banquet Manager?

by Sam Ashe-Edmunds, Demand Media

Banquet managers plan and execute function logistics.

Related Articles

Guide to Being a Banquet Manager

Cover Letter for an Assistant Banquet Manager

How to Create a Banquet Manager Portfolio

Tips for Banquet Managers of Large Facilities

The Average Pay of a Banquet Captain

A banquet managers job begins after the event sale is made, the contract is signed and continues
after the last guest has left. Banquet managers work with banquet sales directors and chefs to
ensure that all of the terms of a contract are met and that guests receive the highest quality in
food service and overall experience.
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Post-Sale Meeting

After a banquet facility signs a contract with a client, the banquet manager meets with the sales
director and executive chef to review the contract. The banquet manager reviews the number of
guests, type of function and room layout. This helps him understand how many wait staff the
function will require, how the room should be set up, how the type of meal served will affect the
timing of food service and what items the room will need regarding tables, chairs, carving station
and bar.
Planning

Once the banquet manager is familiar with the event logistics, he will review the execution of
event. This includes when cocktails will be served, guests are seated, dinner is served and cleared
and the hours the bar will be open. He will ensure the facility has everything needed to fulfill the
contract, taking an inventory of tables, chairs, tablecloths, glasses, centerpieces, candles, utensils,
linens, heat lamps and all non-kitchen items the function will require. The executive chef is
responsible for some of the items the banquet staff will use, such as food racks and heating
boxes. If the facility does not have a bar manager, the banquet manager handles all beer, wine,
liquor and soft drink logistics.
Related Reading: What Is a Banquet Runner?
Staffing

The banquet manager determines the staffing levels of events, including servers, busboys and
bartenders. The manager will assign individual in-house staff and book any contract labor
required. The banquet manager and sales director often work on staff budgets to ensure the
facility meets its profit goals. A banquet manager helps hire, train, manage, discipline and
terminate staff. He also determines the distribution of gratuities, usually built into the bill. The
banquet manager might act as the contact between the banquet client and the facility, answering

any questions, such as whether the bar can be kept open, if the wine selection can be changed or
if additional quests can be added.
Kitchen Liaison

After the sales director meets with the chef, the banquet manager and chef work together to
fulfill the contract. The chef usually tells the banquet manager how he plans to serve the meal,
with the manager making suggestions concerning meal delivery. Banquets usually require servers
to help with simple meal prep as part of a pre-service assembly-line process called plating.
During plating, a row of people send plates from one to another, each adding one item to the
plate, with the final person often adding a sauce or gravy and a sprinkle of parsley before
covering the plate and placing it in the heating box. The chef might start the line, placing the
main entree item on the plate, with the banquet manager performing the last function to ensure
each plate looks professional before its served.
Post-Event Duties

After a banquet, the banquet manager will make notes about any items the facility needs to repair
or replaced to ensure proper inventory. He will have a meeting or conversation with the sales
director and/or chef to discuss any problems or suggestions for future events.

4. BAR MANAGER

What Duties and

Responsibilities Does a Bar
Manager Have Scheduling
Strong Employees?
by Paul Merchant, Demand Media

A bar manager is an individual who directs,

controls and plans the activities of a bar. Strong
employees are workers who are healthy and happy
but also collaborative, creative, innovative,
accountable and decisive. The duties and
responsibilities of a bar manager in scheduling
strong employees revolve around planning,
supervising and allocating the day-to-day operational activities of the bar. Work scheduling also
involves empowering employees through delegation of duties and training to better their
experience. Empowerment is a significant element that contributes towards nurturing strong
employees.
Scheduling Waiters According to Changes in Customer Demand

Scheduling waiters according to the level of customer demand is an important responsibility of

the bar manager because they interact directly with customers. As a bar manager, you need to
forecast the daily flow of customers to be able to adjust the number of staff for each shift
whenever there is a surge or decline in customer numbers. For example, you will require more
waiters per shift over the weekends when customer numbers surge than during weekdays when
fewer customers get entertained at the bar.
Scheduling Responsibilities for Inventory Control

A bar manager is responsible for ensuring that the inventory of the bar is well managed. As a bar
manager, you can achieve this by allocating the inventory management duties to the storekeeper.
You also need to allocate the responsibility of the tracking all the sales of all types of drinks
including beers, cocktails, wines, spirits and beverages to the bar man. This way, you will be able
to monitor the movement of inventory from the store to the bar and the sales you make. When

scheduling these tasks, you must ensure that the bar and store have adequate number of staff
during all shifts.
Related Reading: How to Divide Employee Responsibilities
Rescheduling Tasks to Cover for Absent Employees

Employees may be absent for reasons such as off-days, sickness, maternity leave, disciplinary
suspension or because of other factors beyond their control. You do not need to recruit temporary
replacement staff during brief periods of employee absenteeism unless more than two staff
members are absent because strong employees observe collaboration and creativity. The best way
to deal with such cases temporary absenteeism is to reschedule duties so that the present
employees can stand in for the absent employees. You can use this opportunity to allow
subordinate employees to stand in for their seniors and in so doing you would effectively be
training and empowering the subordinate employees.
Allocating Cleaning Tasks

The bar manager is charged with the responsibility of ensuring that the bar is perfectly cleaned
on a daily basis. This is because cleanliness is the epitome of bar business. As the bar manager,
you are responsible for scheduling employees who will clean the floors, furniture, wash glasses
and other utensils on a continuous basis. Multi-tasking is one of the best approaches to achieve
this fete, such that, you can develop a duty roaster in which the waiters take turns in cleaning
while maintaining their routine responsibilities.

Bar Manager Job Description

Sample bar manager job description clearly lays out the tasks and competencies associated with
the position of bar manager.
This job includes a wide variety of activities in a number of different work environments ranging
from local bars and restaurants to party and hotel venues. Whatever the working environment,
the core duties related to this function remain standard. Customize this job description to meet
the needs of the specific position.

BAR MANAGER JOB DESCRIPTION

General Purpose

Plan, direct and oversee all bar operations including managing staff, ensuring product and service
standards are met and implementing and maintaining procedures for maximum operating
efficiency.
Main Job Tasks and Responsibilities

set objectives and targets for beverage unit/bar

determine staff needs and recruit staff

performance manage staff

assess development needs and train and coach staff

delegate duties and tasks to staff to meet objectives and maximize resources

set and monitor quality and service standards for staff

communicate company policy, standards and procedures to staff

direct and manage staff members to meet standards and objectives

ensure staff operate within company policies

organize and adjust staff rotas and schedules in accordance with available
resources and labor regulations

oversee the preparation and presentation of beverages to meet set standards

resolve customer complaints promptly

monitor cleanliness and hygiene of bar area

promote and practice compliance with fire, health, safety and hygiene
standards and regulations

oversee accurate cash-up procedures and ensure necessary paperwork is

complete

ensure adherence to cash management procedures

ensure adherence to stock control procedures

monitor and order supplies

liaise with suppliers and sales representatives

confirm that procurement of supplies is on the best possible terms

make certain all deliveries are checked in correctly and documentation is

correct

check stock is correctly rotated and stored to reduce wastage

oversee the bar display to maximize functionality and attractiveness

set, monitor and control budget for the beverage unit/bar

plan and implement cost control measures

plan and implement systems to maximize sales and revenue

organize promotional activities

generate and present financial reports

implement improvements for products and service

maintain regular communication with staff and management through

meetings and discussions

stay current with relevant legislation regarding service of alcohol, sale of

tobacco and licensing

Skills and Experience

High School Diploma

tertiary qualification preferred

experience in the management of a bar or beverage service operation

complete working knowledge of alcoholic and non-alcoholic beverages

knowledge of business management principles and practices

knowledge of basic accounting procedures

knowledge of cost control procedures

knowledge of human resource management practices

knowledge of administrative procedures

knowledge of relevant computer applications

Key Competencies

judgment

decision-making

problem-solving

organizing and planning

resource allocation and management

delegation

communication

attention to detail

coaching

stress tolerance

team member

5. DEPARMENTAL SUPERVISORS

Department Supervisor Responsibilities and Duties

Coordinate and supervise department activities to achieve desired objectives.
Review and revise workflow to improve operational efficiency.
Identify areas of improvements and concerns to Department Manager.
Monitor daily activities of department staff and provide guidance whenever needed.
Address employee grievances and maintain positive and safe working environment
for employees.
Develop best practices to ensure quality and productivity.
Provide job trainings to employees to improve their technical skills.
Evaluate staff performance and provide feedback for improvements.
Analyze department issues and provide appropriate corrective actions.
Determine resource requirements and perform resource allocations to execute
assigned work on-time.
Assist in employee recruitment, orientation, promotion, retention and termination
activities.
Maintain department records and generate routine and ad-hoc reports for
management as requested.
Ensure department staffs follow standard operation procedures.
Follow and enforce company policies and procedures.

6. HEAD WAITER
Job Description
Head Waiter
Department
:
Food and Beverage
Reporting to:
Senior Head Waiter/ Senior
Management
Aim of the role
To offer guests an exceptional formal dining experience. In addition to providing food
service to restaurant patrons.
To lead the waiting staff whilst on their shift and monitor waiting duties through to
completion.
To handle work-related problems and resolve them in a positive and professional way.
Responsibilities
Responsibilities
To follow and complete any instructions given to you by your Senior Head waiter or any
senior member of staff.
To demonstrate respect to management and staff while addressing them.
Help to ensure the smooth running of all guests requirements and Standards of
Service are maintained
at all times.
To implement policies and systems as required under the guidance of the
management
To ensure hot beverages are served by Hotel Standards and in the required time.
To effectively manage your Staff time and productivity whilst at work.
To ensure that the cleanliness and organisation of your team are within the
management guidelines.
To ensure that all the elements are present in order to secure a smooth and
efficient service.
To ensure that appropriate mise-en-place has been prepared.
To support your staff, and operate as a safeguard in times of crisis.
To keep a high Standard of personal hygiene and appearance.
To approach guests in the correct manner as lay out by Hotel Standards.
To use the guests name whenever possib
le, in accordance with the Hotel
Standards.
To train new waiting staff
Assign opening and closing duties.
To attend briefings and departmental meetings.
Act in accordance with fire, health and safety regulations and follow the correct procedures
when the situation arises.
To see through and to completion opening and closing procedures
To carry out additional tasks as instructed and by reasonable request from the senior team.
Adhere to all policies and procedures as outlined by the hotel.

7. WAITING AND BAR STAFF TRAINEES

Waiting staf

Hours
Variable

Starting salary
12,000 + per year

If youre a people person, enjoy food and drink and want to work in a busy environment, this
job could suit you.
You would prepare tables, greet customers, take orders, advise on menu choices, serve meals and
deal with payments. You would also be on hand to answer any questions and make sure that
customers enjoy their experience.
You do not need any particular qualifications to start in this job but you will need to be a good
teamworker and have excellent customer service skills.

The work

Waiting staff serve customers by taking orders, serving food and preparing tables. An important
part of the work is to make customers feel welcome and comfortable during their meal.
As a waiter or waitress, your main duties would include:

greeting customers as they arrive and showing them to their table

giving out menus and taking orders for food and drink

serving food and drinks

dealing with bill payments

making sure tables are clean and tidy

In formal restaurants your work may include silver service (providing the main part of the dish
separately to the vegetables or accompaniments). You would usually work in a team under the
supervision of a head waiter or waitress, known as the 'maitre d.
In some restaurants you would be responsible for a specific area of tables. You may give advice
to diners on menu choice, as well as serve them food.
You could also specialise in work as a wine waiter or waitress, for example in a fine dining
restaurant. You may be known as a 'sommelier' and act as an expert in wine and other alcoholic
beverages.

- See more at:

https://nationalcareersservice.direct.gov.uk/advice/planning/jobprofiles/Pages/waitin
gstaff.aspx#sthash.uLRG3fjd.dpuf

Waiting staff, wait staff, waitstaff[1] or serving staff are those who work at a restaurant or a
bar, and sometimes in private homes, attending customerssupplying them with food and drink
as requested. An individual waiting tables is commonly called a server, waitperson,[2] waitress
(females only), waiter (referring to males or either gender), or less commonly the 1980s
American neologism waitron.[3][4][5][6] Archaic terms such as serving girl, serving wench, or
serving lad are generally used only within their historical context. A server or waiting staff takes
on a very important role in a restaurant which is to always be attentive and accommodating to the
guests. Each waiter follows rules and guidelines that are developed by the manager. The main
rule is to always stay busy. Wait staff can abide by this rule by completing many different tasks
throughout his or her shift. Such as food-running, polishing dishes and silverware, helping bus
tables, and restock working stations with needed supplies.
Waiting on tables is (along with nursing and teaching) part of the service sector, and among the
most common occupations in the United States. The Bureau of Labor Statistics estimates that, as
of May 2008, there were over 2.2 million persons employed as servers in the U.S.[7]

Many restaurants choose a specific uniform for their wait staff to wear. This creates an
environment in which involvement with the wait staff in uniform can create a memorable
experience for the guests. In turn creating a lasting impression, which can result in repeat
customers.