CHAPTER 3

Fundamentals of Management
 WHAT IS MANAGEMENT
Management is best utilizing the available resources to
attain the organizational objectives
 RESOURCES AVAILABLE

 People
 Money
 Time
 Energy
 Products
 Equipment and space
 Procedures
THE MANAGEMENT PROCESS
PLANNING STAGE
 A management task of creating goals, objectives and the plan to
reach them (Top Management)
 At intermediate management level, managers develop operational
plan to attain short term goals e.g. Department heads working with
Chef to create a menu
 Lower management levels, supervisory planning involves running
day to day operations e.g. preparing employee schedules and
determining quantities to buy items
FACTORS IN EFFECTIVE PLANNING
 Information: One must have complete access to information to plan
effectively
 Communication: Managers at all levels should communicate with
each other when developing plans
 Flexibility: Plan should be flexible
 Implementation: Obviously, plans must be implemented to be
effective
ORGANIZING STAGE

Organizing is the activity which answers the question,

“How can we best assemble and use our limited Human
Resources to attain our objectives?” Organizing involves
establishing the flow of authority (power) and
communications among people
ORGANIZING STAGE (CONT.)
 One employee should have only one supervisor, two bosses will
always make things complicated
 The number of employees that a supervisor should manage must be
carefully determined.
 If a supervisor have responsibility to do something, he should also
be given authority to get it done.
 Empowerment: Redistribution of power within an organization that
enables team members to perform their jobs more effectively and
efficiently.
COORDINATING STAGE

Coordinating is the activity of assigning work and organizing people

resources to achieve the operations objective

 There should be effective channels of information flow up, down

and across the F&B Operation.

 Delegation is an important aspect of coordinating. Delegation is

authority that is passed down the organization. Ultimate

responsibility and authority cannot be delegated.

STAFFING STAGE
This activity involves recruiting and hiring applicants. The
goal of staffing is to find the best qualified employees for
the F&B Operation.
 Job Specification: A staffing tool that identifies the
personal qualities necessary to perform a job
 Once hired the new employee should be given a good
orientation to introduce him/her with other staff
members, managers, p&ps and mission of the
organization
DIRECTING STAGE
Big part of the management process to get work done from employees.
Directing includes supervising, scheduling and disciplining employees.
Managers should know how to motivate, inspire, give orders and bring
out the best in people
 Scheduling employees effectively is very important. Managers must
know exactly how much labor is needed, then able to work within
those parameters and treat all employees fairly
 Disciplining employees shouldn’t be to punish rather a way to
address, correct and reinforce behavior to ensure productivity.
CONTROLLING STAGE
No guarantee that goals will be attained because of effective planning,
resources organized, perfectly directed staffed. For this reason control
systems are developed and implemented.
 Control procedures for purchasing, receiving, storing, issuing,
preparing and serving are critical.
 The process of control begins with a budget. Budget gives expected
revenue and cost levels and can be measured with actual results to
see if the planning is working or not.
BASIC STEPS IN CONTROL PROCESS
EVALUATING STAGE (HOW WELL ARE WE DOING?)

The activity which involves determining the extent to which planned

goals are achieved. Managers evaluate as they

1. Review the operations progress towards the goals

2. Measure employee performance

3. Access the effectiveness of the training program

Manager should evaluate their own performance as well (self

evaluation)
IN ONE TYPICAL DAY, A FOOD SERVICE
MANAGER MIGHT
 Help develop the next years operation budget ( Planning,
Controlling)
 Deal with problems caused by improper delegation (Coordinating)
 Work with a colleague in another department to plan an upcoming
event (Planning, Coordinating)
 Revising job specifications (Organizing, Staffing)
 Carry out routine supervisory duties (Directing)
 Revise standard food and labor cost estimates ( Controlling)
 Conduct employee performance review (Evaluating)
MANAGERIAL RELATIONSHIPS
Primary Group Secondary Group

 Guests  Suppliers
 Owners  Local Community

 Board of Directors  Government Agencies

 Area/ Regional Directors

 Other Managers

 Employees
COMMUNITY CONCERNS

 Nuisance Concerns:
 Environmental Concerns
 Entertainment Concerns
 Civic Concerns