目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Organization and Staffing of Food and Beverage Operations







The food service industry is labor-intensive and a large number of people are required to do the work necessary to meet guests’ needs.
餐饮服务行业人员密集,需要许多人手共同工作为满足顾客的需求。
Motivated staff is the key to success in any food and beverage operation.
激励员工是任何餐饮运营成功的关键。
Hiring and retaining staff members who are able to provide quality service is an important element of this success.
雇佣员工并留住那些能够提供高品质服务的人员是成功的重要因素之一。

Food service employees fall into three general categories: Managers, Supervisors and entry level production staff and service staff.
餐饮服务员工分为三类:经理主管、初级水平的生产员工以及服务人员
Position titles and duties vary from operation to operation and all positions may not be applicable in every food and beverage operation.
每种运营方式的职位职责不尽相同,每个运营个体不一定存在所有的职位。
The organization chart of an operation will vary depending on the size of the operation and the operation format, such as if it is independently owned, is a chain restaurant or the type of service.
运营结构的组织表根据规模大小和运营格式会不大相同,例如独立经营和连锁饭店的组织表差异很大。

In general in every food and beverage organization;
一般来说,每个餐饮业公司
Top Managers are concerned with long-term plans and goals.
高层管理都会考虑长期的发展计划和目标。
Middle managers facilitate the flow of communication and supervisors generally prepare schedules and help staff members through rush times.
中层管理促进沟通顺畅,主管负责安排班次帮助员工应付高峰时段。
Production personnel are concerned with food production and have little contact with guests.
生产人员主要负责食品生产,几乎与顾客没有接触。
Positions include chefs, cooks, stewards, storeroom staff and bakers.
这样的职位包括主厨、厨师、服务员、仓储职员以及烘培师。
Service personnel are guest contact staff and they are concerned with providing a memorable and positive experience.
一些员工负责接触宾客,他们的职责是提供积极难忘的服务体验。
Positions include dining room managers, hosts, servers, bartenders, cashiers, banquet service staff.
这样的职位包括:餐厅经理、宴会主持人、服务员、调酒师、出纳和宴会服务人员。

Food and beverage industry is labor intensive and turnover is likely to happen more than other industries.
餐饮业人员密集,但劳动力流失率比别的行业更高。
In order to retain staff members, restaurants must begin by recruiting and selecting the right people.
为了留住员工,餐厅选择正确的人选进行雇佣。
This process involves recruitment, selection, orientation, training and retention.
这一过程包括招聘、筛选、面试培训、训练以及最终保留。
Having high staff morale will help the organization retain its best staff.
员工士气高涨会让公司留住其最好的员工。
To build morale, managers must be able to communicate and listen to staff needs, wants and expectations.
为抬高士气,经理必须学会沟通,倾听员工的需求与期望。
Competitions, annual outings, team building activities, career planning and an incentive and benefits plan are other ideas for retention staff at all levels.
竞争、年度出游、团队建设、职业规划以及激励政策和福利措施都是留住各级别员工的好方法。

We will discuss the menu management in the next section.
下节我们将讨论菜单管理。