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Comparative and Contrast Essay Service Managers and Kitchen Managers

Comparative and Contrast Essay Service Managers and Kitchen Managers

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Published by David Ross
642 Words on 3 pages. Comparative and Contrast Essay.
I received an A.
642 Words on 3 pages. Comparative and Contrast Essay.
I received an A.

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Published by: David Ross on May 19, 2009
Copyright:Attribution Non-commercial


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David Ross Professor Wright SP09 – ENG 101 – ENGLISH COMPOSITION 1 19 May 2009 Service Managers and Kitchen Managers

If your last night out on the town dining did not include a fly in the pudding or inattentive service from your waiter, you have two individuals to thank, the kitchen manager and the service manager. These two hardworking and sometimes unseen managers follow completely different agenda’s and work hours. They have completely different daily plans that when executed properly, can give a restaurant increasing sales growth potential which is usually tied directly to bonus payouts to the management staff. When one or the other is out of sync, it can begin the downward spiral of repeat customers and signal a deathblow to the restaurant resulting in its closure. The kitchen manager has the responsibility of providing quality food from the point of purchasing, prepping, and cooking the product. His focus is on recipes, consistent execution, and proper training and follow-through of the prep staff and line cooks. The service manager is more concerned with the guest perception of the restaurant from the cleanliness of the parking lot and the restrooms to the “look” of the waiters and bartenders. He is managing the visual appeal of the food when it is served and the condition of the interior fixtures of the “front of the house”. Both managers share some concerns such as the cook times and the proper timing of the delivery of the meal to the guests. The daily work hours of a kitchen manager can start at seven or eight o’clock in the morning and extend to the end of the dinner rush that evening. A ten or twelve hour workday is

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not uncommon. His impacts on the kitchen functions are crucial during peak periods of sales. The execution of lunch business versus dinner business is completely different. In contrast, the service manager will come to work traditionally around ten o’clock and he can be heading home after the first dinner rush that evening. He can actually work two or three hours less daily than the kitchen manager. When the two managers are executing their responsibilities properly, the dining experience is pleasant and will likely result in a repeat visit to the restaurant at some future date. If a restaurant has repeat business due to these two managers properly performing their jobs, sales growth will occur. Most restaurants tie their bonus payouts to management to sales growth and profit margins. This financial incentive can motivate the two managers to act in sync and attempt flawless execution. One manager complements the other and places trust in him or her to follow through with their area of responsibility. The kitchen manager can only hold up his part of the operation to a certain point. When the food is ready to be taken to the guest, it is up to the service manager to have a properly trained staff attentive enough to deliver the food before it overcooks in the window essentially negating all the hard work put into it up to that point. On the other hand, if the two managers are out of sync on execution, the restaurant will suffer. Complaints by the guests will abound until the silence of the empty dining room attests to their failure. If the kitchen manager allows incorrect recipes or purchases lower quality food in an attempt to create a larger profit margin, the guest will suffer. If the service manager fails in his duties and leaves an unkempt parking lot and a messy restroom for the guest to encounter, there is always another place to go eat. Fewer sales create less salary and lower profit margins. The trail of failed restaurants is littered with cold food and burned out light bulbs. The uncaring or untrained kitchen managers and service managers have led many of them there.

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