UNIVERSITY OF MINDANAO

College of Hospitality Education

Bachelor of Science in Hospitality Management

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: HRM 327- Banquet & Catering Service Procedure

Name of Teacher: KIVEN G. OLIVAR

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

REPRODUCTION AND DISTRIBUTION OUTSIDE OF ITS INTENDED
USE. THIS IS INTENDED ONLY FOR THE USE OF THE STUDENTS
WHO ARE OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL
 Course Outline: HRM 327/L – Banquet & Catering Services Procedure

Course Coordinator: Jacqueline M. Cenizal

Email: jcenizal@umindanao.edu.ph
Student Consultation: Blackboard LMS
Mobile: 09177055532
Phone: (082) 297-7024
Effectivity Date: June 6, 2022
Mode of Delivery: Blended Learning
(Online with face to face or virtual sessions)
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: HMPE 2
Credit: 3
Attendance Requirements: For all scheduled Virtual or face-to - face sessions
a minimum of 95% attendance is expected.

Course Outline Policy

Areas of Concern Details

Contact and Non-Contact Hours
Assessment Task Submission
This self-instructional 3-unit course manual is
designed for hybrid instructional delivery style
learning with face to face scheduled or virtual
sessions. The expected number of hours is 54 with
face-to - face or virtual sessions included. The face-
to - face sessions shall include the summative
assessment tasks (examinations).
The evaluation tasks are to be submitted on the 3rd,
5th , 7th, and 9th week of the term. The assessment
paper shall be attached with a cover page stating
the title of the assessment assignment (if the
assignment is performance), the name of the
course instructor, the date of submission and the
student's name. The reports are sent out via email
to the course coordinator.

If the evaluation function is conducted in real time

Turnitin Submission (if necessary)
through the apps in the Blackboard Learning
Management System, the course planner shall
prepare the schedule in advance.
To guarantee honesty and authenticity, student
outputs are required to be submitted through
Turnitin with a maximum 30 percent similarity index
permitted for specific types of evaluation tasks such
as essays, writing-ups or literature review.

Penalties for Late Assignments/
Assessments
Return of Assignments/
Assessments
Assignment Resubmission
Re-marking of Assessment Papers
and Appeal
Grading System
Please note that academic dishonesty such as
stealing and commissioning other students or
individuals to complete the tasks has severe
penalties for you (reprimand, warn, expel).
The score for an assessment item submitted after
the agreed period on the due date, without an
accepted time extension, will be decreased by 5 %
of the assessment item 's total maximum score for
each day or part day that the assessment item is
late.
However, if there is a legitimate reason for the late
submission of the evaluation report, the course
coordinator will submit and accept a letter of
explanation. The student will also be expected to
present / add proof where appropriate.
Two (2) weeks after the submission, the
assessment tasks are returned to you. This will be
returned by email, or through the portal of
Blackboard.
With online or interactive sessions, the course
instructor may allow some or more of the students
to ask clarifying questions with group evaluation
tasks in order to verify the originality of the
assessment assignment submitted and to ensure
that all group members are involved.
You can request his / her intention to resubmit an
evaluation assignment addressed to the course
coordinator in writing. The resubmission is based on
the applicant's failure to satisfy the similarity index
and other equal standards, such as requirements
for academic literacy or other applicable
circumstances, e.g. disease, financial event
constraints.
You may request in writing that the program
coordinator be approached with your plan to appeal
or challenge the score given to an evaluation task.
The letter clarifies the reasons / points for directly
contesting the grade. The Program Coordinator
shall communicate with the students about
acceptance and rejection of the submission.
If the course coordinator disapproves, the original
letter of request used to refer the case to the head
or dean of the program. The final decision comes
from the Dean of the class.
All culled from Black Board sessions and traditional
contact
Course discussions/exercises –30%
1st exam – 10%
2nd exam – 10%

Preferred Referencing Style
Student Communication
Contact Details of the Dean
Contact Details of the Program Head
Students with Special Needs
Instructional Help Desk
Details
Help Desk Contact
Library Contact
3rd exam – 10% All culled from on-campus/onsite
sessions (TBA):
Final exam – 40%
Laboratory - 60%
Final grade submission shall follow the University's
usual system and procedures.
Depends on the discipline; using the general
procedure of the 6th Edition of the APA if unclear or
insufficient.
You are required to create an email account from
umindanao which is a requirement to access the
portal from BlackBoard. The course coordinator will
then inscribe the students to have access to the
course materials and resources. All contact formats:
chat, presentation of evaluation assignments,
requests etc. shall be recognized channels via the
portal and other university.
You may also contact the course instructor in
person through the face-to - face sessions arranged
to discuss your concerns and questions.
For students who did not establish their student
email , please contact the coordinator of the course
or the head of the program.
FLORENCE KRISTINA M. JIMENEZ, PHD.
0922-432-5186
mellina_florencekristina@umindanao.edu.ph
JACQUELINE M. CENIZAL
0917-770-5532
jcenizal@umindanao.edu.ph
Students with special needs shall clarify the
essence of their individual needs with the course
instructor. Depending on the complexity of the
need, the course coordinator can provide
alternative assessment tasks with the program
coordinator 's approval or extend the deadline for
the submission of evaluation tasks.
Contact BSHospMgt@umindanao.edu.ph
Ms. Brigida E. Bacani
0991022141
library@umindanao.edu.ph
Ms. Danica Baja
0975 560 4961
 Course Information – see/download course syllabus in the Black
Board LMS

CC’s Voice: Potential Hospitality Professionals! Welcome to this HRM 327/L

course: Banquet & Catering Service Procedure t. By now, I am
sure that you really wanted to know and become a banquet and
catering professional and that you have already visualized
yourself as an efficient and profitable service provider to your
potential customers.

CO Before the actual of Banquet and Catering Management takes

place, you need to deal with the major responsibilities of
banquet and catering professional: planning, coordinating,
managing, controlling, directing, assessing, executing,
performing, evaluating and continually improving the delivery of
the services in order to make it successful. This module covers
the knowledge, skills and attitudes required in catering business
industry.

Let's Start
Big Picture

Week 1-3: Unit Learning Outcomes (ULO): At the end of the unit, the students are
expected to:

a. Determine catering business industry; and

b. Understand and know the principles of catering management and functions.

Big Picture in Focus: ULO a.

Determine catering business industry.

Metalanguage
In this section, the most relevant terms related to banquet and catering
management research to describe ULOa will be operationally defined to establish a
specific reference structure as to how the texts work in your preferred field or career.
You will come across these terms as we go through the Banquet and Catering
Management study. Please refer to these definitions in case you encounter difficulties
in understanding educational concepts in the real setting of the banquet and the
catering.

1. Catering - It is the business of providing food service at a remote site or location

such as a hotel, pub or other location. Catering developed into an artisanal affair.
Now caterers build an experience which involves the senses.

2. On-premise - at the point when food is arranged and served at the physical area
of a specific providing food administration. This could be an eatery or an inn where
individuals are assembled for an occasion or event.

3. Off-premise - Food is delivered when a cook gets ready food on their premises
and has it transported by food trucks to the area where it is served to the guests.

4. Buffet Service - A smorgasbord is an arrangement for suppers in which food is

placed in an open area where the coffee shops serve themselves. A kind of service
like à la française, buffets are offered at various spots including inns, restaurants
and numerous get-togethers.

5. Catering-Industry - It includes organizations / companies that provide customers

with food, drinks and beverages and services, as a rule for rare occasions.

6. Social Catering – an event which includes weddings, debut, birthday parties and
etc.

7. Business Catering – an event which includes meetings, conferences,

conventions, recognition banquet, product launching, Trainings and workshops
and etc.

8. Caterer - A caterer provides ship, and gets ready nourishment for customers,
especially for extraordinary occasions, for example, meetings, weddings,
festivities, or huge social affairs.
Essential Knowledge
In order to achieve the above-mentioned learning outcomes within the first to
three weeks of the course, you need to better recognize the value of banquet and
catering industry as part of the learning process, you will obtain answers to the
following questions: What is catering management, that is set out in the pages that
follow. This section covers knowledge, skills and attitude required in the catering
business industry. Please note that you are not limited to referring to these resources
exclusively. Therefore, you are expected to use other books , research articles and
other resources available in the online resources of the university library e.g. ebrary,
search.proquest.com etc.

CATERING BUSINESS INDUSTRY

The hospitality catering industry is probably the most diverse but specialized
sector in the world. It is certainly one of the biggest, employing millions of people
across the globe in a bewildering array of jobs. Sectors range from the five-star resort
to less trendy but maybe more specialized institutional areas like hospitals,
manufacturing outfits, schools and colleges. But catering has to be the most
demanding of the many different industries. Whatever the size of the catering
operation, there is an endless array of opportunities. "Catering is limited to the stars."
Catering is the business of offering food service at a remote site, or at a venue such
as a restaurant, public house (pub) or other. Catering developed into an artisanal affair.
Catering developed into an artisanal affair. Now caterers build an experience which
involves the senses.

Two main types of catering namely:

a. On-premise catering. Such a function-banquet, reception, or event held on

the establishment's or facility 's physical premises that organizes / sponsors
the feature. The role takes place at a remote venue, the home of such a
customer, a park, an art gallery, or even a parking lot, and that venue has to
be transported to the workers, food and decor. All the necessary functions and
services undertaken by the caterers are performed exclusively at their own
facilities. For example, a caterer inside a hotel or banquet hall will prepare and
cater for all the requirements without taking any food or service outside the
facility. Most restaurants have on-site professional rooms to cater for the niche
of private parties. A restaurant may have a strategically designed layout that
includes three separate dining rooms attached to a centralized kitchen for
commercial food production. At the same time, separate dining rooms are
available for reservation and overflow seating to support the restaurant's
operation. Furthermore, one of the three dining rooms may be contracted for
private events, and may require their own specialized service and menu
options. Many on-premise catering examples include hospital catering, school
catering, university catering.

b. Off-premise catering. Sometimes includes processing a food in a central

kitchen and offering distribution and service at the place of the customer. Part
of all food production at the event location can be executed or finished. Off-
premise catering serves food at a location away from the food production
facilities of the caterer. A free standing commissary is one example of a food
processing center, which is a kitchen center used primarily to produce food to
be sold at certain locations. Certain examples of production facilities include
 hotel, restaurant, and club kitchens but are not limited to them. There is in most
cases no current kitchen facility at the place where the food is served. Single
event food service is provided by caterers but not all caterers are created equal.
Typically speaking they fell into one of three categories:

i. Party Food Caterers provides for an event only with the food.
They drop cold foods off and leave to others any last minute
preparation, plus service and cleanup.

ii. Hot Buffet Caterers supply hot food that is delivered in

insulated containers by their commissionaires. They also
include additional charges to workers working.

iii. Full-Service Caterers will not only have food but also prepare
it for on-site ordering. They also provide service staff at the
event, along with all the necessary food-related equipment-
china, glassware, flatware, cutlery, tables and chairs, tents, etc.

CLASSIFICATION OF CATERINGS
Catering may also be classified as catering for social and corporate (or business)
activities.

a. Social Catering includes events such as wedding bars and secondary school
meetings, birthday parties, and charity events.

b. Business Catering covers activities such as group conferences and

gatherings, community meetings, business sales or stockholder meetings,
appreciation banquets, product launches, training sessions, seller-buyer
meetings, banquet service awards and entertainment in hospitality suites.

HISTORY OF CATERING

The earliest account of a major service being catered in the United States is
Caesar Cranshell's 1778 ball in Philadelphia to mark British General William Howe 's
departure. Catering company , based in Philadelphia, began to develop around 1820.
Catering being a legitimate and profitable business, the African-Americans established
the early catering industry overwhelmingly.

Under the reign of Robert Bogle, who is known as the originator of catering, the
industry started to professionalized. "By 1840, a second generation of black caterers
from Philadelphia formed, who began to combine their catering business with
restaurants that they owned. Common use of the word "caterer" occurred in the 1880s,
when numerous caterers began to be listed at local directions. White businessmen
gradually came into the market, and the black enterprises were practically gone by the
1930s.

The Sovient Union started establishing state-owned public-catering

establishment as part of its collectivisation policies in the 1930s, producing simpler
menus. During World War II, a rationing system was implemented, and people became
used to catering to the public. By the 1960s, eating in public catering establishments
had overtaken home-made food.
 A mobile caterer serves food directly from a purpose-built vehicle, cart, or boat.
Mobile catering is popular for outdoor activities (such as concerts), offices and
business districts in the city centre. Catering officers are also borne by merchant ships
– in particular by ferries, cruise liners, and large cargo ships. In fact , the word
"catering" was in use in the merchant marine world long before it established itself as
a land-bound company.

Today catering is a rapidly evolving market. The service 's scope expands and,
unlike before, is not limited merely to food preparation , presentation and staffing. For
all types of occasions, festivals, celebrations, casual get-togethers and corporate or
other events, catering is offered to people who enjoy high quality food services.

Many event organizers are hiring professional caterers for reliable catering
services, saving time and avoiding issues. In order to be successful it is crucial to use
excellent services. Finding the right catering company to fulfill a specific requirement,
however, is a big challenge. It is through study that one can find the best catering
services in accordance with their needs and budget. For special occasions, certain
catering services are offered, while others provide a broader variety of services to
ensure that every requirement is met appropriately. These concerns also provide the
caterers with a wider area of business opportunities and a bigger challenge.

The following are some of the sector's most common catering services:

1. Mobile Catering Services – refers to catering that uses a mobile van to render
services to specific locations carrying the food and equipment needed. This
catering can also be used at fairs, on-going dinners, festivals and other events.
Because of its small scale in nature, mobile catering typically requires low setup
costs.

2. Take Home Orders – this form of catering service involves providing the customer
with the food. Ideally, the ready-made should be stocked. This catering can also
sell party platters for any variations of food choices such as dinners, finger food
and other smaller menus. Customers may have an option regarding the size of the
portion of their orders. During holidays, parties or events, the demand for taking
home orders is to appeal to groups of people in which food can be readily
accessible.

3. Door to Door Catering Services – this type of catering service is that the caterer
provides you and your guests with outstanding combinations of food according to
the menu choices, together with personal service at your door. The customer may
also opt for a drop-off service where the caterer is supplying the food, but the
customers are doing their own service. One can rent the heating equipment.

4. Special Events Catering – This form of catering covers all the resources needed
for the events. This ensures that the caterer will look after the food presentation
that shows a beautiful menu of food. Catering special events may also involve
doing the essential aspects of the event such as planning, decorating the venue
and other related event arrangements.

5. Business Catering Services – Deals with the food menus available for corporate
meetings, training sessions and other company functions. This form of catering has
high demand and reliable chances of catering. For caterers serving this type of
event , it is important to prepare popular dishes that will be enjoyed by the guests
and attendants.
 6. Industrial Catering Service – In general, it means serving food to a wider number
of people, such as airlines, schools, hospitals, etc. Most of the industrial caterers
sign semi-annual or annual contracts. Those agreements provide a stable and
long-term catering business. Industrial caterers will not be expected to actually
serve food because serving is typically done locally.

The different types of catering services are basically helpful in serving the needs of
different events and making them successful and truly special Professional caterers take full
responsibility for serving excellent food that is safe for their customers to consume.

TYPES OF CATERING ESTABLISHMENT

The food service industry (the British English catering industry) encompasses
those places, institutions, and businesses that provide meals eaten away from home.
This industry includes restaurants, schools, and hospital cafeterias, catering
operations, and many other formats, including caterings on-site and off-site. Catering
is a highly diversified food service industry field. There is a niche within catering
segment for all types of catering businesses. Food service is divided into three general
classifications: Commercial, Non-Commercial , and Military. The management of
catering may be defined as planning , organizing , controlling and executing tasks.
Every operation affects food preparation and distribution, beverages, and related
services at a competitive but profitable price. Such practices work together to reach
and surpass the expectations of value for its money by the client, e.g. establishment is
defined by the essence of the demands that they satisfy.

Any of the Catering establishments are as follows:

1. Restaurant. An establishment that serves to order prepared food and

drinks for customers, to be consumed in the premises. The term covers a
multiplicity of venues and a variety of cooking styles. Restaurant also
incorporates a larger building, usually a hotel, where residents' comfort and
hotel dining facilities are offered to increase their potential profits. These
restaurants also are open to non-residents.

2. Transportation Catering. To travelers, before, during and after a trip on

trains, aircraft and ships and in buses or private cars, the provision of food
and drink is called transportation catering. The general public, who are in
the vicinity of a transport catering unit, may also be using these services.
Airline catering, railway catering, ship catering, and surface catering in
coaches or buses that operate on long distance routes are the main forms
of modern day transport catering.

3. Airline Catering. Catering on board the aircraft for airline passengers, as

well as at restaurants located at airport terminals, is termed airline catering.
Modern airports have a range of food and drink outlets to cater for the
growing number of passengers on the board. Catering for the en-route of
passengers is usually contracted to a reputed hotel's flight catering unit or
a catering contractor or the catering unit run by the airline itself as an
independent company.

4. Railway Catering. Catering to rail passengers is called railway catering

both during the journey as well as during stops at various railway stations.
Traveling by train for long distances can be very tiring; therefore a constant
 supply of a range of refreshment choices helps make the journey less
boring. Meal services aboard are also available on long-distance trains.

5. Ship Catering. Van Catering to passengers in a freight crew and

passenger container. Ships have onboard kitchens and restaurants. The
standard of the service and facilities offered depends on the ship's class
and willingness to pay the passengers price. Cruises are there to match
any bag. They range from room service and cocktail bars to restaurants
specially designed for dining.

6. Surface Catering. Catering is called surface catering for people traveling

by surface transport, such as buses and private vehicles. Such dining
establishments are usually situated around a bus or highway terminus.
They may be restaurants run by the government, or establishments owned
by the private. Late on the highways there has been an rising popularity of
Punjabi-style eateries called dhabas.

7. Outdoor Catering. This catering includes food and drink being delivered
away from home base and suppliers. The venue is left to the choosing of
the people. This growing demand is met by hotels, restaurants, and
catering contractors. The type and set-up of the food depends on the
agreed price. Catering outside involves catering for such events as
weddings, parties and conferences.

8. Retail Store Catering. Some retail stores have catering as an additional

service, apart from carrying on their primary task of retailing their own
products. This kind of catering developed when large department stores
started to provide their customers with food and drinks to take a break from
shopping, to have some refreshments at a different venue. Thus, in the
retail store itself, arouse the need for some sort of dining facility. Nowadays,
this catering style is getting more popular and varied.

9. Club Catering. Refers to the provision of food and drinks to a limited

clientele of members. Some examples of clubs for people with similar
interests are turf clubs, golf clubs, cricket clubs, etc. Service and food in
these clubs tend to be fairly good and cost-effectively priced. Night clubs
are typically situated in big towns with an affluent urban population. They
offer good food entertainment, and expensive drinks.

10. Welfare Catering. The provision of food and beverage to people is known
as welfare catering to fulfill a social obligation, determined by a recognized
authority. This developed out of the idea of welfare state, which is common
in western countries. It includes hospital catering, schools , colleges, the
armed forces, and prisons.

11. Industrial Catering. The supply of food and drink to 'men at work' at
heavily subsidized levels in industries and factories is called industrial
catering. It is based on the assumption that the better fed employees are
happier and more productive at concessional rates. Catering may be
undertaken by the management itself for a large workforce, or may be
contracted out to professional caterers. Catering contractors undertake to
feed the workforce at a predetermined price for a fixed period of time,
depending on the choice of menu suggested by the management.
 12. Leisure-Linked Catering. This form of catering refers to food and
beverage being offered to people engaging in 'rest and leisure' activities.
This involves selling food and drink through various stalls and kiosks at
festivals, theme parks, galleries, and theatres. The increase in leisure
availability and a large disposable income for recreational activities have
made it a very profitable form of catering.

Self-Help: You can also refer to the sources below to help you
further understand the lesson:

1. Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Catering Business Industry pp. 1- 7.

2. Spencer, (2013). Hospitality and Catering Management & English Function Skills

3. Saxena, R.P., (2013). Food Service and Catering Management. 1st edition. New Delhi:
Centrum Press.

4. Wade(2013). Successful Restaurant Management. Singapore: Cengage Learning

Asia.
 Big Picture in Focus: ULO b.
Understand and know the principles of catering management and
functions.

Metalanguage
To support ULOb, you need to have a good understanding of the following basic
roles and obligations of a catering business' management and employees. This
section deals with the knowledge , skills and attitude required to manage a catering
business. Please note that you are not limited to referring to these resources exclusively. You
are also required to use other books , academic papers, and other materials available in the
online services of the university library, such as ebrary, search.proquest.com, and so on.

1. Management - Is a process involving the activities by which action is initiated

and the resources used to achieve the present objectives.

2. Catering Management - is a process or act of involving activities in business

of providing foods and drinks to people through utilization of manpower in
which there is profit in return.

3. Principle - Defined as a basic statement or truth which provides a guide for

thinking and action.

4. Managers - a individual in charge of controlling or managing all or part of a

corporation or a related organization.

5. Hierarchy – A structure or organization, in which the rank or authority of

individuals or groups is above each other.

6. Planning - A continuous process in which the manager scrutinizes past

performance, assesses its applicability in the light of internal and external
changes to the company's climate and forecasts future trends.

7. Directing - a processing in which managers advise, direct and monitor

employee output to attain predetermined objectives.

8. Coordinating - an alignment and synchronization of community members'

activities to ensure consistency of action in the pursuit of shared objectives.

9. Controlling – A process of controlling organizational activities to ensure that

the actual performance meets the organizational objectives and expectations
anticipated.

10. Evaluating - A systematic determination of the consistency, value and

significance of a topic using standards regulated.
Essential Knowledge
In order to achieve the above-mentioned learning outcomes, you need to better
understand the value of the principles of catering management as part of the learning process
that will help you understand more on the topic, you need to have a full reading on the
expected outcome by reading, understanding and analyzing the context provided, always
remember that the information’s are not limited on this learning materials for you to have a
better understand the topic on the principles of catering management. This manual will covers
the knowledge, skills and attitude required in the catering business industry. Please note that
you are not limited to refering to these resources exclusively. Therefore, you are expected to
use other books , research articles and other resources available in the online resources of
the university library e.g. ebrary, search.proquest.com etc.

THE PRINCIPLES OF CATERING MANAGEMENT

Managers control all phases of the enterprise. Managers of Catering

Operations create a sales force that sells goods and services. Catering Managers
provide knowledgeable and efficient staff for companies to achieve organizational
goals.

Without a steady stream of Catering Managers leading its catering business

organizations, our society will never survive as we know it today nor change. In short,
all communities require large numbers of good managers, whether they're existing or
evolving. Essentially, a catering manager's job is to direct him or her catering or
restaurant business organizations towards achieving target. For certain purposes or
goals, all business organizations exist and managers are responsible for combining
and using organizational resources to ensure that their organizations achieve their
goals.

The management 's role is to move an organization towards its purposes or

goals by assigning activities that are performed by those members of the organization.
If management ensures that all the tasks are efficiently planned, each individual
worker 's output will contribute to the achievement of the organizational objectives.
Management style to promote individual behavior leading to the achievement of
organizational goals and to prevent individual activity hampering the achievement of
organizational goals and objectives. Management's meaning is given by its goals and
targets.

PRINCIPLES OF MANAGEMENT

Principle as developed on the basis of the managers' previous experiences in

similar circumstances, by a method of mental or written documentation of the
consequences of past decisions. Although no two similar situations can be dealt with
in exactly the same way, present decisions can be based on the results of past
decisions taken (under pretty similar circumstances) depending on the future
objectives to be achieved. Therefore principles are not static fool proof to be used for
problem solving, but versatile, realistic, reliable and applicable guidelines for use in
similar circumstances. Therefore, principles provide a hypothesis for predicting future
events when used with the managers' own judgement of how and when to apply them.
Such guidelines are called Management Principles. When a manager takes a decision
that has repeatedly proved to be false, the blame lies not in the principles of
management, but in the decisions taken when applying them to a particular situation.
A catering manager , for example, can obey the concept of exclusively serving meals
between 12.30 p.m .. And 14:30 p.m. Each single day. But one day, customers rush
unexpectedly, and prepared meals are finished by 2 p.m. How is the Manager going
to apply this principle?

His judgement can lead the following actions:

• Operation stop at 2 p.m. That day.

• Use some ready to serve foods in stock quickly to make u meals and meet rush.
• Ask workers to make sandwiches and plan for the eggs to be delivered to order
for the remaining half hour.

You can be so many different reactions to a particular situation in this way that
making a decision may seem confusing. But if applied with value judgment the
principle helps to make decisions easier and more efficient. A manager who puts
greater emphasis on his customers' confidence would not think twice about keeping
the food service open, and supplying his customers with everything they can. He
wouldn't take the risk of turning away just one single client.

Another might appreciate his own management vis-à - vis the staff, in which case
he will treat the situation as a challenge and consider quick preparations, guided by
the principle of keeping the food service open. A third manager may value good
relationships with employees and take the opportunity to give them half-an-hour off,
based on his decisions that number of customers between 2 p.m. And 14:30 p.m. Is
not sufficiently important to go through the exercise of preparing meals again and
taxing the employees indebtedly.

As much of the value judgements people have can be made in this type of
decisions. Therefore, the principles applied must be sufficiently versatile to be applied
in situations where priorities shift from time to time, regardless of how far apart I can
create similar situations. Principles represent the historical collection of cause and
effect data obtained from experiences of managers in various situations, from which
practicing and potential managers can draw, for making decisions effectively.

There is no set number of principles that a manager should follow as the basis for
developing his institution, and with individual experiences obtained, very different
guidelines can be drawn up in different organizations for efficient working. Some
values help managers predict, while others provide guidance for decision-making at
different levels of an organization.

In management principles are descriptive or predictive, and not perspective,

according to Koontz, O'Donnel and Weihrich. In certain words, they don't tell a
manager what to do, but instead offer an indication of what to expect if there are other
variables that overlap in a situation.
 Some principles which form basic guidelines to managing catering
operations are:

• Division of Work. The theory of work is based on the idea of specialization,

and because the tasks of food production are each very distinct in the skills
they need, jobs are usually divided according to workers abilities. The concept
is to make skills more effective by repeatedly performing each job, before
production speeds up and employees gain confidence. As the size of the
establishment increases, the principle of division of labor becomes more
applicable as against a small coffee shop where a cook and his assistant do
most of the kitchen work, and when production is over, move to the service
counter. Similarly, the tasks of the cashier, account clerk, purchasing manager,
recruiting staff, and catering supervisor would probably be performed by a small
canteen owner-manager etc. But as the size of the establishment increases
and the amount of work increases, the jobs would be delegated to people with
the skills required to handle it.

However, the principles of division of labor must be applied carefully in food

services, because its strict application could lead to the employees being
unable to take over the job of another. The theory should be implemented only
to the degree that it assists in achieving timely goals. Because food must be
prepared and served at a given time, this principle can be used to ensure
speed.

• Hierarchy. The concept of hierarchy to the chain created by workers placed in

an organization at different levels, which corresponds to the different levels of
management bottom, middle, which top.

• Authority and responsibility. The theory of authority operates in two ways,

that is to say, it is exercised through the role in the organization, through the
chain of command formally set out, and that which is attributed to the intellect
of a individual, the knowledge and the sense of values that he holds. They
complement each other by both types of authority. Most of the official authority
can be assigned in any job situation along with the duty a role holds.

• Orderliness. This principle applies most to catering establishments that

constantly handle materials, heavy equipment, and that work with steam and
other fuels. Orderliness of the materials is of utmost importance as perishables
must be stored in raw, partially prepared and prepared forms for various periods
of time. Orderliness helps prevent cross-contamination, saves time when
needed to search for materials and equipment, and guarantees protection for
all. Orderliness helps prevent cross-contamination, saves time when needed to
search for materials and equipment, and guarantees protection for all.
Manpower orderliness is helpful in placing people in positions so that the right
place is at the right time-a reflection of good organization. Some examples are
the issue of work-ready uniforms, tools and equipment, food and resources,
upon arrival.

• Discipline. The theory of discipline includes aspects such as punctuality,

courtesy, adherence to rules and regulations, loyalty which is important to the
 smooth running of an organisation where group activities are involved and
guided towards shared objectives. Discipline requires a tangible goal which
guides our attitude and makes it possible to identify the wrong from the right. It
holds the institution stable, through ups and down, as discipline comes from a
spirit of dedication.

• Punctuality. It just means being on time. Whether that refers to getting to work,
completing a task or something else. It's the principle which encourages people
to be more productive, alert and creative at all levels. Those who always moan
there are 'no time' for some jobs, or are always late, because they are inherently
slow or lazy and lack self-confidence, either do not follow the principle or avoid
adhering to the time. They willfully stretch working time at times to earn more
through overtime. Time tables are typically set up to accomplish the goal,
specifically to help complete the work on time.

• Courtesy. This is the quality of showing respect for others as well as the world
you live or work in.

• Adherence to rules & regulations. Following the directives to the letter,

obeying the rules laid down for work to achieve peace, health and a stress-free
work environment. Where rules and regulations are followed by adherence to
safety standards defined in a spirit of unity, target achievement is assured.
Rules and regulations guide attitudes and enable both individuals and the
organization 's success.

• Loyalty and devotion. This principle ensures an atmosphere at work which,

by developing harmonious working relationships, is bound to generate a unified
attachment to the organization and its interests and goals. Strives to create
passion, teamwork and inspiration at work by creating friendly work
environments.

• Unitary Command. Application of the principle of unitary command goes a

long way in building loyalty to the commanding senior and the organization. It
eliminates any chances of confusion and improves communication by better
understanding specific personalities. And every department should always
have a single boss. Where more than one person gives different instructions,
loyalties are divided and subordinates use the conflicting situation to avoid
work. The effect is time is lost, research is disorganized and performance and
productivity decreases.

• Work stability. The principle of minimized labor turnover creates a sense of

security and trust in people which leads to better orientation at work. If this
principle or any reason is not followed and cheap labour is haphazardly
employed, the turnover will increase. This is very expensive in terms of both
the wage bill and higher recruitment and administrative costs, in addition to
resulting in poor staff performance, attracting semi-skilled or unskilled persons
for work.
 • Unitary direction. It refers to the organization of activities in order to achieve
a single objective. No command can be executed without direction. Undirected
or multidirectional goals result only in uncertainty and unfulfilled goals.

• Initiative. If staff are allowed to propose plans that can be partly followed eve,
they are highly motivated. For example, if the head cook accepts and prepares
a recipe idea offered by an assistant cook, then initiative develops in the staff.
Built on this principle, workers are also required to take part in decision taking
that concerns them. It helps increase morals, create new ideas and improve
productivity.

• Individual goals subordinate to establishment goals. This theory is crucial

for every institution 's success, because if each person first tries to achieve his
or her own goals and then those of the organisation, there is no question that
the organization will have to close. This is because individual needs do not end
and when one is satisfied another will crop up, at the cost of the food service.
Clear goals need to be set and displayed in areas of work that follow the work-
time schedule t. However, administrators need to ensure that individual goals
are always met to the degree possible in the process of achieving the goal. A
monitoring of achievement is necessary for this close supervision.

• Unity to establishment goals. This principle emphasizes the spirit of group

work and helps to create smooth communication between people, thus
developing a healthy spirit of teamwork. It can be done by fair and equitable
practices of management providing reward and punishment as appropriate.

• Payment of remuneration. Everybody has to be paid for work to motivate

people to do their best. The negotiated payment methods would satisfy the
workers and the company, the terms being, as far as possible, neutral in nature.

• Control. The theory means that restricting a leader's or supervisor's area of

influence to include the work of only five or six individuals with similar
employment leads to greater efficiency. This is often termed the control span.
Principles implemented with good judgment thus enhance the chances of
achieving set goals, enhance communication between and among people,
assist among decision-making and promote better use of resources. Since all
action plans are based on decisions made within the managers' value
structures, principles provide the basis from where to begin to goal.

THE FUNCTION OF MANAGEMENT

The management functions for any catering activity, small or large, are
essentially the tasks that a manager carries out to get people to work harmoniously
towards organizational objectives. Such tasks are distinctly different from the practices
involved at a catering establishment in the actual processing and delivery of food.
As shown below, there are basically six functions which each manager
performs.

MANAGING

Planning

Organizing

ORGANIZATIONS Directing GOALS

Coordinating

Controlling

Evaluating

Source: Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Catering Business Industry pp. 19.

Planning is the ongoing process through which a manager scrutinizes past

performance, examines its applicability in light of changes in the environment, internal
and external to the organization, and forecasts future trends. He then sets the
organization target and focuses the operations for their achievement. In general, the
preparation phase is triggered by an understanding of an opportunity or a issue that
could be foreseen in future. The establishment is scrutinized for its strengths and
weaknesses in the light of forecasts, and new goals and objectives are set based on
certain assumptions. These are also referred to as the premise of planning and include
forecasts of technological advancement, economic and social factors, government
controls, client attitudes and competitive forces.

All planning entails three main steps:

1. Collecting information to chalk out broad policies related to building standards,

finances, staff needs, food service methods, type and number of expected
customers. In short, any information needed to make scheme workable.
2. The actual creation of a structure plan, the layout of space and operation
descriptions can be easily translated from the information gathered into
practice.
3. Set objectives or targets in a fixed timeline to be accomplished. The goals must
be related to predicting future events fairly accurately, since they cannot be
based on absolute certainty.
 4. Thus, planning is a mental exercise, the outcome of which is later transcribed
or papered for reference as the activities continue. This is also a continual cycle
happening at all management levels , allowing the establishment 's operations
to progress as efficiently as possible against continuously evolving environment
goals.

Catering establishment basically differs from the other organizations in the type
of goods and services they offer. Food being perishable in nature, and customers
being temperamental in their attitudes towards food, setting targets for relatively
short periods of time becomes important for catering managers. In terms of food
production goals this usually covers six months to a year. But, targets may be set
for longer periods relating to the type of facility to be provided. This is because it is
not feasible to take up renovation of premises or constantly change the type of
equipment, as both require high investment and have longer life spans in either
case. Then the building preparation, equipment and etc. I’d was performed for five,
ten or even fifteen years. Goal selection is key to any achievement. Every collection
of targets must be transparent to the planner, as well as to all those who will be
interested in the achievement activities. It helps people to realize why they are
doing something, and eventually to experience a sense of accomplishment.
Therefore work is purposive, imaginative, organized, efficient , cost-effective and
fulfilling for everyone concerned. Besides organizational benefits, people also
benefit from improved relationships, economic bonuses, personal development
through skills and experience, and a sense of belonging to each other.

Goals must be set along a spectrum in every catering organization, as stated

below, starting from short- to long-term objectives.

Short-Term (Now) Medium Term 1 to 5 years Long Term 5 to 10 years

• Plan number of • The Gross Profit Margins • Target Production
customers • Purchase Standard • Capital Investment
• Service patterns Procedures • Labor Policy
• Equipment • Tools and Equipment • Training and
• Staff duties needs maintenance Development of the
• Menus • Customer Staff relations staff
• Financial Statements • Diversification
• Menu extension • Research Market
• Production flow
• Reveu

Source: Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Catering Business Industry pp. 21.

The above-mentioned objectives will be observed to include various skills,

starting from the procurement, development and distribution of food to long-term
policy making for productivity, in order to achieve the goals set at different points
in time. These reflect the different levels of personnel required for the performance
of various jobs in a catering establishment. Increase the amount of mental effort
required in planning as one of the travels to the right of the goal continuum and the
risk required to be taken in making decisions for the future. This is because it is
 more difficult to foresee changes that may occur in the world as opposed to those
in six months or a year, in say around five or ten years. Therefore it stands to
reason that every set of goals must be reviewed in the light of changes that occur
as the activities proceed towards it.

Blanchard and Johnson (1983) have proposed that it should be reported on a

single page in around 250 words only after a target has been decided. They grasp
what they have they strive for, this should be done simply enough for all those
interested in achieving it. It is estimated that 80 percent of the expected meaningful
results will be obtained by 20 percent of the total goals set. So if each manager
moves the target down the spectrum and defines six to ten essential goals, they
will become the main goals for all activities for which information and performance
expectations can be identified and chalked out. These constitute a plan when
clearly written out and understood by all concerned.

Hence the planning of catering operations includes explicitly setting goals by:

• Predict customer numbers accurately.

• To judge customer expectations by familiarizing themselves with their food
habits, religious and cultural backgrounds and economic status. In other words
, it means knowing their buying power, the timing and the way they eat, and the
expectations that form the food service. Determining profit margin required to
cover all costs taking into account inflationary trends menu composition, taste
of customers and so on.
• Establishing benefit policy (once expenses are calculated) in the light of
financial constraints such as tax requirements, grants in the form of free meals
to workers or overhead subsidies.
• Awareness of the production and service capabilities of the employees.

Precise future forecasts of the above enable establishment to develop general

policies that would prove feasible over longer periods of time, particularly where
factors decide the planning of sites, spaces and facilities, as these cannot be easily
modified or moved once purchased and built due to financial and other constraints.
Every establishment, whatever its size, needs to formulate action plans for its current
and future success. While some managers would find planning a costly activity that
needs a lot of time , energy, and resources, it has some distinct advantages. Helping
to:

• Minimize time-wasting practices which can include waiting for directions

or supplies due to last-minute orders, leading to an infinite period of
questions on what to do next and so on.

• See potential opportunities to warn managers to pattern shifts that can

impact the department 's activities. For example, a rise in the price of a
commodity would cause managers to think about using alternatives
immediately. Again, a significant shift in customer's preferences can be
seen by menus that were prepared and tracked over a period of time.
These help to inculcate changes in future plans well in time to eliminate
waste through overstocking of ingredients.
 • Organize and organize tasks in appropriate cycles, align workers with
expertise, and improve overall productivity by seeing the
interrelationship of the different operations in the light of the
organization's overall goals and individuals. If the duty of each employee
and the contribution of their actions to the overall objective is recognized,
the workers would also be inspired to do their best.

• Eliminate ambiguity when the proposal is well communicated to those

who are interested in its execution.

• Provide an essential framework for control by budgeting time ,

resources, space and money while at the same time setting goals for
achievement.

• Enable managers to effectively target their subordinates at all levels. For

every step in the right direction, employee satisfaction and confidence
grow..

Below is a simple approximate planning time recommended for catering staff:

Clearing Staff

Service Staff

Production Staff

Dining Supervisor

Kitchen Supervisor

Catering Manager

0% 5% 10% 15% 20% 25%

Series 1

Source: Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Catering Business Industry pp. 19.

Therefore time spent on planning is well spent so long as it is not overdone.

The above recommended preparation time for catering workers provides an idea of
the time that can be spent on preparing, by employees at various levels in a catering
facility.
 This should be noted that the higher the level of management in an
organisation, the greater the amount of time expended on preparation, the least at the
organizational level where it is just a matter of scheduling individual tasks, spread by
comprehensive work plans. And while kitchen workers sometimes believe that
managers sit in their chairs during the day while doing all the work, it is very clear that
the distinction lies only in the essence of the job. Managers do more mental work while
food production and service staff do more physically, putting plans into action.

Often, however, managers get so busy in planning that they have little time to
supervise and other critical roles to organize and direct. This leads to a constant effort
to try to catch up with neglected functions and correct unsupervised incorrect actions
to result in confusion, dissatisfaction and inefficiency. Therefore, too much prep time
is both destructive and expensive. It also blocks employee initiative and creativity,
delays work and adversely affects personnel relations. The higher the level of
preparation, the greater the time gap between setting the targets and assessing
success against them. For example, the performance of a dishwasher can be judged
on-the-spot because the targets are set costs can only be assessed after a day, week
or month. That is because the productivity targets in the company are set at the highest
level and measured long after the cooking is finished.

For catering establishments significant planning areas include preparing for

buildings, functional areas, employees and clients, all of which are addressed in the
following units.

Organizing

When the targets are set and job roles are recognized by departmental key
workers, each area for the program needs to be put into effect. The main fields of
practice in the catering sector revolve around the service areas of the manufacturing
process, benefit planning and record-keeping.

Then each department manager has to translate his plan into clear-cut
activities, which are then sequenced as organizing by proper coordination of the
activities allocated to staff according to their abilities. This includes demarcating areas
of activity and then creating relationships of task-authority with each specific job
assigned to the worker or groups.

Steps in Organize:

There are a number of steps involved in organizing any activity as set out below:

• Each activity is split into concrete actions.

• Each unit of action is then allocated to a manageable group of
individuals, and authority delegated to the mission success group leader.
• The staff are assigned to each action unit and put in roles with clearly
specified levels of authority according to their skills.
• It then allocates adequate resources for each activity.
• Work load is distributed equally to avoid stress areas and tiredness.
 Organizing is thus a matter of pooling resources by matching expertise with
tasks within the logistical and financial constraints of an institution. Thus, a catering
manager needs to coordinate his personnel, equipment and supplies into work centers
and service areas in order to provide optimal production and service levels, thus
pleasing workers , customers and the organization in question.

The fact that there are relationships of organization and therefore of authority
between people in each establishment cannot be denied. Even the smallest food
service has an organizational structure, formally laid out or created informally by one
instructing individual and others following certain orders and reporting back.

Directing

Directing is said to be a mechanism in which managers advise, direct and

supervise the workers' output in order to achieve predetermined objectives. Direction
is said essential when there is no direction function.

Directing initiates intervention and the actual job begins from here. Direction is
said to consist of factors which are human. It can be described, in simple words, as
providing guidance to workers doing work. In the management sector, all those
practices that are intended to motivate the subordinates to work effectiveness are and
will be direction. According to humans, "Directing consists of a method or technique
by which instruction can be given and operations can be conducted as originally
intended" Hence, guidance is the role of guiding, encouraging, supervising and
instructing people to achieve organizational objectives. "Trigger manages the moves
a boss takes to get sub.

The relevant guiding principles are as follows:

1. Principle of Maximum individual contribution - According to this

principle, management should adopt the policy of guidance through which
employees are motivated and make their maximum individual contribution
to achieving the organizational goal.

2. Principle of Harmony of Objective - There must be complete synergy

between the organizational and individual objectives according to his theory.
Employees operate within an company with a aim of having better
remuneration, advancement, etc. Organizational targets, on the other hand,
may be to gain more profits and increase market share. Sometimes it is
seen that there is a conflict between the goals of both parties, e.g.
organization wants to get a big share of profit while employees perceive that
as they work directly on the job, they need to share more profit in the form
of bunos among them. Management here must create alignment between
the objectives of both parties / factors by adopting correct directional
process.

3. Principle of Unity of Command - A subordinate should get directions from

one officer at a time according to this principle. If the subordinate obtains
orders from more than one officer, the subordinate can not prioritize his job.
 It produces a state of uncertainty, tension and disarray. Effective direction
takes place by following this theory.

4. Principle of Appropriateness of Direction Technique - Appropriate

direction techniques should be used according to this principle, e.g. to
effectively supervise, provide capable leadership, adopt free
communication and motivate through the right medium.

5. Principle of Managerial Communication - According to this principle, the

management should monitor that the subordinates are given the same
meaning for what has been said. This simplifies the subordinates' job, and
they do not need to go repeatedly to managers to inquire.

6. Principles of Use of Informal Organization – There needs to be a free

flow of knowledge between the seniors and the subordinates according to
this theory. To a great extent, the success of direction depends on effective
information exchange.

7. Principle of Leadership – According to this principle, managers must

provide good leadership whilst giving directions to the subordinates. By this
the managers influence subordinates. In this case, subordinates act upon
managers' wishes.

8. Principle of Follow Through – According to this theory the degree to which

the policies formulated and given instructions is followed must be
supervised by management. So it has to be seen whether or not the
employees are following the management. If so, then to what degree.
According to this principle, managers' job is not to sit idle after framing
policies or issuing directions but to take feedback on a continuous basis.
The advantage of this will be that it can be removed then and there when
there is any problem in implementing a policy or a direction.

Coordinating

Coordination is the unification, integration, synchronization of group members'

efforts in order to provide unity of action in pursuit of common objectives. It is a
secret force binding on all other management functions. "Coordination is an
organized organization of community activities to ensure coordination of action in
the pursuit of shared objectives," according to Mooney and Reelay. "Coordination
is the incorporation of many pieces into an ordered hole to attain the purpose of
understanding," according to Charles Worth.

Management aims to achieve cohesion through its central planning,

coordinating, hiring, directing and managing functions. Coordination is therefore
not a separate management function because achieving harmony between the
efforts of individuals towards achieving group goals is a key to management
success. Coordination is management's nature, which is implied which intrinsic in
all management roles.
 A manager can be contrasted with an orchestra conductor as both will build rhythm
and harmony in group members' activities. Coordination as discussed is an integral
element or ingredient of all managerial functions.

a. Coordination by planning –Preparation promotes the integration by

shared dialogue, exchange of ideas, of the different plans. For example,
coordination between the finance budget and the procurement budget.

b. Coordination by Organizing – Coordination is seen as the very essence

of organization. In fact when a manager groups and assigns various
activities to subordinates, and when he creates in his mind the uppermost
coordination of department.

c. Coordination by Staffing – A manager should keep in mind that the right

number of workers in various roles with the same form of training and
expertise is taken to ensure that the right people are in the right role.

d. Coordination by Controlling – The purpose of granting subordinates

orders, instructions and guidance is served only when there is harmony
between superiors and subordinates.

e. Coordination by Controlling - Manager ensures alignment between real

performance & standard performance should be in place to achieve
organizational objectives.

We may very much conclude from above knowledge that teamwork is the very
essence of management. It is necessary in each and every function and at each and
every point, and cannot therefore be separated.

Controlling

Controlling is the process of managing organizational operations so that the

actual performance conforms to the goals and expectations of the organization
anticipated. Although interrelated with all other management functions, there is a
special relationship between the management and controlling planning functions. In
essence, planning is the determination of goals and objectives, and the means to
achieve them. Controlling lets manager say whether and why not the company is on
track for target achievement. A well-developed plan will provide metrics that can be
used in the process of management.

Controls play many critical functions including helping managers cope with
confusion, detecting anomalies, finding opportunities, coping with difficult
circumstances and decentralizing authority. Like planning, managerial level control
responsibilities differ with control responsibilities parallel to strategic , tactical, and
operational planning responsibilities.
The controlling principles are as follows:

1. Target
a. Setting the observable goals serves as a prerequisite for monitoring.
b. A strategic document is quite important for the execution of the
project, and this document is referred to as preparation.
c. Sometimes these can also be qualitative in nature, and in such cases
converting these into the measurable terms becomes very
necessary.
2. Standard Establishment
a. The measurable objectives that are created must be converted within
the standards.
b. The measure of weighing the result is fixed in the case of the
measurable targets.
c. But in the case of the standard, depending on the effort given and
the time, one expects a minimum performance.
d. During this step, the effort, time , and cost measures are in nature
fixed.
e. The performance can be measured by setting the minimum
standards.
3. The essence of checks
a. The controls must be economic in nature, not only in enforcing, but
also in correcting the deviation by providing a timely signal.
b. The cost of the regulation as regards implementation.
c. The assessment of control in both tangible and intangible form is
highly dependent on the management's judgement.
4. Essential parts collection criteria
a. This is really important to keep down the control costs, but it is not
possible to have control over every stage of the cycle at all.
b. Selecting certain checkpoints is very important to this purpose.
c. Within the overall task, the selection depends primarily on the person
testing abilities, group performance, its criticality to the process.
d. The raw materials which cannot be reprocessed and returned must
be chosen as the critical point for the power.
e. The critical points selected can be changed on a rotational basis, and
also by changing after the feedback obtained from the process
results.
5. Feedbacking
a. The feedback in nature should be very efficient and meaningful.
b. It is very important that the control points are assisted very well by
the control systems as these points can be fed both forward and
backward at any time.
c. Using the feedback system, one can make a decision about whether
or not the cost of continuity in the operations would be good in the
interest of the customers.
d. This system helps to decide whether rework or correction of some
kind is needed or not.

6. Flexibility and Discipline

 a. In the process of controlling, both the discipline and the flexibility are
very much needed and the presence of the control system is very
essential for this.
b. Discipline can be achieved if there is assurance that during existence
the same process will be carried on.
c. In the event of any form of modifications or variations in product
design, then it is not always possible to proceed with the same
collection of check points.
d. Discipline will only be preserved if the different behaviors involved
remain unchanged altogether.
e. But often certain conditions, such as the results obtained at a
particular point do not meet the intended requirements of such a
regulation, emerge and then the versatility is very important for the
control systems to possess.
f. One very important point to keep in mind here is that it is necessary
to introduce the changes that are brought in the control system,
depending on the demands of the business.
g. As the environment around the organization continues to change,
and the environment within the organization continues to change, it
is therefore very important that the control systems have the
flexibility.
7. Controls Development
a. The control should be tailored in such a way that feedback reports
should be read by the entire organization.
b. The outcome of the control should be communicable in nature and
also actionable.
c. Every type of output difference should be brought out by the different
controls as with this, the deviations can be easily pointed out without
doing much research.
8. Corrections
a. One can find the deviations in the planned performance with the aid
of controls.
b. If the control is ideally placed, its organization and the management
can act in the self-interest of the business.
c. It is very important to guide the controls towards the corrections and
then to take effective corrective action.

Evaluating

Evaluation is a system for determining the merit, value and significance of a

subject, using criteria governed by a set of standards. It may assist an agency,
plan, project or any other activity or initiative in assessing any goal, realizable
concept / proposal, or alternative, to assist in the decision-making process; or in
determining the degree of achievement or importance with respect to the goals and
objectives and outcomes of any such activities that have been completed. In
addition to gaining insight into prior or existing initiatives, the primary purpose of
the evaluation is to allow for reflection and help identify future changes. Evaluation
is also used to identify and assess topics of interest in a wide variety of human
institutions, including the arts, criminal justice, foundations, charitable
organizations, health care, and other human services.
ORGANIZATIONAL STRUCTURE FOR A CATERING BUSINESS

An organizational structure illustrates an organization's internal structure and

hierarchies, such as a business, school, or government entity. It creates an easy
visual representation for the ranks of the various persons, jobs and departments
that make up the organization. Organizational structure also helps to decide how
authority and knowledge flows between departments and individuals.

The organizational framework uses basic shapes and curves, like a flowcharts.
The boxes are filled with individual, department, or team information; these boxes
are connected vertically and horizontally. The box-connections reflect a
supervisor's direct accounts, indicating who is superior and who is subordinate.

Your catering business' organizational structure is down to how much power you
want to give up. This change of power can be of great benefit if you are able to put
the right people in key positions to manage your business and provide consistent
customer food and service. Holding all the decision-making power often changes
the structure of the company and positions fewer staff in the management roles.

Organizational Objectives. The catering company's operational goals help

decide the overall function of the enterprise. The overriding objective of making a
profit, for example , can lead you to establish a smaller organizational structure
with you as the sole manager and decision-maker. Instead, an organizational
strategy designed to maintain growth could lead to partially autonomous
departments reporting to you as the director and owner of the company. Setting
clear goals early on in the life of your business allows you to quickly implement
your organizational structure.

Achieving Business Objectives. It is also likely that the strategic of your

catering company to achieve its business will significantly affect its structure. For
example, an active marketing and promotional campaign on the local market
demands that the company establish a marketing department with a dedicated staff
and supervisor. As the company owner, you can want to give this department a
degree of autonomy to conduct tasks without your direct oversight or you may
choose to approve all promotional plans and marketing schemes.

Centralized Organizational Structure. You, the business owner, are put into
a centralized organizational framework as the sole decision-maker in your
company. You make all the strategic decisions, from the acquisition of clients to
the selection of suppliers to the execution of the business strategies. This system
places immense responsibility on your shoulders and allows you to have
experience in many fields including food production, customer service and
marketing, your weakness in these areas is the weaknesses of the company.

Decentralized Organizational Structure. A decentralized structure separate

your catering company into several departments, all with managers, operating in a
semi-autonomous state. You ma still delegate tasks to the departments, but your
supervisors will handle the day-to-day operation of each division. This allows you
to place a trained chef in charge of your food preparation and a business
professional at the head of your marketing department. The specialization of labor
 may cost you more in payroll but it could pay off in better customer service and
products, which will likely translate to greater receipts.

Sample of Organizational Structure of a Catering Business

Director of Food and

Beverage

Director of Sales Director of Catering Executive Chef

Catering Sales Manager Catering Service Manager Banquet Chef

Catering Account Executives Catering Steward Banquet Cooks

Catering/ Banquets
Maitre d’s/ Captain

Catering/ Banquets
Bartender/ Services

On-call Servers

Banquet Houseman

Source: Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Catering Business Industry pp. 32.

THE JOB DESCRIPTION OF THE PERSONNEL & STAFF OF A CATERING

BUSINESS

Job Title: FOOD & BEVERAGE DIRECTOE/MANAGER

Position Summary: The food and beverage director is responsible for organizing all
aspects of group meeting / banquet events conducted at the hotel; managing these
activities on a regular basis; assisting clients in event preparation and selection of
menus. Apply for local group food and beverage business; maintain your hotel's
services and reputation and act as a group customer management representative.
Duties and Responsibilities:
1. Achieving budgeted food sales, selling beverages, labor costs and productivity.
Completion of timely customer follow up calls.
2. Time analysis of the price of food and drink in relation to competition.
3. Participation and input towards F&B Marketing activities.
4. Entertaining potential customers and existing ones.
5. Preparation of advertising purchases and mailings.
6. Competitive analysis every six months, calling for competitiveness and
collecting data such as banquet sets, rental rates for rooms, and so on.
7. Telemarketing with former customers to enquire about potential bookings.
8. Creation and maintenance of all control procedures within the Department.
9. Handle questions about food and drink and ensure timely follow-up on the same
business day. To coordinate with all groups meeting/banquet planners their
specific group requirements with the services & facilities offered. This includes
proposals, contracts, estimated and actual function statements. With banquet
or conferences, the chef is to be included in food related discussions.
10. Confirm the relative group functions with meeting / banquet planners for all
details.
11. Daily paper flow supervision including proposals, and contracts for functions.
12. Maintenance of the policies on hotel credit.
13. Directly responsible for billing large functions and supervising medium / small
function billings, with particular attention to accuracy and timeliness (48 hours).
14. All invoices must be accompanied by Evaluation Forms.
15. Gather for big events; supervise medium / small events, guaranteed number of
attendances. They are required 3 working days prior to the functions.
16. Full monthly forecast.
17. Attendance and attendance at weekly meeting of F&B and head of department.
18. Supervision of weekly input to payroll.
19. Be still open to hotel staff in case of emergency.
20. Should have a clear knowledge of fire procedures.
21. All other responsibilities as guided by the general manager or adjunct manager.
22. Assure inventory bar for activities, including inventories opening and closing,
correct bar summaries, and cash deposits are prepared.
23. Ensure bar-control policies are maintained.
24. Assure that requests are completed where deemed necessary.
25. Ensure weekly schedule change and transfer tasks are done, while:
a. Maintaining a labor cost below 15 per cent maximum
b. Adequate and consistent ensuring
26. Monthly Inventory Completion.
27. Assure the task bills are delivered on time.
28. Make sure to order and buy beer , wine, liquor, premix canister and canned soft
for food and beverage sale.
29. Purchasing small product purchase requirements, linen requirements etc.
30. Directly in charge of larger parties. Supervising of smaller and medium groups.
31. Consistent quality control of Banquet Food and Beverage, banquet services,
and pallet presentation.
32. Ensure services satisfy customer specifications.
33. Set-up of Quality Meeting space.
 34. Continuously liaise with Sales Team to ensure that all consumer desires and
expectations are met. Work with the chef, assistant director of food and
beverage and supervisor to ensure all arrangements and details are dealt with.
35. Establish a group partnership to ensure satisfaction of the customers and
repeat company.
36. Minimizing number of complaints from customers.
37. Ensure a professional attitude and appropriate business attire at any time while
on premises, ready to meet or represent a client.
38. Professional behaviour of the employees and the professional presentation of
the company and uniform requirements.
39. Teamwork and coworker partnerships and management.
40. Food and beverage quality services, and telephone handling department.
41. Meeting conveyors and verifying proper function room set-up when in service
at the time of operation.
42. Responsible for training and growth of the personnel.
43. Ensure that all personnel are certified with 'Smart Serve.'
44. Staff range.
45. Proper recruiting practices have been followed. Either the HR boss, or the Asst,
for management roles. For all interviews the General Manager must join the
Food and Beverage Director. The asst. director of f&b needs to be present with
the supervisor for line staff.
46. Proper protocols for the termination must be followed.
47. Meeting of the departments is held monthly.
48. Strong retention for workers.
49. Growth and personal development.
50. Personnel discipline where necessary.
51. Responsible for supervising all departmental scheduling.
52. Involvement in the overall maintenance and cleanliness of hotels.
53. Reaching service which exceeds expectations. Overall maintenance of the
operation at a level in keeping with the standards prescribed.
54. Minimize the amount of insurance requests received by employees.
55. Document any equipment and services shortfalls.

Job Title: DIRECTOR OF CATERING

Position Summary: The catering director promotes plans and implements member-
related activities, social and business meetings, and private banquets. The director
plans and organizes activities by choosing the correct club venue based on the size
and need of the event; remains within the budgetary limits, manages the events'
logistical and operational aspects and supervises staff. The director shall give equal
importance to the preparation and conceptualization of internal activities and private
events for members. The director may periodically perform multiple roles or work with
staff in multiple departments. It is a full-time, excluded salaried job. The schedule of
work will include nights and weekends depending on planned activities or club needs.

Duties and Responsibilities:

1. Professional communication skills both verbal and written.
2. Should be coordinated and based on information.
3. Needs versatility and a capacity to adapt to change.
4. Coordinate with members/clients regarding inquiries for hosting events.
 5. Gives tours of the facilities and discusses with potential clients about booking
logistics, room options and menus.
6. Meets weekly with the Food and Beverage department to review upcoming
events and parties, (BEO-Banquet Event Orders) meeting; notifies any updates
or changes to all necessary departments.
7. Cultivate good customer relationships / partnerships, and ensure customer
service.
8. Coordinate periodically with the Executive Chef for the catering menu revisions
and changes, representing culinary trends and member / customer needs.
9. Create and review the annual budget; actively consult on expenditure issues
and/or contradictions with the club 's manager.
10. Work with asst. general manager to prepare the performance goals and
evaluate the service personnel.
11. Knowledge , skills and abilities in performing proper tables service, set-up of
events, table sizes and capacities, appropriate table settings for daytime and
evening events; experience in fine etiquette dining.
12. Facilitates catering training and apprenticeship activities plan.
13. Sets additional roles and work criteria for the mentor / mentee partnership.
14. Goes to both ads and mailings for catering and sales.
15. Attends all necessary training sessions.
16. Assist with banquet servicing when required.
17. Handles concerns and issues from clients / guests
18. Competitive analysis every six months by calling competition by gathering data
such as Banquet kits, room rental rates and etc.
19. Ensures proper attire for businesses.
20. Telemarketing with former customers to enquire about potential bookings.
21. Ensures conformity to the hotel policies and procedures.
22. All other duties, as required by the Catering Director.

Job Title: CATERING SERVICE MANAGER

Position Summary: The role of the Catering Service Director is to schedule,

coordinate and improve the organizations and businesses' food and drink services
while meeting consumer needs, food and hygiene requirements and financial
objectives. Catering service managers can work in-house for a variety of organizations
including hospitals, colleges, warehouses, prisons, cruise ships, hotel chains,
universities and tourist attractions, or they can work for a contract catering company
that offers services to a variety of clients.

Duties and Responsibilities:

1. Managing the provision of food and drink for functions and events.
2. Catering supervision and staff attendance at events.
3. Menu preparation in consultation with Chefs.
4. Recruit and train permanent and casual staff.
5. Catering staff plan, lead and inspire.
6. Shifts in personnel planning.
7. Ensuring strict compliance with the health and safety regulations.
8. Budgeting and setting and predicting financial goals.
9. Monitoring the quality of delivered product and service.
10. Holding documents on financial and administrative matters.
 11. Managing payroll and monitoring rates of spending.
12. Maintain stock levels and order new supplies where possible.
13. When interested in front of the house job, engaging with customers.
14. Liaising with manufacturers and with consumers.
15. Negotiate customer contracts, determine their expectations and ensure they
are satisfied with the service offered in contract catering.
16. Ensuring compliance with all regulations relating to fire, licensing and
employment.
17. Maximizing sales, and meeting the expectations of profit and finance.
18. 1Key duties include in more senior positions.
19. Supervising facilities management, e.g. monitoring event bookings and
allocating resources / staff;
20. Plan new campaigns and programs, and contribute to the growth of the
company.
21. Dealing with concerns around jobs and clients.
22. Keeping up to date with market trends and innovations, such as menus or
consumer-goods trends.

Job Title: CATERING STEWARD

Position Summary: Track and organize pantry, storeroom, and non-cooking kitchen
workers' activities, as well as purchases, kitchen supplies, and equipment. Inspect the
cleanliness and order of the kitchens, work rooms, storerooms and equipment. In
addition, he is responsible for coordinating the work of non-cooking cooking and
storage workers engaged in activities such as dishwashing, silver cleaning, storage
and distribution of foodstuffs and supplies.

Duties and Responsibilities:

1. Communicates with all kitchen staff to determine needs for clean tools,
equipment, and service wares.
2. Prioritizes washing of all kitchen tools, equipment, and service wares according
to hotel//restaurant standards.
3. Plans cleaning special projects.
4. Participates in kitchen cleaning projects as needed.
5. Completes daily quality assurance testing.
6. Puts away product from deliveries.
7. Maintains cleanliness and organization of kitchen and storage areas.
8. Completes order guide for station
9. Carries out tasks to open and close.
10. Flexible to run every change like special occasions,
11. Performs general cleaning tasks using the approved cleaning product as
assigned to adhere to health standards by your supervisor.
12. Keep the floors dry and clean, to avoid incidents of slip / fall.
13. Takes off on different tasks.
14. Carry out other duties as needed, such as cross-training, moving equipment
and materials, cleaning spills, etc.
15. Immediately report suspicious individuals or behaviors to a supervisor.
16. Many specific tasks.
Job Title: CATERING/ BANQUET MAITRE D’S/ CAPTAIN

Position Summary: Maître d '(captain waiter's) responsibilities generally include

supervising the waiting staff, welcoming guests and assigning them tables, making
reservations and making sure guests are satisfied. In large organizations such as
hotels or multi-restaurant cruise ships, the master is also responsible for the overall
dining experience including room service and buffet facilities, while the head waiters
or managers are responsible for the particular restaurant or dining room they operate
in. In restaurants where food is partly prepared at table, the Master d' may be
responsible for operations such as boning fish, mixing salads and flambéing food.

Duties and Responsibilities:

1. Catered events are overseen, primarily in hotels, convention centers, and
other venues.
2. Timetable the banquet service staff and assign specific tasks or services.
3. Ensures the compliance with health and sanitation codes.
4. Train staff to consider inappropriate actions of visitors.
5. Works with the director of food and beverage and coordinates with kitchen
staff to obtain details on the menu, food preparation activities, and service
standards.
6. Check the venue's cleanliness, such as bathroom condition, before
performing a function.
7. Ensures that the elements of a venue are ready before guests arrive,
including restaurant tables, bars, food and drinks.
8. He / she communicates with the host during the event to answer any special
questions or last-minute changes.
9. Track the staff and guest activities and respond to any concerns, grievances
or comments that may arise.
10. Once an event is over, the banquet captains may review and collect payment
for the charges incurred.
11. This also manages supply and equipment clean-up, procurement, and
storage.

Job Title: CATERING/ BANQUET BARTENDERS/ SERVICES

Position Summary: He / she is responsible for preparing and serving customers

drinks. Able to mix and match ingredients to make creative and traditional drinks in
keeping with the needs and preferences of the customers. The purpose of this position
is to interact with the hotel guests and to ensure they have a great bar or lounge
experience.

Duties and Responsibilities:

1. Interacting with clients; taking orders for drinks and snacks.
2. Plans and menu of present restaurant.
3. Serve customers food and beverages.
4. Checks guest identification to ensure they meet age purchasing criteria for
alcohol and tobacco products.
5. Mixes beers, cocktails and other bar beverages as ordered and in compliance
with regular hotel drink recipes.
6. Mixes ingredients to make cocktails and other beverages.
 7. Prepares drinks made with alcohol or non-alcohol.
8. Guests are served with wine and beer.
9. Arrange bottles and glasses to make spectacles attractive.
10. Assess the needs and desires of consumers, and make suggestions.
11. Ability to sell or control sale and implied selling of others.
12. Provides guest suggestions and recommendations for choosing drinks and
snacks.
13. Serve the clients in a friendly and helpful way.
14. Guests are provided with guidance on resort activities, dining options, and
general resort and regional information.
15. Determines when a customer has had too much alcohol and refuses any more
service in a respectful manner if necessary.
16. Proves an in-depth awareness of food and beverage items, menus and
promotion.
17. Handles and moves objects using hands and weapons, such as glasses and
bottles;
18. After customer clean up and work area clean.
19. Clears ashtrays, as needed.
20. After each use washes glassware and utensils.
21. Maintains a clean working environment by sweeping, vacuuming, dusting, glass
door and window cleaning, etc. where appropriate.
22. Carries out physical exercises such as running and stalling.
23. Maintains stock of and consumption of liquor.
24. Collects the charge for consumed drinks and collects receipts.
25. 25Manage an assigned house bank and follow all cash handling procedures in
accordance with hotel standard.
26. Prepare inventory or purchase requests to replenish supplies as required.
27. Ensures that the designated bar area is completely fitted with the equipment
and supplies available to mix drinks and serve guests.
28. Stays guest centered and nurtured an outstanding experience for guests.
29. Complies with all regulations relating to food and drink.
30. Carries out other duties as he / she may be assigned.

Job Title: ON-CALL SERVICES

Position Summary: Serving customer food and beverage products in a warm,

enthusiastic, competent, and timely manner.

Duties and Responsibilities:

1. Serves food items and drinks.
2. Clear tables and return all equipment to their field of operation.
3. Ensures health at the service corridor by properly transporting all equipment.
4. Be responsible for managing all of the linens and supplies.
5. Ensures that any spills and breakage are promptly attended to.
6. Gathers the requisite equipment to serve a purpose and keep a clean and
immaculate display of the service.
7. Assist in the movement of any assigned tables and chairs.
8. Report any problems or complaints to supervisor.
9. Responsible for handling all equipment properly, i.e. ensuring proper storage
after use.
 10. Additional duties as required and assigned by the overseer.

Job Title: BANQUET HOUSEMAN

Position Summary: He has to organize, serve and clean all receptions and banquet
functions while maintaining a high level of customer service from start to finish.

Duties and Responsibilities:

1. Responsible for keeping any banquet rooms, hallways, storage and service
areas clean and organized.
2. Inventory and banquet supplies such as linen, chairs, china, glassware,
flatware and decorations are prepared.
3. Set up the banquet room according to a banquet event order specification.
4. When the event is over, restore the space to its original spot.
5. Throughout the case, duties include assisting servers, transporting tables and
equipment, reporting to management maintenance concerns and supplying the
banquet patron with the requested information.
6. Assists in putting together temporary dance floors, podiums, and other
structures.
7. To upsell facilities and amenities to guests at the venue.
8. Relaying data to departments outside of.
9. Assisting audio-visual personnel in setting up devices such as speakers and
monitors.
10. For certain situations, you can also be charged with helping bring food drinks,
decorations and equipment to an event venue outside the premises.

Job Title: DIRECTOR OF SALES

Position Summary: Responsible for the overall planning, integrated control and
management of all of the company's sales activities.

Duties and Responsibilities:

1. Determining annual unit and gross profit targets by marketing strategies;
evaluating patterns and outcomes.
2. Establish sales goals by forecasting and developing annual regional and
territorial sales quotas; projecting expected sales volume and profit for existing
and new products.
3. Implements strategic distribution plans by creating an action plan for the field
sales.
4. Maintains market volume, product mix, and selling price by keeping supply and
demand constant, evolving patterns, economic indicators, and competitors
alike.
5. Establish and change sales prices through cost control, pricing, supply and
demand control.
6. Completes operational requirements for national sales by scheduling and
assigning employees; follows up on the results of the work.
7. By recruiting , selecting, orienting, and training employees, it maintains national
sales staff.
8. Maintains job performance by advising and disciplining workers at the regional
sales staff; preparing, tracking, and reviewing job results.
 9. By attending educational seminars, developing professional and technological
knowledge; reviewing professional publications; creating personal networks;
engaging in professional societies.
10. Contributes to team effort by achieving similar outcomes whenever possible.

Job Title: CATERING SALES MANAGER

Position Summary: Responsible for finalizing community activities when optimizing

the space for events to meet / go beyond sales objectives. New / repeat business
solicitations, negotiates and books through external sales calls, telemarketing,
mailings, networking, and so on. Job qualifications include: a comprehensive
knowledge of the catering activities and procedures. Professions in food and drink and
hospitality; effective communication skills and the ability to negotiate, influence and
sell professionals and/or prospective hotel guests.

Duties and Responsibilities:

1. Responsible for the proactive solicitation and management of group / catering
related opportunities with significant potential revenues.
2. Actively enhances every business opportunity to maximize chances of revenue.
3. Achieve sales objectives related to staff and team.
4. Ensures the company is turned around correctly and in a timely manner for the
proper delivery of service.
5. Responsible for improving customer / guest loyalty by providing quality in
service in every customer / guest experience.
6. Provides customer support so that the account can expand on behalf of the
client.
7. Accounts, sectors, or divisions of target group / catering with a heavy focus on
constructive marketing and account saturation.
8. Partners for the property with group / catering opportunities.
9. Respond to incoming group / property catering opportunities.
10. Identify, register and attract new group / catering company in order to achieve
the personal and revenue objectives of each property.
11. Focuses resources on group / catering accounts with significant sales potential.
12. Develops successful promotional plans and activities for the Group / Catering.
13. Designs, develops and sells catered, creative events.
14. Maximizes revenue through packaging upselling, and creative food and
beverage.
15. Understands the overall competitors of the market; strengths and weaknesses,
economic trends, supply and demand, and knows how to sell to them.
16. Closes the best property options, based on business conditions and individual
needs.
17. Using negotiation skills and imaginative sales techniques to close and negotiate
connections on business.
18. Handles complex businesses with substantial revenue potential and significant
customer expectations.
19. Create and improve partnerships with current and new customers so that
potential bookings can be made possible. Includes sales calls, entertainment,
FAM trips, trade shows and so on.
20. Build neighborhood partnerships to enhance and broaden group / catering
selling opportunities customer base.
21. Provides outstanding customer service with a view to growing account share.
22. Carries out outstanding customer service to improve customer retention and
loyalty by assisting the customer before and during their program / event.
23. Serve the customer by knowing their preferences and suggesting the correct
apps and facilities better suited to their needs and meeting standards.
24. Organize bookings for conference rooms
• Management of all event room requirements, as well as sales
support, will be main responsibilities.

o This includes direct sales calls, hotel tours and sales blitzes.
Additionally, maintain good working ties with current customers
while finding ways to raise revenue.
o To include but not limited to the point of inquiry, quotation rates,
contract development, detailing of needs, arrangement of food
and drink, audio-visual requirements, communication of group
requirements to hotel staff, management of meetings on the day
of the event, posting of fees, presentation of bills and follow-up.
o Responsible for collaborating with all clients to provide skilled
customer service assistance in preparing, coordinating and
handling activities within the venue, overseeing the logistics of
these activities and other event-related duties after the end of
the events. Their responsibilities may include, but not limited to,
the work of room requirements, event scheduling, rentals of
equipment, tastings, menus, invoicing, theme concept /
decoration and customer support where appropriate.

25. Handles group bookings – to include, but not limited to, accident level,
compensation levels, contract creation, requires description, communication of
group specifications to hotel staff, group management on event day and follow-
up.
26. Carries out walking tours & pre-con meetings on site.
27. Attends distribution and management sessions.
28. Assists hotel management with the development and implementation of selling
strategies specific to hotels.
29. Develops an efficient contact and information system with the hotel team for
disseminating details of the upcoming party, meeting activities, and special
events in the primary marketing area.
30. Professional hands-on with a passion for inspiring others, and a willingness to
show a effective method of sales beyond targets and standards. Mentor and
develop catering / event sales team members while effectively implementing
and monitoring sales action plans and accountability to achieve goals in a
positive working environment.
31. Requests new business to ensure that all revenue targets within all market
segments, as well as catering / banquet sales, are met or exceeded. Identify
business opportunities, and proactively research prospective customers,
analyze and tele market.
32. Maintains well recorded, reliable, structured and up-to - date file management
system to provide the most expedient, efficient and competent service to clients
and employers.
 33. Develops good customer relations through regular contact and the use of direct
technical, courteous and ethical behavior.
34. Develops customer profiles and maintains a trace system that is effective,
including trace dates and references, to best meet customer needs, resulting
in superior account service and increased revenues.
35. Effectively and exceptionally follows up on all consumer wishes and enquiries.
• Use hotel sales & catering pro to trace all day-to-day sales activities
and customer / guest correspondence to ensure prompt customer
and sales personnel response.
36. Strong background in sales rooms, catering, meeting rooms, food and
beverage, and audio-visual develops / mains knowledge of market trends,
competition and customers.
37. Assists in filling out any needed sales reports.
38. Responsible for prospecting online. Dedicate time to research the internet for
meetings , conferences, events and sports groups that come to the area each
day, use this information to request possible future business.
39. Have current knowledge on rates, strategies, discounts and promotions for
hotels.
40. Requesting new and current accounts to meet / exceed sales goals. It involves
making cold calls, direct promotional, promotional blitzes and visiting hotels.
Additionally, maintain good working ties with current customers while finding
ways to raise revenue.
41. Preparation of contracts, records, and other sales department related
paperwork.
42. Meets catering clients. It transmits the requisite fundamentals and specifics of
the sales to the customer efficiently and professionally.
43. Composes and forms of daily communications, repots or contracts (including
banquet event orders, sales contracts, PACE report, statistical reports, etc.)
depending on the sales and catering director's operational activity, policies and
procedures.
44. Ensures that all documentation created by the sales department (i.e. BEO's,
contracts, rooming lists, and proposals) are completed correctly and on
schedule, with the assistance of the sales and catering supervisor.

Job Title: CATERING ACCOUNT EXECUTIVE

Position Summary: Responsible for the customers' production and attraction of food
& beverage sales.

Duties and Responsibilities:

1. Developing an successful selling plan to drive new & additional catering
revenue, in coordination with the sales team from the venue market.
2. Planning and planning banqueting plans for prospective buyers, ensuring that
any possible additional costs related to the event are correctly measured and
shared.
3. Meets all accepted revenue targets set by the sales director and meets them.
4. Maintains and keeps the customer data correct, correctly.
5. Answers all customer inquiries in a friendly and timely manner with efficiency.
6. Works closely and consistently with the manager to ensure they execute all
catering contracts to a high standard.
 7. Creates and prepares accurate catering proposals for potential customers
ensuring that the catering offer matches the product selection and budget
profile of the event.
8. Provides reports of the sales activity weekly and monthly.
9. Develops promotional presentations and presents them to potential
customers.
10. Produces simple and precise schedules for event catering within the time
constraints set.
11. Adopts a simple and strategic approach to catering sales by offering a
catering deal that drives up spending per customer, while reducing operating
costs.
12. Organizes and attends internal as well as external company meetings.
13. Supports the sales department of the venue business, if necessary, in the
handling of inquiries in their absence or in taking messages.
14. This post 's duties may require some work per weekend or evening.
15. This job description is not exhaustive and the role requires flexibility to
assume other responsibilities which are at the Sales Director's discretion.

Job Title: EXECUTIVE CHEF

Position Summary: Responsible for all food manufacturing including restaurant use.
Includes banquet and other sources. Create menus, requirements for food purchases,
and recipes. Supervises workers. Establish and track the department's food and
labour budget. Maintaining the highest level of qualified quality health and sanitation.

Duties and Responsibilities:

1. Menus of plans for all club food outlets.
2. Schedules and schedules the work of the chefs, cooks and other staff in the
kitchen to ensure that food production is economically and technologically
appropriate and in accordance with budgeted labor cost objectives.
3. Approves the seizure of the goods and other food supplies needed.
4. Ensures that all kitchen areas are maintained at all times with high levels of
hygiene, cleanliness, and safety.
5. Establishes measures to reduce waste and theft from food and supply.
6. Safeguards are all food preparation workers undergoing training to improve
their knowledge of the values of health , sanitation, and accident prevention.
7. Develops standard food preparation and presentation recipes and techniques
which help ensure consistently high quality and reduce food costs; exercises
portion control for all served items and assists in setting menu selling prices.
8. Projects annual food, labor and other costs and tracks real financial results;
takes corrective steps as appropriate to help ensure that financial targets are
achieved.
9. Staff attend food and beverage sessions and discussions with management.
10. Food & Beverage Manager seminars on aspects of food processing of the
special events being prepared.
11. 11. 11. Cooks or specifically monitors the cooking of products involving skilful
planning.
12. 12. 12. Ensures adequate staffing for optimum efficiency and good or
moderate quality standards; monitors the cost of food and wages to achieve
full profitability.
 13. Evaluates food products to ensure consistent achievement of the quality
standards.
14. Interacts with food and beverage management to ensure food quality is
consistently meeting leaders and guests standards.
15. Assist in maintaining a high quality of service values in line with established
requirements, in collaboration with the F&B management team.
16. Evaluates products to ensure consistent compliance with the quality , price,
and related goods.
17. Create quality improvement and assessment policies and procedures;
constantly represent state-of-the-art technologies, facilities, and terminology;
18. Establishes and retains a daily schedule for cleaning and repair of all kitchen
19. Provides educational opportunities and career development for all kitchen
employees.
20. Makes sure the kitchen members attend service lineups and meetings.
21. Visits the dining area periodically when it is open to welcome members.
22. Join healthy workplace practices and have a safe working environment.
23. Carry out other duties as directed.

Job Title: BANQUET CHEF

Position Summary: A banquet chef job description includes a culinary specialist who
works as an assistant at a commercial establishment to the executive chef responsible
for the kitchen. Banquet chefs usually work in hotels , resorts, country clubs, and other
facilities, and the banquets can vary in size from small groups to hundreds. Usually,
the banquet chef manages everything from preparing the banquet menu through to
delivering the final product to the customer.

Duties and Responsibilities:

1. Supervises the banquet kitchen staff work
2. The Executive Chef takes orders.
3. Helps to maintain a safe and sanitary kitchen which immediately cleans spills
and other potential hazards.
4. Helps prepare newly recruited kitchen workers.
5. Makes sure there are sufficient numbers of kitchen staff to manage every
banquet properly.
6. Participates in evaluations of the employees and required disciplinary actions.
7. Meets with prospective banquet customers to discuss menu options.
8. Develops consumer request and contract based menus.
9. Places orders for ingredients for the recipe, including meat, fresh fruit and
vegetables, herbs , spices and other supplies.
10. Supervises teenage cooks and other kitchen staff members.
11. Makes sure all health standards are strictly adhered to.
12. Presents the final product for approval to the Customer.
13. Track banquet meal quality during the event.
14. To assess customer service.
15. Looks for opportunities to save money from the plant while also providing
customers top-quality goods and services.
16. Possesses the ability to accommodate any menu ranging from breakfast buffets
to business lunch meetings with sandwiches to formal dinners with individually
plated, multi-course meals.
 17. In the event a banquet is catered at another location, travels to offsite areas.

Job Title: BANQUET COOKS

Position Summary: Banquet cook 's tasks are close to those of line cooks at a
restaurant except when it comes to actual service. Although in-house restaurant cooks
frequently make food to order in a rapid succession, banquet cooks usually serve
already-made food, though sometimes they may produce food to order. Banquet
cooks also work directly with the public, needing stamina, ingenuity and a friendly
demeanors.

Duties and Responsibilities:

1. Coordinate all orders of food between food stations and servers.
2. Helps guide and appropriate food presentation and portioning for all banquet
functions.
3. Adhere to hygiene policies and practices and the care of sanitary products.
4. Maintains the work area in a clean and sanitary environment, including all
counter tops, utensils, appliances, and refrigeration in compliance with state ,
country, and company health legislation and safety regulations.
5. According to hotel standards, have detailed knowledge of menus and the
planning needed.
6. Maintains cleanliness and all storage areas organized.
7. Prepare and show food products buffet as per hotel requirements.
8. The following cooking methods have expertise: charbroiling, boiling, deep-
frying, sauté, braising, roasting, and par-cooking.
9. Recognizes standards of quality in fresh vegetables , fish, dairy, and meat
products.
10. Awareness of herbs and spices, and their proper use.
11. Maintains a safe and balanced community with sufficient food awareness,
handling , transportation, and sanitation.
12. Prepare banquet food as required, following banquet event order specifications.
13. Supervises food, as defined by the Chef or Executive Sous Chef, for the
employee cafeteria.
14. Prepare all foods according to regular hotel recipes. Specials will be prepared
under the direction of the Chef or Executive Sous Chef.
15. Breakdown buffets and plated meals, and proper storage of food and
equipment at the end of each meal period.
16. Works banquet food station as designed by the Chef or Sub-Chef executive.
17. Knows where all fire extinguisher equipment is stored and how it operates.
18. Practices healthy work practices at all times in order to prevent unintended
damage to self or other workers.
19. Uses development charts as stipulated in hotel specifications.

Self-Help: You can also refer to the sources below to help you
further understand the lesson:

1. Bajao & Osorno (2019).Catering Management. Wiseman’s Books Trading, Inc. The
Principles of Catering Management pp. 13- 50.
2. Spencer, (2013). Hospitality and Catering Management & English Function Skills

3. Saxena, R.P., (2013). Food Service and Catering Management. 1st edition. New Delhi:
Centrum Press.

4. Wade(2013). Successful Restaurant Management. Singapore: Cengage Learning

Asia.