1.1 Definition of terms

A food and beverage manager plans the work of the kitchen, the restaurant, the bar and any outside catering before a single meal is cooked. Planning starts with a clear understanding of the language of the department: what a work plan is, what the food and beverage department covers and how its working areas are laid out. These terms are then used throughout the planning, organising and control of production and service. Example: before opening a new 120-seat restaurant in Malava, the food and beverage manager of a family-owned hotel agrees the meaning of every planning term with the head chef and the restaurant supervisor so that all three plan in the same way.

Work plan

A work plan is a written schedule that sets out the tasks to be done in a department over a given period, who will do each task, when it will be done, the resources it needs and the standard expected. In food and beverage operations a work plan links the forecast number of guests, the menu and the events calendar to the staff, equipment and materials needed for production and service. It is prepared daily, weekly or for a specific function such as a wedding, and it is the basis for the work schedule, the duty rota and the budget.

• Objectives: What the department must achieve, for example serving 300 lunches by 2.00 pm.
• Activities: The production and service tasks broken down in the order they must happen.
• Responsibilities: The person or section accountable for each task.
• Time frames: Start and finish times and deadlines for each activity.
• Resources: Staff, equipment, materials and money each activity needs.
• Standards and controls: The quality, portion, hygiene and cost standards against which the work is checked.

Food and beverage

Food and beverage refers to the department, and the industry sector, that prepares and serves meals, snacks and drinks to guests for payment or as part of a service. It covers food production (kitchens, bakery, butchery and pastry), food and beverage service (restaurants, coffee shops, bars, room service, banqueting and outside catering) and the stores and control functions that support them. The sector includes commercial outlets such as hotels, restaurants, fast food outlets and clubs, and welfare or institutional catering such as hospitals, schools, colleges, prisons and staff canteens.

Food and beverage work layout

The food and beverage work layout is the planned arrangement of the working areas, equipment, furniture and services of the kitchen, stores, service areas and dining rooms so that food, people and materials flow smoothly and safely. A good layout follows the flow of work from receiving and storage to preparation, cooking, holding, service and dishwashing, with raw and cooked food kept apart and no crossing or backtracking.

• Receiving and storage areas: Placed near the delivery entrance with dry stores, cold rooms and freezers close to the preparation areas.
• Preparation areas: Separate sections for vegetables, meat, fish, pastry and cold preparation to avoid cross-contamination.
• Cooking area: Ranges, ovens, grills and fryers grouped under extraction hoods in a logical line.
• Service area: The hot plate, pass and still room placed between the kitchen and the restaurant, with separate in and out doors.
• Dining area: Tables, side stations and bar arranged to give guests comfort and staff clear service aisles.
• Wash-up area: Located so that dirty items return without crossing the path of clean food.

Common layout types are the linear (straight line) layout for small kitchens, the island layout for large hotel kitchens, the L-shaped and U-shaped layouts for medium operations, and the zone layout where each section works as a separate unit.

1.1.1 Food and beverage production and service objectives

Objectives are the results the food and beverage department sets out to achieve. They guide the work plan, the choice of menu and the training of staff, and they give the manager standards against which performance is measured. Example: a mission hospital kitchen in Cheptais sets daily objectives for meal timing, patient diet accuracy, waste and cost per patient day.

Guest comfort and satisfaction

The first objective is to meet or exceed guest expectations so that guests enjoy their meal and return. This depends on food quality and consistency, a clean and comfortable dining environment with good lighting, ventilation and seating, courteous and knowledgeable staff, and service delivered at the right pace. Managers measure it through comment cards, online reviews, repeat business and complaints.

Safety and security

Food and beverage operations must protect guests, staff and property. Food safety means preventing food poisoning and allergic reactions through hygiene, temperature control and correct labelling. Occupational safety prevents burns, cuts, slips and fires in the kitchen and service areas. Security covers protection of cash, stock, guest property and premises against theft and fraud, and the safety of guests during emergencies.

Operational efficiency

Efficiency means producing and serving the required quantity and quality of food and drink with the least waste of time, labour, materials and energy. It is achieved through good work layout, accurate forecasting, standard recipes and portions, trained staff, correct equipment and clear procedures. An efficient operation serves guests faster, controls cost and reduces staff fatigue.

Sustainability

Sustainability is the objective of running the operation in a way that protects the environment and the community for the future. In practice it includes buying local and seasonal produce, reducing and separating food and packaging waste, composting, saving water and energy, avoiding single-use plastics in line with Kenya's plastic bag ban, and treating suppliers and staff fairly.

Revenue generation

Commercial food and beverage outlets must earn enough revenue to cover costs and make a profit, while institutional caterers must operate within a fixed budget. Revenue is generated through correct menu pricing, upselling, promotions, special events, outside catering and efficient table turnover, and it is protected by sound cash and stock control.

1.1.2 Supervisory aspects

Supervision is the day-to-day direction of staff to make sure that work is done correctly, on time and to standard. The food and beverage manager and the section supervisors work through the following supervisory aspects. Example: the restaurant supervisor of a tea estate staff club in Kaptagat holds a ten-minute briefing before each service to cover all of them.

Decision making

The supervisor constantly makes decisions: how many staff to roster, what to do when an ingredient runs out, how to handle a guest complaint. Good decisions follow a process: define the problem, gather facts, consider options, choose the best one, act and review the result. Routine decisions are covered by standard procedures, while unusual ones need judgement and consultation.

Leadership and guidance

Leadership is the ability to influence and guide staff towards the department's goals. The supervisor sets an example in punctuality, grooming and hygiene, explains what is expected, supports staff during busy periods and adapts the leadership style to the situation, being directive in emergencies and participative when planning.

Performance management

Performance management means setting clear standards, observing work, giving feedback, correcting poor performance and recognising good work. Tools include job descriptions, standard operating procedures, checklists, regular appraisals and key performance indicators such as service time, guest scores and waste levels.

Communication

Communication keeps the kitchen, service, stores and other departments working together. The supervisor uses briefings, notice boards, logbooks, order dockets, handover notes and digital messaging, and makes sure that messages are clear, complete and confirmed. Poor communication causes wrong orders, delays and conflict.

Conflict resolution

Conflicts arise between staff, between the kitchen and service teams, and between staff and guests. The supervisor deals with conflict early by listening to both sides privately, focusing on the facts and the problem rather than the person, agreeing a solution and following it up. Unresolved conflict lowers morale and affects service.

Training and development

The supervisor identifies skill gaps, trains new staff through induction and on-the-job coaching, and develops existing staff for higher responsibility. Training covers hygiene, menu knowledge, service techniques, equipment use, safety and customer care.

Delegation of duties

Delegation is giving a subordinate the authority to carry out a task while the supervisor remains accountable for the result. Effective delegation matches the task to the person's ability, gives clear instructions and deadlines, provides the resources needed and checks progress. It frees the supervisor for planning and develops staff.

Resource allocation

The supervisor distributes staff, equipment, materials, time and money among sections and shifts according to the work plan and forecast business. Resources are allocated first to activities that most affect guest satisfaction and are adjusted as demand changes during service.

1.1.3 Attributes of a food and beverage manager

Attributes are the qualities that make a person effective in managing a food and beverage department. They fall into three groups. Example: when recruiting a food and beverage manager for a conference centre in Sultan Hamud, the interview panel scores candidates on professional, personal and technical attributes separately.

Professional attributes

• Integrity: Honest handling of cash, stock and records, and fair treatment of staff and suppliers.
• Commitment to standards: Insisting on consistent quality, hygiene and service standards at all times.
• Business awareness: Understanding costs, pricing, budgets and profit, and making decisions that support the business.
• Ethical conduct: Respecting laws, licensing conditions, confidentiality and the rights of guests and staff.
• Professional appearance and conduct: Correct dress, grooming and behaviour that set an example to staff.

Personal attributes

• Good interpersonal skills: Relating well with guests, staff, suppliers and other managers.
• Self-control and patience: Remaining calm under the pressure of busy services and difficult guests.
• Initiative and creativity: Developing new menus, promotions and ways of working.
• Flexibility: Willingness to work long and irregular hours, weekends and public holidays.
• Physical fitness and good health: Being able to stand and move for long periods and to pass medical examinations required for food handlers.

Technical attributes

• Food production knowledge: Understanding cookery methods, commodities, recipes and kitchen equipment.
• Service skills: Knowing the service methods, table setting, beverage service and menu terminology.
• Food and beverage control: Purchasing, receiving, storage, issuing, costing and stock-taking procedures.
• Hygiene and safety knowledge: HACCP, food safety laws and occupational safety requirements.
• Computer skills: Using point of sale, inventory, reservation and spreadsheet software.

1.1.4 Duties of a food and beverage manager

The food and beverage manager is responsible for the whole department, from the kitchen to the restaurant, bars, banqueting and room service. The main duties are set out below. Example: the food and beverage manager of a lakeside resort near Port Victoria divides the week so that each of these duties gets planned time.

Room management

Room management is the management of the restaurant, bar, banqueting and function rooms: their opening and closing, setting up, ambience (lighting, music, temperature), table plans, reservations and the flow of guests. The manager makes sure each room is ready before service and that seating is used to the full.

Staff supervision

The manager recruits, rosters, trains, supervises and appraises the kitchen and service staff, either directly or through section heads, and makes sure staff follow procedures, grooming and hygiene standards.

Budgeting and financial oversight

The manager prepares the department's revenue and expense budgets, sets menu prices, monitors daily revenue, food and beverage cost percentages and labour cost, approves purchases and takes corrective action when results differ from the budget.

Health and safety compliance

The manager ensures the department meets the Food, Drugs and Chemical Substances Act, the Public Health Act, county health regulations and the Occupational Safety and Health Act. This includes valid medical certificates for food handlers, cleaning schedules, pest control, safe equipment, fire safety and accident reporting.

Facility maintenance

The manager arranges planned and corrective maintenance of kitchen equipment, refrigeration, furniture, fittings and utilities with the maintenance department, keeps equipment registers and reports faults promptly so that breakdowns do not disrupt service.

Marketing and promoting

The manager promotes the outlets through menu design, special offers, themed nights, events, social media, partnerships with tour operators and good relations with regular guests, and works with the sales team on conference and banqueting business.

Record keeping and reporting

The manager keeps records of sales, covers, stock, purchases, wastage, staff hours, temperatures, maintenance and guest feedback, and prepares daily, weekly and monthly reports for management.

Crisis management

The manager leads the department's response to crises such as fire, power failure, food poisoning outbreaks, water shortages, supplier failure, injuries and security incidents, through contingency plans, trained staff and clear communication.

1.1.5 Elements of management

The classical elements of management, first described by Henri Fayol, describe what every manager does. In food and beverage operations they form a continuous cycle. Example: a catering contractor serving a sugar factory canteen in Butere uses these five elements as the headings of its monthly management review.

Forecasting and planning

Forecasting estimates future business, such as the number of covers, popular dishes and events, using past sales records, bookings, seasons and local events. Planning then sets objectives and decides the menus, staffing, purchasing and budgets needed to meet that demand.

Organizing

Organizing arranges the people, equipment, materials and work areas needed to carry out the plan. It includes designing the organisational structure, writing job descriptions, setting up sections and allocating duties and resources.

Commanding

Commanding (directing) is giving instructions and leading staff to carry out their work. The manager issues clear orders, motivates staff, sets an example and makes sure everyone knows what is expected of them.

Coordinating

Coordinating links the work of different sections and departments so that they work in harmony. In food and beverage this means matching kitchen production to service timing, and working with housekeeping, maintenance, front office, stores and accounts.

Controlling

Controlling compares actual performance with plans and standards and takes corrective action. Food and beverage controls include standard recipes and portions, stock control, cash control, cost percentages, quality checks and guest feedback.

1.1.6 Skills for effective supervision

Robert Katz grouped the skills a supervisor needs into three types. Supervisors close to the operation need more technical skill, while senior managers need more conceptual skill, but all need people skills. Example: a hotel training college in Chwele assesses its supervisory trainees on all three skill types during their practical attachment.

Technical skills

Technical skills are the knowledge and ability to perform the specific tasks of the department: cooking methods, food presentation, table service, beverage preparation, operation of equipment, costing and the use of point of sale systems. They allow the supervisor to train staff, check work and step in during busy periods.

People skills

People (human relations) skills are the ability to work with, motivate and lead others. They include communication, listening, teamwork, conflict resolution, fairness, empathy and the ability to handle guest complaints. They are essential because food and beverage service depends on staff working together under pressure.

Conceptual skills

Conceptual skills are the ability to see the operation as a whole, understand how its parts relate, analyse problems and plan ahead. A supervisor with conceptual skill understands how a change in the menu affects purchasing, production time, staffing and cost, and can plan for new outlets or events.