COMPETENCY-BASED LEARNING MATERIALS

QUARTER 1- MODULE 6
SECTOR: TOURISM

QUALIFICATION: FOOD AND BEVERAGE SERVICE NC II

UNIT OF COMPETENCY: WELCOME GUESTS AND TAKE FOOD AND

BEVERAGE ORDERS
MODULE TITLE: WELCOME GUESTS AND TAKE FOOD AND
BEVERAGE ORDERS
PREPARED BY: JELLANE S. SELETARIA

INFOTECH DEVELOPMENT SYSTEMS

COLLEGES

Dunao, Ligao City

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 Food and Beverage Service NC II
COMPETENCY-BASED LEARNING MATERIALS

List of Competencies

No. Unit of Competency Module Title Code

Prepare the dining Preparing the dining

TRS512387
1. room/ restaurant area room/ restaurant area
for service for service

Welcome guests and Welcoming the guests

2. take food and and taking foodTRS512388
and
beverage orders beverage orders

Promote food and Promoting food and

TRS512389
3.
beverage products beverage products

Provide food and Providing food and

4. beverage services to beverage servicesTRS512390
to
guests guests
TRS512391
5. Provide Room Service Providing room service

Receive and handle Receiving and handling

TRS512392
6.
guest concerns guest concerns

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 Information Sheet 2.4-1

Liaising between the kitchen and the dining area

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Discuss liaising between the kitchen and dining area
2. Enumerate the tips on liaising between kitchen and dining area

Communication is critical in providing a link between kitchen and service

areas. This section provides the context for providing a link between kitchen
and service areas, gives examples of information which may need to be
relayed, identifies the staff who may be involved and presents appropriate
communication techniques.
Unit context
This unit deals with the skills and knowledge required to provide a link
between kitchen and service area in a range of settings within the hotel
industry workplace context. A person studying this unit will provide general
assistance in food operations where the staff who take orders are supported
by others who deliver the food to, and collect used items from, food service
points. The unit addresses the work of a „bus boy‟ or „food runner‟ in an
establishment.
Information to be relayed
Information from services areas to kitchen Information which may need to
be relayed from waiting staff to the kitchen can include:
General food orders – as given by guests to waiters.
The information may include:
 Table number
 Number of guests („pax‟)
 Dishes ordered
 Name of waiter – or your name

Specific guest requests for general orders which can relate to:
 Timing requirements for the overall meal, for certain courses, for certain
individuals, for co-ordination of service (with other tables in the same group
and with beverage service, speeches, dancing and other activities which may
be part of the dining experience)
 Special requests as they to dietary/health needs, cultural requirements,
religious issues and personal preferences Additional or side orders for the
table or individual guests:
 Rice
 Chips
 Salads

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Details of complaints made by guests so kitchen is aware of problems as
they relate to certain foods or dishes Requests for additional items such as
more bread rolls, butter or extra salad and/or vegetables Questions about
how long food for a certain table will be Questions from guests about menu
items asking about the commodities used in dishes.
Information from kitchen to service points Information which may need to
be relayed from chefs/cooks can include:
 Advice regarding timing of meals such as delays to service
 Notification regarding availability of food such as “Only two serves of
pepper crab left”, or “The beef has run out”
 Requests for action – “Push the soup” or “Try to sell the red curry”
 Clarification of orders placed to interpret written or verbal orders so
kitchen knows exactly what is required
 Notification certain requests cannot be accommodated
 Requests for certain crockery and cutlery to be returned
 Responses to questions asked by guests.

Staff involved

When relaying information and liaising between kitchen and service

areas you will need to interact with:

 Chefs and cooks who can seek clarification of orders and/or ask you
to pass on directions to waiters

 Dishwashing staff who can ask for nominated (used) crockery and
cutlery to be returned immediately from service to the dishwashing
area so they can be cleaned and re-used or returned to service

 Stillroom staff who you may need to ask for extra butter, rolls and
condiments

 Cleaners who you may have to ask to perform clean-up duties in the
event of a major spill or a cleaning-related need in, for example, the
foyer area/entrance, the washrooms, or an area of the kitchen

 Food waiters whose directions and requests you will need to pass on
to the kitchen or relevant others

 Servers – staff who are involved in serving fast food to customers

 Beverage waiters. Even though this unit applies directly to „food‟ it is

a reality that in the workplace you work as part of a team and need to
be prepared to assist any other staff member as required.

For example, you may pass on requests or information from drink

waiters to the bar, and work with bar attendants to facilitate drink
service where necessary

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  Dining room/restaurant supervisor, manager or owner. This person
has overall control of service and may ask you to undertake certain
tasks to optimise service, prepare for reservations which have been
received or enable service recovery after an incident or problem.

Appropriate communication techniques

The following are techniques which you can use to help ensure proper
and effective communication occurs when relaying information:

 Using the most appropriate method of communication. This is

usually „verbal‟ in a face to face setting (the telephone may also be
used in some cases as a better option) but may be sign language or a
hand-written note or food order
 Writing clearly. When producing written communication make sure it
is clear enough for others to read and interpret Using open and
closed questions to gain required information about the topics being
talked about
 Paying attention and concentrating on what others are saying

 Never interrupting the other person and instead allowing them to

finish what they are saying
 Asking questions to clarify information and directions you are unsure
of
 Not trying to guess what the other person will say or infer what they
will say based on their first few words.
 Repeating back what they have told you to verify understanding of
what has been said
 Speaking slowly and clearly but naturally
 Being concise. This means giving only the required information and
avoiding unnecessary words and unnecessary information
 Using appropriate language. This can mean using simple words,
choosing your words carefully and avoiding complexity in the words
used and the phrasing. When communicating with other staff this
can mean using industry and venue-specific terminology and/or
abbreviations.
Tips on relaying an order to the kitchen
When delivering an order from wait staff or servers to the kitchen, details
about any special orders must be passed on to the appropriate person
quickly and unambiguously.
You need to bear in mind the person you will be speaking to will have more
staff than you to deal with. You are likely to be just one of many. For this
reason you have to take the time and make the effort to get your message
across correctly, first time, every time.

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To achieve this you need to make sure you:
 Have got their full attention when relaying the order. The kitchen may
require you to say „Ordering chef‟ or „Order in‟ when placing the
order at the pass
 Point out the special request on the actual docket, physically
locating the written information you have put on the docket or order.
It is standard practice in establishments using a manual ordering
system for special requests to be circled on the docket to highlight
them
 Verbally describe what is needed clearly and accurately. A response
should be heard from the chef after you have placed the order. If no
response is heard, repeat the order.

If possible get them to repeat it back to you to verify they have

understood what is required.

While you need to ensure your special order is understood, you must
be sensitive to the other things going on in the kitchen or at the pass.
It may pay you to delay for 30 seconds or a minute while the kitchen
person clears some meals which are ready, helps with plating a large
order, or remedies an immediate problem.

Tips on relaying information to waiting staff

Generally the following should be observed when providing information to
wait staff:
 Never interrupt a waiter when they are talking to guests
 Never interrupt a waiter when they are taking an order or serving
 Talk to waiter away from guests so only the waiter can hear what is
said
 Use hand signals if possible to provide short and obvious
communications
 Understand when you give information to a waiter there is often a
need for them to give you information and direction as a result
 Keep communication brief but accurate
 Try to give waiters options where possible. For example, if one dish is
unavailable provide them with relevant alternatives (as recommended
by the kitchen) to suggest to guests.

Monitor and attend kitchen service points to ensure prompt pick up of

food
Introduction
In order to ensure prompt service of food you must monitor the kitchen and
be ready to pick plated food up when it is ready and take it to the wait staff
or food service points.
This section discusses what is involved in this most important part of your
job.
Monitoring and attending duties and activities

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  Monitoring and attending kitchen service points are your primary
duties with tasks which may comprise:
 Collecting meals from the service point and delivering them to the
service area or wait staff
 Clearing away food service items from service areas and returning
them to the kitchen, dishwashing area and/or stillroom or larder
 Cleaning food service areas to maintain appearances and safety
(picking up spilled food and beverages)
 Maintaining food service areas to ensure all requirements for service
(food and nonfood items) are kept supplied
 Performing any „one-off‟ food-related duties as trade, staff shortages,
demand and requests from wait staff dictate. This may include: 
 Obtaining foodstuffs from the cool room, freezer or dry store as
required by kitchen staff or wait staff
 Dishwashing including the scraping, cleaning and storing of crockery
and cutlery
 Performing very basic food preparation duties such as, for example,
washing fruit and vegetables, peeling fruit and vegetables, opening
cartons, preparing basic salads, chopping and slicing food, preparing
butters
 Setting up plates and trays which may include adding vegetables to
plates, placing garnishes on menu items, adding sauces to foods,
preparing trays and requirements for gueridon cookery
 Watching what is going on at these points and being ready to take
action when required to address identified „situations arising‟ Being
available for other colleagues so you can provide them with assistance
when needed
 Being alert to the on-going potential to use your initiative to prevent a
potential problem developing into an actual problem
 Remaining as a visible presence in the area so colleagues and guests
can contact you, talk to you, give you instructions or ask for help
 Paying extra attention to the kitchen when you have placed an order
so you are ready to transfer the food from there to the required service
point.
Being called for pick-up
Individual venues or kitchens will have their own method of calling you to
collect food which is ready for service.
Options include:
 Ringing a bell which simply indicates something is ready for
collection but does not indicate who the food is for, or what the
dishes are
 Calling out your name – such as “Daniel – take away” (meaning
Daniel is needed to collect dishes for service) Calling out a table
number – “Take away table 11” (meaning food for table 11 is ready for
collection)
 Calling out both a name and a table number – “Daniel, take away
table 11”.
Important point

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 Never, ever take a dish unless and until specifically directed to do so by
whoever is running the pass.
Just because a dish you have ordered is ready for service does not mean it is
your dish. It could be for another table and if you take it you will cause
confusion and service disruption for your table and to the table the dish was
originally intended for.
The need for prompt pick up of food
It is important for you to pick up food as quickly as possible after it has
been plated and is ready for service for the following reasons:
 Prompt collection of dishes enables the quicker service of food to
guests and most guests do not want to be kept waiting for their food
 Quick service enhances the guest service or dining experience which
encourages them to return for another meal, and to recommend the
venue to their friends, families and others
 Removal of food from the pass creates space for the next order to be
processed, thereby speeding up general service across the kitchen
 Prompt collection of the food optimises the likelihood food will be
served at its best, for example:
  Hot food will be served hot and not allowed to cool down
  Cold food will be served cold and not allowed to warm up
  Frozen foods will be served in a frozen state and not permitted to
melt
  The appearance of dishes only decreases the longer it sits and waits
to be served. Eye appeal of dishes is critical because guests will
always see the food before they taste it and they will start forming
impressions about what it will taste like from the moment they see
the item
  Taste of food items is potentially compromised by long delays in
service
 Immediate collection of food when it facilitates integration of food
service with wine and beverage service which again enhances guest
satisfaction and dining experience
 There is an increased chance food may become contaminated the
longer it sits at the pass waiting to be collected.

Service points/areas

 Depending on the venue where you work you may be required to

provide service-related monitoring and responses to the following
areas. Note: not all venues will have all of the following areas. The list
is provided to give you an understanding of the potential for you to
service.
Kitchen service areas

 You need to be aware of two main service or dispensing points found

in a kitchen as follows:

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 Hot food area

 This is where plated food (entrées, main courses, desserts) are served
or collected from – also known in some places as the „pass‟. Most
food for a dining room or restaurant will be served from and collected
from this area. Orders are commonly also placed at this area.
Cold Area

 This area does not exist in all properties being limited mainly only to
large commercial kitchens catering for high volumes.
 The cold larder area will prepare and serve items such as cold
entrées, salads, cold desserts, and cheese platters.

Waiting stations

You may also be required to „fetch and carry‟ to waiting stations

situated in dining rooms/restaurants.

A waiting station is a place or a piece of furniture which a waiter uses

as their work base to do things such as storing items, a location to
clear plates from the guest table to, to rest items on.

They may sometimes feature heating elements and be known in this

instance as „hot boxes‟.

You will be required to take prepared dishes from the kitchen to the
appropriate waiter stations from where wait staff will serve the dishes
to guests at table.

You will also take the dirty dishes back from the waiter‟s station to
the kitchen/dish washing area for scraping and cleaning.

See the following for examples of waiter‟s stations:

http://www.forbesindustries.com/food-beverage-catalog/service-
carts-traystands/bussing-carts-and-waiter-stations.html

Buffet areas

You may also be responsible for tending (attending and monitoring)

buffets.

In these situations, you will be required to ensure dishes are kept

topped up and kept presentable and hygienic.

Tasks will involve both food items and beverages which are included
along with the buffet (beverages such as water, juices, tea, coffee and
milk).

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 Duties will also include removal of empty, or near-empty dishes,
removal of empty or dirty guest dishes and removal and replacement
of service items and food which has been dropped on the floor or
which has become contaminated as a result of unsafe food handling
practices by guests.

Room service collection areas

Most venues will have dedicated room service staff but, depending on
the venue and the organization of staff, you may be required to
perform various room service functions such as:

 Clearing trays and trolleys from floors, when necessary. This involves
checking corridors on accommodation floors and returning dirty
dishes, trays and trolleys to the room service area for take-down and
cleaning
 Returning room service crockery and cutlery to other areas, such as
the main kitchen or servery, where they may be needed
 Setting up room service trays and trolleys for specific room orders, or
for generic delivery o, for example, Continental breakfasts.

Check food in accordance with enterprise standards

Introduction
Before you take any dishes or trays of food out of the kitchen and give it to
wait staff or to guests you must undertake a series of checks to ensure the
food being served is acceptable and to make sure all necessary requirements
have been met.
This section identifies practices to follow to help make sure guests receive
exactly the food they ordered, and to ensure smooth and professional service
is provided.
Enterprise standards
In relation to checking food prior to service „enterprise standards‟ may refer
to:
 Size of the meals – the volume or quantity of food provided as an
entrée, a main course or as „extra‟
 Placement of items on a plate. Some venues will require, for
examples, vegetables for certain dishes to be placed in a nominated
sequence or location on the plate to optimise the visual appeal of the
dish. Some dishes may be centrally located in the middle of the plate
whereas other menu items will feature the main component (meat,
fish, chicken) located at a constant position on every plate
 Use of stipulated serviceware for given items. For example, it may be
a requirement a certain type or size of bowl is used for nominated
food items or accompaniments, or an underliner may be required for
identified dishes
 Service of sauces. Some venues may add sauces to the meal (directly
applying the sauce to the food), while others may provide a small jug
of sauce, a bottle of sauce or a sauce boat.

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Checking the food
Before all food is taken from the kitchen you must check it (that is, visually
inspect each dish) to ensure:
 The right meal has been prepared and any requested changes have
been made to the item or dish. This means comparing the food
presented by the kitchen against the order given to them. Never
assume the kitchen will automatically get the order correct.
Remember the kitchen is a busy place and accidents and mistakes
can happen. If the order is for four meals, are there four meals being
given to you? Do the dishes you are being given match exactly the
requirements of each guests as stated in the order? It is your job to
make sure incorrect meals are not taken into the room or to the
service point. Every service plate is clean and presentable. This
means checking to ensure there are no marks, spills and drips on
plates. In some cases you may be able to clean the plate and in other
cases it may need to be returned to the chef or to the person
operating the pass
 The quality of all items served for consumption. This includes
checking all food served on the plate to ensure it is of an acceptable
quality. For example:
  A whole fish should not have tears in the skin
  Fresh fruit must not be over-ripe
  Salad vegetables must be crisp
  There should be no obvious blemishes or visible impediments to
any food items on a plate The appearance of the food on the plate.
Issues to look for are:
  All dishes of the same type must be of the same size. There should
not be a difference in serve sizes unless requested by the guest
  Same dishes must look the same in terms of layout of vegetables,
accompaniments, serviceware, garnishes
  An appealing and appetizing appearance
  The edible portion of a steak is at the outside of a plate as opposed
to having the fat/gristle component at the rim of the plate
 Guest requests have been taken into account. This means directly
comparing the dishes against the orders. Check to ensure, for
example, rare steaks are indeed rare; dishes with vegetables do not go
out with salad on them, „extra chips‟ do have extra chips and „Thai
salad‟ is provided where requested.

Information Sheet 2.4-2

Interdepartmental Communication

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 Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Discuss the Interdepartmental Communication
2. Discuss the Intradepartmental Communication

Inter departmental communication is largely a formal affair. Inter

departmental communication will be effective when it is supported by good
infrastructural facilities. There are various documents used in inter
departmental communication, they are:

 A memorandum is a note or record for future use. It is convenient and

useful for informal communication. Most interdepartmental
communication is done over phone, but when the information has to
be communicated in writing then memorandums are used. Memos are
also issued in the cases of disciplinary actions to be taken against
employees. The format of a memo is almost the same.
 Office circulars are used to convey the information to a large number
of employees. It is used for internal communication, so it is brief and
formal.
 The format of office orders is similar to memorandum but the purpose
for which it is issued will differ. It is usually issued in matters
affecting rights and privileges of employees. Office order carry a
number since it will be in force till revoked.
 Suggestions are given by employees. Sometimes it is given by one
department to another. It helps in developing new ideas and policies.
But its effectiveness depends on the attitude of the management
 Complaints are a part of office routine. As the size of the organization
increases, the number of complaints also increases. In many cases
complaints may relate to lack of proper infrastructure, non
observance of rules etc.

Food and Beverage Service Intra and Inter Departmental co-ordination

1.      EXTERNALCOMMUNICATION:
It includes the communications of hotel with external sources and officers
that may be government agencies, post-office, licensing authorities, foreign
trade officers, income tax, transports, financial institutions etc.

2.      INTERNAL COMMUNICATION:

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 It includes communication within the hotel itself, i.e. transmitting
information within the organization, its departments, sections etc. and
between the same chain.
Internal communication can be formal (or official), informal or consensus.
a)      Formal or official: this line of communication is used to transmit the
official messages or information within or outside the organization. These
communication flows along prescribed channels, which the staff members
wanting to communicate are obelised to follow. Formal channels can be
horizontal or vertical.
Horizontal communication or lateral communication is between workers
and other workers, supervisors holding coffee break to discuss
organisational problem. The horizontal communication is important for
promoting understanding and co-ordination amongst various departments.
Face to face, exchange of views or telephonic conversation is very convenient
for horizontal communication. The congenial atmosphere in which oral
communication takes place allows freedom of expression. There is
immediate feedback and all doubts and misunderstanding are sorted out.

Vertical communication usually associated with formal structural

relationship of the enterprise set-ups. Vertical communication can be in the
upward or downward direction.
Upwardcommunication flows from bottom to top of a hierarchy. In this, the
managers receive information continuously stemming from levels below
them. Open door policy, suggestion complaints box, and counselling are the
best methods used. The limitation of this communication is that at times the
employees may be unenthusiastic to express themselves and fear that their
condemnation may be taken as sign of peculiar weakness and may be taken
personally by the superior.
Downward communication flow from top to bottom of hierarchy. In this,
the orders, instructions, guidelines, policy statements, job sheets, circulars
etc. are flow from top manager to concern subordinates. It can be both
verbal and written. The drawback of these types of communication are
under or over communication, delay in action, resentment by subordinate
staff and probable loss of information.

b)      Informal: with formal channels of communication informal channels also

exists in every organisation. It does not arise out of organisation needs but
is an integral part of communication.it is characterised by the network of
interpersonal relations among personnel not formally as people have
tendency to cut across formal channels, and communicate informally with
different part of organisation. Rumours that are all time spreading in any
organisation follow of communication. In this form of communication
information passes quickly. In addition, the panorama to form a social
group is high. The chances of incomplete and distorted information may be
carried as people add their personal interpretation to the evidence, these
data are fly-by-night, and information is impulsive and ambiguous.
Grapevines is of four (4) types-single strand, gossip, probability, and cluster.
c)      Consensus: agreement in the judgment or opinion reached by a group as
a whole; "the lack of consensus reflected differences in theoretical positions";

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"those rights and obligations are based on an unstated consensus.” The
advantage of this form of communication is that the decision is easy to
accept, preserves harmony, avoids conflicts and splits, and the hindrances
are that the rebellion is often hushed in the name of consensus.

Inter departmental coordination and communication with F and B

service and other departments

The Food and beverage service department is seen to possess a very

vigorous intra and inter departmental interactions in prospect of
accomplishing works. This has also made the functioning of the organisation
very suave. Positive mutual aid and harmonisation can be found in between
the intra departmental staffs, as they are willing to lend a helping hand
during busy operation hours and favourably exchange their ideas and views
with each other.

With f and b production: It coordinates with kitchen department for the

preparation of various food and beverage items as per the orders. The
kitchen also coordinates with food and beverage service department
regarding the functions, outdoor caterings, and promotional activities.

With housekeeping: It coordinates with housekeeping department

regarding the cleanliness of the outlets, different F&B sections and
regarding the regular supply of staff uniforms and soil linens. The
coordination of housekeeping department with the restaurants and banquet
halls is mainly concerned with the provision of linen and uniforms. The
linen room supervisor, under the supervision of the executive housekeeper,
needs to have sufficient stock of clean napery to meet the demands of the F
& B department’s restaurant and banquet function. On his/her part, the
restaurant manager should ensure that the time set for the exchange of
linen is respected; that linen is not lost or misused; and that intimation of
forthcoming banquet function is conveyed to housekeeping department well
in advance. Beside extra/special linen, housekeeping may also have to
arrange for flower decorations for banquet.
Coordinating between two departments becomes particularly necessary in
the case of room service, so that friction does not arise over matters such as
waiters not collecting trays from guestrooms or room service staff leaving
soiled trays in the corridors or causing extra work through careless spills on
the carpet. In many hotels, housekeeping department also looks after pest
control in restaurants, kitchens, and store attached to them. Special
cleaning of this areas call for coordination with the housekeeping
department. Restaurant staff required clean uniforms on a daily basis, for
which they need to communicate with housekeeping department.

With front office department: Communication between the food and

beverage department and the front office is also essential. Some of this
communication is conveyed by relaying messages and providing accurate
information on transfers, which are forms used to communicate a charge to

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a guest's account. Communication activities also include reporting predicted
house counts, an estimate of the number of guests expected to register
based on previous occupancy activities, and processing requests for paid-
outs, forms used to indicate the amounts of monies paid out of the cashier's
drawer on behalf of a guest or an employee of the hotel. These vital services
help an overworked food and beverage manager, restaurant manager, or
banquet captain meet the demands of the public. Incoming messages for the
food and beverage manager and executive chef from vendors and other
industry representatives are important to the business operation of the food
and beverage department. If the switchboard operator is given instructions
on screening callers (such as times when the executive chef cannot be
disturbed because of a busy workload or staff meetings, or vendors in whom
the chef is not interested), the important messages will receive top priority.
In a hotel that has point-of-sale terminals, computerized cash registers that
interface with a property management system, information on guest charges
is automatically posted to a guest's folio, his or her record of charges and
payments. When a hotel does not have point-of-sale terminals that interface
with PMS point-of-sale terminals, the desk clerk is responsible for posting
accurate charges on the guest folio and relies on transfer slips. Also, the
night auditor's job is made easier if the transfer slip is accurately prepared
and posted. The front office manager should work with the food and
beverage director in developing standard operating procedures and methods
to complete the transfer of charges.
The supervisors in the food and beverage department rely on the predicted
house count prepared by the front office manager to schedule employees
and predict sales. For ex- ample, the restaurant supervisor working the
breakfast shift will want to know how many guests will be in the hotel so he
or she can determine how many servers to schedule for breakfast service.
Timely and accurate preparation of this communication tool assists in
staffing control and sales predictions.
Authorized members of the food and beverage department will occasionally
ask the front office for cash, in the form of a paid-out, to purchase last-
minute items for a banquet, the lounge, or the restaurant or to take
advantage of other unplanned opportunities to promote hospitality. Specific
guidelines concerning cash limits, turnaround time, prior approval,
authorized signatures, and the general manager and front office manager
develop purchase receipts. These guidelines help to maintain control of paid-
outs.The banquet department, which often combines the functions of a
marketing and sales department and a food and beverage department,
requires the front office to relay information to guests about scheduled
events and bill payment.
The front desk staff may also provide labour to prepare the daily
announcement board, an inside listing of the daily activities of the hotel
(time, group, and room assignment), and marquee, the curb-side message
board, which includes the logo of the hotel and space for a message. Since
the majority of banquet guests may not be registered guests in the hotel, the
front office provides a logical communications centre.
The daily posting of scheduled events on a felt board or an electronic
bulletin board provides all guests and employees with information on group

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events. The preparation of the marquee may include congratulatory,
welcome, sales promotion, or other important messages. In some hotels, an
employee in the front office contacts the marketing and sales department for
the message.
The banquet guest who is unfamiliar with the hotel property will ask at the
front office for directions. This service might seem minor in the overall
delivery of service, but it is essential to the lost or confused guest. The front
office staff must know both how to direct guests to particular meeting rooms
or reception areas and which functions are being held in which rooms. Front
desk clerks, must be ready to provide information for all departmental
activities in the hotel. The person responsible for paying the bills for a
special event will also find his or her way to the front office to settle the city
ledger accounts. If the banquet captain is not able to present the bill for the
function, the front desk clerk should be informed about the specifics of food
and beverage charges, gratuities, rental charges, method of payment, and
the like.

Human resources department: The human resources management

department may rely on the F and B service staff to act as an initial point of
contact for potential employees in all departments. It may even ask the F
and B service to screen job candidates. If so, guidelines for and training in
screening methods must be provided.
Some directors of human resources management depend on the F and B
service to distribute application forms and other personnel-related
information to job applicants. The potential employee may ask for directions
to the personnel office at the F and B service. The human resources
management department may also develop guidelines for the F and B service
use in initially screening candidates. For example, the guidelines may
include concerns about personal hygiene, completion of an application,
education requirements, experience, and citizenship status. This
information will help the executives in the human resources management
department interview potential job candidates. Each situation will describe
some communication problems between departments, trace the source of
mis-communication, analyse the communication system, and present
methods that will help improve communications. The purpose of this
method of presentation is to help future professionals to develop a
systematic way of continually improving communications.
Security department
It coordinates with security department to create a safer environment for the
guests, hotel personnel and the assets to control them properly.
It coordinates with engineering department for repairs, maintenance, and
installation of various equipment and physical features required during
operation hours and special functions.
Information system
It coordinates with information system department regarding the updating
and installing of different electronic information system. Every personal are
provide with the password as access into the computer system of the hotel
by the IS department. Similarly, the micros cards are also issued to the F&B
staffs and the degree of accessibility is governed by the rank of the staffs.

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Stores: It coordinates with materials department for regular supply of food,
beverages, and essential stationeries for the outlet.
Sales and marketing department: It coordinates with sales and marketing
department for the sales of banquet halls, fixing the menu price, and
providing provisions and service as per the Banquet Event Order. F & B
personnel will do the necessary arrangement for the preparation and see to
guests needs. Get clients to hold functions using hotel facilities in banquets.
Finance department: It coordinates with finance department for payment
of salary and budget development

  

Information Sheet 2.4-3

Team Work

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Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Discuss the team work of a establishment
2. Enumerate the tips in developing a restaurants teamwork

The process of working collaboratively with a group of people in order to

achieve a goal.

Teamwork is often a crucial part of a business, as it is often necessary for

colleagues to work well together, trying their best in any circumstance.
Teamwork means that people will try to cooperate, using their individual
skills and providing constructivefeedback, despite any personal conflict
between individuals.

Develop Your Restaurant’s Teamwork

“Work like a team,” might be a common directive in the office, and your
waiters might be nodding all throughout the meeting.  But do they know
where to start?  Here are tips in starting off with specific steps in developing
teamwork in the restaurant.

It is often said that a restaurant is a business that runs a system of

organized chaos.  Cooks, chefs, wait staff, cashiers and managers need to be
organized and have to work as a team to steer clear of a disaster.  Imagine a
server who decides to abandon his table, or a line cook who chooses to bury
the tickets. Everyone would feel the pain, especially your restaurant’s
customers.

Teamwork is one of the most talked about word in business management

today, but only a few organizations really commit to cultivate it in their
company culture, as it is seemingly a very daunting task.  Fostering
teamwork is larger than the employees’ everyday job function, as it
encompasses a lot of other integral parts that management has to tie up –
the company’s vision,  the employees’ individual goals, the firm’s rules and
guidelines, each member’s specific role, leadership, communication, salaries
and benefits, incentives, along with a host of others.  And all these to be
done in a serious, resolute manner to make sure that the employees take it
seriously and at the same time balancing it with joviality to make it appear
lighter and interesting–hence more motivational for the people.

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One good way to start, though, is in the employees’ daily tasks.  You can
start by motivating and encouraging your staff to work as a team.  Just
throwing them the goal of “keeping the customers happy” might not really
get them to do it, unless there’s a little help from you regarding the specifics.

Tip No. 1:  Encourage them to volunteer.

Encourage them to freely offer their services in case someone’s out and a
replacement is needed.  Raise their hand, volunteer to fill-in.  That’s a
perfect way of showing that they can come through in the clutch.

Tip No. 2: Advise them to make use of their time for the company.

No matter how busy a restaurant is, there are still several instances when
the staff has got plenty of time in their hands. Incite them to pitch in to
other things when you’re a little slow.  The salad chef can help at the peak of
the dinner rush, or the receptionist can help in taking orders.

Tip No. 3:  Teach them to compromise.

In an environment where everyone works closely with one another,

disagreements and conflicts are inevitable. Do something about it by
constantly reminding them to avoid disputes within the workplace. 
Compromise. Giving-in a little wouldn’t hurt, as work is already hard
enough without adding more tension in the air.

Tip No. 4:  Remind them not to take things personally.

Not always as easy to follow, especially when one takes great pride in his
work and restaurant uniform.  But it is your responsibility as manager to
remind them that when they slip up, or commit some kind of error in their
work, and they have a little “chat” with management, they should not take it
personally.  Make them understand that it is just a part of ensuring that the
team functions efficiently, if not outstandingly.  Learn from mistakes, and
take criticisms constructively, not personally.

Tip No. 5:  Train them to follow directions thoroughly.

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This is an obvious task, yet you would be amazed at how much people fail in
doing this.  Emphasize to your staff time and again that correctly following
instructions is vital to their success in the business as well as the success of
the whole team.  Encourage them to write difficult or hard to remember
instructions, and not be afraid to ask.  Better ask than assume things.  You
can come up with team exercises during meetings, if you have to.

Tip No. 6: Point out a basic thing:  show up.

A common case among all workers is calling in sick when they aren’t.  It’s
especially hard for people in restaurants, since if one fails to show up,
someone else is bothered to wear the other’s restaurant uniform and take
over.  Encourage them to think of their team and come to work as expected.

Tip No. 7: Urge them to ask when they need help.

Cart off any inhibitions to ask for help when they need to.  A shy cook may
be plating 150 diners in an hour but is just embarrassed to ask for help. 
Teamwork is about cooperation, and when someone needs help, make sure
they get it.

Tip No.8:  Promote friendships among the staff.

Working together for more than 8 hours a day and more than 5 days a week
ought to create strong bonds within your personnel.  Be alarmed if that does
not happen.  There are many teambuilding activities that harness
camaraderie and closeness among team members, and they are quite worth
your while if you use it.

Tip No.9:  Encourage self-improvement.

Commend anyone who does a good job, or makes efforts to improve on his
craft.  Learning new skills is a fine move for an employee professionally, as
well as beneficial to the team.  Being flexible in trying out different positions
in the restaurant is also a good way to learn and become well-rounded, and
you can encourage them to try it.

Tip No.10:  Motivate them into enjoying what they do.

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Highlight great testimonies of other people who succeeded in the business,
letting them know that loving their job may work wonders to how they
perform at work.

Creating teamwork can be challenging, especially at its early stages, but it is

achievable through sound leadership and dedicated commitment, requiring
time and persistence.  Restaurant managers should train constantly, and
conduct meetings consistently.  Successful restaurants conduct pre-shift
meetings with bussers, food servers and kitchen staff to coordinate
functions. It is in these pre-shift meetings that the above tips are useful,
subtly pounding it on the staff until the idea of cooperation and teamwork
gets into their system.

Maintain effective relationships with colleagues

Meet needs and expectations of colleagues in accordance with organization

standards, policies and procedures and within acceptable time frames

Introduction

Your work role demands you function as part of a team.

This means meeting the needs and expectations of those with whom you
work.

This section identifies and discusses aspects of this requirement.

Importance of meeting needs and expectations of colleagues

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It is vital you meet expectations your colleagues have in relation to your
personal work performance in order to:

 Help them do their job as expected by management and guests

 Demonstrate your commitment to a team approach and improving

your workplace reputation as a valued coworker

 Provide better service delivery to guests, enhancing their dining

experience and increasing the likelihood of repeat and referral
business

 Complete work others are relying on in order for them to be able to

complete their work

 Implement and maintain the standards and protocols established by

the venue for the provision of service to guests and support to other
staff

 Indirectly assist the venue meet guest needs and expectations as

created by advertisements and promotions the venue runs

 Create a more effective and efficient workplace

 Show management you are actually doing the job they expect you to
do and are paying you to do.

Always remember you are being paid to do the things listed above
and the tasks identified on your job description. You are not doing
colleagues (or management or guests) a „favor‟ by helping them, co-
operating with them or providing them with products or services.

‘Needs’ and ‘expectations’ – examples and strategies

Management, staff and guests will have a wide variety of needs and
expectations about you and your workplace performance.

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 The following list identifies examples of „needs‟ and „expectations‟
your co-workers may have about your role, and identifies strategies to
ensure you meet those needs and expectations.

These needs and expectations can be expected to:

 Change between individual people. Different people are likely to have

slightly different needs and expectations

 Alter between venues or workplaces. Specific needs and wants can

change based on the type and nature of the business, products and
services offered and the profile and volume of trade

 Vary over time. The needs and wants of others at 12:05PM can be
significantly different to the needs and expectations of the same
people at 12:35PM. The needs and expectations on Monday can be
different o those on a Friday and the needs and wants during an
event or function can be different to those during days of „normal‟
trading.

Colleagues will expect you to:

 Attend for work when rostered. This means:

  Arriving 15 minutes early

  Never missing a shift

  Advising the workplace well in advance if you are unable to work

Maintain professional personal presentation by:

  Wearing the required uniform

  Wearing clean and pressed clothes

  Applying appropriate grooming Maintain appropriate personal

hygiene by:

  Washing and bathing regularly

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  Wearing appropriate make-up and/or scent Demonstrate a
positive attitude in the workplace which can be shown by:

  Co-operating with others

  Offering help instead of waiting to be asked

  Smiling

  Telling people they have done a good job, tried hard or worked well
 Thanking others for their help

  Never making a big deal out of assisting others; just help them and
get on with the other work you have to do

 Show respect for others in the workplace by practices such as: 

Using polite and courteous language  Avoiding discriminatory
behavior and language

  Accommodating social, religious, cultural, gender and/or age-

specific differences

  Never participating in workplace gossip

  Not taking the credit for work done by other staff Communicate
effectively by using

 :  Correct and appropriate verbal and non-verbal communication

techniques

  Asking open and closed questions

  Listening actively

  Clarifying ambiguities

  Confirming messages

  Seeking and providing feedback Respond promptly to:

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  Requests for help and/or information from co-workers, guests and
others

  Identified situations which require action, attention and/or a

response

  Situations arising

  Emergencies Perform allocated tasks as required for the job role

being undertaken. This can mean:

  Completing daily and routine work in a designated sequence by the

time required

  Giving priority treatment to priority requirements

  Getting work finished by a required time

  Advising colleagues when work has been completed

  Telling colleagues when you are running behind time

  Asking for help from others Maintain work area in an appropriate

condition which means keeping the area and items, utensils and
equipment:

  Clean. This includes regular cleaning of items and immediate

cleaning of spills and accidents

  Neat and tidy. This involves putting things away and returning
items to their designated location (after use, cleaning)

  Safe

  Secure

 Accommodate unscheduled tasks by:

  Integrating unexpected needs with standard work

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   Helping others

  Anticipating problems and taking action to avoid or to deal with

them Comply with:

  Legislated requirements

  Internal house policies and procedures Effectively and promptly

address:

  Customer complaints

  Workplace conflict

  Emergencies Participate in workplace activities designed to:

  Investigate and resolve problems and issues

  Enable continuous improvement

  Improve service delivery and the guest experience

  Introduce initiatives intended to enhance the provision of service

Resolution and management of issues

To resolve and manage conflict and difficulties you need to be proactive.

This means it is up to you to take action to address the situation.

Conflict and difficulties:

 Must never be ignored. Issues will never „go away‟ or resolve

themselves

 Should be addressed and resolved as soon as possible.

Strategies for resolving workplace conflict and difficulties

Preparation is critical in effectively resolving workplace conflict and issues.

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Planned responses to issues always stand a far better chance of resolution
than reflex action.

Keys to resolving issues where you have determined there is a conflict or

misunderstanding with a colleague include:

 Plan what you are going to say. Think things through and determine
what you are going to say, the words you will use, the examples you
will refer to and the sequence in which you will raise issues

 Plan when you are going to address the situation. Will you talk to the
person before work or after work? It is never a good idea to bring
these matters up during work

 Plan where you will talk to the other person. Will you speak to them
in the workplace, in the staff change room or while having a coffee in
the staff canteen?

 Determine what you want from the resolution process. What do you
want the other person to do or to stop doing? The solution you
identify can be presented during discussions as a way to fix the
problem

 Identify specific examples of the problem, issue, difficulty, problem or

conflict you want to discuss. When resolving the situation it is
important to be able to:

  Refer to specific times

  Mention specific dates and times

  Refer to specific words or terms used

  Describe the actual nature and context of the situation. The aim
here is to avoid making reference to vague generalities, avoid using
incorrect or inaccurate references and/or avoid a situation where you
are unable to provide evidence in relation to the topic to be addressed

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 Speak to the colleague and ask them if they are able to meet with you
(when and where you have decided) to talk about the issue

 Meet with the person and apply standard resolution techniques to

resolve the situation which can include:

  Thanking the person for meeting with you

  Explaining why you have asked for the meeting to resolve the
situation

  Defining and describing the situation with reference to plans you

have previously made

  Explaining the impact the situation is having on you and your

workplace performance, other staff, guests

  Listening to what the other person has to say. The process must
involve two-way communication. What the other person has to say
can often: – Provide the basis for a resolution – Explain the situation
and give a different perspective on things which can mean an end to
the issue 

 Telling them what you want to resolve the situation while showing
empathy with their situation (where and if appropriate)

 Being prepared to compromise and co-operate with the person to

find a mutually acceptable outcome

 Being assertive but not aggressive

 Being constructive about what can be done to address the situation

to achieve a win-win outcome

 Exercising patience and tolerance. You have to be: – Prepared for the
other person to be upset about what you have to say – Willing to
allow the other person to have their say – Ready to hear things about
yourself and your performance you may not appreciate

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 Deciding and agreeing on action to take to resolve the situation and
move things forward

 Thanking the person for their time and for participating in the
process  Expressing a positive sentiment about working with the
person into the future.

Positive outcomes

The positive outcomes you need to strive for include:

 Increased levels of co-operation and assistance from the other person

 A more pleasant and harmonious workplace – less anxiety and

tension

 Reduction or elimination of previous stress or other negative

indicators

 Fewer workplace conflicts and difficulties

 Higher standards of service delivery to all „customer‟ types (internal

and external)

 Fewer mistakes and workplace problems and errors

 Less negative comments from others

 Reduction in complaints about you and your work

 Increased amounts of positive feedback from other staff and

management on your performance.

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