PLANNING AND DESIGNING MENUS AND BANQUET PACKAGES ( CHAPTER 4)

- Every operator must see to it that Restaurant and Banquet Menus and packages are designed to suit
the target market and that the costs and prices are able to maintain the prescribed food cost budget.

The process of Menu Planning

1. Analysis of the Market- Market segmentation, identifying target market, their needs and
budget, survey of competition
2. Designing Menus and Banquet Packages- Based on the results of the market analysis
3. Preparing and Testing Recipes- Testing for Quality and Yield
4. Adjusting/Finalizing Recipes & Menus- Based on the results of recipe tests
5. Calculating Recipe Cost and Prices- Based on prescribed food cost budget
6. Testing Acceptability/Salability of Menus/Recipes- Conducting menu analysis
7. Menu Engineering and menu Adjustment- Based on the results of menu analysis

Market Analysis
- To be able to come out with a menu that is most acceptable to customers, it is advisable to first
analyze the needs and demands of the target market.

MENU PLANNING and PRODUCT DEVELOPMENT

When planning a menu, study and consider the following:

1.Target market

- Menu analysis starts with a careful analysis of the target market- their ages, nationality, eating habits,
religion, preferences, income, budget for meals, and nutritional requirements.

- Expect better patronage when the menu is affordable and suited to the customers’ taste.

2.Capacity of the kitchen

- Select dishes that can be prepared within the limited capacity of the kitchen, considering the space, the
available cooking equipment and the culinary competence of the chef.

3. Location

- The location usually suggests the type of people expected to patronize a food outlet.

- If students and employees are the target customers, it will be wise to bring in affordable short orders.

4. Availability of Raw Materials

- Dishes that require ingredients that are in season, locally available and easy to procure are certainly a
better choice than those which require importation and are more expensive.

- Regional specialties produced out of locally available products make a very sound and profitable menu.
Components of a Menu:
1.Appetizers- Hot or cold hors d’oeuvres like canapés, vegetable relishes

Some of the popular hors d’oeuvres are: Shrimp cocktail, Calamares, Mango prawns delight, Smoked
salmon

Vol au vent “Mozart” (puff pastry shell filled with fine chicken, ham and green peas, topped with
parmesan cheese)

2. Soup- Maybe thick, like cream soup, purees, or veloute or thin, like bouillon, broths and consommé.

3. Salads- Maybe served before, with or between the main course (as side salad). If there is neither
appetizer nor soup, salad can be served as appetizer for a starter.

- Simple salads contain only greens or other vegetables while combined salads are more elaborate and
usually contain meats, shellfish and fruits and so on.

4. Main entrees- Main course, they can be classified according to their main component, separating sea
foods from pasta items, pork, beef dishes and vegetables.

- Many restaurants gain their popularity by featuring special items which are advertised as “specialty of
the house”.

Example: Mc Donalds known as a burger house.

5. Dessert- Provides the finishing touch to the meal. It includes items like frozen desserts (such as ice
cream, mousse, sherbets and sundaes), fresh fruit, pies, cakes, pastries, puffs, puddings.

6. Wines and Beverages- Have wines that will best complement the main dishes. Introduce drink
varieties, special concoctions of the bartender, drink of the month, and varieties of coffee.

TYPES OF MENU
1.Fixed Menu- One that is fixed for a certain period, maybe six months to one year but non-moving
items can be changed to give way to more salable items.

- This type of menu is advisable only when the target market consists of transients who come and go like
tourists, shoppers, travelers and sales agent.

2. Daily Menus- Offer items that are changed daily.

- This type of menu is varied and not monotonous, it is certainly time consuming not only in terms of
menu writing but also in the preparation and costing of recipes.

- It also requires a lot of money for printing the menu.

- Some small eateries that use daily menus use the menu board to write menu for the day and do away
with the expensive menu booklet.
3. Cycle menus- A cycle consists of a carefully prepared set of menus which is rotate according to a
prescribed pattern.

- The menu cycle may be for duration of one week or one to two months.

- Cycle menus can be used even if the menu is printed or dated daily.

MENU FORMAT- The printed menu is itself an advertising device so it must look presentable, well
organized and convincing.

- Food items must be classified and arranged in proper sequence (1. appetizers 2. soup 3. salad 4.
main course 5. dessert)
- The printed menu must contain information on the dishes available, their selling price, portion size,
accompaniments (if any) and a brief description of how they are prepared.
- Some restaurants present dishes in the menu with pictures.
- Small restaurants usually present their menu with a simple list of dishes and their corresponding
prices.
- It is a common practice of some establishments to arrange dishes according to price, starting with
the least expensive item to the most expensive one.
- Choose an attractive printed menu that is simple, easy to read, and colored.

AMES - AUTOMATED MENU ENGINEERING SYSTEM

- Is programmed to facilitate adjustments in recipe cost and selling price when there is an increase in
the cost of merchandise, reduction or increase in the serving size as well as the portion or volume of
raw materials used.
- Also provides automatic adjustments in the portion or quantity of raw materials needed once the
user posts the adjusted yield or allocations.

Tools and Aids in Recipe Costing

1. Price/Inventory List- list of raw food items and their corresponding acquisition cost, specification,
count or measure.
2. Conversion Table- list of equivalent measurements that are available in the nearest bookstore
and even found in some cookbooks.
3. Kitchen Tests
- Raw Food Tests- these are tests to determine the count, weight or yield per unit of perishable items.
- Canned/Bottled Tests- are used to check the yield and actual count of the varieties of
canned/bottled food items.
- Butcher’s Tests- these are cutting tests of meat, fish and poultry.
ORGANIZING THE WORK ( CHAPTER5)
ORGANIZING- is the act of identifying, dividing, designing and arranging the work to be done in a unit or
a department in a manner that will ensure fast and efficient service, according to allowable cost and
quality standards.

A good manager has done satisfactory organizing job when he/she:

- Is able to identify and distribute all critical tasks to ensure goal attainment;
- Has clearly defined and communicated to all staff their duties and accountabilities as well as the
procedures and policies governing each task assigned to them;
- Has made clear to all concerned the expected results and
- Has established a system of monitoring and documenting the results of performance against desired
outcome and standards

ORGANIZING TOOLS- are used to ensure maximum efficiency in the accomplishment of tasks

1.Organizing Chart- describes the alignment of positions in the company including the lines of authority,
chain of command, and span of control.

2. Job Evaluation and Job Classification- is the alignment of positions into various categories, from
highest to lowest in rank.

3. Job Description- is a detailed outline of routine tasks and duties assigned to each job position.

- the typical format includes job title, immediate superior, position classification, basic function and
specific duties.

4. Job Specification- outlines the qualification requirements for each position- competencies, personal
qualities and other mandatory requirements i.e., work experience, education, age, etc.

- serves as the criteria for recruitment and selection of employees.

5. Job Breakdown- breaks each task into specific steps and procedures so that each employee is guided
on what tasks to perform and how each task will be performed.

6. Job Standards- statements of desired outcome (result) of work performed.

- these include the standards of quality, productivity, speed, cost, safety, sanitation, customer relations
and other aspects of the job.

7. Monitoring Checklist- outlines the standard for a systematic and detailed monitoring of actual output
or performance against targets and set standards.

8. Job Review or Performance Evaluation- is the process of assessing an employee’s work performance
in all job areas, using specific and measurable standards as well as personal qualities described through
behavioral indicators.

- a job review maybe done once or twice a year.

- some companies do it quarterly.

DEVELOPING AN ORGANIZATIONAL CHART
- To ensure proper coordination and a smooth flow of operations, it is important for any
organization to clearly define the division of labor, alignment and relationship among
various job positions, the work boundaries, flow of authority, span of control, areas of
responsibility and the lines of coordination and communication.

The organizational chart is developed by:

1.Aligning related positions into a section or work unit.

2. Aligning sections into departments and departments

into a division.

If the hotel or lodging house is small, about 10-50 rooms, with less than 50 staff, it will not be
practical to have many divisions or departments as this would entail a big administrative
expense.
SPAN OF CONTROL
- defines the boundaries for which a unit or a department head operates.
- Abuses in power and authority are a product of undefined boundaries creating misunderstanding,
tensions and conflicts among personnel and among managers and supervisors.
- The flow of authority in the organization is indicated by vertical lines. It is a basic organization
principle that there should be only one boss to avoid confusion or overloading of tasks.
-

Conducting JOB EVALUATION and JOB CLASSIFICATION

- Unfair and unjust distribution of wages has always been a cause for labor unrest and has also
become a controversial issue during labor-management negotiations.
- This problem can be avoided if the company has conducted job evaluation as a basis for wage
distribution.
-

JOB EVALUATION

- is the study of the relative value of each job in relation to other jobs in an organization for the
purpose of stablishing job grade levels corresponding to salary ranges.
-

PERFORMANCE EVALUATION

- the value of the job, not the person performing it, is the one that is being evaluated.
- is called another tool for the appraisal of a person’s work performance.

The system involves the following major activities:

1.Development of Factors- this involves the determination of factors to be used in measuring the value
of each job.

2. Job Analysis- this phase involves an analysis of each job in terms of the above criteria and assigning a
rating or points, following a prescribed rating system. It entails data gathering of the content of these
jobs through the use of questionnaires or interviews.

3. Rating and Classification of Positions- after assigning points to each job that is evaluated, the
positions will be classified into job levels based on the clustering of total points.

4. Wage Adjustments- this involves the assigning of minimum and maximum wage rates for various job
levels.

WRITING A JOB DESCRIPTION

aside from the detailed list of tasks or duties of an employee, the job description may also contain other
related information concerning his job such as his immediate superior, scope of responsibility, position
classification, power and authority.
SAMPLE OF JOB DESCRIPTION

Job Title: Food & Beverage Manager

Reports to: Corporate Operations Manager

Job Level: Senior Manager

Areas of responsibility: All food outlets

JOB SUMMARY

- responsible for planning, organizing, directing and controlling dining and kitchen operations in his
assigned food outlet, ensuring that targets are attained and that production and service are carried
out in accordance with prescribed standards and policies.

Specific Duties and Responsibilities

1.Planning, Problem Solving and Decision Making

2. Organizing the Work

3. Directing, Monitoring and Coordinating

4. Controlling

5. Guest Relations

JOB SPECIFICATIONS

1.Required Knowledge and Competencies

2. Personal Qualities

3. License, Education and Experience

SAMPLE JOB DESCRIPTION- RANK AND FILE

Job Title: ROOMBOY or ROOM ATTENDANT

Reports to: Housekeeping Supervisor

Job Classification: Level Vl

Basic Function: Attends to the maintenance and upkeep of all guestrooms and service areas assigned.

FORMULATING A JOB BREAKDOWN

- After listing down in the job description the tasks to be performed, the next is to design job
procedures, description in detail how the task will be performed and the steps and procedures that
will be followed in performing each task.
3 ELEMENTS OF PROFESSIONALISM, NAMELY:

1.Physical projection- Includes the appearance, body language, poise and posture of the service staff as
they deliver the service.

2. Verbal projection- Refers to the phraseologies used in service delivery and the verbal expression
particularly the decency of the language used and the use of tact, diplomacy and polite expressions

3. Standard procedure in executing the task- For example, what equipment will be used in serving the
order, how will the plate be handled, on what side of guest will the food be served, etc.

STANDARDS- Are statements of desired results.

FORMULATING PERFORMANCE STANDARD- They serve as indicators for measuring quality or

productivity. Monitoring can never be effective unless the supervisor is very clear about the standards of
performance which will serve as the basis for monitoring and inspection. The company must be able to
clearly establish standards of quality, productivity, cost, safety and sanitation.

To be an effective tool for assessment and monitoring, the standards must be:
1.SPECIFIC- states exactly, in observable, measurable terms the desired results or outcome.

2. MEASURABLE- the performance indicators can be arranged in a scale or continuum through which the
performance is measured.

3. ATTAINABLE- the standards can be reasonably attained by the employee within the limits of his
energy, time and inner resources.

4. REALISTIC- all standards must be able to realistically address the requirements/ demands of the
operation.

5. TIME- BOUND- states in specific terms the duration and time for completion of the task; there is
certainly that the job can be realistically completed within the set duration.

Examples of Performance Standards:

1.Productivity- is the required volume of work within a given time.

2. Speed- refers to the amount of time and needed to complete a task.

3. Quality- covers accuracy, thoroughness; conformity to standard procedures.

4. Cost- maximum amount of resources (financial/ material) allowed to produce the work; spending
within the limits of the budget.

5. Safety- the standard for performing the work without injury.

6. Cleanliness and Sanitation- All utensils used are sanitized with the right sanitizing detergents.
- Food served for room service are covered.

7. Customer Relations- A pleasant smile and disposition is exhibited during service.

- Polite and courteous expressions are evident during service.

SAMPLE LIST OF STANDARDS- HOUSEKEEPING:

TASK- Sweeping

STANDARD- 1. Swept floors have no dust streaks nor show any mark.

2. No dirt left on concerns, behind doors, under the carpets/ furniture.

TASK- Mopping

STANDARD- 1. Water is used sparingly.

2. Cleaning solutions are rinsed quickly and the floor is dried at once

TASK- Floor finish

STANDARD- 1. All floors are applied with thin, smooth and even finish.

2. Striping is done as necessary to avoid yellowing and build up in corners, baseboards, furniture.

TASK- Wall washing

STANDARD- 1. Streaks and lap marks are not visible.

2. Corners and areas difficult to reach are cleaned with soft cloth.

3. Walls are spot free.

4. Water does not run on floors and fixtures.

TASK- Dusting

STANDARD- 1. All surfaces are dust free.

2. Corners are vacuumed.

CONTROLLING WORK PERFORMANCE (CHAPTER 7)

- Good management is concerned with the effective and reasonable utilization od material and human
resources.
- Since the manager is responsible for results, he must develop and implement an appropriate system
of control to ensure that what is supposed to be done is actually done, using the available resources
within allowable limits.

Controlling

- is an act of regulating and assessing the work and ensuring that standards or desired outcome are
achieved.

Three aspects of control:

1.Prevention Control also termed as Continuing Control- refers to built-in operational controls that are
designed to prevent undesirable outcomes or potential problems.

Planning and organizing functions are part of preventive control.

2. Warning Control- type of control makes use of measures that will alert the manager that something is
wrong in his department’s operations.

- Records and reports are tools for warning the management of an existing or a potential problem.
Among such reports are:

 Sales Variance Report, Budget Variance Report, Misconduct Report, Inventory report, Audit report,
Accidental report, etc.
 Logbook entries- critical incidents, customer feedback
 Customer complaints- documented and undocumented
 Other records on individual or department performance

3. Corrective Control- this has something to do with corrective measures designed to put a stop to an
already existing performance or behavioral problem. If rampant losses of supplies have been reported,
the cause must be identified and corrected to prevent more losses.

- The controlling job of a manager includes regulations that are meant to prevent abusive, excessive or
under-utilization of material and human resources under his command responsibility.

2 Resources that need to be controlled:

1. Material resources- include money, utilities, supplies, equipment, etc. Control over cost and use
of material resources are explained in Chapter 8.
2. Human resources- refer to people who are assigned to perform the job.
- Control over labor requires determination of appropriate manning requirements, based on
productivity standards and allowable budget for labor cost. There should be optimum utilization of
labor.
- Productivity and quality standards are among the control tools. Quality of work can also be
sustained if quality standards are established, the employees are well oriented about such standards
and the top management strictly enforces compliance to these standards.

Performance Management

- is the process of using management techniques to develop, motivate, direct and control employees’
performance such that they are able to work at maximum levels of efficiency and productivity.

Quality Assurance Program

- is designed to ensure consistent delivery of quality products and services to customers.

Components of a Quality Assurance Program

Managing the Consequences of Performance

- Kenneth Blanchard in his book “Put the One Minute Manager to Work”, mentioned three key
elements to make a good performance. The A-B-C’s of good management.
A- ACTIVATORS- elements needed by an employee to make a good start

Some activators include:

- Well-defined goals, standards and procedures

- Job orientation focusing on employee’s duties, standards and policies
- Basic skills training
- Sufficient tools and equipment
- A favorable, healthy work environment

B- BEHAVIOR- how the employee behaves and performs on the job, after getting the right ACTIVATORS

C- CONSEQUENCES- the results of work performed

Some managers, after giving the activators, are no longer seen in the employee’s job site- no comments
and no feedback on employee’s performance, leaving the employee to wonder whether he is doing an
acceptable job or not.

Other managers react only to mistakes, using what Kenneth Blanchard termed as “Leave alone, zap
policy”. When things go to well, there is no reaction: when things go wrong, the manager becomes
transparent with his sanctions or reprimand.

Effective performance management therefore requires appropriate response to whatever consequences

of performance. This means that:

Dealing with Infractions and Misconduct

1. Investigate to confirm the performance deviation or the misconduct by the concerned

employee.
2. Diagnose the cause/s of the deviation or misconduct.
3. Take appropriate action.
4. Document the action taken.
5. Make a follow-up.

Taking a Disciplinary Action

- Disciplinary action may be taken for unjustified deviations or variances but should never be abused.
- The company must have clear administrative policies in the enforcement of discipline.

Rules Governing Enforcement of Discipline

1. Discipline must be fair and just- no employee can be convicted nor given any disciplinary action
until proven guilty beyond reasonable doubt.
2. Uniformity and consistency must be observed- meaning the same offense, under the same
circumstances shall be subjected to the same sanctions, regardless of who the offender is. There
should no be DISCRIMINATION whatsoever.
3. Put the company rules and sanctions in writing and orient staff about it.
4. Document all reports and sanctions taken.
5. Discipline in the privacy of your office.
 6. Discipline must be corrective, rather than punitive.

7. Deal with infractions as they arise.

8. Educate, not humiliate.

9. Give specific feedback.

Improving Employees Work Performance

- Once performance or behavioral problems are observed among the employees, a corrective
interview has to be done immediately.

Steps in Conducting A Corrective Interview:

1. Call the employee in the privacy of your office.

2. Tell him the consequences of what he/she did and how you feel about it.
3. Let him react and explain.
4. Find out from the employee how the problem can be resolved.
5. Document the agreed-upon solution and agree on a follow-up date.

Making a Follow Up of Poor Performance

- When performance problems remain uncorrected despite the initial corrective interview, then a
follow-up interview is called.

Steps in Making a follow-up Interview:

1. Refer to a previous discussion, mention the resolutions and remedies agreed upon.
2. Describe your observations regarding the lack of improvement in the employee’s performance.
3. Cite the consequences or possible consequences that will result from the lack of improvement.
4. Ask for reasons or causes.
5. Ask the employee how he intends to solve the problem.
6. Agree on new solutions if what was previously agreed upon does not solve the problem.

Performance Appraisal

- is a process of assessing an employee’s performance on the basis of established performance

standards and performance targets.

Schedule of Performance Appraisal

1. Annually…………… usually at the end of the fiscal year

2. Semi-annually…… at the middle and at the end of the fiscal year
3. Quarterly………….. every 3 months