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Food is consumed outside the home in a variety of settings. Eating places range from institutional cafeterias and fast food to elegant dining establishments. The cuisine, price, and setting where the meals are consumed vary, but managers of these dining facilities share many of the same responsibilities. Efficient and profitable operation of restaurants and institutional food service facilities requires managers and assistant managers to select and appropriately price menu items, use food and other supplies efficiently, and achieve consistent quality in food preparation and service. They also must attend to the various administrative aspects of the business, which includes recruiting, training, and supervising an adequate number of workers.
In most restaurants and institutional food service facilities, the manager is assisted by one or more assistant managers, depending on the size and operating hours of the establishment. In large establishments, as well as in many smaller ones, the management team consists of a general manager, one or more assistant managers, and an executive chef. The executive chef is responsible for the operation of the kitchen, while the assistant managers oversee service in the dining room and other areas of the operation. In smaller restaurants, the executive chef may be the general manager, and sometimes an owner. In fast-food restaurants and other food service facilities open for long hours or 7 days a week, the manager is aided by several assistant managers, each of whom supervises a shift of workers. (For additional information, see the Handbook statements on general managers and top executives and chefs, cooks, and other kitchen workers.)
Many restaurants rarely change their menu, while others make frequent alterations. Institutional food service facilities and some restaurants offer a new menu every day. Managers or executive chefs select menu items, taking into account the likely number of customers, and the past popularity of dishes. Other issues taken into consideration when planning a menu include food left over from prior meals that should not be wasted, the need for variety, and the availability of foods due to seasonality and other factors. Managers or executive chefs analyze the recipes of the dishes to determine food, labor, overhead costs and to assign prices to the various dishes. Menus must be developed far enough in advance that supplies can be ordered and received in time.
Ordering supplies and dealing with suppliers are important aspects of the work of restaurant and food service managers. On a daily basis, managers estimate food consumption, place orders with suppliers, and schedule the delivery of fresh food and beverages. They receive and check the content of deliveries, evaluating the quality of meats, poultry, fish, fruits, vegetables, and baked goods. Managers meet with the sales representatives from restaurant suppliers to place orders replenishing stocks of tableware, linens, paper, cleaning supplies, cooking utensils, and furniture and fixtures. They also arrange for equipment maintenance and repairs, and for a variety of services such as waste removal and pest control.
Managers interview, hire, and, when necessary, fire employees. They explain the establishment's policies and practices to newly hired workers and oversee their training. Managers schedule the work hours of employees, making sure there are enough workers present to cover peak dining periods.
Restaurant and food service managers supervise the kitchen and the dining room. They oversee food preparation and cooking, examining the quality and portion sizes to ensure that dishes are prepared and garnished correctly and in a timely manner. They also investigate and resolve customers' complaints about food quality or service. During busy periods, managers "roll up their sleeves" and help with the cooking, clearing of tables, or other tasks. They direct the cleaning of the kitchen and dining areas and the washing of tableware, kitchen utensils, and equipment to maintain company and government sanitation standards. They monitor the actions of their employees and patrons on a continual basis to ensure the health and safety standards and local liquor regulations are obeyed.
Managers have a variety of administrative responsibilities. In larger stablishments, much of this work is delegated to a bookkeeper, but in others, managers must keep accurate records of the hours and wages of employees, prepare the payroll, and do paperwork to comply with licensing laws and reporting requirements of tax, wage and hour, unemployment compensation, and Social Security laws. They also maintain the records of supplies and equipment purchased, and ensure that accounts with suppliers are paid on a regular basis. In addition, managers record the number, type, and cost of items sold to exclude dishes that are unpopular or less profitable.
Many managers are able to ease the burden of record keeping and paperwork through the use of computers. Point-of-service-systems (POS) are used in many restaurants to increase employee productivity and allow managers to track the sales of specific menu items. Using a POS system, a server keys in the customer's order and the computer immediately sends the order to the kitchen so preparation can begin. The same system totals checks, acts as a cash register and credit card authorizer, and tracks daily sales. To minimize food costs and spoilage, many managers use inventory tracking software to compare the record of daily sales from the POS with a record of present inventory. In some establishments, when supplies needed for the preparation of popular menu items run low, additional inventory can be ordered directly from the supplier using the computer.
Managers are among the first to arrive and the last to leave. At the conclusion of each day, or sometimes each shift, managers tally the cash and charge receipts received and balance them against the record of sales. They are responsible for depositing the day's receipts at the bank, or securing it in a safe place. Managers are also responsible for locking up, checking that ovens, grills, and lights are off, and switching on alarm systems.
Evenings and weekends are popular dining periods, making night and weekend work common. However, many managers of institutional food service facilities work more conventional hours because factory and office cafeterias are generally open only on weekdays for breakfast and lunch. It is common for restaurant and food service managers to work 50 hours or more per week.
Managers often experience the pressure of simultaneously coordinating a wide range of activities. When problems occur, it is the responsibility of the manager to resolve them with minimal disruption to customers. The job can be hectic during peak dining hours, and dealing with irate customers or uncooperative employees can be stressful.
Restaurant and food service managers held about 526,500 jobs in 1994. Most worked in restaurants or for contract institutional food service companies, but a small number were also employed by educational institutions, hospitals, nursing and personal care facilities, and civic, social, and fraternal organizations. About two-fifths were self-employed. Jobs are located throughout the country, but are most plentiful in large cities and tourist areas.
Many restaurant and food service manager positions are filled by promoting experienced food and beverage preparation and service workers. Waiters, waitresses, chefs, and fast-food workers who have demonstrated their potential for handling increased responsibility sometimes advance to assistant manager or management trainee jobs when openings occur. Executive chefs need extensive experience working as a chef, and general managers need experience working as assistant manager. However, most food service management companies and national or regional restaurant chains also recruit management trainees from 2- and 4-year college hospitality management programs. Food service and restaurant chains prefer to hire people with degrees in restaurant and institutional food service management, but they often hire graduates with degrees in other fields who have demonstrated interest and aptitude.
A bachelor's degree in restaurant and food service management provides a particularly strong preparation for a career in this occupation. In 1992, more than 160 colleges and universities offered 4-year programs in restaurant and hotel management or institutional food service management. For people not interested in pursing a 4-year degree, a good alternative is the more than 800 community and junior colleges, technical institutes, and other institutions that offer programs in these fields leading to an associate degree or other formal certification. Both 2 and 4-year programs provide instruction in subjects such as accounting, business law and management, food planning and preparation, and nutrition. Some programs combine classroom and laboratory study with internships that provide on-the-job experience. In addition, many educational institutions offer culinary programs that provide food preparation training which can lead to a career as a cook or chef and provide a foundation for advancement to an executive chef position.
Most employers emphasize personal qualities. Restaurant and food service management can be demanding, so good health and stamina are important. Self-discipline, initiative, and leadership ability are essential. Managers must be able to solve problems and concentrate on details. They need good communication skills to deal with customers and suppliers, as well as to motivate and direct their subordinates. A neat and clean appearance is a must because they are often in close personal contact with the public.
Most restaurant chains and food service management companies have rigorous training programs for their management positions. Through a combination of classroom and on-the-job training, trainees receive instruction and gain work experience in all aspects of the operations of a restaurant or institutional food service facility-food preparation, nutrition, sanitation, security, company policies and procedures, personnel management, record keeping, and preparation of reports. Usually after 6 months or a year, trainees receive their first permanent assignment as an assistant manager.
A measure of professional achievement for restaurant and food service managers is to earn the designation of certified Foodservice Management Professional (FMP). Although not a requirement for employment or advancement in the occupation, voluntary certification provides recognition of professional competence, particularly for managers who acquired their skills largely on the job. The Educational Foundation of the National Restaurant Association awards the FMP designation to managers who achieve a qualifying score on a written examination, complete a series of courses that cover a range of food service management topics, and who meet standards of work experience in the field.
Willingness to relocate often is essential for advancement to positions with greater responsibility. Managers advance to larger establishments, or regional management positions within restaurant chains. Some eventually open their own eating and drinking establishments. Others transfer to hotel management positions, because their restaurant management experience provides a good background for food and beverage manager jobs at hotels and resorts.
Employment of restaurant and food service managers is expected to increase faster than the average for all occupations through the year 2005. In addition to growth in demand, the need to replace managers who transfer to other occupations or stop working will create many job openings. Job opportunities are expected to be best for people with bachelor's or associate degrees in restaurant and institutional food service management.
Employment growth is expected to vary by industry. Eating and drinking places will provide the most new jobs as the number of eating and drinking establishments increases and other industries continue to contract out their food services. Population growth, rising personal incomes, and increased leisure time will continue to produce growth in the number of meals consumed outside the home. To meet the demand for prepared food, more restaurants will be built, and more managers will be employed to supervise them. In addition, the number of manager jobs will increase in eating and drinking places as schools, hospitals, and other businesses contract out more of their food services to institutional food service companies located in the eating and drinking industry.
Employment of wage and salary managers in eating and drinking places is expected to increase more rapidly than self-employed managers. New restaurants are increasingly affiliated with national chains rather than being independently owned and operated. As this trend continues, fewer owners will manage restaurants themselves, and more restaurant managers will be employed to run the establishments.
Employment in eating and drinking establishments is not very sensitive to changes in economic conditions, so restaurant and food service managers are rarely laid off during hard times. However, competition among restaurants is always intense, and many restaurants do not survive.
Food service manager jobs are expected to increase in other industries, but growth will be slowed as contracting out becomes more common. Growth in the population of elderly people is expected to result in growth of food service manager jobs in nursing homes, residential care facilities, and other health care institutions.
Median earnings for restaurant and food service managers were $421 a week in 1994. The middle 50 percent earned between about $295 and $599 a week. The lowest paid 10 percent earned $220 a week or less, while the highest paid 10 percent earned over $884 a week.
Earnings of restaurant and food service managers vary greatly according to their responsibilities and the type and size of establishment. Based on a survey conducted for the National Restaurant Association, the median base salary of managers in restaurants was estimated to be about $28,600 a year in 1994, but managers of the largest restaurants and institutional food service facilities often had annual salaries in excess of $45,000. Managers of fast-food restaurants had an estimated median base salary of $25,000 a year; managers of full-menu restaurants with table service, almost $30,000; and managers of commercial and institutional cafeterias, nearly $31,400 a year in 1994. Besides a salary, most managers received an annual bonus or incentive payment based on their performance. In 1994, most of these payments ranged between $2,000 and $8,000 a year.
Executive chefs had an estimated median base salary of about $37,000 a year in 1994, but those employed in the largest restaurants and institutional food service facilities often had base salaries over $43,000. Annual bonus or incentive payments of most executive chefs ranged between $1,500 and $6,000 a year.
The estimated median base salary of assistant managers was over $22,000 a year in 1994, but ranged from less than $19,000 in fast-food restaurants to over $25,000 in some of the largest restaurants and food service facilities. Annual bonus or incentive payments of most assistant managers ranged between $1,000 and $4,000 a year.
Manager trainees had an estimated median base salary of about $20,000 a year in 1994, but had salaries of nearly $30,000 in some of the largest restaurants and food service facilities. Annual bonus or incentive payments of most trainees ranged between $500 and $2,500 a year.
Most salaried restaurant and food service managers received free meals, sick leave, health and life insurance, 1 to 3 weeks of paid vacation a year, and the opportunity for additional training depending on their length of service.
Restaurant and food service managers direct the activities of businesses which provide a service to customers. Other managers in service-oriented businesses include hotel managers and assistants, health services administrators, retail store managers, and bank managers.
Information about job opportunities may be obtained from local employers and local offices of the State employment service.
Information about a career as a restaurant and food service manager, 2- and 4- year college programs in restaurant and food service management, and certification as a Foodservice Management Professional is available from:
The Educational Foundation of the National Restaurant Association, Suite 1400, 250 South Wacker Dr., Chicago, IL 60606.
General information on hospitality careers may be obtained from:
Council on Hotel, Restaurant, and Institutional Education, 1200 17th St. NW., Washington, DC 20036-3097.
For general career information and a directory of accredited private trade and technical schools offering programs in restaurant and food service management, write to:
Accrediting Commission of Career Schools and Colleges of Technology, 2101 Wilson Blvd., Suite 302, Arlington, VA 22201.
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