CRISP ENTERPRISE
LTD.
REPORT
MUSEUM/SPORTS CENTER
The staffing structure for the kitchen and the
restaurant at the museum it might be like the following:
There is going to
be a Food and Beverage Manager who will have the overall responsibility of the
establishment. We have to find a person who has the experience and the
qualifications for a job like that. He will have the responsibility of dealing
with all the problems that the staff may have, authorize the purchases,
supervise all the departments when necessary and do any changes to the areas
that a problem may arise.
We have to give a
lot of attention with this person as he is the key person for the success of
the new establishment. He must have the knowledge of all the current
legislation that affects our establishment and he must ensure that our
establishment complies with the legislation. He have to write reports for our
company saying how the establishment goes on, and if there are any problems.
His working hours will be from 10.00 to 18.00, 5 days per week for the museum
and for the sports center.
Then we
have to find a good Head Chef to be in charge of the kitchen. He should have
the responsibility for all personnel in the kitchen and he has to do the
training for the new staff if necessary. He will be responsible for the kitchen
equipment, utensils, etc. He has to do the planning, organization and
supervision of food preparation including menu planning according to the agreed
costed recipes, purchasing of all the foodstuffs, kitchen materials and
equipment from the nominated suppliers within agreed budget levels, portion and
waste control, arrangement of staff rosters, hygiene and cleanliness, fire
precautions and the security of all kitchen supplies, equipment, utensils and
silverware. He would report to the Food and Beverage Manager for any problems.
The Head Chef for the museum should work from 10.00 to 18.00, daily and the
Head Chef for the Sports Center can work during lunch and dinner hours. Commi
chefs should be hired to assist the Chef and have the responsibility of running
the kitchen when the Head Chef is not present. Some Sous Chefs should be also
hired to help the Commi's in their work. Kitchen porters must be there all the
opening hours of both establishments to wash and clean the equipment used in
the kitchen and the restaurant. (see organizational charts)
For the
restaurant a Food and Beverage supervisor should be hired to be in charge of
the service areas. He would be responsible for all the food service staff and
do the planning, organization and supervision in the restaurant including
purchasing of beverages, restaurant materials, and equipment from nominated
suppliers within agreed budget levels, arrangement of staff rosters, training
of new staff, hygiene and cleanliness, fire precautions and the security of all
restaurant supplies, equipment, utensils and silverware. He should report any
problems to the Food and Beverage Manager. Cashiers and waitresses who they
should be responsible for cleaning and laying up dining areas, stock up and
replenish service points if necessary, clear away used plates, utensils, trays,
and wipe down tables and working surfaces during and after the service periods,
serve customers during service periods. A head waiter should be present to assist
and supervise the casual and part time staff when necessary and if the Food and
Beverage Supervisor is not there.
When we will
employ the new staff we must ensure that those people can work together as a
team a this is essential for the success of our businesses. We must set up an
'interviewing team' which they will assess the future employees if they are
skilled enough to work for us. As it is essential for our employees to work as
a teams we have to ensure that those teams should have the following
characteristics:
1. A set
membership
2. A sense of
shared purpose
3.
Interdependence, i.e. people needing each other
4. Communication
5. The ability to
act as a unit when necessary
There are many
influences on the structure of teams and the way they operate. The way in which
the task that the team have to achieve is organized will affect the structure.
For a team to function effectively, all the task and maintenance roles must be
carried out by some person or persons in the team at some stage. Some members
will perform more than one role and it is the leader's responsibility to ensure
that task and maintenance roles are completed but individual roles are avoided.
In order for any of us to work to our optimum
potential, the environment within which we work is very important. To increase
job satisfaction we can introduce some incentive schemes. But if we want to use
this kind of incentive schemes we must follow some basic principles that should
be adhered to for it to be effective in the long term. These are:
1. When an
incentive scheme is introduced all workers should be considered because of the
effect the scheme may have on existing earnings differentials and the
possibility of creating friction between staff.
2. Payments
should be related to results by comparing actual performance with forecasts,
targets, standards, or budgets. This may be done individually or on a group
basis.
3. Targets should
be realistic, that is achievable with reasonable effort and agreed with the
person or groups concerned.
4. Targets should
be reviewed regularly, and at least annually, so that payments are something to
be earned with effort rather than something who becomes a matter of right.
5. An incentive
scheme should be simple and clearly understood by those within the scheme.
6. Payment of the
incentive should be made as near as possible to the period in which it was
earned. Long delays in payment cause irritation and reduce the incentive
element.
7. All elements
of a scheme and any rules should be objective. Management should not
incorporate 'discretionary' rules such as 'management reserves the right to
withhold payment without giving a reason'. Incentives, if earned, should be a
matter of right, nor for management to dispense on a discretionary basis, and the
terms of the incentive scheme should become part of the 'Contract of
Employment'.
There are not
only the incentive schemes that we can give job satisfaction to our employees.
According to Herzberg's theory, he suggests that the work situation can be divided
into elements. The areas that cause dissatisfaction such as conditions of work,
pay and physical conditions he calls 'hygiene' or 'maintenance' factors. Those
elements of the work which motivate people are responsibility, recognition,
achievement and advancement, and these are refered to as 'motivators'. Herzberg
found that the workforce can be motivated to achieve certain goals or targets
set by management as long as certain minimum requirements regarding the work
environment have been met. He referred to 'maintenance' or 'hygiene' factors as
affecting our motivation badly, but if these factors are taken by management
and used as the minimum standard or expectation of the workforce in relation to
job conditions, motivation could be improved. These maintenance factors may
include:
1. Implementation
of basic legal health and safety requirements
2. The perceived
position of the individual in the organization
3. The physical
environment - heating, lighting, etc.
4. The provision
of adequate leisure or recreational facilities and groups
The environment
within which we work and the conditions found there must be of a certain
standard if individuals are to reach the objectives set for them. If the
conditions in which we work are good, then supervisors and managers may
encourage staff to work beyond the minimum level.
We can offer to the staff free meals, breaks
between the working hours, provide for them free uniforms, medical services,
free insurance and in a case of an accident the company will pay for their
expenses, Christmas bonus, long service awards, discounted memberships in the
sports center, discounted meals in the company's establishments, etc.
Another important thing is adequate and
sufficient training. The gains which is hoped training will bring are:
1. greater
productivity and quality
2. less scrap or
spoiled work
3. greater
versatility and adaptability to new methods
4. less needs for
close supervision
5. fewer
accidents
6. greater job
satisfaction showing itself in lower labour turnover and less absence
Not all the
employees have the same skills as some of them. This depends from the
experience that those employees may have. There are different sectors that an
employee may need training. This could be skill training or attitude training.
Attitudes determine the general approach of an employee to work. For example,
the care that is taken to avoid mistake, the way customers, clients or patients
are dealt with a degree of persistence shown in achieving work objectives.
Attitude training is difficult because many
attitudes are deep-rooted and cannot easily be changed in a short time. The
usual methods employed are as follows:
1. On-job
experience within a group of employees whose attitude ate thought to be
appropriate
2. On-job training
by attaching the trainee to a senior employee who has appropriate attitudes and
the personal qualities likely to influence their acceptance.
3. Off-job
training in which a group of employees discuss case studies designed to
emphasize the relevant attitudes.
If an employee
has low level skills then a training procedure must take place. The traditional
method of skill training is as follows: to analyze the key elements of jobs by
breaking them down into their essential components.
1. A supervisor
performs the job him or herself and divides it into reasonable self-contained
stages, each of which can be taught as a unit.
2. He or she
examines each stage to identify and describe 'key points', e.g. special
difficulties or dangers.
3. He or she
makes sure that the materials and equipment required for training are properly
arranged.
4. The supervisor
talks to the trainee to find out what is already known about the job and
arouses the trainee's interest in learning it.
5. The job is
then demonstrated to the trainee in stages, explained slowly and carefully,
with particular emphasis on the key points.
6. The trainee
performs the job, the supervisor observing to see that no mistakes are made and
asking questions to ensure that the trainee has understood it.
7. The supervisor
puts the trainee to work, watching firmly closely at first but gradually
relaxing supervision as the trainee gains confidence and skill.
The method is
cheap and is suitable for a small number of trainees. It begins by being
off-job, though usually very near the scene of production, but soon becomes
on-job.
Another thing that our managers can do is to
supervise the employees and once per month to have one-to-one meetings and the
manager will seek their attention to the sections that they'll may have a
problem and generally to tell them how they're going on the job. The managers
they can complete the following observation checklist and the work standards
and performance of staff handbook.
CRISP ENERPRISE
LTD.
HANDBOOK OF WORK
STANDARDS
AND PERFORMANCE
OF STAFF
EXAMPLE OF A
CHECKLIST
NAME:.............................. DEPARTMENT:...................................
JOB:.................................. HOW LONG IN DEPT.:.......................
DATE OF
BIRTH:............ HOW LONG IN
COMPANY:...............
Please tick the
ratings you think appropriate, after reading carefully the definitions of the
factors and grades. You should add any general remarks in the space provided at
the end of the form. Base your judgment on the requirements of the job and the
employee's performance in the job.
1. KNOWLEDGE OF JOB
(Present
knowledge of job and of work related to it.)
Knows only
routine repetitive work. Will not learn ___________
Knows routine
work and some parts of other jobs ___________
Knows most jobs
but relies on others for special
knowledge ___________
Good knowledge of
practically all aspects of the work ___________
Complete grasp of
all aspects of the work ___________
2. ACCURACY
(Standard of work
compared with standard expected, degree to which work must be checked.)
Work is
inaccurate; requires constant checking ___________
Careless at
times; requires frequent checking ___________
Usually accurate;
requires occasional checking ___________
Accurate except
on very difficult jobs ___________
Accurate on all
jobs ___________
3. SPEED OF WORK
(Speed of which
work is accomplished in relation to the standard expected on the job.)
Very slow; always
fails to meet requirements ___________
Slow; often below
requirements ___________
Average speed;
meets requirements as a rule ___________
Above average
speed; usually exceeds requirements ___________
Fast; always
exceeds requirements ___________
4. CO-OPERATION
(Ability to work
with others at all levels; readiness to try out new ideas and methods; response
when asked for a special effort.)
Difficult to work
with; often touchy and unco-operative ___________
Occasionally
difficult to work with ___________
Normally co-operative;
raises few difficulties ___________
Always tries hard
to co-operate; easy to work with ___________
Co-operates
extremely well with others at all levels ___________
5. INITIATIVE
(Resourcefulness;
ability to work without detailed instructions; readiness to offer ideas and
suggestions about work.)
Requires detailed
supervision; waits to be told ___________
Requires frequent
supervision; asks for instructions ___________
Requires
occasional supervision, sometimes offers ideas ___________
Rarely requires
supervision; resourceful, offers ideas ___________
Never requires
supervision; has many ideas, solves
problems unaided ___________
TRAINING NEEDS
(Suggest any
training course or in-company experience which might improve the employee's
performance.)
____________________________________________________________________
PROMOTION
POTENTIAL
The employee is
an excellent promotion candidate because ____________
The employee is a
good promotion candidate because ____________
The employee is a
border-line promotion candidate because ____________
The employee is
unlikely to be promoted because ____________
GENERAL REMARKS
_____________________________________________________________________
GENERAL RATING
Assess employee's
job performance in his or her present job:
( ( ( ( (
Poor Average Excellent
Signed
_____________ Position______________ Date____________
Countersigned________ Position______________ Date____________
CRISP ENERPRISE
LTD.
HANDBOOK OF WORK
STANDARDS
AND PERFORMANCE
OF STAFF
All the
supervisors must be aware of the current legislation that is affecting work
standards and the overall performance of the staff.
When a new
employee starts work during the first two-month period the supervisor must
provide to the employee the following: (see induction checklist)
* Terms and
conditions relating to sickness/injury etc.
* Rules on
pension schemes
* Length of
notice to be given by both employer and employee
* Disciplinary
rules and disciplinary appeals procedure
Apart from that
the employer must be aware of the following legislation acts such as:
1. Trades Union
Reform and Employment Rights Act 1993
It states that a
written statement of the terms of employment must be given to any new employees
who work more than eight hours a week and who have been in employment for more
than a month. This is the major piece of legislation.
2. Health and Safety at Work etc. Act 1974
(HASAWA)
All people at
work except domestic servants in private households are covered by this Act. It
imposes a general duty of care on most people associated with work activities.
3. Equal Pay Act 1970
This provides for
equal pay and conditions for men and women doing the same or broadly similar
work.
4. Sex Discrimination Act 1975
This Act makes it
illegal to discriminate on the grounds of sex.
5. Race Relations Act 1976
This Act makes it
an offense to discriminate on the grounds of colour, race or national origins.
It prevents advertisements for staff from particular countries or the rejection
of a guest solely on the grounds of colour, race or national origins.
6. Employment of Young People
It is illegal to
employ a person under the age of eighteen in a bar when it is open for the consumption of
liquor. They may be employed elsewhere and enter through the bar to pass or
receive messages.
7. The Food Safety Act 1990
This Act seeks to
protect the consumer from potential danger, using a variety of powers of
control.
Apart from those
legislation Acts that affect all the establishments of the industry there are
and some other procedures that an employee may have to follow and they are
called 'Workplace procedures'. Those procedures fall under the following
headings:
* Induction
* Records
* Performance assessment
and appraisal
* Disciplinary
and grievance procedures, and finally
* Trades unions,
professional bodies and industrial tribunals
Depending on the
size of the establishment these functions may carried out by a personnel
department, a small group of people or an individual.
INDUCTION
This is the
progress of integrating a new person into an organization or team. When people
have been appointed to a job, new staff need to be given a short training time
aiming at making them familiar with:
1. Company
policies
2. Company rules
and procedures
3. An overview of
the company's activities
4. The range of
products or services
5. The structure
and organizational systems
6. Introductions
to the employee's immediate colleagues
Induction is not
something that takes place on the first morning of a new job; it can be a
relatively long process, with some people taking many weeks to settle in. This
is because every job has two parts to it. First there is the work itself and
second there are all the peripherals to the job including conditions and social
contacts.
RECORDS
It should be
useful for the company apart from the basic details and wage records who is a
legal requirement to have a database with information relating to the
employees.
PERFORMANCE
ASSESMENT AND APPRAISAL
It is very
important that the workforce is able to meet the demands and expectations of
the organization, and that they achieve the levels of performance the company
requires. Therefore it is also important that people know what the company is
aiming for, but these aims should be broken into segments and delegated to the
appropriate sections or teams. This means that supervisors will be expected to
set goals at which individuals should aim. Inherent in this is the constant
monitoring and evaluation process of people to ensure that they are working to
their potential. From a properly conducted appraisal programme an employer
should obtain the following:
1. An analysis of training needs which enables
individual and group training programs to be produced.
2. A succession plan and management development
programme that earmarks individuals for promotion and identifies their
particular development needs.
3. A reasonable objective basis for salary
review.
4. Improved communications.
The individual
also benefits by knowing:
a) How he or she stands and what help is to be
given to improve performance.
b) What his or her career prospects are.
There are three
main steps in conducting appraisals correctly:
(i) Having an up-to-date and objective job
description, and performance targets.
(ii) Comparing the person's performance with the
job description and targets.
(iii) Communicating and discussing the supervisor's
and the person's views regarding his or her performance, and the recording of
both the supervisor's and the subordinate's views.
DISCIPLINARY AND
GRIEVANCE PROCEDURES
Under the
employment legislation there is a wide range of legal responsibilities to
provide employees with fair and just conditions of employment and safeguards
against unfair dismissal and discrimination. This procedure should ensure that
any disciplinary action is not taken until the case has been thoroughly
investigated and that employees are not dismissed for a breach of discipline,
except in the case of gross misconduct (such as theft, etc.).
There should be a
system through which employees are told if a complaint has been against them
and they should be given the opportunity to state their case before any
decision is made. The employee should have the right to be accompanied by a
'friend' (either a trade union representative or fellow employee) when stating
his or her case. The procedure should also ensure that the employee knows the
penalties that can be imposed and informed of the appeals mechanism.
The contents of a
disciplinary code should include reference to areas which cause genuine
disruption to the smooth running of the firm. Hopefully your list includes some
of the following areas:
* Persistent
lateness
* Absenteeism
* Violation of
health, safety and welfare regulations
* Theft
* Smoking in
prohibited areas
* Drinking on
duty
* Fighting or
abusive behavior
The seriousness
of each of these will vary in terms of the number of times the action is
committed and in relation to the situation in which it was committed.
TRADES UNIONS,
PROFESSIONAL BODIES AND INDUSTRIAL TRIBUNALS
There isn't a
union who is representing the catering industry due to the fact that the
industry is large and diverse and people are constantly gaining employment with
new establishments or changing responsibilities within existing ones. The only
unions that made efforts to represent the industry is the Transport and General
Workers Union (TGWU) and the General and Municipal Workers Union (GMWU).
The principal
association for the hospitality and catering industry is the HCIMA - the Hotel
Catering and Institutional Management Association. While the Association is
best known for its educational work, it provides a wealth of information about
all aspects of the industry through a handbook which is updated annually. The
association also provides publications, advisory services, meetings,
conferences and lectures to both industry and its members.
The function of
the industrial tribunals is to provide an informal and speedy method for
employees to enforce their rights against employers for breach of some Acts
including:
* Health and
Safety at Work Act 1974
* Sex
Discrimination Act 1975
* Race Relations
Act 1976
* Employment
legislation
For most
situations, the tribunal will be made up of a chairperson and two other
members. The chairperson must have a barrister, advocate or solicitor for at
least seven years. The other two members are appointed by the Secretary of State for Employment from lists proposed by
the Confederation of British Industry, (CBI - an employers' organization) and
the Trades Union Congress (TUC - an employees' organization). These can be
appeals against the tribunal's decision (on a point of law).
CRISP ENERPRISE
LTD.
HANDBOOK OF WORK
STANDARDS
AND PERFORMANCE
OF STAFF
Checklist for
induction programmes:
1. DOCUMENTATION Name Address Tel. No.
Are the following
points Next of kin Name Address
covered? Tel. No. National Insurance no.
P45 Bank address
2. INFORMATION Wages/Pensions/Insurance/
Are the following
Personnel/Training/etc.
departments
informed?
3. TERMS OF EMPLOYMENT Hours of duty/Meal breaks/Days off/
Are the following
explained Method of calculating
pay/Holiday arrangements
and understood? Sick
leave/Pension scheme.Grievance procedures
Rights regarding trade
unions and Staff Assoc.
Additional benefits
such as group Insurance rates
or other discounts.
4. HISTORY AND ORGANIZATION Origin and development of the organization.
Are the following
explained and Present situation
understood? Objectives.
5. ESTABLISHMENT/ Layout of establishment including toilets,
ORGANIZATION showers, etc.
Are the following
explained Names of relevant
supervisors and colleagues,
and understood? Introduction where necessary,
to supervisor,
shop steward, etc.
6. RULES AND REGULATIONS (a) Statutory; licensing laws and hours, food
Are the following
explained hygiene, Innkeepers
Liability Act, etc.
and understood? (b) Company rules; punctuality,
drinking,
smoking, appearance,
personal business,
use of employer's
property, etc.
7. THE JOB Purpose/methods/training
needs
Are the following
explained
and understood?
CRISP ENTERPRISE
CO.
JOB SPECIFICATION
FOR A HEAD WAITER
JOB TITLE: Head waiter
SEX: Male/Female
AGE RANGE: 21-35
ESSENTIAL
QUALIFICATIONS
a) Educational: No
formal requirements
b) Technical: NVQ
Food Service and previous experience
EXPERIENCE TO
INCLUDE: Experience of all corners of
the restaurant
Experience to control a
brigade of not less than
four
Recent experience of
good quality service
PERSONAL
QUALITIES: Able to control mixed
staff
Stable employment
record
Above average
intelligence
PERSONAL
CIRCUMSTANCES: Flexible to work more if
necessary
Will have to live out
DUTIES: Supervise and assist the
casual and part-time
staff, serve customers,
take orders etc.
KNOWLEDGE: Licensing laws, procedures for
taking food
orders, deal with
customer complaints, etc.
DESIRABLE
QUALIFICATIONS: GNVQ at Hosp. & Cater. , NVQ Food
service
EXPERIENCE: Previous experience at working in restaurants
CRISP ENTERPRISE
CO.
JOB SPECIFICATION
FOR A CHEF
JOB TITLE:
SEX:
AGE RANGE:
ESSENTIAL
QUALIFICATIONS
a) Educational:
b) Technical:
EXPERIENCE TO
INCLUDE:
PERSONAL
QUALITIES:
PERSONAL
CIRCUMSTANCES:
DUTIES:
KNOWLEDGE:
SKILL:
SOCIAL SKILLS:
DESIRABLE
QUALIFICATIONS:
EXPERIENCE:
CRISP ENTERPRISE
CO.
JOB SPECIFICATION
FOR A COUNTER ASSISTANT
JOB TITLE: Counter assistant
SEX: Female
AGE RANGE: 18-26
ESSENTIAL
QUALIFICATIONS
a) Educational: GCSE's
at Math's
b) Technical: Previous
experience
EXPERIENCE TO
INCLUDE: Experience of making correct cash
transactions
Experience of food
service
PERSONAL
QUALITIES: Able to work under
pressure
PERSONAL
CIRCUMSTANCES: Flexible to work more if
necessary
DUTIES: Keep the dining areas in a
clean and tidy state
Serve customers
Clean and lay up
canteen dining area
Clear away used plates,
utensils, trays, and wipe
down tables and working
surfaces during and
after the service
period
Clean and polish
equipment after service periods
Comply with company
standards and statutory
hygiene regulations
KNOWLEDGE: Licensing laws, procedures for
taking food
orders, making correct
cash transactions,
disposal of cutlery,
crockery, linen, etc.
DESIRABLE
QUALIFICATIONS: NVQ food service
EXPERIENCE: Previous experience at working in a restaurant
or a counter
CRISP ENTERPRISE
CO.
JOB SPECIFICATION
FOR A WAITRESS
JOB TITLE: Waitress
SEX: Female
AGE RANGE: 18-25
ESSENTIAL
QUALIFICATIONS
a) Educational: No
formal requirements
b) Technical: NVQ
food service or previous experience
EXPERIENCE TO
INCLUDE: Experience of food service
PERSONAL
QUALITIES: Able to work with others
Able to work under
pressure
PERSONAL
CIRCUMSTANCES: Flexible to work more if
necessary
DUTIES: Preparation
of food service areas
Service of customers
Taking orders
Preparation for
cleaners after last customers have
left
Stripping tables
KNOWLEDGE: Licensing laws, procedures for
taking food
orders, disposal of
cutlery, crockery, linen, etc.
DESIRABLE
QUALIFICATIONS: NVQ food service
EXPERIENCE: Previous experience at working in a restaurant
CRISP ENTERPRISE
CO.
JOB SPECIFICATION
FOR A CHEF
JOB TITLE: Head Chef
SEX: Male/Female
AGE RANGE: 28-50
ESSENTIAL
QUALIFICATIONS
a) Educational: No
formal requirements
b) Technical: NVQ
Food Prep., City and Guilds of London
706/1/2 or formal
apprenticeship
EXPERIENCE TO
INCLUDE: Experience to all corners
Experience to
control a brigade of not less than five
Recent experience
of good quality service (up to 100 covers a day)
PERSONAL
QUALITIES: Able to control mixed
staff of English,
Continental, and Asian
nationalities
Stable employment
record
Above average intelligence
PERSONAL
CIRCUMSTANCES: Flexible to work more if
necessary
Will have to live out
DESIRABLE
QUALIFICATIONS: HCTC on job trainer
EXPERIENCE: Large-scale banqueting
12
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