STANDARD COMPETENCIES:

 

 I.      Explain where food and beverage operations fit into the hospitality industry; provide an overview of commercial lodging operations; explain the complexity of food and beverage departments in lodging operations; explain how food and beverage departments are organized.

 II.     Present an overview of the management process and show where the process of control fits into the overall management system; provide an overview of each step in the process of controlling food, beverage, labor, and sales income resources.

 III.    Explain the need for food and beverage cost standards; explain details of  developing food and beverage cost standards.

 IV.     Explain and defend the need for an operation budget as an integral part of the food and beverage operation`s plan to control costs; provide a detailed example of the budget development process for the food profit center.

 V.      Explain basic principles of purchasing and receiving that should be an integral part of the operation`s control system; illustrate forms that can help to implement principles described; emphasize the need to incorporate quality consideration into purchasing and receiving activities.

 VI.     Present basic principles of food and beverage product control at the time of storing and issuing; present basic forms that can be used to implement the control process.

 VII.    Present basic principles of product control at time of production and service; emphasize the importance of preproduction planning; present forms for implementing production and serving controls.

 VIII.   Provide information about basic procedures necessary to calculate actual food and beverage costs on a monthly and daily basis; provide forms and instructions necessary to implement actual food and beverage cost plans; explain the need for actual food and beverage cost plans; explain the for actual food and beverage cost plans; explain the need for actual food and beverage cost procedures and to note where this process fits into the control process.

 IX.     Explain the role of analysis, corrective action, and evaluation in the control process; present basic principles necessary to undertake each of these tasks; to discuss checklists of physical procedures to control food and beverage products during operation.

 X       Provide an overview of the personnel administration process; review factors that affect work performance; examine the labor control process from the employee`s perspective.

 XI.     Review the labor control process; explain how to use a position performance analysis form and standard labor staffing guide to establish labor standards; present basic techniques for scheduling employees and analyzing variances between standard and actual labor hours; review basic procedures for taking corrective action; highlight special concerns in control of salaried labor.

 TOPICAL OUTLINE:

 

 I.      Planning for food and beverage control

 II.     Determining food and beverage standards

 III.    Operating budget as control tool

 IV.     Purchasing and receiving controls

 V.      Storing and issuing controls

 VI.     Producing and serving controls

 VII.    Calculating food and beverage cost

 VIII.   Control analysis, corrective action and evaluation

 IX.     Labor cost control

 X       Controlling sales income

 XI.     Preventing theft