Structure of the restaurant: features of the organization of the enterprise

2024 Author: Howard Calhoun | [email protected]. Last modified: 2023-12-17 10:16

A clear, well-functioning and organizational structure of a restaurant or any other catering establishment is a fundamental element of successful operation. Thanks to a strict hierarchy of employees, the management of the establishment will be fast and efficient.

Developing Goals

Setting goals and the main mission of any organization is one of the main stages in the formation of an enterprise. At the present time, when the laws of a market economy have come into force, a number of specific rules for the behavior of such entities are needed. First of all, this should include the publication of the mission of the organization, which gives an idea of its purpose, necessity and usefulness for society, employees and the environment. First of all, the mission is the reason for the existence of the restaurant. Sometimes this concept is called the motto of the organization.

Mission of the organization

The mission of any organization, including a restaurant, is the main socially significant, functional purpose of the enterprise for a long period. Basically, this mission is developed by top managers orrestaurant owner. The mission of the organization provides the subjects of the external environment with a general picture showing what the restaurant is, what it strives for, what means it will use in its kind of activity, and also what is the philosophy of the whole institution.

In addition, when defining the mission of a restaurant, the following should also be taken into account:

• formulation of the main task of the restaurant, in terms of manufacturing products, as well as key technologies that will be used in production;
• who will be the customers of the restaurant, what needs of the guests will the company be able to successfully satisfy;
• organization culture;
• the position of a company in relation to the environment.

The mission of the restaurant is mainly contained in annual reports, as well as on posters that can be seen on the walls of the enterprise, where management seeks to show their goals in the form of short, emotionally charged slogans. In addition, missions may be included in information distributed by the restaurant to its guests, suppliers, and candidates applying for vacant positions in the organization.

Setting SMART goals

The mission of the restaurant implements the goals of its development, which are able to determine essentially promising directions. To build an effective employee motivation system, all restaurant goals must comply with the so-called SMART rule, which was developed by managers and consultants. Decryptionabbreviations SMART, that is, the goal should be:

• specific - specific;
• measurable - measurable;
• achievable;
• relevant - relevant;
• Time-Bound.

Each person subjectively identifies the specificity, achievability, measurability, realism and approximate time to achieve the goal.

Basically, the goals of restaurants are divided into several groups.

Customer Service

When serving their guests, restaurants should set themselves the following goals:

• providing only delicious food to guests;
• providing good service;
• creating a comfortable and cozy atmosphere inside the restaurant;
• special relationship and approach to each guest.

Marketing Approach

Speaking of marketing goals, this should include the presence of regular guests, as well as the dissemination of information about your company through the media, the Internet and promotional products.

Working with restaurant staff

If we talk about goals related directly to working with personnel, then this should include:

• ensure the most favorable working conditions for staff and increase the level of satisfaction and interest in the workflow;
• constant quality control of products and a high level of professionalism of employees;
• organization of a close-knit team and a positive spirit in it;
• ability to work with guests;
• conducting special trainings for employees.

Competitiveness

It is necessary to set goals for SMART and regarding the competitiveness of the restaurant, first of all, the list should include:

• adaptation of the institution to the basic requirements of the market;
• to become one of the best catering establishments in the city in 3 years;
• Ensuring the stability and financial position of the restaurant in target markets;
• constant monitoring of the market;
• periodically adding any new dishes to the restaurant menu;
• quality control of the food sold;
• only having professional staff;
• determining critical areas of managerial impact and setting priority tasks that can achieve the results planned earlier.

Restaurant management structure

All employees in the restaurant should be divided into several groups. The restaurant management structure includes these joint groups, depending on the function:

• restaurant owner who is in most cases the CEO;
• accountant and his assistant if necessary;
• restaurant manager or deputy general manager;
• manager or administrator in a restaurant;
• kitchen staff;
• service staff;
• technical staff;
• warehouse and security staff, but in smaller establishments the structurea restaurant can exist without this group.

All these groups of employees are links in the same chain. It often happens that if one category of employees does not work correctly, then the whole structure of the restaurant crumbles according to the domino principle, which further provokes the collapse of the institution. At the same time, each employee must clearly understand and know his direct duties, as well as his boss, in order to follow his instructions.

Speaking about the organizational structure of the restaurant management, the main person here is the owner, to whom all the staff report. If the owner of the establishment is interested in making a profit, then he often takes many of the problems of the restaurant onto his own shoulders, taking responsibility for selecting the concept of the establishment, recruiting staff, choosing suppliers, organizing advertising and attracting guests.

But also the restaurant owner can entrust the management of his institution to the director, deputy director, manager, to whom managers or administrators will report directly. The main responsibility of the director is the overall management of the restaurant.

In the structure of a restaurant enterprise, the shift manager combines several functions at once, the main of which is the coordination of the work process and the staff. For example, the administrator will be subordinate to waiters, bartenders, as well as technical workers: washers, cloakroom attendants, cleaners, porters, and so on.

Speaking about the production structure of the restaurant, it is also worth noting the groupkitchen workers. The head chef or head chef is considered the main employee here. His duties include supervising the rest of the cooks, confectioners and assistants. In some establishments, the structure of the restaurant also includes the position of production manager. His responsibilities include many more items: controlling the workflow in the kitchen, supervising junior kitchen employees, for example, food cleaners, a washer and more. In large establishments, the restaurant structure also includes a purchasing manager or warehouse manager. He controls storekeepers and drivers.

In some cases, the production structure of the restaurant may have a different look, but this does not mean that the institution will work inefficiently. If line managers are preserved in this structure, then the institution will be able to have every chance for further prosperity.

Duties of the CEO

The organizational structure of a restaurant enterprise cannot exist without an owner or CEO. His main duties are:

• execution of documents required for the implementation of activities for the provision of catering services;
• providing guests with the necessary and reliable information about services;
• implementation of the organization, planning and coordination of the restaurant;
• ensuring a high level of efficiency of the production process, the introduction of new technologies and techniques, progressive forms of organization of the workflow andservice;
• exercising control over the correct use of financial, material and labor resources, as well as assessing the quality of guest service;
• signing contracts with suppliers, controlling the timing, assortment, quantity and quality of their receipt and sale;
• Representing the interests of the restaurant and acting on its behalf.

It is worth noting that the CEO can assign any of his duties to the restaurant director, deputy general director or another person at his own discretion.

Chief Accountant

The structure of the organization of the restaurant requires a chief accountant who is responsible for the financial issues of the institution. The main responsibilities of this person are:

• management of accounting and reporting, as well as control over the timely and correct execution of relevant documentation;
• control of the rational and economical use of labor, material and financial resources;
• control of the correct reflection on the accounting accounts of all restaurant operations and their compliance with the law;
• economic analysis of financial performance;
• guiding the preparation of accounting cost estimates for products and services, payroll reports, tax reports and other payments to banks.

Manager or administrator

The main responsibilities of a restaurant manager or administrator include:

• exercising controlproper design of the hall, bar counters and shop windows;
• checking ready-made shields and making settlements with guests;
• taking measures that can prevent and eliminate conflict situations;
• consideration of claims related to unsatisfactory guest service, as well as the implementation of appropriate organizational and technical measures;
• taking orders and developing a plan for organizing and servicing anniversary celebrations, banquets and weddings;
• monitoring compliance by personnel with labor and production discipline, safety, rules and regulations of labor protection, sanitary and hygiene requirements;
• informing the management of any shortcomings in the service of guests, as well as taking measures to eliminate them;
• scheduling the work of waiters, bartenders, hostesses, cloakroom attendants and other staff;
• execution of other official assignments of his manager.

Conclusion

In conclusion, it is worth noting that the restaurant enterprise management structure also includes ordinary employees, whose responsibilities may vary depending on one or another institution. Typically, at the time of hiring, management or the HR department informs the potential employee of these responsibilities.