GROUP 1: CREATING A FAVORABLE ORGANIZATION THE DIFFERENCE BETWEEN MANAGEMENT AND

CLIMATE SUPERVISION

An expert in Organizational Development MANAGERS

remarked that even the most competent manager
-Are usually given the power to make major
cannot succeed in an unfavorable work
decisions like establishing goals or targets, budgets,
environment. A food company may have hired the
policies, and strategies.
best managers but if it fails to provide a favorable
climate where people can move, inter-act and SUPERVISOR
operate efficiently, then all attempts to produce
expected results become a futile exercise. -Are confined with the responsibility of overseeing
and directing the delivery of service such that the
Mervin Weisbord, in his book Organizational policies, standards, and procedures designed by top
Diagnosis, mentioned six key elements that are management and consistently implemented.
necessary for any organization to achieve maximum
efficiency. They are: MANAGERS AND SUPERVISORS SPAN OF CONTROL

* Managers are on top of the organization, bring

the head of a department or a division that has
several units operating under it.

* Supervisor have a lesser span of control, it is a

smaller unit, under a particular department, where
supervisor task is to report what happened inside
the firm to the head ,which is the ,manager.

*The main support given by top management to

its managers and supervisors is the provision of
material and human resources needed to generate
expected results.

There are two areas of resource management and

this are the:
GROUP2:MANAGEMENT CONCEPTS, COMPARING
MANAGEMENT AND SUPERVISION HUMAN RESOURCE MANAGEMENT
MANAGEMENT - Is the strategic and coherent approach to the
effective and efficient management of people in a
-Is overseeing activities to carry out a plan and
company or organization such that they help their
accomplish goals, including planning, organizing,
business gain a competitive advantage.
delegating, and coordinating activities.
MATERIALS MANAGEMENT
SUPERVISION
-Is a core supply chain function and include supply
-Is guiding production and procedures of a staff to
chain planning and supply chain execution
accomplish a delegated goal and objective.
capabilities. Specially materials management is the
MISMANAGED capability firms use to plan total materials
requirements.
- It implies that the expected results are not
achieved.

COMMAND RESPONSIBILITY

-Responsible for results.

 WHAT MAKES AN EFFECTIVE MANAGER?

Required competencies;

1. TECHNICAL EXPERTISE ON HOTEL AND

RESTAURANT OPERATIONS.

2. HUMAN RELATIONS SKILLS.

3. PLANNING AND ORGANIZING SKILLS

4. LEADERSHIP AND MONITORING SKILLS

5. CONTROLLING SKILLS

6. TRAINING SKILLS

PERSONAL QUALITIES AND EFFECTIVE MANAGER

1. SELF CONFIDENCE AND DETERMINATION

2. HAS A SENSE OF PURPOSE AND DIRECTION

3. HAS A FORESIGHT AND PREPARED FOR

BASIC FUNCTIONS OF MANAGER IN A HOTEL AND CONTIGENCIES
RESTAURANT INDUSTRY 4. HIGH LEVEL OF SENSITIVITY
1. PLANNING 5. HIGH LEVEL OF TOLERANCE
2.ORGANIZING THE WORK 6. TEAM SPIRIT
3. LEADING AND DIRECTING 7. PRO ACTIVE AND OBJECTIVE
4.CONTROLLING 8. MORALLY UPRIGHT, UNQUESTIONABLE INTEGRITY
5.CUSTOMER SERVICE FUNCTION GROUP 3:`` PLANNING SETTING DIRECTIONS``
RESPONSIBILITIES OF A MANAGER AND A EXTERNAL ANALYSIS
SUPERVISOR
External analysis is done by scanning the outside
The manager and the supervisor are both environment and looking into situations and events
responsible for consequences. While they have the that may have significant effect on the operations of
authority and prerogative to make decisions within the business, putting into competitive or less
their span of control, they will be answerable and competitive advantage.it can include:
accountable for results not only to top management
who pays for their services but also to the 1. Market analysis
employees who report to them and the customers
What constitute the prospective?
(internal and external) whom they serve.
Once one gets to know the profile, needs and
Their responsibilities include, but not limited to the
expectations of the target market, there can be a
following;
sound basis for designing the package of products
A.TO THE COMPANY – TOP MANAGEMENT and services to the satisfaction of customer.

B. TO THE STAFF- SUBORDINATES 2. Potential threats

C. TO THE CUSTOMERS
 what possible threats from the outside can affect  Lack of competent personnel who can
the business? deliver quality service

-Will it be difficult to reach the place? Are there no  Lack of promotions or publicity
adequate transportation facilities?
 Prices that are not competitive and not
-Are the cost of taxes and rentals too high? affordable to clients

-Are there insufficient sources of raw materials  Others

needed by the business?
-STEPS IN CORPORATE PLANNING-
-Is there a political tension or recession that could
1. State the corporate vision-mission.
discourage prospective clients like tourists from
coming to the place of business? ( what the company stands for, its vision for the
future, the image that it wants to project)
-What other outside threats can negativity affect the
company? 2. State corporate objectives in quantitative and
specific terms
3. Opportunities that give the business a
competitive advantage  Targeted revenue for the year and on a per
month basis,
Is the Tourist Promotions program of the
Department of Tourism expected to bring significant  Targeted occupancy, and roomnites
increase in tourist arrivals?
 Targeted covers and average check
Are there centers of attraction in the place that ( restuarant)
attract prospective patrons?
 Targeted profit
 What could trigger opportunities can help
in making the business flourish? 3. Establish standards of performance in all
operational areas
INTERNAL ANALYSIS
 Sales
1. Strength of the organization that give it a
competitive advantages like:  Bars and restaurants

 Strategic location- being in the commercial  Front office

district, proximity to airport,etc.
 Food preparation
 Its being the only resort or hotel in the
 House keeping and building maintenance
whole city or town
4. Assess company performance
 Its international connections ot its strong
network with various associations, travel  Compare sales attainment against forecast;
agencies, corporate accounts, etc. analyze variance
2. Weaknesses of the business that make it less  Compare expenses against budget, analyze
competitive such as: variances
 Lack of sufficient facilities, poor ambiance  Go over record of breakage and losses for
one year; get the ratio (%) over the total
 Inability to satisfy customers with the
sales
products and services offered

 Poor housekeeping maintenance

  Analyze quality of customer services in all  Average Check
areas; compare performance against
 Food Sales
standards ; note down observed deviations
 Beverage Sales
 Go over logbook reports- note down
compliants and problems reported. What  Net Profit
deficiencies could one identify from these
reports? MECHANICS OF SALES FORECASTING

( conduct customer survey and analyze feedback) Revenue Forecast is developed by making reliable
assumption based on reliable data date. For instance
 Analyze administrative or organizational forecasted sales for the succeding year of opertions
deficiency based on the results of may be based on expected increase or decrease ( in
organizational scanning percentage) over the previous years performance.
The project sales increase or decrease would be
Identify other problems and obstacles to the
supported by information on internal and external
attainment of corporate objectives
events and developments which are affect
5. Conduct internal and external scanning patronage.

Identify internal and external strengths and Among these are:

weaknesses using the s-w-o-t analysis model.
Sales history – Past revenue level can be analyzed
6. Analyze observed deficiencies and identify
Current Factor – New competitions, street
causes
improvement projects and other activities over
7. Identify remedial measures which the operation has little or not control may
affect sales level for the new budget period.
 Action plans and strategies
Economic Variable – As inflation takes its toll, the
 Resources needs, budget,timetable,staffing public`s habits and the life styles charge. This can
affect repeat business.

Others Factors – Internal sales pomotion plans,

SETTING PERFORMANCE TARGETS
remodeling and similar activities scheduled for the
Without goals or targets, one would not know where coming year, completion political tentions may
he is going and how well he is doing create a need to adjust sales trend.

-Forecasting Food and Beverage Sales FORECASTING FOR EXISTING FOOD OUTLETS

Operating aviable and profitable business starts with  Food outlets that have been operation for
specific, measurable and realistic sales forecast, also atleast one year can derive their projections
known s sales projection forecasted figures can tell from the sales records of the previous
the operation whether he anticipated revenue will years. From the data, assume a certain
be big enough to give him a good return of his percentage of increase in the months of
investment, considering the high rate of rental or December of February since these are
amortizarion, labor cost, food costs, and other proven to be peak months with many hotels
operating expenses. and food outlets experiencing full
occupancy. Rainy seasons like June to
-The sales forecast for Food and Beverage August happen to be lean months in most
Operations should include places in the Philippines and a lower
 Gross sales occupancy is expected among hotels and
food outlets.
 Covers
 PREPARING OPERATIONS BUDGET 6. To make budget allocations more
realistic, the best step is to study the sales
The saddest thing that could happen to an
history and the patterns of expecditures,
enterprenuer is to reap no profit after investing a lot
noting down the actual ratio of each
of time, money and efforts in his business. This can
expense item from the sales operating
despite a good patronage. And it will happen when
budget. One can more or less follow the
expenses are not control for the following reasons.
pattern in preparing the budget for the
1. There is no budget that sells limits to succeeding years.
consumptions and purchases.
BUDGET MONITORING
2. There is no way of checking actual
- Is to ensure that the financial operational and
consumptions against budget ( no budget
capital plans that were developed and approved for
monitoring ). Excess in consumptions
implementation as part of the Budget processes are
rea\,ain unnoticed and continue to
being implemented.
accumulate.
- STEPS IN BUDGET MONITORING –
3. No one is made to account for and be
answerable for variances in consumptions. 1. Establish sales projections and compare
actual sales against sales forecast.
4. No corrective measures are taken to
correct variances. 2. Determine budgeted cost % of each
expense item from the total sales.
What is a budget?
3. Compare actual consumption against
A budget is a financial plan that indicates how much
budget and determine the variance ( + or -)
revenue with generated and how the revenue
should be spent in order to meet required financial 4. Analyze the variance; find out what
goals. accounts for the excessive consumption.

The operating budget is a profit plan and a control 5. Prepare and submit a budget variance
tool. It will constant remind a manager about the report.
amount of expected revenue and the allowable less
6. Discuss the report with the concerned
of expenses. By reviewing this document, one will
supervisor and come out corrective
know if ( and to what extra economic goals are being
measures.
attained.

STEPS IN BUDGET PREPARATION

1. Establish a monthly sales forcast covering

food and drinks. GROUP4:ORGANIZING THE WORK
2. After calculating the sales income, calculate WHAT IS ORGANIZING?
or stablish the profit required from the
sales. Is the act of identifying, dividing, designing and
arranging the work to be done in a unit or a
3. Determine the operating budget department in a manner that will ensure fast and
efficient service, and in line with allowable cost and
4. Decide on the profit mark-up ( ratio of
quality standard.
profit over sales) that mng. wants to attain.
IMPORTANCE OF ORGANIZING
5. Allocate a certain cost percentage ( ratio of
cost over sales) of every expense item from -Harmony between the individual goals and the
the total sales. larger goals of the firm is important.
-If a business has to increase its profits, expansion of channels) and span of control (scope of
operations is essential. Organising helps in managing authority and responsibility).
resources productively, making expansion possible.
 Job evaluation and Job Classification- Is the
-A well-organised business makes well-structured alignment of positions into various
management possible leading to better decision- categories, from the highest to lowest in
making and distribution of responsibilities. the rank.

-An important means of creating coordination and  Job description- Is a detailed outline of
communication among the various departments of routine task and side duties for each job
the organization. position. The typical format includes the job
title, immediate superior, position
WHO DOES ORGANIZING IN MANAGEMENT?
classification, basic function and specific
• One of the most important functions of a duties.
manager is organizing the work of all his
 Job Specification- Outline the qualification
employees.
requirements for each position,-
• Organizing is one of the tough and most competencies, personal qualities and other
important functions of management. mandatory requirements i.e., work
experience education and how each task
A good manager has done a satisfactory organizing will be performed.
job when he/she:
 Job breakdown- Break each task into
• Is able to identify and distribute all critical specific steps and procedures so that each
tasks to ensure goal attainment; employee is guided on what tasks to
perform and how each task will be
• Has clearly defined and communicated to
performed.
all staff their duties and accountabilities as
well as the procedures and policies  Job standards- Are statements of desired
governing each tasks assigned to them; outcome standards of quality productivity,
speed, cost, safety, sanitation, customer
• Has made clear to all concerned the
relationship and other aspects of the job.
expected results and
 Job or Performance Monitoring- Is a
• Has established system of monitoring and
mechnism for a systematic and detailed
documenting the results of performance
monitoring or checking of actual output or
against desired outcome and standards.
performance against targets and set
ORGANIZING CONCEPT standards.

• Is a management function that forms the  Job or Performance Evaluation- is the

step after planning. process of assessing an employee’s work
performance in all job areas, using specific
• Managers allocate resources, and measurable standards as well as
departmentalize work, demarcate personal qualities described by way of
authority, and distribute responsibilities behavioral indicators.
through the firm.
Following major activities
ORGANIZING TOOLS
1. Development of Factors-
 Organization Chart- Describe the
alignment of positions in the organization, - This involves the determination of factors
including the lines of authority (who reports to be used in measuring the value of each
to whom), chain of command (proper job.
 2. Job analysis Several managers and supervisors had been
observed to be very efficient in making rounds and
This phase involves an analysis of each job
spot expectations, but despite their monitoring
in terms of the above criteria and assigning
efforts, rampant violation of policies and standards
a rating or points, following a prescribed
still occur among service personnel. It seems that
rating system.
many do not know what they are looking for. The
3. Rating and Classification of Positions standards are not clear to them so they are unable
to detect an infraction. Effective monitoring and
After assigning points to each job that is supervision requires an organized monitoring system
evaluated, the positions will be classified that consist of the following elements.
into job levels based on the clustering of
total points. 1. A detailed description of performance
standards, when in the form of a checklist such as
the one shown in exhibit 5.3. This checklist serves as
a guide for managers and supervisions in making
their rounds and expectations. Without this list, the
4.Wage adjustments
tendency is towards a random inspection where a lot
This involves the assigning of minimum and of critical matters are left unchecked, unrecorded
maximum wage rats for various job levels. and unaccounted for.

GROUP5: MONITORING, LEADING AND DIRECTING It is through the use of this checklist that the
supervisor can truly have an “eye for details”
What is monitoring?
2. Documentation and reporting of results or
Monitoring means observing and collecting finding gathered through direct observations or
information on the results of performance and through the use of monitoring instrument.
reflecting on what has been observed, analyzing
variances and if necessary, change a course of action If employees are to be made accountable for results,
or adopt some remedial measures to bridge any then all observations must be documented so that
performance gap. there is a basis for progress review as well as for
giving feedback.
Purposes of Monitoring:
3. Effective use of monitoring instruments or
1.Checking or assessing the extent by which work monitoring tools.
units or individuals are able to generate desired
results such as meeting sales and production targets The notion of monitoring or supervision among
complying with prescribed standards, consuming many supervisors is simply spot check or on-site
within the limits of the budget etc. inspection. In the vernacular, it is called “Tutukan”

2.To provide feedback to all concerned department Employees need not be watched all the time to what
and individuals regarding their performance so that it is happening. Results of work can be documented
appropriate remedies can be taken to correct with the use of monitoring instruments, by simply
variances. reviewing reports, one will be able to assess what is
going on in a particular outlet or unit. For example,
3.For reflection and analysis, serving as basis for the documented inventory and audit report can
identifying and analyzing performance problems. speak of discrepancies in transaction, the budget
4.Guide for decision making for the management variance report indicates excessive consumption.
team in adjusting policies or adopting remedial 4. Feedback given to erring individuals
measure in an effort to bridge the performance regarding observations and findings concerning their
gaps. performance or behavior on the job.
How do we monitor performance?
If the employees are aware that their supervisors is
always on alert for infractions and that their
attention is called each time an infraction is
observed, then they will become more conscious
and cautious of their performance.

What should be strictly monitored?

1. Attainment of performance targets.

• Is the sales forecast achieved? What is the

variance from the target?

• Is the desired occupancy rate, covers and

average check achieved?

• Is the expected profit attained? By how

much?

2. Consumption compared to budget

LEADING AND MOTIVATIN EMPLOYEES
• Did the unit spend within the limits of the
budget? LEADERSHIP

• Is the food cost within the standard food Is an art of influencing people. A is one who
cost percentage as the capacity or the charisma to influence others.
Tus a manager or supervisor who is unable to
3. Compliance to productivity and quality standards command compliance to orders nor command or
• How much is produced or accomplished influence in getting the desired results is said to be a
compared to target? poor leader.

• Are quality standards complied with- in There are two types of leaders, the formal leaders
food production and services housekeeping, wo are imbued with legitimate authority or power
other operations? and the informal leaders who have no legitimate
power but people look up to them as a leaders. The
• Are policies and standard procedures ability to command influence does not necessarily
followed? depend on one’s legitimate power. There are
informal leaders who simply exert influence by their
4. Irregularities and discrepancies in transactions
charisma or through their influential, irresistible
• Are there discrepancies in cash transactions personality.
– i,e, receipt padding transactions without
Leadership effectiveness is also largely influenced by
receipts, other slips, or vouchers, etc?
the appropriate use of leadership style. This refers to
• Are there unaccounted issuances, sales, how the leader behaves in an effort to influence the
disbursements, losses, etc. performance of his people.

What monitoring tools are needed?

Kenneth Blanchard in his book; ‘’Leadership

and the one minute manager’’ made mention of four
leadership styles, namely;’’

4 LEADERSHIP STYLES
1. DIRECTING (Autocratic style)

The leaders plans and decide gives direct

instructions then closely supervises (One –way
communication)

2.COACHING (Authoritative style)

The leader still directs and gives instructions but

explains decisions, solicits comments and
acknowledges ideas.

3.SUPPORTING (Democratic style)

The leaders and staff decide together plan

together the leader acknowledges the staffs efforts
through praises recognition, etc.

4.DELEATING (Laissez faire)

The leader turns over the decision-making and

problem solving processes to the subordinate.

Situational Leadership

The manager or supervisor must respond with a

style of leadership that is appropriate to the
situation and to the type of employees under his
supervision. This flexible style is referred to by
Kenneth Blancard as “SITUATIONAL LEADERSHIP” .

-Situation leadership emphasizes that people who

are at different situation development need to be
treated differently. Therefore there is no one basis
style. The skills of diagnosing a situation before
reacting is the key to being leader. The following
tables matches the use of leadership style to verify
the situation.