Food and Beverage

Management and
Control
(With Practical Questions and Solutions for
Semester System)

Dr. Jagmohan Negi

Ph.D., FHCIMA (London),
Formerly Director – National Council for
Hotel Management and Catering Technology,
New Delhi.
Former Professor, Amity University, Noida, New Delhi.

&
Suniti Negi
International Culinary Foundation
New Delhi – 110070.

ISO 9001:2015 CERTIFIED

© AUTHORS
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form
or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior
written permission of the authors and the publisher.

First Edition : 2001

Reprint : 2010
Second Revised Edition : 2019

Published by : Mrs. Meena Pandey for Himalaya Publishing House Pvt. Ltd.,
Ramdoot, Dr. Bhalerao Marg, Girgaon, Mumbai - 400 004
Phone: 022-23860170/23863863; Fax: 022-23877178
E-mail: [email protected]; Website: www.himpub.com
Branch Offices :
New Delhi : Pooja Apartments, 4-B, Murari Lal Street, Ansari Road, Darya Ganj,
New Delhi - 110 002. Phone: 011-23270392, 23278631; Fax: 011-23256286
Nagpur : Kundanlal Chandak Industrial Estate, Ghat Road, Nagpur - 440 018.
Phone: 0712-2738731, 3296733; Telefax: 0712-2721216
Bengaluru : Plot No. 91-33, 2nd Main Road, Seshadripuram, Behind Nataraja Theatre,
Bengaluru - 560 020. Phone: 080-41138821;
Mobile: 09379847017, 09379847005
Hyderabad : No. 3-4-184, Lingampally, Besides Raghavendra Swamy Matham, Kachiguda,
Hyderabad - 500 027. Phone: 040-27560041, 27550139
Chennai : New No. 48/2, Old No. 28/2, Ground Floor, Sarangapani Street, T. Nagar,
Chennai-600 012. Mobile: 09380460419
Pune : First Floor, Laksha Apartment, No. 527, Mehunpura, Shaniwarpeth
(Near Prabhat Theatre), Pune - 411 030. Phone: 020-24496323, 24496333;
Mobile: 09370579333
Lucknow : House No. 731, Shekhupura Colony, Near B.D. Convent School, Aliganj,
Lucknow - 226 022. Phone: 0522-4012353; Mobile: 09307501549
Ahmedabad : 114, SHAIL, 1st Floor, Opp. Madhu Sudan House, C.G. Road, Navrang Pura,
Ahmedabad - 380 009. Phone: 079-26560126; Mobile: 09377088847
Ernakulam : 39/176 (New No. 60/251), 1st Floor, Karikkamuri Road, Ernakulam,
Kochi - 682011. Phone: 0484-2378012, 2378016; Mobile: 09387122121
Bhubaneswar : Plot No. 214/1342, Budheswari Colony, Behind Durga Mandap,
Bhubaneswar - 751 006. Phone: 0674-2575129; Mobile: 09338746007
Kolkata : 108/4, Beliaghata Main Road, Near ID Hospital, Opp. SBI Bank, Kolkata - 700 010,
Phone: 033-32449649; Mobile: 07439040301
DTP by : Sanhita/Rakhi
Printed at : M/s. Sri Sai Art Printer, Hyderabad. On behalf of HPH.
 PREFACE
In any size of food and beverage operations, a system of costing is an important aid to efficient
management and essential tool if profitability is to be maintained. The present-day keen competition
makes it necessary to keep accurate and systematic records of the actual cost of the goods and
services to be sold. Every single member of the staff should be cost-conscious, and it is the
responsibility of executives, heads of department and supervisors to instruct their staff and ensure
that they are aware of the purpose and value of costing. The major causes of the failure of food
and beverage operations have been the lack of understanding to implement costing systems.
This edition of the book has been thoroughly revised and updated as per the curriculum and
syllabus contents of the hospitality courses for Semester system. Therefore, the title of the book
has been changed to ‘Food and Beverage Management and Control.’
Most students of tourism and hotel management courses study subjects which relate to both
food and beverage operations. Similarly, most executives in the hotel and catering industry have
responsibility for the control of food and beverages. This book is designed to elucidate the basic
principles involved in food costing. It shows how all operational information relating to the
establishment is used to provide effective and profitable management decisions. The main objective
of the book has been to provide a practical text for students and trainees of the hotel and catering
industry. The book contains the basic arithmetic and proceeds step by step through food costing,
elements of cost, costing concepts, budgetary control, and break-even analysis as applied to the
food and beverage operations.
The book is intended for those currently involved with the food and beverages or those plan
to involve in the future. Basically, it is hotel management book concentrating on techniques of food
and beverage operation using costing and control techniques to do better job of managing the food
and beverage establishment. The main purpose of the book is to explain procedure for controlling
all costs. Basic records and procedures, have been described and forms, charts graphs used for
easy understanding of the problem.
Much of the information contained within the book has come from notes and papers gathered
over the last 40 years, some of which has no identifiable source.
The book has been supported by solved practical exercises, diagrams, models, review and
discussion questions, and objective type questions. It would prove a valuable book for all those
engaged in hotel, restaurant and industrial catering as well as an excellent textbook for students
and trainees.
We wish to thank staff of the Himalaya Publishing House pvt. Ltd. New Delhi and Mumbai
for their assistance and encouragement in the preparation of this book. Very special thanks to
Shri Niraj Pandey, and Shri K. N. Pandey Director HPH for thoughtful preparation of this book.
To all former students who listened to the lectures that were the basis for this book, we extend
our appreciation.
We are grateful to the leading hotels of Taj Group, Oberoi, Welcome Group, Ashok Group,
and Hyatt Regency, Meridian, Reddison, Centaur Hotel, all restaurants, and food and beverage
establishments who helped in the preparation of the book.
Authors
 CONTENTS

SECTION – I : INTRODUCTION

1.1 Food and Beverage Management 3 – 18

 Food and Beverage Function  Food and Beverage Manager  Objectives
 Food and Beverage Establishments  Review and Discussion Questions.
1.2 Food and Beverage Costing 19 – 27
 Concept of Costing  Split of Sales  The Nature of the Product  Food
and Beverage Comparators Cost Controlling Objects and Advantages of
Cost Control  Review and Discussion Questions.
1.3 Weights and Measures 28 – 43
 Imperical System of Measurement  The Metric System of Measurement
 Relation between Imperial and Metric Measures  Sykeshydrometer
 Metric Abbreviations and Equivalents  Metric Conversion  Review and
Discussion Questions.
1.4 Menu Sequence and Analysis 44 – 56
 Breakfast Menu  Lunch Menu  Dinner Menu Children’s Menu Special
Occasion Menu Twenty-four Hour Menu/California Menu Club Menu 
Room Service Menu  Banquet Menu  Speciality Menu  Standard Menu
Institutional Menu  Ethnic Menu Beverage Menus/Lists Wine Menus
or Wine Lists Bar Menus and Lists Room Service Beverage Menus/Lists
After-menu Drinks  Special Promotional Beverage Menus Menu Analysis
 Review and Discussion Questions.
1.5 A lá carte and Table d'hote 57 – 131
  a lá carte menu  a lá carte Breakfast menu  Semi a lá carte menu
 Appetizers (Hors d’oeuvre)  Soups (Potages)  Egg Dishes  Pista and
Rice Dishes (Farinaceous/Fari Neux)  Fish (Poisson)  First Meat Dish
(Entrees)  Flavoured Ice (Sorbets) Roasts of Games, Birds or Joints (Rotis)
 Cold Buffet  Salads (Salades)  Vegetables (Legumes)  Savouries
(Savoureux)  Cheese (Fromages) Sweets (Entremets) Covers Review
and Discussion Questions.
 SECTION – II : COSTING AND PRICING POLICY

2.1 Food and Beverages Cost and Sales 135 – 145

 Discount  Total Cost  Direct Cost  Indirect Cost/Overheads  Operating
Cost  Review and Questions Discussions.
2.2 Food Cost 146 – 161
 Food Cost  Total Cost  Material Cost  Cost Sheet or Statement of Food
Cost  Cost of Food/Beverages and Cost of Sales  Food Cost Percentage
 Review and Questions Discussions.
2.3 Volume Forecasting and Production Control 162 – 180
 Volume Forecasting  The Initial Forecast  The Final Forecast  Aids to
Volume Forecasting Standard Recipe  Portion Control Standard Portion
Sizes  Determinants of Portion Sizes  Determination of Menu Prices
 Portion Sizes  Review and Questions Discussions.
2.4 Recipe or Dish Costing 181 – 200
 Wastage Percentage  Edible Product Amount (EP)  As Purchased
Amount (AP)  Conversion Measure  Unit Price  Ingredient Cost  Sub-
total of the Recipe Cost ‘Q’ Factor 1% Total Recipe Cost Portion Cost
(PC)  Additional Items  Desired Overall Food Cost Percentage
 Preliminary Selling Price  Actual Selling Price  Actual Food Cost
Percentage  The Recipe Manual  Dish Costing  Food Cost of a Dish
 Labour Cost Overheads  Net Profit Gross Profit  Unit Costing/Unit
Cost Card  Unit Costing Card  Review and Questions Discussions.
2.5 Meat Costing 201 – 207
 Wholesale Cuts  Pricing of Wholesale Cuts  Joints  Different Cuts of
Meat  Raw Meat Price Ratio  Determining Cooked Meat Price  Pre-
Portioned Meat  Review and Questions Discussions.
2.6 Cost of Staff Meals 208 – 211
 Review Questions and Discussions.
2.7 Gross Profit 212 – 230
 Review and Questions Discussions.
2.8 Labour Cost 231 – 234
 Labour Cost Statement  Direct Labour Cost  After-wage Profit  Review
and Questions Discussions.
 2.9 Indirect Cost or Overheads 235 – 240
 Overhead Expenses  Fixed Expenses  Variable Expenses/Variable
Overhead Costs  Semi-variable Overhead Costs  Review and Discussion
Questions.
2.10 Allocation and Apportionment of Hotel Costs 241 – 257
 Allocation and Apportionment  Purchases  Wages  Other Expenses
 Principles for Apportionment of Overheads  Absorption Costing/Full
Costing/Total Costing  Review and Discussion Questions.
2.11 Net Profit 258 – 266
 Review and Discussion Questions.
2.12 Total Cost and Selling Prices 267 – 279
 Indirect Labour Cost  Review and Discussion Questions.
2.13 Food and Beverage Pricing Policy 280 – 293
 Pricing Policy and Selling Price  Basic Price Level and Overall Gross Profit
Percentage  Departmental Profit Margin  Gross Profit Differentials  Other
Factors  Supplement Method  Mark-up Method  Margin Method
 Determination of Prices  Review and Discussion Questions.
2.14 Menu Pricing 294 – 309
 Menu Pricing  Pricing of A lá carte Menu  Pricing of Table d’hote
 Review and Discussion Questions.
2.15 Banqueting Cost and Special Functions 310 – 318
 Review and Discussion Questions.
2.16 Operating Statements 319 – 361
 Contents of an Operating StatementAnalysis of the Operating Statement
Calculation of Monthly Food Cost and Gross ProfitFood Sale Statement
of Sales Cost and Profit  Comparative Statement  Financial Statements
 Review and Discussion Questions.
 SECTION – III : CONTROL TECHNIQUES AND BUDGEITING POLICY

3.1 Food and Beverage Control 365 – 384

 Bin Cards  Food Cost and Gross Profit  Gross Profit  Costing of
Beverages  Bar Stock  Reconciliation of Records of Bar Stock  Review
and Discussion Questions.
3.2 Cash Flow Statement 385 – 391
 Objectives  Techniques for Preparation of Cash Flow Statement  Review
and Discussion Questions.
3.3 Budgeting 392 – 402
 The Budget as a Control Measure  Advantages  Objects  Essentials of
Budgeting  Objects and Advantages of Budgetary Control  Types of
Budgets  Preparation of a Budget  Formulation of a Budget  Budget
Programme  Budget Committee  Budget Period  Review and Discussion
Questions.
3.4 Development of Budgets 403 – 429
 Operating Budgets: Sales Budget  Production Budget  Purchase Budget
 Other Income Budgets  Overhead Cost Budget  Financial Budgets
 Budgeted Profit and Loss Account  Budgeted Balance Sheet  Review
and Discussion Questions.
3.5 Cash Budget 430 – 454
 Budget Period  Objects  Utility and Importance  Preparation of Cash
Budget  Steps in the Preparation of Cash Budget  Review and Discussion
Questions.
3.6 Diagrams and Graphic Representaion 455 – 470
 Dimensional Diagrams  Review and Discussion Questions.
3.7 Break-even Analysis 471 – 491
 Fixed, Variable and Semi-variable Costs  Contribution  Profit Volume
Ratio (PV Ratio)  Margin of Safety (MoS)  Accounting Break-even
Formula  Calculation of BEP for a Single Product Item  Calculation of BE
for Number of Products/Items  Changes in Break-even Sales  Effect of
Decrease in Menu Prices  Effect of Increase in Menu Prices  Effect of
Reducing Variable Cost  Effect of Increase in Sales Volume  Review and
Discussion Questions.
Appendix – I: 50 Short Answer Questions with Solutions 492 – 496

Appendix – II: 110 Formulas for Managing and Controlling

Food and Beverage Operations 497 – 506

Appendix – III: 63 Food and Beverage Control Forms/Formats:

Test Your Knowledge 507 – 574

Glossary (Technical Terms) 575 – 590

Bibliography 591 – 594

Suggested Further Readings 595 – 597

Index 598 – 606

 LIST OF TABLES
1.3A : Imperial System of Weights Avoirdupois Table (Dry Weight) 28
1.3B : Multiplying Prefixes for Weights, Capacity and Length 30
1.3C : Relationship between Inperiable and Metric System 31
1.3D : Measurement of Liquids 32
1.3E : Useful Equivalents 32
1.3F : Measurement of Length 33
1.3G : Useful Equivalents 33
1.3H : Conversion Table for Recipe 33
1.3I : Conversion Table for Recipe 34
1.3J : Bottle Sizes (Champagne Capacity) 34
1.3K : Bottles Sizes 35
1.3L : Capacity and Volume 35
1.3M : Conversions 35
1.3N : Cask Sizes (Capacity) 36
1.3O : Weights 36
1.3P : Can Sizes Measurement 37
1.3Q : Temperatures Measurement 37
1.3R : Comparative Scales for Wines and Spirit Strengths 38
1.3S : Bar Measures and Conversions 38
1.3T : Usual Liquor Measures Served 39
1.3U : Conversion of Ounces to Centilitres 39
1.3V : Conversion between Metric and Imperial Measures 39
1.3W : General Equivalents (Measurements) 40
1.3X : Decimal Equivalents of Fraction 40
1.3Y : Abbreviations 40
1.3Z : Common Units of Measure 41
1.3Z1 : Common Units of Volume 41
1.3Z2 : Temperature Conversion 41
1.3Z3 : Length, Distance and Area 42
1.3Z4 : Weight 42
1.3Z5 : Volume 42
1.5A : Approximate Waiting Times for Dishes on an a lá carte Menu 58
2.10A : Guidelines for Basis of Apportionment of Expenses 244
2.10B : Apportionment of Overheads 245
2.10C : Apportionment of Other Overheads: Fixed Costs 248
 LIST OF FIGURES
1.1A : Classification of Food and Beverage Establishments 4
1.1B : Departments/Divisions in a Food and Beverage Establishment 6
1.2A : Statement Showing Different Comperators in a F&B Department 24
1.2B : Statement Indicating Percentages of Restaurant Operating Costs 24
1.4A : Classification of Alcoholic Strength of Wines and Spirits 48
1.5A : Specimen a lá carte Menu 61
1.5B : Specimen a lá carte Menu 62
1.5C : Descriptive a lá carte Menu 75
1.5D : A Three Course Dinner Menu 75
1.5E : Specimen Four Course Dinner Menu 76
1.5F : Specimen Five Course Menu 77
1.5G : Five Course Dinner Menu 77
1.5H : Specimen Six Course Dinner Menu 78
1.5I : Specimen Six Course Dinner Menu 79
1.5J : Specimen Six Course Dinner Menu 79
1.5K : Specimen Descriptive A lá Carte Luncheon 82
1.5L : Specimen Two Course Lunch Menu 82
1.5M : Specimen Three Course Lunch Menu 83
1.5N : Specimen Four Course Lunch Menu 84
1.5O : Specimen Four Course Lunch Menu 84
1.5P : Specimen Four Course Menu 85
1.5Q : Specimen Three Course table d’hôte Luncheon 86
1.5R : Specimen table d’hôte Dinner Menu 87
1.5S : The Cover 87
1.5T : The Order of the Cover 88
1.5U : Specimen Indian Buffet, Luncheon and Dinner – Vegetarian 89
1.5V : Specimen Non-vegetarian Buffet, Luncheon and Dinner 91
1.5W : Specimen Specialities in Indian Cuisine 94
1.5X : Specimen – Room Service Menu (Breakfast) 96
1.5Y : Specimen – Room Service Lunchon and Dinner Menu 99
1.5Z : Specimen – Chinese Specialities 101
1.5Z1 : Specimen of Menu 103
1.5Z2 : Specimen Wine Spirit and Cigarette Menu 105
1.5.Z3 : Specimen Indian Buffet Lunch and Dinner – Non-vegetarian 108
1.5.Z4 : Specimen Banquet Menu Buffet Lunch and Dinner – Vegetarian Choice 110
Menu
1.5.Z5 : Specimen Banquet Menu 114
1.5.Z6 : Specimen Banquet Menu 118
1.5.Z7 : Specimen Banquet Menu 121
1.5.Z8 : Specimen Banquet Menu – Non-vegetarian Special 124
1.5.Z9 : Specimen Banquet Menu – Non-vegetarian 127
1.5.Z10 : Specimen Tea Reception Menu 128
1.5.Z11 : Specimen Tea Reception: Vegetarian (Special Menu) 129
1.5.Z12 : Specimen Tea Reception Menu (Vegetarian and Non-vegetarian) 129
2.1A : Classification of Discount 136
2.2A : Calculation of Food Cost 147
2.2B : Specimen of a Cost Sheet 151
2.3A : A Specimen Proforma for a Standard Recipe 166
2.3B : Guidelines for Converting Recipes into Serving Portions 168
2.3C : Statement Showing Guidelines for Average Number of Portions from 170
Various Food Items
2.3D : Technique for Determination of Menu Price 171
2.3E : Approximate Portion Sizes of Foods 173
2.4A : Specimen – Recipe Costing Form 183
2.4B : Specimen – Recipe Manual 187
2.4C : Specimen – Recipe Manual 187
2.4D : Specimen – Format of a Recipe 189
2.4E : Basic Steps in Dish Costing 193
2.4F : Specimen of Recipe and Costing Card 194
2.5A : Different Cuts of Mutton and Lamb 202
2.5B : Pictorial View: Side of a Bacon 203
2.5C : Pictorial View: Side of a Veal 203
2.5D : Pictorial View: Carcass of Lamb 203
2.5E : Pictorial View: Side of Pork 204
2.5F : Percentage of Average Weight of Cooked Meat to Raw Weight Meat 205
2.5G : Formula for Calculation of Cooked Meat 205
2.6A : Specimen Daily Summary – Staff Meal Allowance 209
2.7A : Diagrammatic Presentation of Gross Profit 210
2.7B : Guidelines for Control of Gross Profit 220
2.8A : Statement Showing Five Choices of Comparators for Labour Costs 232
2.8B : Specimen Monthly Labour Cost Statement 232
2.8C : Diagrammatic Presentation of After-wage Profit 233
2.9A : Classification of Overheads 237
2.9B : Graphic Presentation of Fixed Costs 237
2.9C : Graphic Presentation of Variable Costs 238
2.9D : Graphic Presentation of Semi-variable Costs 239
2.11A : Diagrammatic Representation of Total Cost, Net Profit and Sales 258
2.12A : Diagrammatic Presentation of Selling Price 268
2.12B : Diagrammatic Presentation of Selling Price 268
2.12C : Diagrammatic Presentation of Selling Price 268
2.12D : Diagrammatic Presentation of Elements of Cost 268
2.12E : Diagrammatic Presentation of Elements of Cost 269
2.12F : Diagrammatic Presentation of Elements of Cost 269
2.13A : Differential Profit Margins 283
2.13B : Gross Profit Margin for Food Items 284
2.13C : Gross Profit Margin for Beverage Items 284
2.13D : Diagrammatic Method of Presentation of Supplement 287
2.14A : Graphic Scale for Determining Customer Check Expenditure 298
2.14B : Forced Food Cost Formula 300
2.14C : Specimen: Profit Mark-up Form 302
2.14D : Pricing of table d’hôte Menu 303
2.14E : Calculation of Selling Food Cost, Selling Price and Gross Profit of Each Dish 306
2.14F : Specimen Multiple Cost Sheet 307
2.14G : Specimen table d’hôte Luncheon Menu (Three Course) 307
2.14H : Table d’hôte Dinner Menu (Three Course) 308
2.16A : Specimen Statement of Sales Cost and Profit 322
2.16B : Specimen Monthly Comparative Percentage Statement 323
2.16C : Specimen Summary Profit and Loss Statement 324
3.1A : Sequential Steps of Food and Beverage Material 366
3.1B : Specimen of Bin Card 366
3.1C : Specimen of Monthly Food Cost and Gross Profit Statement 369
3.1D : Calculation of Cost of Beverage Consumed 370
3.1E : Calculation of Beverage Cost 370
3.1F : Reconciliation of Bar Stock (Based on Selling Price) 371
3.1G : Reconciliation of Bar Stock (Based on Quantities) 372
3.1H : Reconciliation of Bar Stock (Based on Cost Price) 372
3.2A : Techniques for Preparation of Cost Flow Statement 387
3.2B : Proforma of Cash Flow Statement 387
3.3A : Budgetary Control and Business Policies of a Hotel 394
3.3B : Proforma of a Capital Budget 396
3.3C : Classification of Budgets 397
3.3D : Budgetary Control Procedure in Hotels 400
3.4A : Proforma of Monthly Sales Budget 405
3.4B : Proforma of a Monthly Actual Food and Beverage Sales 405
3.4C : Proforma of a Monthly Food and Beverage Sales Report 406
3.4D : Proforma of a Production Budget 411
3.4E : Proforma of an Advertising Budget 413
3.4F : Proforma of a Labour Cost Budget 414
3.4G : Proforma of a Budgeted Trading Account 418
3.4H : Specimen of Budgeted Profit and Loss Account 419
3.5A : Proforma of a Cash Budget 432
3.5B : Specimen of a Cash Budget 434
3.6A : Diagrammatic Presentation of Number of Customers Stayed in the Hotel 457
3.6B : Diagrammatic Presentation (Pie Diagram) of Hotel’s Revenue 458
3.6C : Diagrammatic Representation: Circle Diagram of Revenue of a Hotel 459
3.6D : Monthly Sales Cost and Differences 461
3.7A : Graphic Presentation: Break-even Analysis 474
3.7B : Graphic Presentation: Effect of Decrease in Selling Price on Break-even Sales 478
3.7C : Graphic Presentation of Effect of Increase in Sales Price on Break-even 479
3.7D : Graphic Presentation of Effect of Decrease in Variable Cost on BEP 480
 Section : I
INTRODUCTION
1.1 Food and Beverage Management
1.2 Food and Beverage Costing
1.3 Weights and Measures
1.4 Menu Sequence and Analysis
1.5 A lá carte and table d’hôte
 Chapter

Food and Beverage

1.1 Management

The word ‘hotel industry’ covers all undertakings concerned with the provision of accommodation,
food and beverages away from home. In addition to hotels, there are many establishments dealing with
food and beverages such as those operating strictly on commercial basis and those which are
subsidised; and outlets where catering is either the main activity (i.e., commercial restaurant) or it is
the secondary activity (i.e., transport catering, hospital catering, school-college catering). These may
be public owned or privately owned establishments. Finally, there are establishments whose market
is confined to restricted groups (i.e., hospitals) and those open to the public at large.

FOOD AND BEVERAGE FUNCTION

Food and beverage is one of the main elements of revenue in the hotel and catering industry. Food
and beverage function encompasses all the activities of the establishments which are concerned with
the provision of food, beverages and services. It does not include food and drink manufacturing and
retailing. In a large-sized hotel, the individual departments that together form the food and beverage
department include restaurants, bars, floor and lounge service and support service areas such as
kitchens, cellars and stores, still room and dishwashing facilities. The activities of these departments
make it more complex in terms of number of employees, cost and revenues.
Food and beverage is a function of great importance and needs to be controlled by the
management. It is estimated that food and beverage together accounted for 38% to 40% of the total
sales of a hotel. In restaurant type of operations, the only source of revenue is from sale of food and
beverages. The food and beverage function is, in fact, a system within a system. Therefore, this
function should always be viewed in the context of the organization in which it is situated. Over the
period of time, there has been always changes in the technology, changes in the relative cost levels,
prices, sources of supply, labour intensity and similar other matters. During the last few years, there
has been a great increase in living standards, accompanied by shorter working hours and large
holidays. There has been rapid growth in the number of business meetings, conferences and
congresses, which has increased the demand for touristic accommodation as well as the demand for
more sophisticated food and beverage facilities. Moreover, the taste, habits and fashion on the one
hand and popularity of youth tourism, mass tourism and domestic tourism on the other hand, have
given birth to varied types of food and beverage services and facilities.
4 Food and Beverage Management and Control

Hotels Push Table Service

Motels Ethnic Restaurant
Restaurants Speciality Houses
Coffee Shops/Cafes
Banqueting Walk-up Service
Conferences Fast-food
Exhibitions Luncheonettes
Grill Room Grills
Hospital Catering
Bed and Breakfast Establishments
Hotel Garnis
Milk and Snack Bars Railway Catering
Air Catering
Transport Catering Ship Catering
Rali-road Catering
Food and Beverage Establishments

Sandwich Bars
Kiosks
Drive-inns and Automats
Discotheques
Clubs
Night Clubs
Bars
Pubs
Industrial Catering
Farm House Catering
Rest Houses
Dak Bungalows
Tourist Home
Cafeterias Line Cafeterias
Scramble-up Cafeterias, etc.
Take-aways
Counter Service
Ins

Catering Welfare Catering

Outdoor Catering
Vending Machines
Bakeries and Confectionaries
Camps
Students Mess/Boarding Houses
Marriage and Wedding Receptions.
Fig. 1.1A: Classification of Food and Beverage Establishments
(Source: Hotels for Tourism Development, Dr. Jagmohan Negi, Metropolitan, New Delhi.)
Food and Beverage Management 5

Modern day food and beverage services are not confined to few and limited establishments but
to a wide range of units scattered over a region. Many of these units are independent in nature and
peculiar in their behaviour. The clientele of these establishment belong to all strata of society depending
upon the types, services offered and the quality, taste and preparation of food and beverages. Some
of these establishments offer accommodation as well as food and beverages facilities, whereas other
specialise in catering facilities only. Depending upon the nature of the food and beverage facilities and
types of services offered, these establishments may be classified as given in Fig. 1.1A.
The planning process of food and beverages involves the settings of several basic policies such
as marketing policy, defining the marketing to be catered for; financial policy, dealing with envisaged
profitability or cost constraints of the establishment; and a catering policy, defining the main objectives
of operating the food and beverage facilities; and the methods by which such objectives are to be
achieved.

FOOD AND BEVERAGE MANAGER

The head of this section in a large hotel is known as food and beverage manager, who decides
how to achieve objectives and by whom. This involves analysing tasks and assigning them to
individuals or groups, who receive job descriptions. The food and beverage manager is also associated
with producing job description and training. He is involved in staff motivation so as to move the
organisation in order to achieve the objectives formulated at the planning stage.
The manager has a controlling function. He makes a comparison between actual performance and
that forecasted at the initial planning stage and the taking of any steps to correct any deviation from
agreed objectives. The controlling is done by observation, analysis of accounting records and food and
beverage reports or by analysis of recorded statistical data. It also involves the checking of actual
performance against the budgets and forecasts. Should there be any deviations, he locates the problem
areas and rectifies it and takes steps to prevent the problem occurring again.
The food and beverage manager should utilise all tools of management for proper coordination
of all the functions. An organisation chart should be produced showing the position of food and
beverage department within the context of the hotel/establishment. This chart presents graphically the
basic groupings and relationship of positions and a general picture of the formal organizational
structure of the hotel/establishment as given in Fig. l.1B. In large-sized hotels having 300-total staff
strength, a food and beverage manager could have two or three assistants and about 70 full-time staff
excluding banquet staff. In small establishment, the owner himself is the manager of all departments
including food and beverage department. He himself being proprietor would also operate the control
department.

OBJECTIVES
The main responsibilities and objectives of food and beverage departments are:
(1) Provision of food and beverage facilities,
(2) Purchasing, receiving, storing, issuing, and preparation of food and beverage for sale,
(3) The formulation of an efficient control system,
(4) The training, motivation and controlling, and
(5) Coordinating.
6 Food and Beverage Management and Control

Food and Beverage Establishment

Food Purchase Food Preparation Food and

and Storage Beverage Service

Main Indian Tandoor Bakery and

Kitchen Kitchen Confectionary

Purchasing
Receiving Storage Lounge Bar
Restaurant Floor
Issuing Service Service
Service Service
Room
Service Banquet
Pastry
Service
Shop
Fig. 1.1B: Departments/Divisions in a Food and Beverage Establishment

FOOD AND BEVERAGE ESTABLISHMENTS

Food and beverage establishments may be classified as follows:
Hotels
‘Hotel’ may be defined as an establishment which provides food, shelter and other facilities for
the comfort and convenience of the guest, with a view to making a profit. Large, medium or small,
a good hotel will provide service with a view to please the customer so as to build goodwill, and to
make the guest stay a happy memory.
An economy class hotel may provide simple food and accommodation; luxury hotel will provide
several other extra like facilities for banquet and parties, facilities for relaxation like a swimming pool,
a reading room, lounges, restaurants, bars, room service, air-conditioning, shopping arcade,
continental as well as other cuisine, extensive a lá carte selections, channelled music, television sets
in rooms, valet service, conference facilities, business centres, health club, etc.
Restaurants located in these hotels offer food and service according to the category of the hotel.
Those located in luxury hotel, provide best of food and service and that too of specialized nature. These
restaurants are very expensive and they exist on the principle of personalized service and personal taste
and thus, maintain the international standards. The head of the restaurant is known as restaurant
manager with a team of captain, stewards and waiters.
Motel/Motor Hotel
By their location and facilities, motels are designed to serve the needs of motorists and meet almost
exclusively demand for tourist accommodation. A hotel situated on a highway may be called a motel,
providing the facility of a service station, garages and food and accommodation to people travelling by road.
Food and Beverage Management 7

Private Hotels/Pensions
These establishments are known as pensions in Austria, Germany and Switzerland. In Britain,
these are called as private hotels, or a guest house, or a boarding house. Catering facilities are casually
restricted to residents, many of whom may stay for longer and such definite period as a week or a
fortnight, commonly reserving accommodation in advance.
Bed and Breakfast Establishments
In some countries, these establishments are known as ‘aparthotels’ and ‘hotel garnis’, and
represent a growing form of accommodation units catering for holidays as well as business travellers
without the service of main meals.
Self-service and Self-catering Accommodation
A growing amount of accommodation is provided in houses, flats, chalets and other units, such
as self-service and self-catering accommodation for holidays in many countries.
Holiday Camps
These are distinctive establishments with permanent building, and/or static caravans which
normally provide entertainment and recreation facilities, catering facilities, etc., in addition to holiday
accommodation.
Holiday and Conference Centres
These are open to general public or to restricted groups, often comprise substantial facilities
which may need not be available for block arrangement.
Private Households
These are distributed throughout as a large number of very small units. They offer a substantial
total bed capacity as a business to accommodate visitors and provide food and beverage facilities to
the resident customers.
Caravans and Camping Sites
These units provide facilities for mobile caravans. They constitute a significant accommodation
category in many holiday areas and provide catering facilities only to the participants.
Restaurants
These establishments provide food and drink generally at high price with high level of service.
(1) According to the Type of Service:
(i) Waiter service
(ii) Self-service
Waiter service restaurants have been traditional and will probably always remain popular. These
restaurants could be further be divided into first class and popular priced restaurants. The first class
restaurants because of the extent of the menu, the highly skilled staff and the standard of service, serve
delicious rich food in luxurious surroundings and charge accordingly. The popular price restaurants
8 Food and Beverage Management and Control

serve simple menus at moderate prices. The staff requirement of the two kinds of restaurants will be
completely different; whereas the customers in popular priced restaurants may expect the waiter
serving them to be occupied with as many as a dozen other covers, the guest in the first class
restaurant will have waiting on him no less than four or five persons, including the station waiter, the
station head waiter, the clearing waiter, the wine butler, the wine waiter, etc.
Self-service establishments are gradually gaining popularity. It is being put to effective use in
cafeterias, canteens, dining halls, drive-inns, etc.
(2) According to extent of the Menu Offered:
(i) Haute cuisine restaurant serving elaborate menu, and
(ii) Light snacks.
Grill Rooms
The present-day grill rooms are the later off-shoots of the hotel and catering industry. They owe
their existence largely to the travelling tourists who find it burdensome to dress formally for dinner.
The grill rooms, therefore, provide excellent meals, long or short, without making any demands
regarding formal dress. Grill rooms could be quite, luxurious, offering excellent service. The staff of
these grill rooms is of highly skilled nature as far as the preparations are concerned.
Counter-services
Counter-service units are managed by supervisors with some waiters/helpers on the counter. In
this type of service, generally, a certain quantity of food is prepared or finished in front of the customer
with the help of a back-bar unit. Ready-to-use items are used to speed up service. This type of service
is getting popularity in India. Counter-services are most suitable and very popular in departmental
stores, railway stations and airline terminals.
In restaurants featuring counter-services, soups, sandwiches, hot dishes, desserts and excellent
coffee is served. Food is reasonably priced. This type of service allows rapid turnover because of the
limited time available with the patrons. An excellent volume of business can be achieved even though
the average check is less than in the dining room. Covers are usually laid on the counter to receive
the customer, the menu is presented to him as he sits down and an a lá carte type of order taken and
served. The atmosphere is more intimate and relaxed. The workplace behind the counter is limited.
Each waiter can serve 8-10 covers. During service, it is most important that the butter, salt, pepper,
sugar, cream and ketchup should be within easy reach of the customer. Checks should be made out
and placed on the counter immediately after the last item has been served, the waiter collecting the
cash himself, unless the duty is assigned to someone else.
The counter is kept clean and ready to receive any customer. The used tableware should be
cleared away as soon as possible. Soiled dishes be kept unsighted, especially for the customers who
must take the vacant seats.
The counter type of food service may seem less pretentious, but it enjoys wide popularity. The
key note of this type of service is simplicity, and this combined with quality form a profitable
combination. Counter-service in some restaurants is not limited to simple menus only but may be very
elaborate in both menu and service.
Food and Beverage Management 9

The establishments offering counter-service are:

(1) Restaurants offering both table and counter-service, but with greater emphasis on the
counter-service,
(2) Counter-service with limited menu,
(3) Drive-inns without waiter service, and
(4) Takeout service to nearby offices, stores and apartments.
Cafeterias
The cafeterias are essentially a self-service restaurant offering speedier service at a lower price.
Service personnel are eliminated and since the customer helps himself, there is no delay in service.
The incharge of the cafeteria along with some helpers manages these restaurants. These cafeterias
provide the added opportunity to the customers of seeing the food they are buying.
In cafeterias, two factors need constant attention and frequent appraisal, viz., the quality of food
and the manner of service. The cafeterias having a lower range of prices will have some clientele who
do nothing to better the atmosphere. The staff partly because of the indifferent clients, and partly
because of absence of tips, are likely to develop an indifferent attitude to the customers.
There are two types of cafeterias:
(1) The Line Cafeteria: The customer picks up the empty trays at one end of the counter,
walks along it in a queue, passes glass cases containing the cooked food, putting into his
trays the items he wish to have. At the end of the counter, a food checker calculates the
total amount and the customer pays him. He then takes his tray on a vacant table, eats his
food and leaves. The service in this method can be delayed if any one customer in the queue
is undecided.
(2) The Island System or Spot Service Cafeterias: In these establishments, the items served
are classified and each group of item is served from a counter separated from the other. Any
customer wishing to have something in a hurry can now have at least something from the
counter having the minimum number of customers. However, more staff is necessary for
island services, and so the labour cost is increased. Labour costs are lower in cafeteria
system because no staff is required for table service, only a few clearing waiters are
necessary to keep the table clean. The customer has already taken his crockery and cutlery
from the counter. In all type of cafeterias, the cutlery (a knife, a fork and a teaspoon) is
folded neatly in a serviette and kept on the counter being placed after the tray rack and the
plates. A plentiful supply of clean linen and silver is essential for the smooth running of a
busy cafeteria.
The arrangement of the food stations can vary with the establishment. Some arrange it in the order
of their menu. Other may arrange them almost the opposite way. In this case, it helps to push the sweets
on to almost every customer, while some of them may not have taken a sweet if they had come across
it after selecting the main dish. The display of food with easy-to-read signs speeds up service and help
avoid unnecessary waiting in the queue. Food on the counter must be arranged and not merely deposited.
The individual portion should be of even sizes, and proportioning is essential.
Cleanliness is of utmost importance in the drinking room area as well as the counters and in the
preparation areas. A sufficient number of clearing waiters should be on duty, not only to keep the tables
10 Food and Beverage Management and Control

clean but also to help them with any odd requirements, such as openers for proprietary drinks. Trays
and crockery must be constantly replenished on the racks and counter assigned to them. Simplicity
of service, combined with elegance in operation, can go a long way to making cafeteria operation a
success.
Canteens
The head of the canteen is known as canteen manager. The cafeteria system has been found to
be popular in canteens, where large number of customers have to be served, the multi-point or island
services can be used to advantage, thus eliminating the long queues whose pace is often dictated by
the indecision of one or two persons. In the multi-point system, the menu of the day is first written
on a large board which can be easily read from a distance. The price of each dish is marked on the
board. The service is so divided that various counters dispense a certain number of specific dishes
and one board stating what is available at any particular counter reserved for the dispense of soups,
another for main dishes, another for sweets and yet another for beverages. However, on these
counters, nothing is on display, and service is through service windows of hatches.
The payment of bill is to be made with the exact amount in cash or with the coupons of
appropriate value already purchased from the separate counter. No change being given at the service
window. This system is good where speed and service is essential, but involves pre-plating to a very
large extent.
Milk and Snack Bars
These two establishments are somewhat similar to each other, the milk bar being probably older
than the snack bar, having begun as a speedy service of milk in its various forms, viz., hot and cold
milk shakes, various ice-creams, sundees, etc. Today, these two establishments serve identical menus,
comprising tea, coffee, soft drinks, sandwiches, hamburgers, patties, pastries, etc.
Stools are provided at the serving counters, on which are displayed the provisions for sale. Other
patrons may stand around, placing their cups and plates on shelves. Usually, the number of tables is
limited and their size small. Each customer at the counter requires two feet of space so that 30-foot
counter will seat only 15-17 persons, and if they stand there for a very long time and prevent other
customers from being served, the takings are adversely affected. Space for customer to draw off is,
therefore, of the most importance. It is often not possible to allow comforts of chairs and tables. The
normal practice is for all free wall space to be provided with eating shelves and where possible for
stand up eating shelves or table to be provided in the open or middle part of the floor.
Milk bars and snack bars differ from the cafeteria in that the cash is directly paid to the assistant
serving the customer with the food and beverages.
Drive-inns
Basically, a drive-inn consists of an open or closed enclosure with a parking space for a certain
number of cars and a counter for the service of beverages at the entrance. As a car enters the drive-
inn, the order may be taken, and either served there and then or served a few minutes later by a waiter.
Dispensable crockery and cutlery (usually of stiff paper) is used. In a drive-inn cinema, a few hundred
orders may be served in a five or ten minutes intermission. Coupons may be sold beforehand and all
pre-plated. In the short intervalm then only the coupon and food are exchanged. The customers eat
in the comfort of their cars and discard the plates after their use.
Food and Beverage Management 11

Bars
The bar is generally a counter with bar stool, arranged on one side and a few low tables and chairs
placed around the room. A few tables of the conventional 30" height may also be arranged for
customers who intend to have a meal, but the menu may be restricted in choice.
Clubs
These establishments are formed by a group or class of people belonging to specific category
with some common objectives. The various types of club are such as, working women club, political
party club, social club, sporting club, restaurant club, private exclusive club, etc.
A club is a place where members can spend sometime in relaxation in pursuing a hobby and in
meeting people. Clubs can be residential as well as non-residential. Both provide the same facilities.
Generally speaking, apart from the fact that the residential clubs also offer accommodation usually for
a limited period to members and their guests, facilities provided by the club may include sports, both
indoor and outdoor, libraries, swimming pools, social activities, social work, pursuing a specific
hobby, etc. Membership may be restricted to certain class of society. A club may also offer credit
facilities like the Diners Club.
Night Clubs
For purpose of entertainment and recreation, night clubs are very popular. A night club is an
establishment which provides entertainment in the form of cabarets, floor shows, etc., and the
facilities of a dance floor and music with limited or exclusive menu which includes the sale of alcohol
and tobacco. These clubs are generally open late into the night.
Discotheques
Most popular among the youth are the discotheques. The word ‘discotheque’ means a library of
music. In common usage, however, this word has come to represent an establishment where music is
played, live and/or recorded; and a dance floor is provided, where those interested can come and dance.
Other features vary with the establishment, like the decor, the lighting effect, sound effect, the extent
of menu, etc. The menu is generally limited offering snacks and beverages. Discotheques generally open
in the evening and remain open late though this is not a hard and fast rule.
Fast Food and Take-aways
These units are concerned with the preparation and service of food and beverage quickly for
immediate sale to the customers for consumption either on or off the premises. These are mostly found
in the high streets of most towns of today. Their special features are:
(1) These units are around:
(i) A product, e.g., hamburgers
(ii) A range of products, e.g., fish
(iii) Products of a country, e.g., Chinese, Indian, Mexican, etc.
(2) These units are owned by large chains or franchised.
(3) The product is well marketed.
(4) The pricing of items is within a fairly distinctive known price band.
12 Food and Beverage Management and Control

(5) The convenience type of commodities are used such as frozen chips, concentrated
beverage, syrups, etc.
(6) Use of partially or fully automated method of production.
(7) Simplified and basic methods of food service.
Function Catering
The function catering may be defined as the service of food and beverages at a specified time
and place, for a given number of people, at a known price. Examples of such catering are:
(1) Wedding
(2) Dinner dances
(3) Business functions:
 Meetings
 Conferences
 Working lunches
(4) Outdoor catering at a show or exhibition
(5) Christmas function
(6) Retirement parties
(7) Fund raising events
(8) Banquets
(9) Exhibition, etc.
Welfare Catering
Welfare catering is a very sophisticated and delicate aspect of catering industry. It may be defined
as the function which are usually not organised on a purely profit basis but rather to serve the specific
goal of an organisation. It includes all the welfare food and beverage establishments in which the
profitability of the catering facilities is not the only outlet’s primary concern. The main purpose of
these establishments is the provision of food and beverages to people through social needs, primarily
determined by an authority.
Welfare catering may be classified as:
(1) Institutional Catering
 School Catering
 College Catering
 Industrial Catering
The Services:
 Army, Navy, Air Force
 Police, Fire Service
 Government Departments
 Prisons
 Hospital Catering
(2) The Employees Catering.
Food and Beverage Management 13

Hospital Catering
This form of food and beverage service in hospitals and nursing homes is different from other
catering establishment. The most common practice in large hospitals and nursing homes is to send
prepared food to the service pantries on the various floors where it is arranged on trolleys and trays
and carried to the patients’ rooms. Cold foods may be served to the patients 20-30 minutes before the
actual service of meals. Hot food is taken from the main kitchen to the pantries in heated food cases,
a few minutes before the actual service. Dishes, trays, etc. are washed and stored in each pantry.
Many small and large hospitals have central tray service, i.e., all the trays are set up in one place and
sent directly to the patients’ room. Some hospitals have dining rooms for accommodating patients. The
staff are served in the cafeteria.
Transport Catering
It includes that sector of food and beverage establishment which makes provision of food and
beverages to people who are on the move. Transport catering could be classified as:
(1) Railway Catering
(2) Airline Catering
(3) Ship Catering/Marine Catering.
Railway Catering
Railways are presently providing facilities of waiting rooms, restaurants and dining cars. In many
countries, railways have even gone into hotel operation, especially in large cities. Railway catering may
be divided into two major areas:
(1) Terminal Catering, and
(2) In-transit Catering.
Terminal catering comprises bar, self-services and waiter services restaurants, fast food, and
take-away units supplemented by vending machines, dispensing hot and cold foods and beverages.
In-transit catering consists of restaurant cars service, and buffet service.
The establishments like the restaurants or the hotels are the same whether they are operated by
the railways or by any other entrepreneur, but dining car service presents its own problems. These
are mainly the shortage of space, inefficient control of incoming dust and smoke, low paid staff, and
long duty hours leading to poor employee-employer relation, small working space both in kitchen and
servery, etc.
While most of the food required en route is taken on board at the start of the journey, certain
items are picked up at various points on the way. All food used must be subjected to strict checking
for quality and stored in the most hygienic conditions. Crockery and cutlery must be washed properly.
The railway will do well to install dishwashing machines in their dining car kitchens.
Airlines Catering
The technological development in the field of aviation has totally revolutionized the catering
facilities in air catering. Airlines have to provide food and accommodation to passengers in transit.
Whereas passengers are stopped over at the best hotels in the city when they are making a scheduled
stop-over at the airlines expense or when a flight is unduly delayed, thus automatically taking care of
the guests’ comfort. The problems faced by the catering personnel are how to provide delicious, and
14 Food and Beverage Management and Control

wholesome food to passengers in flight. This is done by preparing all food in flight kitchens on the
ground, or getting the food cooked by hotels under contract, freezing it and reheating the food in flight.
The reheating of food is now being done by most of the major airlines by the use of microwave ovens
in which very high frequency waves heat the food in seconds by inducing very high frequency
molecular motion within the food. The menu for the first class and economy class passengers are
different, and first class passengers are also served wines free of any additional charge.
The food and beverage portions are highly standardized with meal portioned into plastic trays
which are presented to passengers and from which they eat their meals. Disposable cutlery, napkins,
etc., are used which reduce the facilities for washing up and cut down on breakage and wastages.
In some cases, there is no portion control, service is from a gueridon trolly. Food is portioned in front
of the customers and garnishing, slicing, etc., added according to their requests. The crockery used
may be bone China with fine glasses and cutlery.
Like railways, air catering may also be classified as terminal catering and inflight catering or
transit catering.
Ship Catering/Maritime Catering
Ship catering has its own rich tradition. It is a branch of catering with a charm of its own because
a ship may take anything from a couple of days to a fortnight or more to reach the next port of call.
The result is that large quantities of food and drinking water, alcohol, etc. must be carried on board.
Sea or marine catering varies from the provision of food and beverage on the short route ferries to the
large cruises or passenger lines. A ship carrying a thousand passengers on a ten-day voyage may carry
as much as 6,000 lbs of butter alone, other commodities being on a similar scale. The catering personnel
for a large liner may number from 65-68% of the total staff on board. There may be two kitchens, one
for staff and another for the passengers and there may be separate dining rooms for first class and rest
of the passengers. In addition, there may be a private dining room maintained for the captain.
Popular Catering
These establishments provide food and beverages generally at low/medium price with limited level
of service. It includes:
(1) Cafes
(2) Pizzerias
(3) Whimpy
(4) Grills
(5) Special Coffee Shops
(6) Little Chefs
(7) Steak Houses.
Leisure Attractions
Provision of food and beverage to people engaged in another leisure pursuit is the objective of
these. It includes:
(1) Theme Parks
(2) Galleries
(3) Theatres
(4) Airline Terminals.
Food and Beverage Management 15

REVIEW AND DISCUSSION QUESTIONS

Q. 1. Explain the term ‘food and beverage’. Describe the role of food and beverage in the tourism and
travel industry.
Q. 2. Write notes on:
(i) Food and Beverage Manager
(ii) Objectives of Food and Beverage Department
(iii) Restaurant Service.
Q. 3. How will you classify the food and beverage establishments? Explain different types of food and
beverage establishment by giving suitable examples.
Q. 4. Explain the following:
(i) Hotel (ii) Motel
(iii) Restaurants (iv) Cafeteria
(v) Discotheques (vi) Fast Food Operations
(vii) Airline Catering (viii) Maritime Catering.

Objective Type Questions

Q. 5. Answer the following questions:
(i) In addition to paying attention to good working habits, it is desirable:
(1) To cultivate the right attitude to work
(2) To take ‘short-cut’ and finish early
(3) To work as far as possible, irrespective of result
(4) To adopt an attitude of not accepting advice
(ii) State four reasons why catering has developed in this country:
(a) ................................................................................................................................................
(b) ................................................................................................................................................
(c) ................................................................................................................................................
(d) ................................................................................................................................................
(iii) Name two people who did much to create high standards in the Indian hotel industry
before 1947.
(iv) Give three examples of situation where large number of people need to be served food
at the same time.
(a) ................................................................................................................................................
(b) ................................................................................................................................................
(c) ................................................................................................................................................
Q. 6. Answer the following questions.
Good supervision is the effective way of:
(i) 1. m....................................................................................................................................................
2. m....................................................................................................................................................
3. ......................................................................................................................................................
16 Food and Beverage Management and Control

(ii) A good supervisor

(a) Creates problems
(b) Makes problems
(c) Anticipates problems
(d) Causes problems
(iii) Tick those qualities which an effective supervisor needs:
(a) Good communicator
(b) Understanding of people
(c) Impetuous
(d) Possess technical knowledge
(e) Tactless
(f) Motivator
(g) Disciplinarian
(h) Organising ability.
Q. 7. Answer the following questions:
(i) What points affect the organisation of the kitchen?
(ii) State four responsibilities of the Head Chef or Head Cook.
(a) ................................................................................................................................................
(b) ................................................................................................................................................
(c) ................................................................................................................................................
(d) ................................................................................................................................................
(iii) What is the French equivalent for the Second Chef?
(iv) In a traditional organisation, what were the responsibilities of the:
(a) Larder Chef?
(b) Pastry Chef?
(c) Sauce Chef?
(d) Relief Chef?
(v) What does the word ‘commies’ indicate?
(vi) Give a definition of entrees.
(vii) What is the name given to the Chef responsible for entrees?
(xiii) Which parties cooks the grilled and deep fried food?
(ix) What is the French name for the Fish Cook?
(x) What does the aboyeur do?
(a) Acts as a toast master
(b) Calls out the order
(c) Carves the joints in the room
(d) Looks after the still room.
Food and Beverage Management 17
(xi) What are the advantages of an operation where the kitchen is on full view to the
customers?
(xii) What effects have the continually increasing costs of space, equipment, maintenance,
fuel and labour hand on the organisation of the kitchen?
Q. 8. Fill in the blanks:
(a) For purchasing commodities, as ...............k................ of all commodities is essential.
(b) Which guide to purchasing should be followed?
(a) The cheapest is the best
(b) Compare quality with price
(c) The clearest is always the best
(d) The best quality is the cheapest.
(c) List ten points which assist in an efficient buying of food:
(a) ................................................................................................................................................
(b) ................................................................................................................................................
(c) ................................................................................................................................................
(d) ................................................................................................................................................
(e) ................................................................................................................................................
(f) ................................................................................................................................................
(g) ................................................................................................................................................
(h) ................................................................................................................................................
(i) ................................................................................................................................................
(j) ................................................................................................................................................
(d) The golden rule to use when considering portion control is a
f .......................... p..................... for a f .......................... p .......................
(e) Name six equipment that assist portion control:
(a) ................................................................................................................................................
(b) ................................................................................................................................................
(c) ................................................................................................................................................
(d) ................................................................................................................................................
(e) ................................................................................................................................................
(f) ................................................................................................................................................
Q. 9. State ‘true’ or ‘false’
(a) The caterer who gives the customer value for money together with the type of food the
customer wants is well on the way of being successful?
(b) Finding the food costs helps control costs, prices and profits.
(c) One costing system will suit any type of catering establishment.
(d) Sausages are obtainable 12, 16 or 20 to the kg.
18 Food and Beverage Management and Control

(e) Better quality food usually gives a better yield than inferior quality food.
(f) An efficient food cost system will prevent waste and stealing.
(g) The aim of menu planning is to give the customer what he wants, not what the caterer thinks
what he wants.
(h) The variety and number of dishes on the menu does not affect the organisation of the
kitchen.
(i) Delegation is an important aspect of supervision.

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