INTRODUCTION2

Restaurant Management
Course
I n s t i t u t e o f T o u r i s m & H o t e l
M a n a g e m e n t
L a h o r e
Ghulam Mujtaba
This book describes the restaurant management
skills which are essential for a restaurant manager.
After reading this book you will be able to handle a
multinational chain of fast food independently as a
restaurant manager (by the help of Allah SWT)
Inshallah. May Allah give you success and brighten
your future (AAmeen)

2 ITHM | Institute of Tourism & Hotel Management | Lahore
Chapter No: 1
INTRODUCTION
What is a Restaurant
A restaurant is an establishment which prepares and serves food and drinks to customers in
return for money, either paid before the meal, after the meal, or with a running tab. Meals are
generally served and eaten on premises, but many restaurants also offer take-out and food
delivery services. Restaurants vary greatly in appearance and offerings, including a wide variety
of the main chef's cuisines and service models.
Restaurants range from unpretentious lunching or dining places catering to people working
nearby, with simple food served in simple settings at low prices. Typically, customers sit at
tables, their orders are taken by a waiter, who brings the food when it is ready, and the
customers pay the bill before leaving. In finer restaurants there will be a host or hostess to
welcome customers and to seat them...
Restaurants often specialize in certain types of food or present a certain unifying, and often
entertaining theme. For example, there are seafood restaurants, vegetarian restaurants or
ethnic restaurants. Generally speaking, restaurants selling food characteristic of the local culture
are simply called restaurants, while restaurants selling food of foreign cultural origin may be
called ethnic restaurants.
What is a Restaurant Manager?
A restaurant manager is the person who controls all functions in the restaurant. He is given a
specific budget to run the restaurant he utilizes his skills and serves the customers in the best
possible way.
History & Development of Hospitality
Hospitality in Islam
Muhammad (SAW) was also a very hospitable person. Even before he was
raised to the status of Prophet Hood, he was known as a hospitable and
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generous man. Nobody ever went away from him empty handed. He used to
feed the poor, the needy, the widows and orphans and was very popular
among the people of Makah. In Medina, his hospitality knew no bounds and
his house was open to all; rich and poor, friend and foe, all came to him and
were treated very generously by him. People used to come in large numbers
from all directions, and he entertained them all and served them personally.
Nobody ever went back without having received something from him.
His hospitality was not confined to Muslims alone, but was extended to all
human beings, irrespective of caste or creed. Polytheists and Jews, all were
his guests and he entertained them all, without any distinction. When a
Christian deputation came from Abyssinia, he kept them in his house and
served them personally throughout their stay. Once a polytheist was his
guest. He gave him the milk of one goat and he drank it all. He was given a
second goat`s milk, which he drank as well. In this way he drank the milk of
seven goats but Muhammad did not stop offering him milk until he was
satisfied. Sometimes it so happened that the guests ate all that was
available in the house and nothing was left for the Prophet and his family to
eat, so they had to go without food that night. This was not an unusual
occurrence in the Prophet`s house.. The poorest and the most destitute
among the companions were the As’hab-e- Suffah, who were the permanent
guests of the Muslims. Most of the time they were the guests of Muhammad.
Once he said, "Anyone who has enough food for two persons should take
three of them, he who has enough for four should take five of them with
him." Abu Bakr took three of them with him while Muhammad (SAW) took
ten of them with him."
Abu Hurairah told a very distressing story of his hunger and starvation. He
was one of the As`hab Suffah. He said, "One in. utter starvation, I sat on
the main highway. Abu Bakr passed that way and I, to invite his attention to
my humble state, asked him about a verse of the Qur`an. He went by and

did not take any notice of my condition. The same thing happened with
Umar, and he also did not pay much attention to me. Then God`s Messenger
came along and, seeing me smiled and said, `Come with me.` When he
arrived home, he saw a cup of milk and enquired about it. He was told that it
was sent as a gift to him. He asked me to bring all the people of the Suffah.
I brought them all with me. He gave me the cup of milk and asked me to
distribute it among them all."
Muhammad (SAW) was extremely hospitable and entertained all who came
to his house. He also taught his companions verbally as well as by his
practical example to be hospitable to all.
History & Development of Restaurant Industry in Pakistan
The hotel business has been present in Pakistan since its independence in 1947. In
Pakistan this industry contributes a large proportion to the country’s economy. The
hotel industry contributes to a large percentage of the country’s revenue. At first there
were not many hotels to begin with but as time passes, the country saw the gradual
establishment of local and international hotels. At the moment, there are four major
five star hotels operating in the country: Pearl Continental, Marriott, Avari Towers, and
Sheraton Hotel. Up and coming hotels include Serena Hotel and Carlton Hotel, which are
relatively new compared to the previous four.
The greatest growth in the hotel industry was seen in the late 80s and then some in
early 90s. The number of hotels in the country increased from 845 in 1991 to 1150 in
1996, showing a growth of more than 26% with the fastest growth in the number of
hotels seen in 1993 which tapered off to 2.4% in 1995 before picking up again in 1996.
Industry in Pakistan had witnessed tremendous boom before 2008, which is when things
started getting worse. In better times, the growth of the hotel industry in Pakistan was

fueled by the Pakistani tourism industry. Increasing business opportunities and growing
economy in Pakistan is acting as a stimulant for the hotel industry in Pakistan.
Pakistan does not just have international hotel chains like Sheraton and Marriott. There
are a lot of motels and low budget hotels; each hotel has its own set of facilities and
services. When the country’s economy was in boom during the 1980’s to late 2000’s
period, personal enterprise was also on the rise and led to the establishment of a variety
of small motels.
In the year 2011 the increase and stability of economy of Pakistan brought a change in
the industry of Hotel and tourism it was observed sudden increase in number of foreign
visitors and meetings were scheduled in Pakistan mainly in the city of Karachi, through
which the occupancy rate of the hotels increase from 60% compared to the last year
occupancy rate. This increase of occupancy rate create the effect on the demand of the
hotels , as the demand increase so does the prices and as it was as the prices of the
room of hotel were increase from average Rs. 9000-Rs. 10000 to Rs 11,000 –Rs 12,000
per night .
Due to the impact created by the fast developing economy of Pakistan particularly in
Karachi, which is the industrial hub of Pakistan, many national and international
organizations are engaged in setting their meetings and conferences in the hotels, many
foreign corporate people are also visiting Karachi for their seminars and organization
conferences, hotel business in Karachi therefore is in the business. Many international
and national hotels are operating in Karachi for instance Marriot, Pear Continental,
Regent, Carton, Sheraton, Avari and Ramada Plaza etc. hence every category of Hotel
which range from 2 star to 5 star hotels are operating in the country. Many foreign
investments are also been observed in this sector, as per news France based Accor hotel
is being opened in Karachi this year.

Decline in the Hospitality Industry of Pakistan
The industry began to experience a downfall with time, mostly due to government
instability and terrorism. In August 2008, hotel occupancy rates fell, an alarming sign
given to Pakistani Hotels. By the beginning of fourth quarter 2008, the Pakistan THL
sector (Tourism, Hospitality and leisure) was starting to see major consequences of the
economic crisis in the form of negative indicators in the hotel industry, a slowdown in
the gaming sector and increased preference to quick service restaurants as opposed to
dining ones.
The four major hotels have not changed much in terms of new ventures since their
establishment. The only major highlight in this regard was the takeover of Holiday Inn by
Marriott. Another constraint with regards to hotel development is the terrorist attacks
that have plague the country for some time now. This has led to a huge drop in foreign
visitors to the country. Changes in government have also created problems as each has
its own rules and priorities. Economic downfall also means that citizens are in not a
position to use these hotels.
Fast food chains like Mc Donald’s, KFC and Hardees are providing significant competition
to these hotels, which have comparatively higher prices than the fast food chains. The
restrictions on dinner menus of weddings are also an important problem. Visitors to
Pakistan prefer staying with family and friends due to the constant threat by suicide
bombers. This is the only industry that generates foreign exchange without exporting
anything and therefore should be cultivated rather than left to face decline.
As mentioned before, the hotel industry in Pakistan has seen a sustained decline in its
performance over the years. However, this was not always so. Pakistan, which is a vast

country and a land of serenity and serendipity, attracts infinite number of tourists each
year. It has many tourist destinations with well-furnished city and airport hotels.
The Decline
The hotel industry of the country starting facing problems due to factors that are faced
in the economy which include economy, terrorism, political conditions and other macro
factors. The industry faced a major setback in the late 2010 when Marriot Islamabad
was under the attack by terrorist bombing that took the life of 50 people and injured
severely 250 people, this incident brought the decline in the hotel industry as many
foreigners and national customers feel uncomfortable in staying in any hotel in Pakistan
and visiting Pakistan for their business meeting and other corporate events and
seminars. Here the factor of Terrorism played the important part as many print and
electronic media highlighted the feared faced by the people in Pakistan and the act of
terrorism that was being increased created the impact of bringing down the visiting
foreigners in the country, many international operating company reduces and restricted
their visits to Pakistan hence reducing the occupancy rate in the Hotel from 60-70%. In
order to survive in those circumstances the Hotel industry reduces their rates to 10-20
% to gain the target market.
Problems started in July 2010 floods that made around 22 million people homeless in
Pakistan also collapsed Tourism Industry in the country that was already becoming
fragile due to bad law and order situation in the country. It is further declining due to a
sustained decline in GDP and tourism revenues but it is still considered to be a potential
market for growth.
It’s not just the fact that terrorists are targeting these hotels. Costs of security are rising
in stark contrast to falling revenues and underutilization of room capacity indicates a
loss in foreign visitors to the country. Terrorist attacks have bred political instability in

the country and even some particular locations in the Northern Areas have been roped
off due to security reasons.
How the Hotel Industry can be revived?
In order to bring back the tourism and hotel industry back on track, certain measures
have to be taken:
1. Government should concentrate on the means of transportation, communication and
power for the promotion of tourism industry in Pakistan.
2. To attract the foreign travelers who have stopped visiting the country due to security
issues, the said issues should be handled properly.
3. Tax structure plays a vital role in industrialization process. The government should
give tax incentives to the air fares, hotels and other tourism related industries.
4. Pakistan is a country with a rich culture and traditional festivals. These should be
organized to create attractions for tourists.
5. Electronic and print media should focus on the highlights and attractions of tourist
sites in the country and so play an important role in enhancing the demand for tourism
in Pakistan

Chapter No: 2
VISION, GOALS AND OBJECTIVES
VISION Statement
Vision statements are intended to set the tone for where the business is heading and
what it is creating. The wording of vision statements should be chosen carefully and
cognitively so as to provide inspiration, hopes for the company's future, and a
compelling confidence toward reaching their goals. Major corporations and non-profits
have recognizable vision statements and can be used as inspiration for small business
owners when crafting their own vision statements. Included here are seven vision
statement examples of well-known corporations.
Your statement should be like this
Being the best means providing outstanding quality, service, cleanliness, and value, so that we
make every customer in every restaurant smile."
This statement portrays a pretty accurate assessment of the hugely successful McDonald's fast
food restaurants and based on their popularity they must make many customers smile. The
statement addresses the company's goal and purpose.
Goal Setting and the Restaurant Business
By the goals we mean that we should develop an interest and strategy to institute
shared and individual goal setting that involves all employees in a restaurant. The goal
setting theory unites a team while promoting individual success. This has been proven
make employees more productive and likely to increase sales in general. Goals can be
set to decrease waste, reduce costs, increase sustainability, increase profit, the list
goes on. Most businesses use the practice of goal setting to motivate and monitor their
employees. If you hit your goal you got a bonus.

As a restaurant owner, your goals and objectives should be tied to your mission and
value statements. Ensure goals and objectives are specific, measurable, achievable,
realistic and timely. This will provide you with a plan to follow and the ability to recognize
the point you achieve success. It is not necessary to set goals for every facet of your
restaurant business, but it is important to focus on key elements. Update your goals and
objectives when necessary, as business plans become dated. The goals you set for the
first year of business should vary from the goals and objectives for year three or year
10. Get your team excited about achieving these objectives by including them in the
planning
Objectives
Opening a restaurant requires you to consider all facets of the business before the
actual opening. You must draft goals and objectives as part of your business plan. In
addition to the look of your establishment and the type of food you will serve, you may
also have to set goals centered on customer service, sales and staffing. Be realistic with
goal setting, but don't be afraid to set the bar high for yourself and your restaurant. An
ideal restaurant manager should:
1. Demonstrate a solid foundation in techniques for food preparation, presentation,
and service
2. Describe the equipment available on the market and plan its arrangement,
operation, and maintenance for efficiency and safety
3. Plan menus; purchase, cost, and price product for profit
4. Demonstrate creativity and sound thinking in solving management problems and
in merchandising techniques
5. Conform to established codes of ethics and demonstrate a responsible attitude
expected in the hospitality industry
6. Communicate clearly, both verbally and in writing
7. Demonstrate a working knowledge of the factors involved in setting up and
operating a food service establishment

8. Demonstrate the ability to keep accurate food business records and understand
the relationship between financial profits and good business ethics
9. Demonstrate a working knowledge of hotel front office management and
hospitality industry marketing
10. Demonstrate service techniques found in various segments of the restaurant
industry, including fine dining, casual dining, and quick service dining
11. Prepare a variety of non-alcoholic beverages
12. Equip, stock, staff, and control a bar operation
13. Demonstrate a working knowledge of management, including service, people,
and facilities
14. Develop a career portfolio
15. Develop skills for and a commitment to the process of lifelong learning
16. Develop skills for problem solving, decision making, and critical thinking
How a Restaurant Manager achieves his goals
The management and owners share goals and strategies to achieve these goals. What
I propose is a bridge from management to the employees that imposes goal setting on
the daily basis that helps management to achieve their set goals.
Setting Targets
For example, the owner has told the GM that he wants to increase overall sales. The
GM decides he will do this by increasing revenue from beverages sales. The beverage
manager and floor managers are then given a goal to increase beverage sales by 15%.
This is the next step. The managers set goals for their employees. Daily goals that
are designed to increase beverage sales are given to each employee at each shift.
These goals can be catered to individual strengths and weaknesses. The goals are
given at the beginning of the shift, monitored throughout, and then assessed at the
end of the shift. It is the manager’s responsibility to help the employees achieve
their goals and to educate them on how to do so. It is the GM’s job to make sure that
the managers are capable of correctly coaching and instructing employees in order to
meet their goals. Creating individual daily goals for employees is beneficial in many

ways. The satisfaction of achieving the set goals gives the employee pride and
confidence. What you do by giving daily goals to an employee is give them a micro
job. Servers become complacent, but by challenging them the management can keep
the employee active and involved. Examples of daily goals for a server could be to
sell 10 bottles of mineral water, 35 specialty cocktails, and 3 bottles of cold drink for
the shift. If the server reaches these marks, he has made money and the restaurant
has made money. He has completed a challenge and feels great about it. The
manager and GM are now closer to their goal as well.
Training Sessions
Monitoring goal achievement gives managers data that can be used to identify an
employee’s strengths and weaknesses. The employees that reach their mark are
rewarded and continually developed. The employee who consistently doesn’t meet
their goals is subject to further training or repercussions. Scheduling, section
placement, and party placement can all be influenced by goal achievements. All of
these factors influence the money a server makes. The employees who reach their
individual goals consistently get the best shifts, sections, and work big money parties.
Favoritisms
Many restaurants have contests for their employees. There are many problems with
this approach. These are not personal and tend to attract the superstars only. The
other employees have a hard time motivating themselves because they already know
that someone else has a better chance of “winning.” By daily goal setting, the
employee feels that the goal is personal and belongs to them alone. Only they can
achieve the goal and it is up to them do so. Also, the development of individual
employees is greater by goal setting than mass contests. Employees vary in skill set
and education.
Performance Appraisals
The key to goal setting in the restaurant is commitment and communication. Every
day, without fail, employees have to be assigned goals or have their set goals
approved for the shift. Management has to stay committed to keeping track of these

goals. The data collected should be documented in a computer program such as
Excel. The information of what the goal was, whether it was achieved, how it was
achieved, and what the next goal should be needs to be shared by management from
shift to shift. The employee’s accomplishments need to be discussed with all of the
management team and strategy be united concerning each individual employee and
employees as a collective.
Reward System
There should be a reward system for those who achieve their goals. These rewards
should be individual. Rewarding as a group could alienate the employees who failed
to meet their mark. These rewards can come in the form of employee meals, bottles
of wine, gift baskets, concert tickets, or even promotions. By rewarding the ones
who meet their goals, we create a positive culture that promotes goal setting. Happy
employees are productive, make money, and have a sense of ownership.

Chapter No: 3
Personal Hygiene
One of the most important chores we have to deal with on a daily basis, perhaps even
the most essential one is to maintain good hygiene. Cleanliness and hygiene are
extremely important when it comes to protecting our health. Spending a lot of time in a
dirty environment can have a very negative effect on the health and cause problems
that no one would like to have. Every person has to be aware of this in order to do their
best to provide themselves and others with the needed clean and disinfected
environment, be it at home or in the office. Cleaning is indeed important but here comes
another question – is there a difference between cleanliness and hygiene and if so,
what is it? To answer this question, we need to know more about these two and define
them. Here is more information about the difference between cleanliness and hygiene.
Cleanliness
As the word itself implies, cleanliness is the act of removing dust and dirt from different
surfaced and objects. This is done by using the necessary equipment, which usually
includes water and detergents. Cleaning is performed to remove unwanted substances
which might develop micro-organisms that can affect the health. Cleanliness is usually
achieved in a manual or mechanical way, meaning that dirt and dust are removed by a
person and with the help of tools.
Hygiene
Now when it comes to hygiene, micro-organisms are not intended to be removed but
rather eliminated or prevented from forming again. Hygiene is very important for the
health and it can be achieved by using special sterilization and disinfection detergents.
Hygiene is actually achieved by disinfecting surfaces and killing bacteria that might put
the health in danger. The idea that a surface or an object is disinfected implies the fact

that bacteria and other allergens are not only removed but also eliminated. Hygiene is
essential to prevent diseases.
The Difference between Cleanliness and Hygiene
There is indeed a difference between cleanliness and hygiene. While cleanliness is the
result of removing visible dirt, hygiene is the result of eliminating invisible bacteria.
Hygiene is the next step that can be taken after cleanliness is achieved. It brings some
degree of certainty that micro-organisms that might affect the health are killed.
However, the two of the processes - achieving cleanliness and hygiene, are strongly
connected to each other, since hygiene can't be reached without cleaning the particular
surface beforehand. A simple example is a janitor, who cleans the floor using a mop, a
brush and some detergent. After cleaning the floor, he/she may sanitize it using special
products for disinfection, such as chlorine, for example. So, cleaning is a matter of
removing physically observable elements, while disinfecting is a matter of killing badly
for the health micro-organisms.
Importance
When talking about the importance, it's not really possible to say if one is more
important than the other. Since both cleanliness and hygiene are interconnected, it's
more appropriate to say that the best solution would be to clean and disinfect particular
areas. Whether we are taking about a home, office or a public place, cleanliness and
hygiene are extremely important. Especially if it's a hospital or another institution where
health is the main issue.
Hygiene is essential for our health and to achieve it, we have to clean the certain place
we are referring to. Be it our homes or work spaces, we should always make sure that
we are provided with the needed cleanliness and hygiene to protect ourselves from
health problems.

Working at a hotel means you are the face of the hotel, whether you are greeting a
guest on arrival or cleaning their rooms. So it is of utmost importance to have high
personal grooming standards and be well maintained. While many of us like to believe
that grooming is limited to good looks, lustrous hair, it is actually much more than that.
You can only look completely groomed when you are likable, interesting and pleasant to
be around with. In fact, a large share of our happiness and success depends on how
well we interact with others.
Grooming Standards in Hospitality Industry
Hair:
1. Conservative and well maintained, short neatly cut
2. Should not fall on forehead, touch the ears or touch the collars.
3. Neatly combed, not oily, not premed.
4. Only conservative hairstyle permitted.
5. Moustaches neatly trimmed.
6. Should not cover upper lip.
7. Face clean shaved
8. Beards only permitted as part of religious sentiments.
Nails:
1. Trimmed and well maintained
2. Clean and dirt free.

3. No nicotine, carbon or ink stains on the fingers.
Ornaments:
1. only one simple ring on any one hand
2. No bracelets or bands (excepts for religious reasons)
3. Watches should be conservative and not flashy or too large.
4. Leather strap should either be black, brown or tan
5. Metallic strap should be gold or silver
Footwear:
1. Well maintained, well-polished, in good condition
2. Only black shoes are permitted
3. Socks to match the color of the shoes or trousers
Uniform:
1. Immaculate, spotless, well ironed
2. Light color Formal shirt, full sleeves,
3. Formal Trouser, front creased
4. Matching Tie
5. No loose threads or broken buttons
6. Cuffs and collars to be stain free and clean.
7. Belts should be plain black or brown, not cracked or dull, simple non flashy
Buckle, not more than 1.5 “wide.

8. Always wear a vest. (cut banyans)
Character Building Tips
1. Believe in yourself
The most important step towards grooming your personality is believing in yourself. You
need to trust your capabilities, talents and skills. You need to have faith in what you do.
Adopt a “Yes, I can do it!” attitude and the journey to your destination will be smoother.
Churchill rightly said, “Attitude is a little thing that makes a big difference.”
Don’t quit even if the hurdles are huge and the road is bumpy; keep trying and give it
your best shot—at least you won’t regret later for not having tried.
Attain a positive attitude
More than your attitude, it is your aptitude that determines your success. Nobody wants
to hang around someone who’s a constant cribber; people are genuinely attracted
towards someone who is happy and is enjoying his/her life. Think positive, see
opportunity in every difficulty, remain motivated and choose to be happy—you’ll find that
a part of your problems will simply melt away. Live each moment to its fullest.
Remember that mishaps do happen, but they’re a part of life. Look at the brighter side—
every mishap teaches you a lesson.
2. Read and have an opinion
Reading enhances your intellectual capacity and enables you to look at things from
different perspectives. It refines the way you think, speak and act. The more you read,
the better you are able to converse with others. Read all sorts of material—from classics
to biographies to magazines and newspapers—to improve your mind and gain a better
understanding of life. Whatever you read, do reflect on it and form an opinion on the
matter. People respect those who voice their own opinions and can back their views
with reasoning.

3. Dress well
Attractive personalities are always dressed well and pleasant to look at. Dressing well
doesn’t mean you buy expensive designer clothes and go for a complete make-over. It
means that you wear an outfit that suits your body type, and in colors that enhance your
complexion. Match it with accessories that are neither too gaudy nor too plain (read
classy). Wear a hairstyle they flatters your face structure. Smell good and, most
importantly, smile.
4. Show pleasant manners
Remember, people are noticing you all the time, so it’s important that you don’t forget
your etiquettes. When someone’s talking to you, be a good listener. Slightly lean
towards the person and listen intently, this will make him/her feel important. Speak only
when the other person has finished speaking. Don’t jump into a conversation.
Always say ‘please’ when asking for something followed by a ‘thank you’ irrespective of
who the other person is. When invited to a lunch or a dinner party, don’t forget your
table manners, no matter how closely you’re related to the host.
5. Take care of your physical fitness
The shape of your body defines more than just your health status; it defines your
approach towards your personal grooming. Take a healthy and a well-balanced diet.
Exercise for at least half an hour daily and take plenty of fluids. Cut down on junk food
and replace tea and coffee with green tea. You will soon become self-confident and
would have more energy want to socialize better.
6. Add humor to life
Humor gives vent to the frustration and resentment that we bottle up inside, giving way
to bright and hopeful thoughts. People with an attractive personality look at the lighter
side of life, they even invent it. Above all else, go out with a sense of humour. It is the
needed armour. Joy in one's heart and some laughter on one's lips is a sign that the
person down deep has a pretty good grasp of life.”

Chapter No: 4
FOOD SAFETY
Food safety is a scientific discipline describing handling, preparation, and storage of
food in ways that prevent foodborne illness. This includes a number of routines that
should be followed to avoid potentially severe health hazards. The tracks within this line
of thought are safety between industry and the market and then between the market
and the consumer. In considering market to consumer practices, the usual thought is
that food ought to be safe in the market and the concern is safe delivery and
preparation of the food for the consumer.
Food can transmit disease from person to person as well as serve as a growth medium
for bacteria that can cause food poisoning. In developed countries there are intricate
standards for food preparation, whereas in lesser developed countries the main issue is
simply the availability of adequate safe water, which is usually a critical item.[1]
In theory,
food poisoning is 100% preventable. The five key principles of food hygiene, according
to WHO are:
1. Prevent contaminating food with pathogens spreading from people, pets, and
pests.
2. Separate raw and cooked foods to prevent contaminating the cooked foods.
3. Cook foods for the appropriate length of time and at the appropriate temperature
to kill pathogens.
4. Store food at the proper temperature.
5. Do use safe water and cooked materials.
Cross contamination

Cross contamination is the physical movement or transfer of harmful bacteria from one
person, object or place to food. Cross contamination occurs when bacteria and viruses
are transferred from a contaminated surface to one that is not contaminated. The
bacteria and viruses can come from people, work surfaces or equipment, and other
foods. For example, it can happen when bacteria from the surface of raw meat, poultry
and raw vegetables with visible dirt (such as unwashed potatoes), are transferred onto
ready to eat food, such as green salads, rice or pasta salads, cooked meats or poultry
or even fruit. The bacteria on the raw food are killed when the food is cooked, but the
ready to eat food gets eaten without further cooking. Food contamination has four major
ways to spread:
• Food
• People
• Equipment
• Working surfaces
Food
Raw perishable foods can contain harmful bacteria. For example, raw meats contain a
large number of naturally occurring bacteria such as Salmonella, Campylobacter and
Listeria which are all causes of food-borne illness. If you are not careful, harmful
bacteria can easily be transferred from raw to cooked or ready-to-eat foods:
• Due to incorrect storage methods - raw meat may drip blood and juices onto
cooked foods such as ham, and quiche, or other ready to eat foods like salads,
dressings and sauces.

• When raw and cooked foods are combined to make salad rolls, sandwiches and
mixed salads - harmful bacteria may be transferred from salad vegetables to
other foods (like meats, cheese or egg). If these products are then not kept
refrigerated the bacteria can multiply and may cause food-borne illness.
People
Harmful bacteria live in and on our bodies, especially on and around our faces and
hands, and on our clothing. As they are usually present in small numbers they do not
make us sick. If these bacteria are transferred from our bodies or clothes onto food, and
allowed to multiply, the food can become unsafe to eat
Equipment
Bacteria are able to live and multiply in any cracks and crevices in equipment including
the surface cuts of chopping boards. After equipment has been used, bits of food
containing bacteria remain. If the equipment is not properly cleaned when it is used,
next the bacteria will be transferred to another food.
Working surfaces
Surfaces such as bench tops may have bacteria on them from contact with people, raw
foods, dirty equipment or other things such as cartons that have been stored on the
floor. If the bench tops are not properly cleaned, any food placed on them will be
contaminated by the bacteria.

Other reasons which can contaminate food are:
1. using the same knife or chopping board to cut both raw and ready‐to‐eat foods
2. using the hand wash basin for defrosting food or placing dirty utensils and equipment
3. storing food uncovered or on the floor of the fridge or freezer
4. storing raw food above ready‐to‐eat food
5. re‐using cloths to wipe benches, cutlery and tables
6. Using a towel to dry hands which is then used for drying equipment, utensils or dishes.
Preventing cross contamination
• All staff handling food should understand the likelihood and ease with which
cross contamination can occur.
• The work flow and methods used in the food preparation should be designed to
minimize the likelihood of cross contamination.

• Physical separation of raw foods especially raw animal products from all cooked,
pre-cooked and pre-prepared foods is essential during storage, preparation and
display.
• The handling of cooked and ready-to-eat foods should be kept to a minimum.
• using separate utensils or thoroughly washing and sanitising utensils between ha
ndling raw and ready‐
• to‐eat foods
• keeping food covered and off the floor during storage
• avoiding any unnecessary contact with food
• storing raw foods, especially meat and fish, on the bottom shelf of the fridge to
prevent raw meat juices

• dripping onto ready‐to‐eat foods
• keeping cleaning chemicals and other non‐food items stored away from food
• Regularly changing, or washing and sanitising, cleaning cloths. Never use cloths
used for cleaning toilets
• or similar areas for cleaning anything that may come in contact with food
• ideally, letting equipment and utensils air dry after washing and sanitising
• always washing and thoroughly drying your hands when starting work, changing t
asks, or returning from
• A break (including a cigarette or toilet break).
• Care must be taken to prevent recontamination of cooked and ready-to-eat food
contact surfaces:
o by thoroughly washing hands after handling raw foods, especially raw
meats

o by using separate cutting boards and food contact surfaces for raw and
cooked/ pre-cooked/pre-prepared foods
o by not placing bulk food containers on bench surfaces
o by using correct sanitation procedures for all utensils and equipment
o By ensuring that cleaning cloths are single service or are adequately
sanitized.
Food Standards & Sops in Pakistan
In Pakistan, food standard and SOP’s are being implemented by the Punjab Food
Authority. According to Punjab Food Authority, following Sop’s are necessary to follow
in every restaurant:

Chapter No: 6
Organizational chart of a Restaurant
Restaurant Owner
A restaurant owner is the one who has all of the responsibilities of maintaining and running the
business. A restaurant owner is sometimes also the restaurant manager. The actual job
description depends on the other workers employed. Some owners have various managers who
supervise specific departments and then report to them. Others take care of every one of the
aspects of the restaurant. The bottom line is the owner is the one who keeps the business
running on a daily basis. A restaurant owner must hire someone to take care of many of the
required daily functions of the business or perform these jobs personally. This includes
overseeing, ordering and tracking all of the food, supplies, equipment and other inventories
needed. It also consists of maintaining the building and equipment (inside and outside), the
parking lot and any other property of the business. Other jobs may include hiring, training,
directing, scheduling and dismissing employees. The finances, promotions and goals of the
business are part of the owner's responsibility
.
Responsibilities of Restaurant Owner
Financial Responsibility
A restaurant owner bears primary responsibility for all financial matters concerning the
restaurant. If an owner is starting a restaurant, money may come from that owner’s own
financial investments, or it may come from loans procured by the owner. There may be
co-owners who each have a financial stake in the restaurant as well. All debts and
profits alike are the responsibility of the restaurant owner or owners. Profit-sharing
exceptions may be made depending on contractual agreements with key staff members.
Administrative Oversight

A restaurant owner may hire any number of staff members that she finds necessary for
delegation of duties. These may include an accountant, a general manager, a head
chef, a head bartender and a maître hotel. How the management hierarchy is structured
is completely up to the restaurant owner unless partners are involved. If a restaurant
owner is a very hands-on person, he may choose to do one or more of this job himself.
Payroll is the responsibility of the restaurant owner as well unless she hires an
accountant or a payroll service to handle that duty.
Kitchen Oversight
A restaurant owner may or may not have culinary talent in the kitchen. Culinary skills
are nice but not prerequisites as long as a restaurant owner has talent at hiring a skilled
chef to make his restaurant vision come true. The degree of oversight an owner has
over the kitchen is largely at the owner’s discretion. Some owners may prefer to be very
hands-off, instead letting the kitchen run itself if the owner and chef have a strong and
trust-based working relationship. Regardless of what level of autonomy the kitchen has,
a restaurant owner should keep in mind that she bears responsibility for all financial
decisions regarding the restaurant.
Dining Room Oversight
From small restaurant to multinational chains, every restaurant has some staff in the
dining room. Even places that only do take-out still must have someone up front to
handle the cash register (or computer) and the phones. A restaurant owner is
responsible for this department as well. While a restaurant’s food and kitchen are of
primary importance, the dining room is the front line for customers. A restaurant owner
may choose to delegate in this area as well, if he does not feel that it is an area of
professional strength. However, especially in smaller restaurants, many owners who do
not have culinary skills work in the dining room (or front of house, as it is often called)
instead.
Considerations
All things considered, a restaurant owner job can be as large or as small as a restaurant
owner wants it to be. A restaurant owner bears a huge responsibility for the success or

failure of a restaurant, even if he has partners in co-ownership. Therefore, a restaurant
owner needs to critically assess where her professional strengths lie. She can then
decide whether or not to do certain jobs herself, or hire other people to do them for her.
Even if a restaurant owner is multitalented, he needs to know when it is possible to do
things and when to ask for help. Time, unlike chores, is a finite thing.
General Manager
The General Manager is responsible for managing the daily operations of restaurant,
including the selection, development and performance management of employees. In
addition, he oversees the inventory and ordering of food and supplies, optimizes profits
and ensure that guests are satisfied with their dining experience. The General Manager
reports to the CEO .He Delivers revenues and profits by developing, marketing,
financing, and providing appealing restaurant service; managing staff.
ESSENTIAL FUNCTIONS
• Establishes restaurant business plan by surveying restaurant demand; conferring
with people in the community; identifying and evaluating competitors; preparing
financial, marketing, and sales projections, analyses, and estimates.
• Meets restaurant financial objectives by developing financing; establishing
banking relationships; preparing strategic and annual forecasts and budgets;
analyzing variances; initiating corrective actions; establishing and monitoring financial
controls; developing and implementing strategies to increase average meal checks.
• Attracts patrons by developing and implementing marketing, advertising, public
and community relations programs; evaluating program results; identifying and
tracking changing demands.
• Controls purchases and inventory by meeting with account manager; negotiating
prices and contracts; developing preferred supplier lists; reviewing and evaluating
usage reports; analyzing variances; taking corrective actions.

• Maintains operations by preparing policies and standard operating procedures;
implementing production, productivity, quality, and patron-service standards;
determining and implementing system improvements.
• Maintains patron satisfaction by monitoring, evaluating, and auditing food,
beverage, and service offerings; initiating improvements; building relationships with
preferred patrons.
• Accomplishes restaurant and bar human resource objectives by recruiting,
selecting, orienting, training, assigning, scheduling, coaching, counseling, and
disciplining management staff; communicating job expectations; planning,
monitoring, appraising, and reviewing job contributions; planning and reviewing
compensation actions; enforcing policies and procedures.
• Maintains safe, secure, and healthy facility environment by establishing,
following, and enforcing sanitation standards and procedures; complying with health
and legal regulations; maintaining security systems.
• Maintains professional and technical knowledge by tracking emerging trends in
the restaurant industry; attending educational workshops; reviewing professional
publications; establishing personal networks; benchmarking state-of-the-art practices;
participating in professional societies.
• Accomplishes company goals by accepting ownership for accomplishing new
and different requests; exploring opportunities to add value to job accomplishments.
• Oversee and manage all areas of the restaurant and make final decisions
ornmatters of importance.
• He is Responsible for ensuring consistent high quality of food preparation and
service. Maintains professional restaurant image, including restaurant cleanliness,
proper uniforms, and appearance standards. He Estimates food and beverage costs.
Work with Corporate office staff for efficient provisioning and purchasing of supplies.
Supervises portion control and quantities of preparation to minimize waste. He

Estimates food needs, places orders with distributors, and schedule the delivery of
fresh food and supplies.
• He ensures positive guest service in all areas. Responds to complaints, taking
any and all appropriate actions to turn dissatisfied guests into return guests.
Assistant Manager
The Assistant Manager is responsible for managing the daily operations of
restaurant, including the selection, development and performance management of
employees. In addition, they oversee the inventory and ordering of food and supplies,
optimize profits and ensure that guests are satisfied with their dining experience. The
Assistant Manager reports to the General Manager
ESSENTIAL FUNCTIONS
• Oversee and manage all areas of the restaurant and make final decisions on
matters of importance to guest service.
• Adhere to company standards and service levels to increase sales and minimize
costs, including food, beverage, supply, utility and labor costs. He is Responsible
for ensuring that all financial (invoices, reporting) and personnel/payroll related
administrative duties are completed accurately, on time and in accordance with
company policies and procedures. He is responsible for:
• Enforce sanitary practices for food handling, general cleanliness, and
maintenance of kitchen and dining areas. Ensure compliance with operational
standards, company policies, federal/state/local laws, and ordinances.
• Ensuring consistent high quality of food preparation and service.
• Maintain professional restaurant image, including restaurant cleanliness, proper
uniforms, and appearance standards.
• Estimate food and beverage costs. Work with Corporate office staff for efficient
provisioning and purchasing of supplies. Supervise portion control and quantities

of preparation to minimize waste. Estimate food needs, place orders with
distributors, and schedule the delivery of fresh food and supplies.
• Ensure positive guest service in all areas. Respond to complaints, taking any and
all appropriate actions to turn dissatisfied guests into return guests.
Area Manager
As an area (or regional) manager, you'll have overall responsibility for a number of
stores in an allocated area. You’ll be responsible for staff and you’ll work closely with
other senior managers and department managers.
ESSENTIAL FUNCTIONS
• Setting sales targets
• Maximizing sales and profitability
• Providing your team with a stimulating and supportive environment
• Maintaining and increasing standards of customer service
• Driving team performance
• Controlling the training and development of your staff
• Ensure the continued growth and development of the Branches by providing
Branch Managers with hands on leadership and direction, helping them to
identify appropriate tasks and objectives.
• Implement annual sales, & new Branch Opening forecasts (whenever required),
monitor sales results/trends, each branch level profit and loss statements on a
periodic basis, make specific recommendations, and assist in improving each
branch performance
• Identify food variances and subsequently lead the team in weekly food cost that
included analyzing product mixes, inventory, waste and usage to produce an
additional reduction in food cost.
• Ensure the 100% guest satisfaction through excellent management of staff and
the chocolate bar expected standards with regular follow up audits.

• Ensure Quality standards in presentation safety and Hygiene are upheld.
• Ensure all location work within company standard operating procedures.
• Work on following up and implementing employee development programs.
• Follow-up on sales, costs and inventory management in the location to insure
minimal waste
• Support the development, approval, and implementation of new products/menu
and procedures in conjunction with market research by actively participating in
the roll out process
Skills
• Strategic planning, execution of annual operating plans, expertise in business
development and opening new business channels.
• Excellent verbal and written communication and proposal writing skills
• Excellent report generation, presentation, analysis and report interpretation
skills.
• Positive and professional attitude
• Ability to manage new projects within the speculated timelines
• Ability to motivate employees to work as a team to ensure that food and service
meet appropriate standards
• Ability to handle the pressure from management and staff
• Ability to co-ordinate priorities and execute multiple tasks and teams
Restaurant Manager

Restaurant managers plan and direct the activities of places that serve food and
beverages. Restaurant managers have different duties depending on where they work.
In most restaurants and food service facilities, the manager is assisted by one or more
assistants. In large facilities, there is also an executive chef. The chef is responsible for
the operation of the kitchen. The assistant managers oversee service in the dining
room. In small restaurants, the executive chef may also be the manager. In fast food
restaurants and other places open for long hours, there is often an assistant manager to
oversee each shift. Restaurant managers have a variety of daily duties. They estimate
how much food and beverage will be used, and place orders with suppliers. They check
the deliveries of fresh food and baked goods for quality. They order supplies of non-food
items, such as dishes and silverware, cooking utensils, and cleaning products. They
arrange to have equipment repaired or maintained and schedule other services. In
addition, managers total cash and charge receipts at the end of each day. Then they
deposit them in a bank or other safe place. Restaurant managers also supervise the
kitchen and dining room. For example, they oversee the food preparation, checking the
quality and size of the servings. They resolve customer complaints about food or
service. In addition, managers make sure that kitchen and dining areas are cleaned
according to standards. They also keep records of these practices for health inspectors.
Finally, managers monitor the actions of their staff and customers to be sure that safety
standards and liquor laws are obeyed. Managers have a variety of other duties. In
restaurants that change their menu items, managers often select or create new recipes.
They consider what items have been popular in the past, and what foods on hand must
be used. Then they analyze recipes to decide costs for food and labor and assign menu
prices. Managers are often responsible for recruiting and hiring new kitchen and serving
staff. They orient staff and oversee their training. In addition, they schedule staff work
hours, making sure that peak dining hours are covered. Large restaurants often have
bookkeepers. However, managers of small facilities often have administrative duties.
For example, they keep records of employee hours and wages. They prepare payroll
and tax report paperwork. They keep records of purchases and pay suppliers. They also
evaluate the success of new dishes and remove them from the menu if they are not

profitable. Some managers use computer software to help them with these record
keeping duties.
Typical work activities
• Estimate food consumption, place orders with suppliers, and schedule delivery of
fresh food and beverages.
• Resolve customer complaints about food quality or service.
• Direct cleaning of kitchen and dining areas to maintain sanitation standards, and
keep appropriate records.
• Monitor actions of staff and customers to ensure that health and safety standards
and liquor regulations are obeyed.
• Maintain budget and employee records, prepare payroll, and pay bills, or monitor
bookkeeping records.
• May use computer software to monitor inventory, track staff schedules and pay,
and perform other record keeping tasks.
• Check quality of deliveries of fresh food and baked goods.
• Meet with sales representatives to order supplies such as tableware, cooking
utensils, and cleaning items.
• Arrange for maintenance and repair of equipment and other services.
• Total receipts and balance against sales, deposit receipts, and lock facility at end
of day.
• Select or create successful menu items based on many considerations, and
assign prices based on cost analysis.
• Recruit, hire, and oversee training for staff.
• Schedule work hours for servers and kitchen staff.

• Monitor food preparation and methods.
General Activities
• Identify and estimate quantities of foods, beverages, and supplies to be ordered.
• Maintain relationships with customers and staff.
• Update and use job-related knowledge.
• Schedule staff work hours and activities.
• Evaluate health and safety practices against standards.
• Organize, plan, and prioritize.
• Make decisions and solve problems concerning menus and staff.
• Judge the quality of food, preparation, and job applicants.
• Process and analyze information when scheduling and budgeting.
• Record information about inventory and health practices.
• Handle food, utensils, and bookkeeping materials.
• Monitor food preparation and cleaning methods.
• Implement ideas or products.
• Get information from customers, employees, and inventory records.
• Inspect equipment and food deliveries.
• Monitor and oversee purchases, menus, staff, and payroll.
• Guide, direct, and train staff.
• Coordinate the work and activities of staff.

• Perform administrative activities such as scheduling, budgeting, and payroll.
• Communicate with customers, sales reps, and suppliers.
Shift Manager
A restaurant shift manager oversees the workers in an eating establishment. He
is responsible for delegating tasks to junior members of staff and must ensure
that all customers are happy with the service they have received. The restaurant
shift manager is expected to deal with customer complaints and this can be the
most difficult part of the job role. Shift leaders in the fast food industry have many
responsibilities beyond customer satisfaction and product quality. As supervisors,
they must ensure that the operation runs smoothly, efficiently and according to
industry standards while also overseeing and directing employees. A majority of
shift leaders work full-time hours and must know how to perform each task
required of their crew. They are responsible for cash management, organization,
cleanliness and general problem-solving while on duty.
RESPONSIBILITIES
• Effectively leads the restaurant during a shift to ensure that excellent restaurant
operations are consistently achieved
• Lead each shift by delegating duties, assigning specific tasks and ensuring team
members are prepared for each day
• Responsible for the training and development of team members
• Contributes to a team environment by recognizing and reinforcing individual and
team accomplishments
• Follow inventory control procedures and guidelines
• Follow Company’s operational policy and procedures, including those for cash
handling and

Safety / security, to ensure the safety of all teams members and guests during
each shift
Assist with labor management costs
• Acts with integrity, honesty and knowledge that promotes the culture of Company
• Must proficient in each area of the restaurant in order to help where ever needed
• Maintain cleanliness and organization throughout the restaurant and ensure
proper set up and breakdown of the entire restaurant including dining room,
restrooms, kitchen and prep areas
• Work as a team to prepare restaurant for each shift
• Ability to manage time effectively while meeting all job responsibilities
• Maintains a positive work environment for team members and guests during
each shift
• Greet guest to make them feel welcome and comfortable
• Prepare food including noodles, salads, soups, and sandwiches
• Ensure that team members prepare food items according to Noodles & Company
standards of quality, consistency and timeliness
• Check food quality and food temperatures throughout the day to maintain
company and HACCP rules and regulations
• Follow sanitation and safety procedures including knife handling and kitchen
equipment
• Maintains regular and consistent attendance and punctuality
SKILLS

• Excellent guest service skills required
• Must be able to take direction and delegate responsibilities
• Ability to work in a fast paced environment
• Team oriented, adaptable, dependable, and strong work ethic
• Ability to communicate efficiently to help keep all team members informed
• Ability to work nights, weekend and holidays
• Must be at least 18 years of age or 21 when required by alcohol laws
Floor Supervisor
The Floor Supervisor is responsible for managing all front-of-house (FOH) operations in
conjunction with the back-of-house (BOH) in the restaurant during opening, mid and
closing shifts. Key responsibilities include coaching, developing and disciplining team
members during service, managing the guest experience to ensure that it is always up
to The Gold Standard, overseeing the quality of our food and beverages, and
supervising the overall restaurant flow and experience on a shift-by-shift basis. The
Floor Supervisor is charged with ensuring CIRCA is executing service at the highest
level and never letting standards slip. The Floor Supervisor’s focus is improving internal
operations to solidify and optimize performance. Restaurant floor managers must work
long hours while multitasking and being able to think clearly in emergencies. They must
have the skills to delegate assignments, fill in for absent employees, and ensure
customers have a pleasant experience in the establishment. Their hours may be
irregular and are subject to the operating hours of the restaurant.
Essential Duties and Responsibilities
Shift Execution
• Perform opening, mid and closing shift duties

• Manage daily operations including cleanliness, organization, revenue
opportunities and staffing
• Exercise discretion and independent judgment in facilitating zone management
• Ability to quickly and accurately identify critical information and make
independent judgments in accordance with the philosophies and business
practices of The MHG Group
Guest Relations Management
• Manage guest relations and guest recovery
• Provide exceptional guest service, thereby setting the standard for all employees
• Monitor staff performance and hold staff accountable for their performance,
ensuring guest's experiences meet the CIRCA Gold Standard
Personnel Management
• Make hiring and termination recommendations to General Manager/Vice
President
• Train, coach, develop and discipline all front-of-house employees through
ongoing feedback and the establishment of performance expectations
• Participate in on-going education for team members including creating training
programs
Operational Execution
• Manage supplies deliveries and inventory and maintain records of invoices
• Ensure safety & sanitation
• Ensure restaurant and bar is in complete compliance with all local, state, and
federal regulations
• Observe employees to ensure the safe service of alcohol

• Accurately execute The MHG Group initiatives and policies with improvement to
quality, service, and operations
Knowledge, Skills, and Abilities
• Excellent service skills
• Must possess a strong attention to detail
• Ability to work in a high stress, faced-paced environment
• Must possess strong leadership skills, with demonstrated ability to build
relationships and manage staff (at all levels)
• High personal integrity, professionalism and maturity
• Proven problem-solving abilities
• Excellent math, reading, writing and communication skills
Essential Physical Requirements
• Must be able to walk and stand for entire shift, up to 12 hours
• Must be able to continuously reach, bend, and stretch
• Must be able to lift and carry up to 40 lbs.
Crew member
Restaurant crew members prepare food and beverages, serve customers and maintain
the restaurant interior and exterior. Managers and supervisors keep restaurant crew
members organized and on task throughout the shifts. Management positions may
require a degree in restaurant management, but restaurant crew member jobs usually
don't require specialized education other than food service training. A crew member will
be expected to provide customers with a quick and accurate service and show
sensitivity to their individual needs, both from behind the till as well as in the dining
areas. Food Preparation and cooking the wide variety of food we offer involves using a

broad range of equipment and tools. They need to produce orders to a consistently high
standard and understand that quality control is vital. Cleanliness and Hygiene requires
thorough training in order to maintain our high standards. Before they start, they learn to
use a variety of cleaning utensils and chemical cleaning products along with the correct
protective equipment. A Crew Member has three main responsibilities: Customer
Service, Food Preparation and Cleanliness and Hygiene. The restaurant host or
hostess greets customers as they arrive at the restaurant. The host maintains an
accurate record of the restaurant seating chart and determines the best placement for
guests according to the wait staff coverage available. The host or hostess leads
restaurant guests to their tables for seating and presents them with menus. A restaurant
host typically answers phone calls for the restaurant and accepts and records
reservations in the reservation log book. Most hosts are paid a set hourly rate and work
varying shifts according to the restaurant's needs. Crew members should be proficient
in more than one area of responsibility and may not always work the same
Crew Member Job Description
The responsibilities that go with this job include the following duties:
• Greeting customers while offering super customer service attention, taking,
assembling and presenting food orders, requesting and receiving payment,
operating the cash register (Constant movement, frequent bending and stooping)
• Cleaning in accordance to our company’s sanitary standards including but not
limited to: sweeping and mopping floors, cleaning walls, tables, counters, and
kitchen and service equipment. Cleaning the customer service area, removing
trash, cleaning restrooms and checking the parking lot.
• Assisting new crew members in learning their new job skills
• Cooking and preparing food for sale
• Deliveries; off-loading trucks, storage and movement of raw product to the work
area (May lift up to 50lbs. with the assistance of a hand truck)

• Checking stock of products and insuring proper stock levels and rotation.
(Moving products from refrigerated areas or stockroom may lift up to 36lbs,
product can be separated by units which will reduce weight, frequent bending
and stooping, may use a ladder)
• Checking equipment to ensure that it is in proper working order, letting the
management team know if there might be a problem
• Backing up other crew members in their jobs, assist in any area to ensure that
the food is being prepared, packaged and delivered to customer in a timely
manner
Guest Relations Officer
A Guest Relations Officer or GRO is responsible for the handling of the front desk in all
its aspects whether in a hotel, motel, lodge, inn or other business office that requires
their position. A guest relations officer is the front liner of such business establishment.
A hotel guest relations officer (GRO) is at the forefront of customer service. He or she is
one of the first hotel workers to greet guests as they arrive. The GRO provides hotel
guests with above-and-beyond service to ensure their experience will be worth
remembering. The position ensures that guests are happy from the moment they step
into the hotel until they leave. Sometimes, he or she continues to provide superior
customer service after the guests are long gone. The primary goal of a guest-relations
manager is to make visitors feel welcome and to ensure their satisfaction. Guest
relations managers may be employed in a variety of setting such as in upscale hotels,
on cruise ships or for large chain stores or restaurants. Regardless of their employment
setting, a guest relations manager needs to work well with people, be able to handle
stressful situations and maintain a positive attitude
Duties and Responsibilities

A guest relations officer gives each guest a personal recognition. This could be in a
form of memorizing names of the customers or addressing them with the correct
salutations, such as "Miss", "Sir", "Ma'am" or "Senator." Although a GRO would not be
able to memorize the names of all the hotel guests at a given time, he should remember
a hotel guest's name after two transactions. A GRO meets and greets arriving guests
and bids them farewell as they leave. He reviews the arrival list daily and assists in
preparing and distributing welcome amenities. GROs escort VIPs to their rooms and
check them in before their arrival. A GRO attends promptly to customers' inquiries and
assists them with their needs. When it comes to complaints, he allows guests to speak
first and then provides solutions to their issues or concerns. He logs the day's activities
in a logbook to ensure that the next person on duty is familiar with everything that needs
extra attention. A guest relations officer should always be present in the hotel lobby
and should maintain proper decorum at all times. He should respond quickly to calls in
case he is not at his post. He also promotes all the facilities of the hotel and knows the
surrounding areas when asked for directions. A GRO should also be familiar with the
best places to tour, shop and dine.
Appearance
The guest relations officer should always be neat in appearance. The person should
always wear a complete uniform within the standards set forth by the hotel
management. He or she should show his identification tag so that guests know his
name. Hair should be neat and should have a color that is within guidelines, which
means no unnatural hair colors. A female GRO should wear makeup that is not
overbearing, keeping the look simple, professional and natural. She should make sure
her fingernails are clean with no visible tattoos and no earrings on parts of the face
other than the ears. She should wear only a pair of stud earrings on her earlobes (men
should not wear earrings at all). A GRO should not only look clean but also smell
pleasant. Since most of the time the GRO will be conversing with guests, it is important
that her breath smells fresh; however, chewing gum is not permissible at work.
Benefits

Aside from the job satisfaction of seeing that guests are happy with the services that
they provide, GROs also enjoy the amenities of working for hotels. Hotel employees and
their families get discounted rates at every location they serve. Some hotels offer
employee discounts when dining at hotel restaurants or while utilizing in-room dining
services. Depending on their employers, they may also get retirement benefits in the
form of pension plan. Full-time employees also get health and medical benefits.
Potential
A guest relations officer can apply for promotion within the company. For example, he or
she can apply for a supervisory or management position. A GRO can become a guest
relations supervisor/manger, front desk supervisor/manager and may become a duty
manager or hotel manager given enough experience, additional training and
experience. To help gain a management position within the company, a GRO should
pursue higher education; aside from a four-year college degree, he should also
complete a master's degree. A good foundation would be a Bachelor of Science
Essential duties and responsibilities:
• One of the duties of a Guest Relations Officer is to welcome a guest into the
business establishment, for a hotel, a warm reception is made sure to be given.
They ensure that their guests are happy with their service at all times. When
VIPs check in, he escorts them to their room and offers them the amenities they
may want to avail.
• It is the task of the Guest Relations Officer to promote their hotel or business
establishment. He presents to the guests what are the amenities the hotel has to
make their stay a much memorable one. He determines that the guests are
satisfied and maintains their satisfaction throughout their time within the hotel.
• A Guest Relations Officer must be able to listen to the complaints that may arise
from the guests. He should stay calm and composed all the time and respond in
a positive manner to the guest whose standards are not met.
• A Guest Relations Officer assists the guests in their travel needs, like tours they
can enjoy, where to dine, shop or rent a car among other arrangements that
guests may desire to be helped with.

• Ensuring that all guests have been spoken to and that we get verbal feedback
from every person dining at the Deli or the Restaurant;
• Attending pre-and post-service briefings and giving the team feedback on
comments made by our guests Completing daily service report for lunch and
dinner
• Establishing statistics of guest comment cards
• Working closely with Sales & Marketing and sharing vital market / guest /
corporation intelligence on a daily basis in order to create new business for the
Press Club
• Sending Trip Advisor e-cards within the same day of the customers visit to the
Press Club
• Establishing a regular guest record to better serve our loyal customers by
knowing their preferences
• Taking photos of guests and posting them on our social media and handing hard
copies and frames to them on the way out as a memory of their dining
experience at the Press Club
• Calling members ahead of their birthdays and anniversaries to ensuring that we
try anything we can to bring this potential business to the Press Club
• Assisting in service if and when needed and anything else that would be Guest
Relations related
• Other duties as assigned.
Cashier
Cashiers are employed in some restaurants to process customer payment at the end of
the meal. Cafeteria-style restaurants may have cashiers stationed at the end of the food
line so customers can pay for their meals before dining. Cashiers may be standing or

seated throughout their shift. A cashier should be comfortable working with electronic
cash registers and have an understanding of basic math.
Restaurant cashier job description
1. being responsible for counting the money for one shift and delivering the amount
before the next shift;
2. Entering the details of bills, total payment amount, payment in cash or by check
and other details in the cash register display in the computer;
6. Offering some small items such as dessert, chocolate or gift package at the counter
table and encourage the guests to buy;
7. Informing the guests of the payment methods accepted by the restaurant (in cash or
by check…) and handling their payment;
8. Packing up gifts, boxes, food & beverage as per order of the guests for them to take
home;
9. Answering customers’ inquiries about various things in relation to the restaurant such
as security, fee, packing lot, etc.
10. Supervising the stock level and recording the change every shift; making payment to
restaurant employees as per order of the manager;
11. Taking responsibility for the amount of money at the counter table; only leaving the
table upon recording and delivering the task to the next shift or with the manager’s
approval;
12. being good and sincere in working with money, and good at calculating.
Valet attendant
Attendant is the primary employee who is responsible for most valet parking functions.
Since the valets are entrusted with the care of an expensive item belonging to a guest,
they must take great care with their responsibilities. A valet parking attendant is
responsible for parking cars at hotels, restaurants and stores. Some businesses charge
a fee for the privilege of valet parking, whereas others offer it is a courtesy service.
Valets are typically hired by an establishment, such as a hotel, or work for a valet
services firm. They usually work for low salaries, but tips from customers are a common

feature of the role. Typically valet parking is an optional service. Guests are not allowed
in the secure valet parking lot and the valet’s park and retrieve the vehicles.
Duties for Valet Parking
• A valet attendant should operate each vehicle safely and efficiently when parking it.
Valets are expected to park vehicles within the designated spaces attached to the
hotel or restaurant where they are employed.
• Valet attendants may be required to park certain vehicles in certain spaces,
according to the instructions of the employer. This may occur in expensive
restaurants, where high-spending guests are given priority spaces so they can arrive
and leave in comfort, or at weddings to respect the hierarchy of important visitors. A
valet attendant should be adept at safely handling a range of vehicle types
• Valet attendants are expected to keep parking areas clean and ensure all vehicles
are parked in an orderly fashion. They should also ensure that all available spaces
are maximized and inform their managers should there be a shortage of spaces.
• Valets contact the valet cashier when a customer asks for their vehicle back. Valet
cashiers securely store all vehicle keys and parking tickets until a customer is ready
to leave. Valet attendants are also responsible for documenting any incidents and
accidents that occur during their shifts.
• A valet attendant retrieves customer vehicles when requested by contacting the valet
cashier. Valets should be courteous and considerate when arranging for customers'
cars to be parked. Valets also open car doors to allow customers to enter vehicles.
They are also expected to field any inquiries from the public regarding local
attractions and the fastest routes to reach them.
Cleaning Crew
A restaurant cleaning crew may hold dedicated positions, or cleaning duties may be
shared among servers, hosts, cooks and managers. The restaurant cleaning crew must
clear tables of used dishes, wipe down tables and chairs, dust, mop and vacuum

restaurant floors. Cleaning crew members are also responsible for cleaning kitchens
and bathrooms and removing restaurant trash.
Restaurant Kitchen items to clean throughout every cooking shift
 Brush grill between cooking red meat, poultry and fish
 Wipe down the line and prep areas
 Switch cutting boards
 Change sanitizing water and cleaning rags
 Empty trash bins
Restaurant Kitchen items to clean after each cooking shift (breakfast, lunch,
dinner)
 Clean the fryers
 Brush the grill
 Empty sanitizing bucket
 Put all cleaning rags in dirty laundry
 Put all aprons and chefs coats in laundry (not with cleaning rags)
 Wash and sanitize all surfaces (cutting boards, reach-in, line, prep tables)
 Empty steam table and clean
 Wash meat and cheese slicer after each use

 Cover all bins in reach-in cooler with plastic wrap
 Wash floor mats
 Sweep and mop the kitchen floor
 Sweep walk-in refrigerator
Daily Restaurant Kitchen Cleaning List
 Clean out grease traps
 Change foil linings of grill, range and flattops
 Wash the can opener
 Run hood filters through the dishwasher
Weekly Restaurant Kitchen Cleaning List - these duties can be rotated throughout
the week
 Empty reach-in coolers and wash and sanitize them
 Delime sinks and faucets
 Clean coffee machine
 Clean the ovens. Be sure to follow the manufacturer’s instruction on this
particular job.
 Sharpen knives (okay, not cleaning, per se, but needs to be done)
 Oil cast iron cookware

 Use drain cleaners on floor drains
Monthly Restaurant Kitchen Cleaning List
 Wash behind the hot line (oven, stove, fryers) to cut down on grease build
up, which is a major fire hazard
 Clean freezers
 Empty and sanitize the ice machine
 Calibrate ovens
 Calibrate thermometers
 Sharpen the meat and cheese slicer
 Wash walls and ceilings
 Wipe down the dry storage area
 Change any pest traps
 Restock your first aid kit
 Update your material safety data sheets, which outline how to safely use
and chemicals in your restaurant.

Departments in a Restaurant
HR Department
Restaurants are fast-paced businesses. They need the support of HR to manage
functions such as recruitment, performance management and staying in compliance
with employment and food-handling regulations. HR's role and responsibilities range
from the moment an applicant expresses an interest in working for the company to the
employee's last day on the job. HR staff expertise, knowledge of industry practices and
experience create a recipe for restaurant success.
HR's integral role and responsibilities in the recruitment and selection process involve
creating job descriptions, advertising job vacancies, conducting preliminary interviews
and processing new hire paperwork. Recruiters often belong to industry-specific
professional associations and networks to improve the restaurant's visibility and the
chances of recruiting the best candidates.
HR develops appropriate orientation and on-boarding programs for new employees. HR
staff delivers orientation training for new workers that covers workplace policies as well
as service standards. Service standards include restaurant-specific guidelines, such as
timing for customer service, preparation guidelines and plate presentation.
HR Training
Restaurant managers are responsible for managing work force issues; therefore, HR
trains managers on how best to handle HR matters that can be resolved without the
assistance of the HR department. HR's responsibility includes training restaurant floor
managers on resolvable performance issues and employee relations matters, such as
addressing employee suggestions and concerns.

Compensation and Benefits
Surveying and setting competitive wages, as well as payroll processing are functions
HR staff handles for restaurants. For employers that provide employee benefits, HR
negotiates rates for group health plans and monitors the administration of retirement
savings programs. In addition, HR monitors open enrollment for company benefits, a
task few restaurateurs want to deal with.
Compliance
HR staff maintains the restaurant's compliance with employment regulations such as the
Fair Labor Standards Act, a federal law that governs minimum wage and overtime pay.
Some restaurants may be especially prone to FLSA violations because of the long
hours and low wages for restaurant workers. HR also ensures the restaurant complies
with other federal and state fair employment practices.
Purchasing Department
Purchasing departments are responsible for procuring supplies. Until the 1960s, this
largely involved order-placing and was primarily a clerical position. However, as the
development of strategic planning and the advent of just-in-time purchasing made
purchasing a more crucial business function. Today, purchasing is often referred to as
“supply chain management” and the purchasing department has taken on a larger and
more vital business role.
Supply Sourcing
One of the main roles of the purchasing department is to source supplies and parts, and
then purchases them. In large companies, this may also include deciding whether to
make the item in-house. Purchasing departments often work alongside product
development teams to source materials and determine cost of the finished product.
Purchasing departments may use trade publications to source suppliers, or go straight
to the manufacturer. Finding the correct item at the correct price can be difficult, and
purchasing departments may also work to assist suppliers in manufacturing the item
needed. This can involve providing considerable assistance to the supplier.

Bidding
For items needed in bulk, or specialist items, purchasing departments often use
competitive bidding to choose a supplier. The department will then be responsible for all
aspects of the bidding process. For example, when the purchasing department of the
Port of Houston chooses a supplier, it publishes a public notice, writes detailed
instructions on the bidding process, accepts companies onto the approved list of
bidders, handles bid security money, opens and reads the bids publicly and makes a
recommendation on which bid to accept.
Supplier Management
In addition to finding supplies and negotiating contracts for the supplies, purchasing
departments are also responsible for monitoring the supplier's performance. Purchasing
departments must evaluate the supplier's performance and quality control. This can
include monitoring delivery times, quality, cost and performance. For suppliers in other
countries, this can also mean monitoring working conditions and workers’ rights. Large
firms and public organizations often certify suppliers once they are shown to meet
performance targets. This may involve a training and education program, and detailed
inspection of suppliers.
Cost Control
Purchasing departments, especially in government agencies, may also be responsible
for maintaining strict cost control. For example, in a 2010 article on hotel purchasing
specialist site Food Buyers Network, John Schawlow suggests that to get the best price,
purchasing departments need to ensure suppliers themselves get a lower cost from
distributors and manufacturers. This can be done by increasing delivery size; paying on
time, ordering online and making sure suppliers use the best practice.
Legal Controls
Purchasing departments must also be aware of the laws applying to purchasing. For
private companies, this is primarily contract law, but for government bodies, there may
be state and federal laws regulating purchasing.

INTRODUCTION2

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INTRODUCTION2