The Managers Job in Context - Coursework Example

Running Head: Тhе Mаnаgеr’s Jоb in Cоntехt Thе Mаnаgеr’s Jоb in Cоntехt Name Course Lecturer Date Introduction Every firm is organized into various separate functions, which are intended to perform definite activities and duties. In this regard, by analyzing an organization structure, behaviour, and process each and every individual’s role in the organization is well determined. Organizational structure presents how any organization is put together and through which people can interact between jobs and department (Homburg et al., 2000). Organizational behaviour constitutes the attitudes and actions of members of an organization. Its analysis is essential for managers as it helps in identification of problems, how to handle them, and find out if any changes would make a difference (Griffin & Moorehead, 2011). Organizational processes ought to be streamlined and logical paths to ensure achievement of the corporate goal (Wang et al., 2007). This report explores the manager’s job in context. The role and interdependency occurring between a food and beverage manager, and other people, as well as with other groups, inside and outside an organization will be outlined. Job Description Title: Food and Beverage Manager: Main functions: Control and operations in the department of food and beverage Areas of responsibilities: This includes all areas pertaining food and beverage storage, provision and outlets. Reports to: Director of the hotel Job requirements Have sound knowledge of F&B, management functions and public relations Good computer skills particularly the stock control system, excel and word Two service years in a supervisory capacity At least 3 years of training in recognized higher institution of learning Able to check reports of cost control. Goal oriented, energetic and committed persons. Traits of an F&B Manager According to Riley (2005), managers are leaders, whose responsibilities constitute the establishing and directing the team’s vision and mission. Managers should lead by setting an example through communication, disciplinary procedures, innovating and maintain standards. They are also supposed to keep team members on consistent track through maintenance of standards and procedures as stated in the management manuals. As of regard to public relations, managers deals with complaints from clients, in professional and responsible manner to ensure service quality (Riley, 2005). Individuals Demanding Close Liaison According to Riley (2005), liaison ensures service quality and realization of the organizational goal. At Panafric Hotel various individuals and departments associated with the F&B management includes; hotel directors, executive chief, purchasing manager and department, restaurant and bar managers, hotel cost controller, chief engineer and the staff captain. Characteristics of Other Managers Linked to F&B Manager Hotel director at Panafric hotel is a male aged 45 years. He is an extrovert as manifested by his nature of pronounced engagement with others and external world. He is full of energy and experience positive emotions. The director’s main method of learning is through mental models and shared vision. Extensively sharing the organization vision and allowing feedback is vital learning method (Cristianini & Shawe-Taylor, 2000). At the age of 45 the executive chef at Panafric Hotel is male who exhibits the agreeableness personality, who prefers learning through personal mastery. García-Morales et al., 2007 asserts that personal mastery is allows people to identify the mark they would want to leave and take the risks involved in achieving it. The restaurant and bar manager is an extrovert lady aged 35 years. The manager is action oriented and enjoys being around people and uses shared vision as her main pattern of learning. Staff captain is a 35 years old lady who greatly believes in team learning. Her openness to experience personality is appreciative of creativity. Chief engineer is 38 years old gentleman. His agreeableness personality is vital for his engineering work. He prefers learning through mental models and team learning patterns. Nature of interdependency between F&B Manager and other Managers and departments Homburg et al., 2000 states the three types of interdependences as pooled, sequential and reciprocal interdependencies. In pooled interdependency every unit in the organization performs a separate function. Sequential interdependency is manifest when a unit of department produces output that is used by another for its performance. Reciprocal interdependence on the other hand, is a cyclical whereby output of one department is used as input of another. Riley (2005), further observes that diplomatic and professional relations ought to maintained at all times, whilst the operation contract interests are protected. To begin with, hotel director is very important person for smooth flow of the F&B managers’ duties. They perform completely different functions hence their pooled interdependency. The F&B manager reports to the hotel direct about all matters pertaining clients, crew members and daily operations of F&B department. On the other hand, hotel direct is liable in ensuring all other departments such financial, purchasing among others, provide the necessary resources for the F&B department (Riley, 2005). Purchasing manager is essential to F&B department for the purposes of quality and timing of purchases (Rutherford & O'Fallon, 2006). The interdependence between these two entities is sequential considering that purchasing manager provides the goods, materials and equipments necessary to produce food and beverages. Purchasing manager provides ingredients necessary for operation of F&B department. (Riley, M. 2005). Riley, 2005 also asserts that, the restaurant and bar manager is very relevant to F&B department as they ensure service, inventory levels; quality and revenues are in order. The existing relationship between these managers is sequential as restaurant and bar managers rely on F&B manager for the provision of food and beverages to serve in their respective areas (Riley, 2005). Additionally, chief engineer is a central person to F&B manager. They have a pooled interdependency as both perform completely different functions. Chief engineers role is equipment maintenance hence a necessary individual in any organization. Finally, the F&B manager must liaise with staff captain for safety and disciplinary action of all employees. The sequential interdependency between them is evident through the provision of right staff to serve in the F&B department. Thus, the unit of staff training through staff captain produces well trained staff as necessary output for the performance FB department. Figure 1.0 below illustrates the interdependency between F&B manager with others in the hotel. Evaluation of interdependencies The various interdependences of the departments are working together to propel the organization in carrying out its activities. Hotel director and food and beverage manager have a pooled interdependency, for the smooth running of the organization the two must work together. The director needs progress reports on the performance of the F&B department, the manager is as well responsible for ensuring that the laid down strategies of the organization are executed as planned, he is supposed to provide progress reports to the director on the same. F&B manager expects staff captain to train the staffs and good etiquette so that they always provide high quality services to the clients. The staff captain is responsible for ensuring the staffs maintain the highest level of discipline in their work; he ensures that they do the right thing in the right way. F&B manager evaluates their performance by doing performance appraisal. Hotel director when he receives the progress reports of the various departments and instigates measures to improve the organization. Departmental heads are equally satisfied when they receive feedback from the director. Purchasing manager must ensure that he purchases inputs according to the specifications of the organization. In addition, he must ensure that they are not costly. On the other hand F&B manager counter checks the quality of the purchases to ensure that they are of the right quality according to the requirements of his department. The restaurant manager ensures that the operations in the restaurant are done the right things. Each individual is satisfied when they confirm that the purchases are the right quality respectively as Christensen (2007) asserts. Recommendations The pooled interdependency between the hotel director and the food and beverage manager ought to be improved by standardizing the operating procedures and rules; this will ease and enhance operations for the staffs and make reporting easy as Kahn (1996) recommends. The sequential interdependency between F&B and purchasing manager can as well be enhanced by scheduling of operations and adaptive planning; scheduling would prevent overriding of duties and activities. Moreover, sharing information frequently would enhance coordination and working relations among the departments; consequently it can be improved by mutual adjustments in some operating procedures to make them more user friendly like in serving customers. There is also a need to clarify activities and operations for the staff members by the staff captain and F&B manager. In essence, service is based on the ability of the management to implement an organizational wide knowledge of the status of customer’s equipments altogether and as Rivkin & Siggelkow (2006) advises it does not only prevent procedural problems but also increases output. Reduction of costs is a major concern; therefore the purchases manager should ensure that they firmly combine the core external and internal operations and reduce slack resources to reduce some avoidable and unnecessary costs of running the departments. All the managers should work on an operating formula so that the staffs can work in various departments where there are similar tasks instead of having staffs for each department. This would reduce costs considerably. References Christensen, P. H. (2007). Knowledge sharing: moving away from the obsession with best practices. Journal of Knowledge Management Cristianini, N., & Shawe-Taylor, J. (2000). An introduction to support vector machines and other kernel-based learning methods. Cambridge university press. García-Morales, V. J., Lloréns-Montes, F. J., & Verdú-Jover, A. J. (2007). Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs. Technovation, 27(9), 547-568. Griffin, R. W., & Moorehead, G. (2011). Organizational behavior: Managing people and organizations. CengageBrain. com. Homburg, C., Workman, J. P., & Jensen, O. (2000). Fundamental changes in marketing organization: the movement toward a customer-focused organizational structure. Journal of the Academy of Marketing Science, 28(4), 459-478. Kahn, K. B. (1996) Interdepartmental integration: a definition with implications for product development performance. Journal of product innovation management Riley, M. (2005). Food and beverage management: a review of change. International Journal of Contemporary Hospitality Management, 17(1), 88-93. Rivkin, J. W., & Siggelkow, N. (2006) organizing to strategize in the face of interactions: preventing premature lock-in. Long Range Planning Rutherford, D. G., & O'Fallon, M. J. (2006). Hotel management and operations. Wiley. com. Wang, E. T., Chia-Lin Lin, C., Jiang, J. J., & Klein, G. (2007). Improving enterprise resource planning (ERP) fit to organizational process through knowledge transfer. International Journal of Information Management, 27(3), 200-212. Read More