BUSINESS MANAGEMENT

LEARNING ACTIVITY 2.1.

On the basis of the best business idea chosen selected in the Study Guide Nº.1, you have to develop the following.

1. Define the organizational chart of the business idea proposed. Present the organizational structure chart and the positional structure one.

Organizational Structure Chart:

An organizational chart represents lines of authority and responsibility in an organization. It gives employees guidance about the formal outline structure of the company by the report of the relationships that govern the workflow of the company. It is important because it help us to improve operational efficiency by showing each employee to whom she reports, what functional areas she is responsible for and who reports to her. These clear lines of authority prevent confusion as two supervisors giving conflicting directions to an employee.

Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.

A restaurant organizational chart

The purposes of a restaurant are to satisfy the guests and make a profit. To reach these goals, employees should work together in a united effort. Employees are expected to perform their jobs and to support co-workers as a team. The Employees are given a job description and assigned activities so that no work is duplicated or omitted. The size of the restaurant usually determines the ultimate structure; staff often take on more than one role in smaller establishments, but restaurants typically have the same basic framework, regardless of their size.

ORGANIZATIONAL CHART

DUTIES DESCRIPTION:

OWNERS

• Independent restaurants commonly have a single owner.

• Owners are responsible for the business finances, but often hire accountants to take care of the books.

• They are also the ultimate decision makers and are accountable for the general direction of the business.

• They do not need to be involved in the day-to-day operation of the restaurant.

• Owners of smaller independent establishments often take on an active role in the restaurant’s operations.

GENERAL MANAGER

o Is responsible for the day-to-day operations of the business,

o He is responsible of hiring, training and overseeing the staff.

o He makes sure that the restaurant is maintained in proper operating condition and ensuring that things run smoothly when the restaurant is open.

o He is responsible for totalling up the daily receipts, making sure that the restaurant comply to all legal requirements and communicating with the restaurant owner.

CHEF

 Coordinates kitchen work.

 He is responsible of creating menu items, sourcing and purchasing foods and helping determine the prices the restaurant should place on its meals.

 Depending on the size of the restaurant, he may report to the general manager or to the owner directly.

 Monitors and controls food costs and inventory

 Prepares food in the kitchen.

 Works one or more kitchen stations including grill, broil, or fry.

CASHIER –

 The Restaurant Cashier is in charge of the register.

 Include cash and credit card transactions and balancing the register at the end of the shift.

 Must be competent with computerized register system and have good cash handling skills.

 Must have experience in retail sales, and be professional, polite, and reliable

WAITERS

 Attends to guests and takes orders.

 Offers information and suggestions about the menu.

 Prepares checks and collect payment.

 serve food and beverages.

 Escort guests to tables.

 Setting up and clearing tables.

CLEANING STAFF

 Clears and cleans tables.

 Pours water for guests

 Responsible for maintaining dishwashing equipment.

 Maintains clean dishes and other wares.

LEARNING ACTIVITY 2.2.

Prepare an interview for a business. Scan it and present the document as part of the study guide. In this interview you have to obtain information related to the most challenging aspects in developing your own business.

INTERVIEW.

1.- What is your background? Education

2.- Can you provide me with a description of your business?

3.- What's most challenging about being a restaurant manager?

4.- What do you most enjoy about your job?

5.- What's your secret to keeping customers coming in?

6.- As a restaurant manager, how important is it to have actual experience in every aspect of the business, as you have?

7.- What has been your greatest professional success?

8.- How can the reality of restaurant management as a career differ from typical expectations?

9.- What skills are most important for a restaurant manager job?

10.- What advice do you have for prospective culinary artists?

Explain each of them in no more than three lines each.

INTERVIEW DEVELOPMENT:

1.- What is your background? Education

Well, after finishing high School I studied in Catering School at the “ESPOCH”. I have always loved cooking so I went to Buenos Aires, Argentina to take a course called “Food, Education and Services Training”, when I came back y decided to open a new restaurant of which I’m the manager- owner since 2005. But while I was studying I started taking courses in nutrition. When I was 25 I became a dinner room manager in a prestigious restaurant in Riobamba.

2.- Can you provide me with a description of your business?

My business is “El Fogón del Puente” Its name means "The Bridge Cooker." Its a great place to have a nice family diner or a celebrate a special occasion while listening to the piano and other classy music which give the restaurant some atmosphere. Dishes that are sure to delight any palate, from: soups, salads, pasta, chicken, fish, steak, and shrimp. This place is sure to satisfy the whole family.

3.- What's most challenging about being a restaurant manager?

The challenge of being a restaurant owner and manager is to always try to make your business better. Being the best you can. Re-evaluate, create, be different. Building sales is challenging. People continue to dine out, but they're more value driven, so keeping that business going has been a challenge

4.- What

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