RKR Management Plan Guide
HRT382 – Lunch Teams
Goals of the Restaurant at Kellogg Ranch:
1.
Exceed Guest Expectations
2.
Provide Total Support to Your Staff
3.
Manage the Business Professionally
This Management Plan will describe how your management team will plan, execute,
and evaluate performance to meet the three goals of The Restaurant at Kellogg Ranch
and the team’s performance objectives.
Note: Each section must have a minimum of three (3) references to support your
work. Please check how to reference properly using resources available
through the library, an APA manual, the information in Section H of this
document, or some other appropriate source.
Formatting the Plan:
The cover of the Management Plan binder shows, at a minimum, the quarter of
operation, the team number, and members and management position of each team.
The spine of the binder shows the quarter of operation and the team number.
The Executive Summary must be one page. You may single-space the Executive
Summary to achieve the one-page requirement.
The remainder of the typed pages (excluding sample forms, menus, training tools, etc.)
are single-spaced, have one-inch margins, are typed using a 12-point, professional font
(for example, Times Roman or Arial), and the sentences and paragraph are left aligned
(the right edge of a paragraph looks jagged). Paragraphs are clear, concise, and
structured properly (see the PowerPoint lecture on Written Communication).
Table of Contents
Use the rows below as hyperlinks
Table of Contents........................................................................................................1
Executive Summary ...................................................................................................3
A. General Management Plan ...................................................................................3
A1.
Norms ............................................................................................. 3
A2.
Team Philosophy, Mission, RKR Goals, and Team Objectives .... 3
A3.
Guest Feedback .............................................................................. 4
A4.
Team Communication and Staff Meetings ..................................... 4
A5.
General Briefing Topics (4 or 5 meal periods)............................... 4
A6.
General De-Briefing Topics (4 or 5 meal periods)......................... 5
B. Marketing Management Plan ...............................................................................6
B1. Promotion of Your Week..................................................................... 6
B2. Manager’s Special ............................................................................... 6
B2.1 The Menu: ...................................................................................... 6
B2.2 The Recipes ................................................................................... 6
B2.3 Recipe Costing (Batch And Portion Costs) ................................... 6
B2.4 The Per Plate Cost ......................................................................... 7
B2.5 Daily Requisition Sheet ................................................................. 7
B3. Advertising (Community Marketing) .................................................. 7
1
B4 Merchandising .................................................................................. 7
B5. Marketing Plan Timeline ..................................................................... 8
C. Human Resource Management Plan ...................................................................9
C1. Motivation............................................................................................ 9
C2. Recognition .......................................................................................... 9
C3. Manager’s Special Training ................................................................. 9
C4. Service & Quality Training ................................................................. 9
D. Family Meal Plan .................................................................................................10
E. Safety & Sanitation Plan .....................................................................................11
F. Forecasting............................................................................................................12
F1. Sales Forecast ..................................................................................... 12
Mgmt Team # ................................................................................... 13
F2. Team Budgets..................................................................................... 14
G. Summary ..............................................................................................................15
H. References ............................................................................................................16
I. Appendices .............................................................................................................18
Appendix 1: Team Communication and Staff Meetings ...................... 18
Appendix 2: Training Lesson Basics.................................................... 21
Appendix 3: Sample Safety and Sanitation Plan .................................. 22
Appendix 4: Sample Working Documents for Communication .......... 23
Appendix 5: Objectives and Action Plans ................................................ 30
2
Executive Summary
Complete the Executive Summary last. As a final addition to your team’s plan, review
and explain the desired results your team is working to achieve, based n all goals and
objectives within the plan. Present this as one-page and as the first page in Section A.
It is wise to research the concept of an “Executive Summary.” Your research goal is
to understand what an Executive Summary should be and what it should accomplish.
Use your findings to construct an Executive Summary appropriate for you plan.
A. General Management Plan
A1.Norms
The team will develop a list of six to ten team norms. Everyone on the team will
provide input while creating the norms. The team must reach consensus on the
norms. The team will present the norms in the form of a simple contract, with
signatures of all members stating agreement with the norms.
When the team faces a challenge with one member or with a process while
working together, use the norms to help turn the situation around and get the team
back on track. Norms are “living and breathing” and should be revisited and/or
revised as needed. It is imperative that team members act swiftly to correct the
course of the team when it strays and to point out to a team member when he or
she is acting or behaving in a way that does not meet one or more of the norms.
A2.Team Philosophy, Mission, RKR Goals, and Team Objectives
The team will present a statement of overall management and business philosophy.
It will lead into a Team Mission Statement. The philosophy and mission help
frame the context for your week of management. The team should consider
researching the concept of “Mission Statements.”
Every team works to accomplish the Goals of the Restaurant at Kellogg Ranch:
1.
Exceed Guest Expectations
2.
Provide Total Support to Your Staff
3.
Manage the Business Professionally
These goals do not change. We may or may not accomplish the goals each meal
period. If we accomplish one or more of the goals during a meal period, it is
obviously still an ongoing goal.
The team will develop a minimum of three (3) Team Objectives. Design
objectives to help achieve Goals and Missions. Develop your Team Objectives as
you build your management plan. The process is a cycle: the plan drives the
objectives and the objectives drive the plan.
State your Team Objectives in S.M.A.R.T. terms and do so in one sentence. The
S.M.A.R.T. acronym is Specific, Measurable, Achievable, Realistic, and TimeBound (some authors use Relevant as the “R”). Following each one-sentence
objective, state how the objective relates to the at least one of the three RKR goals.
The final component of each objective is a list of actions and/or strategies the
team will initiate to achieve the objective. Consider four actions/strategies as a
minimum expectation. The key is to construct a complete list that will help ensure
the accomplishment of each objective. The objectives and your team’s related
actions/strategies should thread throughout the plan.
3
A3.Guest Feedback
Candidly, if we meet the expectations of guests, we are operating a successful
business. The design of the RKR goal, Exceed Guest Expectations, is to remind us
to go “one step further” to ensure our guests are happy and want to return. To
know if we are meeting or exceeding expectations, we need to ask. We can collect
feedback through verbal exchanges, observation, and/or written communication.
Each team designs a comment card to capture written feedback. At some point in
the quarter, we will vote on a core set of questions or measures that every team
will use. By using the same set of questions and measures, we have a foundation
for week-to-week comparisons of performance.
Each team may add additional information to the “core” comment card to capture
feedback necessary to measure their team’s performance. If a Team Objective
includes measures of guest feedback, then a logical vehicle for obtaining the
feedback is the comment card.
A4.Team Communication and Staff Meetings
Using the Staff Meeting Guidelines in the appendix, create a general outline for
daily and weekly team communication and daily communication with your staff.
When will your management team meet next quarter (what time? what day?)?
Who will cover what? How will you spend the time? How will you communicate
with your staff?
In the next section, you are constructing specific templates for each day’s briefing
and de-briefing. At the start of the HRT 382 quarter, you goal is simply to
construct a template for each day using the information in each section below. As
the quarter and the plan progress, you will “copy and paste” pertinent information
from other parts of the plan into the appropriate template. Refer to the
Management Plan Grading Guide for minimum expectations. Please note that you
ca not complete some of the sections of each template until next quarter (for
example, the daily forecast).
A5.General Briefing Topics (4 or 5 meal periods)
 “Brain Food”
Each meal period, you should give some character to your briefing – something
to think about. In the past, managers have used appropriate (www.jokes.com)
jokes, quotes from famous or infamous people (www.quoteland.com;
www.quotegarden.com, www.motivational-quotes.com), themes, music,
poems, posters or stories to help set the mood and the stage for the day or for
the challenges ahead. Cite all sources of information quote authors, if used.
A logical method of developing this section is to tie it to your team philosophy,
your mission, your objectives, and your Human Resource section (motivation,
morale, recognition, etc.). Think of this as “color commentary” to supplement
or complement the facts you will present. It can happen at any time during the
briefing. The team may use games or team-building exercises to aid in this
area or in the area of motivation and morale.

Daily sales forecast, check average goal, and guest count projections:
 Reservations
_____
 Banquets and large parties _____
 Walk-in estimate
_____
 Total guest count projection _____
4








Quarter-to-date information for your meal period and for the RKR:
Meal Period
RKR
 Sales
________
________
 Guest count
________
________
 Average check
________
________
Special guest requests & needs
Menu changes
Sales building plan (may be coordinated with the other management teams)
Training issues related to service or product standards
Sanitation & safety training (must be coordinated with other teams)
Motivation & morale plan
Other team-specific information as needed each day
A6.General De-Briefing Topics (4 or 5 meal periods)
 Actual daily sales, check average, and guest counts, as compared to projection:
Projected
Actual
 Reservations
_____
_____
 Banquets and large parties
_____
_____
 Walk-in estimate
_____
_____
 Total guest count
_____
_____
 Sales building results
 Guest Feedback
 Training issues related to service or product standards, based upon guest
feedback or team observations
 Sanitation & safety results
 Motivation & morale plan
 Other team-specific information as needed each day
5
B. Marketing Plan
B1. Promotion of Your Week

Choose a theme for your week of operation. The marketing theme may or may not
be the same as you management philosophy, but a connection of some type is an
excellent way to establish continuity. Explain why and how your team believes
the marketing plan will drive business volume.

Each lunch team will have a budget of $50 for marketing and merchandizing.

Use the subheadings below to develop a plan for implementing the theme. The
theme will give you a basis for promotions. Design your actions and/or strategies
to make the community (marketing) and in-house guests (merchandizing) aware of
your offerings. This can include use of on campus mail and email, the campus
marquee, flyers, tabletop signage, scripts by servers or the front desk to promote
specials, menu inserts, promotional displays of food, etc. Plan to develop a lobby
display to carry out your theme. Show all costs involved in the Marketing Budget,
in Part F2.
B2. Manager’s Special

Explain your special promotional menu items developed for your week. Add-on
sales bring in more revenue to the top line of the Income Statement and should
bring more contribution margin (cash!) toward the bottom line.

Each team is responsible for developing a Manager’s Special that to offer on the days
that the restaurant is not sold out for a banquet. The Manager’s Special for lunch
includes an appetizer (or soup, or salad), an entrée, and a dessert.

There are five parts to the Manager’s Special section and the steps are similar to the
family meal assignment.
B2.1: The Menu:
o Please include a page that shows a sample of the menu will see, including
item descriptions and the menu price ($11.95). You should also develop and
8½ x 11 flyer to use for marketing, and add the restaurant name and contact
information. Finally, please include sketches, photos, and/or PowerPoint
slides for training purposes in Section C.
B2.2: The Recipes
o The number of Manager’s Specials your crew will prepare will be based upon
your sales forecast. However, the recipes must use 8 portions as a standard.
o You will have a standardized recipe for each menu item. The Professional
Chef is a good resource as are previous HRT 383 students. Remember, you
must properly cite all sources.
o Remember in choosing recipes that you should NOT put your own skill level
or knowledge off on your classmates. You will not be there to make the meal
yourself. Crewmembers are responsible for preparing the Manager’s Special.
B2.3: Recipe Costing (Batch and Portion Costs)
o Prepare a batch-costing sheet for each item offered. You will find recipe cost
sheets on the HRT 382 web site. You will need to use the invoices located in
the management office. If you cannot find a price on the inventory or
invoices for an item, you should get a price from your local grocery store. If
you use a retail price for a product, subtract 25% mark up to reflect a more
reasonable wholesale cost.
o In your report, you should include a paragraph summarizing the batch costs,
portion costs, and plate costs of each of the three courses.
6
B2.4: Per Plate Cost
o The menu price for the lunch Manager’s Special is $11.95. The theoretical
food cost goals is 35%-40%. Therefore, the total plate cost must be between
$4.18 and $4.78. Show all calculations in your report
o The menu price does not include tax or gratuity.
Once your team has a complete set of recipes and cost sheets, arrange an
appointment with the RKR Chef to discuss your plans and get feedback. Use the
Chef’s feedback to enhance, clarify, and/or adjust your Manager’s Special. You
should provide the Chef with your packet of Manager’s Special and Family Meal
recipes at least a few days prior to your meeting.
B2.5: Daily Requisition Sheet
o You should prepare a detailed and specific list of all items needed and the
quantities you need of each item. Separate items into the following
categories, as appropriate: meat, poultry, seafood, dairy, produce, groceries,
baked goods, non-alcoholic beverages, alcoholic beverages, and expendable
supplies (non-food items like skewers). An Excel requisition form is
available on the HRT 382 web site.
o Standardize requisition measurements into “user friendly” ordering quantities.
For example, 128 oz of chicken stock should be requisition as one gallon of
chicken stock.
o Amounts requisitioned will depend upon your forecasts. For this
Management Plan, please develop a requisition based upon 8 portions (1x
each recipe and all recipes combined onto one requisition sheet).
B3. Advertising (Community Marketing)
 How will you communicate your management week promotions to the public
(generally the campus community)?
 Advertising is outside the restaurant, so where, when, who, and how? Keep in
mind the budget. What portion of your budget will you spend on advertising?
 Show examples of your advertising pieces (print ads, marquee verbiage,
sample email text, flyers, etc.). Summarize all marketing locations, due dates
for copy, examples of ready for print copy, quotes on cost (names of contacts
and/or stores, web sites, etc.). This information should be included on your
timeline in B5. Show your detailed marketing budget in Section F.
B4 Merchandising (In-House Marketing)
 This is the merchandising plan for your Manager’s Special. Describe
specifically how you will make guests aware in-house through visual displays,
suggestive selling, upselling, or personal recommendation (include a staff
training outline in Section C), signage, and tabletop “point-of-sale” (POS).
Include examples of finished products for visual displays.
 At a minimum, you develop a poster to present the theme and manager’s special
to RKR guests. It is visible on the way out of RKR in the week prior to your
week and visible on the way in during your week.
 Show a sample or sketch of your Manager’s Special display.
 Use as many subheadings as you need to describe your complete plan for
merchandising.
 Build in a tracking plan. You may use restaurant comment cards, guest count,
sales increase, etc. Know ahead of time how you track and evaluate results.
 Explain your contact with the dinner management team in your week. How
will you communicate and coordinate with the other management team?
7
B5. Marketing Plan Timeline
 To prepare for your week of management, break your marketing section into
parts. Decide how you will assign responsibility (who will do what), what,
how, and when. Be specific and detailed. Build in accountability. You will
not have time to think these things through next quarter. You will be happy
that you have things prepared ahead.
 Develop a timeline or schedule for your plans. An easy way is to include a
calendar (the kind with boxes) and start it right now. Put in all the necessary
steps of your plan and lay them into the squares so you can see the big picture.
The calendar will become a checklist. Or, you could develop an action plan in
four columns:
a. What will be done (list each step in order)
b. Who will do each item
c. Completion date
d. Budget limits



Build in time for “third-party” proof reading
Build in time to obtain Office of Student Life (OSL) or CSHM (Student
Services) approval stamps, if required.
The timeline covers both advertising and merchandising.
8
C. Human Resource Plan
C1. Motivation & Morale


Detail your plan for the week to create a motivating environment for your
team, to maximize productivity, to maintain positive morale, and a healthy
attitude. This is sometimes referred to as “Internal Marketing.” How will
you convince your employees their jobs are important to the success of
your business venture? It is wise to cite some expert sources in this
section.
Detail what will be done, when, how, and by whom
C2. Recognition



This is essential, relevant, and relates to the overall motivational plan.
This section is about awards and rewards, not “prizes.”
How will you recognize and reward excellent performance?
C3. Manager’s Special Training




Actual training modules will appear in this area of the Management Plan.
Appropriate training plans will include HOH plans to train the kitchen team
to produce and execute your Manager’s Special and FOH plans to train
your dining room team on merchandizing the Manager’s Special.
In addition, include here any training that may take place at the staff
meetings that would involve all the staff (briefings).
Explain how you track results/success of the training
C4. Service & Quality Training





These are policies and procedures that you will use/expect/train during your
week of operation.
Include here all training plans related to the team-specific objectives not
covered in other areas of the Management Plan. For example, if you have an
objective related to “Exceeding Guest Expectations,” then you will develop
specific training plan for how and what your management team will use to
build competence (knowledge and skill) and commitment (motivation and
confidence).
Anything that is important to your management team and that you feel must be
done correctly and must be clearly communicated to employees should be
covered in this area. Your employees may never have done these jobs before.
Be responsible for covering the details so that your week meets your standards.
Integrate recognition and reward systems into your performance standards.
Think about standards that you expect will be met. A way to do this is to write
down how things will look when done correctly. Then develop a quick, FourStep training plan to help the crew meet the standards (see appendices).
Develop a plan for tracking and recognizing results
9
D. Family Meal Plan
This section of your Management Plan includes all of your individual family meal
recipes and menus. In an opening paragraph, explain the need to discuss with the Chef
Monday’s family meal at least one week prior to your first management day (unless
Monday is a holiday). Typically, the Chef assigns your team convenience food on
Monday to expedite the meal. Include a sentence to remind yourself that Friday’s
meal is your responsibility as well. Typically, Friday is a day to empty the “overprep” shelves, in an effort to limit the expense of product that might otherwise go to
waste over the weekend.
You will work with the Chef to select meals that make the most sense for each day.
Things to consider include, but are not limited to, the day of the week, the level of skill
in the crewmember assigned to family meal in your week, your daily sales volume
forecasts, and the type of meals selected (separate similar meals).
The Restaurant at Kellogg Ranch operated as a class includes a common meal period and
a $2.00 per person family meal budget. This means that, as a class, you must serve
different family meals for each day you operate. The lunch team and dinner students will
use their four family meal recipes. The family meal will include a protein (approximately
6 oz.), a starch, a vegetable, fruit, and /or a salad and an "at cost" total of no more than
$1.95 per person. Add 5% variance factor to the final per person cost of each meal, and
each meal will not be above $2.00 per person.
Show special considerations for students who have “dietary constraints”.
Your Management Plan will include one Requisition Sheet to include all three meals
(Tuesday through Thursday). Develop the sheet using 32 portions (4x each recipe),
combine common items, and convert units of measure into ordering quantities, if
appropriate. The 32 portions will cover all students, instructors, teaching assistants,
and HRT 382 students visiting for their Work Experience days.
10
E. Safety & Sanitation Plan
In industry, an excellent safety and sanitation plan can result in lower Workers
Compensation claims and modification rates over time. Conversely, a poor plan or no
plan can cause an increase in claims, resulting in increased rates over time. As a
manager, it is critical that you send a consistent message to your staff. A safe and
sanitary work environment is a basic standard in any hospitality operation. We want our
staff and our guests to remain safe and healthy. In this section, your team will develop a
program that will result in a safe and sanitary environment.
Design a safety and sanitation-training program to be implemented the week you manage
in HRT 383. Plan to introduce the Safety & Sanitation Plan in your initial briefing. Your
plan may have general information for the entire team to hear during briefing or
information specific to BOH and FOH, in which case you cover the topic at the subbriefings (see the Staff Meetings section in the appendices).
It must be possible to monitor and track the actions and/or results of your plan in order to
recognize progress and to reward those who perform well. Often safety programs have
incentives. Any incentives must be included in your $20 motivation and morale budget.
The HRT 383 instructor must approve incentives at the beginning of your quarter of
management. At the end of each day or the beginning of the next shift a status on how
the group is doing with the safety program is required. Many teams use a chart, if
appropriate.
To ensure thoroughness in your planning, you may ask yourself these questions:
What is my overall objective?
Does my plan move toward meeting my objectives?
Who is involved?
How will I execute the plan?
How will we provide training?
How will I measure progress?
What will we do if we are not on target?
What incentives (if at all) will we use?
Samples of instruments used to train (handouts, posters, etc.) and sample forms to
track outcomes must be included in the report. Your ServSafe book is one possible
reference.
The following list shows the approved topic area for your team:
 Team A – Slicer and Fryer Safety
 Team B – Safe Communication
 Team C – Temperature, Storage, Labeling, and FIFO
 Team D – Cross-Contamination
 Team E – Kitchen Fires
 Team F – Lifting and Tray Carrying
 Team G – Utility Station
 Team H – Floor Safety
(See the sample plan in the appendices)
11
F. Forecasting
F1. Sales Forecast
a. In this section, you must provide the historical cover counts and sales from the
same quarter of the previous year and the previous quarter (trends this quarter).
Next quarter, for benchmarking purposes, you can also evaluate current trends
of the previous week or weeks (unless you are the first management team).
You find the information in the DataTrap history files posted on the HRT 382
web site. Please match up the proper dates, realizing that the dates may be off
one day or two days from the previous year, same quarter.
b. Your forecast should consider what is currently booked (reservations and
banquets) for your week as well as the historical cover counts from the same
quarter last year.
c. When you evaluate history, please consider:
 Historical guest counts by day and week
 Historical check averages by quarter
 Historical trends (previous two quarters and the current quarter)
 Historical relationship of food to bar sales (by percentage)
 Other determining factors (banquets, weather, merchandizing, etc.)
d. Using the Forecast Form (see the next page), develop an initial forecast for:
 Guest (cover) counts per day
 Total Guest Count per day
 Average check per day (using weighted averages when required)
 Daily and Weekly Sales (Guest Count x Average Check)
e. Include the completed form in your Management Plan
f. Write a commentary on your financial objectives, justify them and briefly
discuss how you will reach them (this should take no more than one-page).
12
Forecast Form
Mgmt Team #
Lunch or Dinner
Round weekly sales figures to the nearest whole dollar
Show Average Check as dollars and cents
If your meal period will serve a la carte and banquets, use the "weighted average" example
shown at the bottom of the page to calculate your Average Check forecast.
Guest Forecast
Lunch
Team
Mon
Tue
Wed
Thu
Fri
Total
Mon
Tue
Wed
Thu
Fri
Total
Date
Reservations
Walk-ins
Banquets
Total Guests
Daily Sales
Initial Forecast
Guest Count
Average Check
Daily Sales
* Please round weekly sales figures to the nearest whole dollar.
Weighted Average example: (this example
uses an "all inclusive" banquet price of $10.00)
Average Check (Net Sales):
Monday
Average
Check
Sales
Banquet ($10) = $7.94
7.94
A la Carte
40
10.50
=
$420
Sales tax @ 8.25%
0.66 Banquet ($10)
30
7.94
=
$238
Subtotal
8.60
70
Service charge @ 15%
1.30
To calculate
Sales tax @ 8.25%
0.11
daily average check
10.00
$658 / 70 = $9.40
All-inclusive total
Total Guests
13
$658
F2. Team Budgets
Marketing and merchandising expenses ($50) represent the one specific budget for
which your team is responsible. The other is your budget for motivation and morale
($20). Details of the marketing budget are in the marketing and merchandising reports
in Section B., but you should show how you plan to allocate your $50 budget
allowance. Show how forecasted numbers justify the marketing budget. Mention how
you will increase customers and sales to cover the cost of marketing and still increase
profitability.
For motivation and morale, you cannot receive reimbursement from the Foundation
for expense involving alcohol or lottery tickets, just so you know in advance. If you
use donated awards or rewards, please acknowledge any donors with your team and
send the donor a hand-written note of thanks.
This section shows both budgets.
Finally, write a summary statement explain how your team feels the $20 motivation
and morale funds will help maintain or enhance the environment and how the funds
will help build morale.
14
G. Summary
As a final addition to your team’s Management Plan, please review your plan and
write a conclusion. This section should discuss what have your team learned this
quarter and what do your team expects next quarter. It should also reference your
S.M.A.R.T. Objectives in some fashion.
15
H. References
List your 18 references minimum here, and format them properly
USING THE LIBRARY
The Cal Poly Pomona library is a vital and useful source of information relating to
your studies. Although you will be given all the written material that you absolutely
must have, there will be occasions when you may have to pursue an area of particular
interest (for example when doing projects and assignments) and you may not be able
to buy the books and articles you need. Similarly library research will allow you to
keep up to date with issues and trends that are current and will also help you to
develop a more academic style of writing and thinking.
When you do discover interesting and useful materials it is a good idea to photocopy
these, and then to make notes on what you have read. Always record the name of the
authors, the date and details of the publication when you take notes or cuttings.
PREPARING A BIBLIOGRAPHY & REFERENCING YOUR WORK
A bibliography is a list of books relating to a subject or topic. These are used in
academic writings to show the source of citations and references
Citations are instances where you have quoted or represented another author’s works
within your own. Citations are usually presented in text by giving the authors name
and date of publication, e.g. Brown (1996) states that hotel companies in China
are being faced with a high degree of multicultural diversity,
If you are quoting directly from the text, and are using more than one or two lines the
information would be presented as
Brown (1996) states that:
“International and local hotel companies in China are currently
striving to create an international hotel industry which meets
with the variable standards expected by a culturally disparate
categories of customers. Simultaneously, they are being faced
with a high degree of multicultural diversity in their work
force”(p35).
References are where you have mentioned another author/s works or ideas within
your own. The same rules apply; e.g. Brown (1996), Smith (1997) and Jones
(1995) all agree that hotels in China are having problems with culture.
OR ALTERNATIVELY: Many authorities (Brown: 1996; Smith: 1997; and
Jones: 1995:) agree that hotels in China are having problems with culture.
Bibliographies appear at the end of your work, as an appendix to the main text. They
are presented in alphabetical order.
To give full and clear information to your readers, a few points must be adhered to.
Listings should include the:
16
INCLUDE
EXAMPLE
AUTHORS NAME & INITIALS
THE DATE OF PUBLICATION
THE TITLE OF THE WORK
Allgard, J.E.
(1996)
“Management Perspectives In Service
Industries”
in “Journal Of Hospitality Management”
Vol. 1. No. 3.
pp 13-27,
MCB University Press. Oxford, UK.
IF FROM A JOURNAL THE
JOURNAL NAME & EDITION
PAGE NUMBERS IF APPROPRIATE
PUBLISHERS DETAILS
THUS the above reference might appear in your bibliography like this:
Allgard, J.E. (1996)
“Management Perspectives In Service Industries” in
“Journal Of Hospitality Management” Vol. 1.
No.3.
Jan. 1996. pp.13-27, MCB University Press, Oxford,
UK.
Benedict R. (1946)
"The Chrysanthemum and the Sword"
York, 1946
Meridien, New
Note: above the alphabetical listing .. A. B, etc... the fact that the first is a journal
article - the second is a book
IT IS IMPORTANT TO STICK TO THESE RULES TO AVOID
PLAGIARISM. This is effectively THEFT of intellectual property and copyright
and is an offense.
17
I. Appendices
Appendix 1: Team Communication and Staff Meetings
Management Team Communication
Generally, the management team meets at the beginning and end of each day during
the management week. Teams usually meet prior to the arrival of the staff each day to
make final adjustments for the day’s activities. Teams usually meet after the staff
departs each day to discuss the next day’s plan.
Teams should calendar set meeting times during the week prior to and the week after
the management week. Your team will meet with the instruction team in the week
prior to your management week. The team must be ready for the meeting (more
information follows next quarter). Your team should also plan time after your
management week to develop the graded management review (an oral and written
critique of your week; more information follows next quarter).
There are generally four quick staff meetings each shift:
Briefing at the beginning of the shift with everyone
Sub-briefing after general briefing for specific information for FOH/HOH
Pre-opening briefing for “last minute” changes (between 11:15 and 11:20 AM)
De-briefing at the end of each shift with everyone
We usually conduct the briefing in classroom 79-108. You do not have to always
conduct is here. You can choose to give the briefing with the whole crew standing in
the lobby. You can give this briefing in the walk-in or outside. However, the topic
headings should be the same.
Remember the root word for briefing is BRIEF - these should not be too long. The
total time for briefing and sub-briefing should generally be 10 to 15 minutes total,
including the time to regroup. The pre-opening briefing should be no more than 2 to 3
minutes. For the FOH, it is also the uniform check. The de-briefing should generally
be 10 minutes, but may be longer or shorter, depending on the actual time the entire
team is ready to meet prior to departure. No one should be waiting for the debriefing
if even one person is still working!
Platform Skills
Your personal platform skills relate to how you communicate when speaking to your
team. Specifically, platform skills relate to where you stand, how you stand, your eye
contact with the audience, your delivery style, knowing in advance who covers what,
and smooth transitions between speakers.
When speaking to your entire team, stand with the other managers. This shows a
united team. Do not cross your arms and do not put your hands in your pockets. Use
your arms and hands to add some life to the topic! Make eye contact with each person
on your team rather than stare blankly into space.
Speak loud enough for all to hear. If projecting your voice is a challenge, then stand
closer to the crew. Step in front when you speak, but do not stand in front of the easel.
18
Deliver your message with enthusiasm – remember that the briefing is your first
formal opportunity of the meal period to “pump-up” the crew!
Know who will cover what, in advance. Make sure you know when it is your turn to
speak. Staging transitions are like knowing the cues in a play. The team sets this up
before the briefings begin.
Briefings
Refer to the HRT 383 grading guidelines for the specific, minimum information that
needs to be covered. In general, the first speaker sets the tone of the meeting. On the
first day, the first person should formally introduce your management team. You will
state what your theme is, what your goal for your week, how this ties into the three
goals of the RKR.
Remember you are strategic. Be careful not to cover the same information that the
other managers will cover. If one person forgets to mention a topic or one of your
managers forgets to report something, do not go backwards and say, “Oh, and one
more thing…” You can report the forgotten info in the sub-briefings. You can take
the information from either of your managers and report this to their specific subbriefing. This is primarily a time for general information (stuff everyone on the team
needs to know), for reinforcing your philosophy or theme, and for “pumping up” the
crew.
Sub-Briefings
The FOH Manager(s) will meet with their FOH crew in the bar for specific
FOH information. The HOH Manager(s) will meet with their HOH crew in the
kitchen for specific HOH information and for the uniform check.
Pre-Opening
Prior to meeting quickly with the crew just before we open to the public, the FOH
Manager(s) and the HOH Manager(s) meet to exchange last-minute information
(reservation changes, product changes, etc.).
The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the
public, for a final uniform check and update from the kitchen. The HOH manager(s)
will meet on or near the line with the HOH crew, 10 minutes prior to opening to the
public, for another uniform check, to present any product updates, and to inform the
HOH of any new information from the FOH.
De-Briefing
All managers should plan to meet approximately 30 minutes before the end of class.
They should spend no more than 9 minutes finalizing the de-briefing information.
Plan the information you will cover and who will say it at the debriefing. Be
thorough, yet concise. Return to your respective areas to complete your final checks.
Be ready to begin the briefing no later than 10 minutes prior to the end of class.
The de-briefing is a “wrap up” briefing. You should cover general information that
affects both FOH & HOH. You should address any issues or challenges and use the
conflict-resolution models to work on solving these. You should also address issues or
challenges presented by the guests, discovered through comment cards or verbal
feedback. This is also a time to show your sincere and genuine thanks to your crew
19
for their hard work, extra energy, and smooth operation. Feel free to make specific
comments to specific people. You are working to leave on a high note!
A Note on Verbiage
For your merchandising, sanitation & safety, morale, recognition you have you have
$20 in rewards or awards. We do not have prizes! A prize implies chance - something
won. For example, you may a merchandising program to teach and reward up-selling
skills. As an incentive to the servers to achieve your team objectives, you should
consider rewarding results.
The same goes for the sanitation & safety program. This program is to reinforce the
idea of what can you as a manager can do to reduce the chance of poor sanitation or
unnecessary safety risks. Again, use rewards, not prizes.
Both of these are the same rationale as any award achieved by a team member for any
morale program you have. You do not get a prize - you earn a reward.
20
Appendix 2: Training Lesson Basics
As part of your management plan, you will write various training lessons. The lessons may
cover, but are not limited to, topics that will result in better product quality, better product
knowledge, better guest service, and/or better safety and sanitation practices.
First, choose the training topic and generate a statement about the desired results of the
lesson or the lesson modules (if the training will be longer than a single lesson). Develop
the lesson or lesson modules for your staff as a whole in the briefing or for the HOH or
FOH in the sub-briefings (see the “Staff Meetings” document for an explanation of the
various meeting types.). The lesson or modules should highlight one or two brief topics
and should take no longer than 3 minutes. You may use posters, games, role-plays, or
question and answer in your training activities. Think of training lessons or modules as
following the “4 Ps” of training:
1. Your training should identify the goals of training (Why are you doing this? What are
you desired results?). PREPARE
2. Your training should include methods to enhance or maintain a motivating
environment.
3. You should demonstrate desired skills first. PRESENT
4. Training should be interactive.
5. Staff should be given time to practice or demonstrate before we open. PERFORM
6. You should plan to provide feedback, so structure practice time accordingly.
7. You should ask for feedback so you can evaluate the success of this training program.
Constituencies to consider: employees, guests, supervisors (through testing)
PHOLLOW-UP
8. If the actual results do not meet or exceed the desired results, what do you need to do?
21
Appendix 3: Sample Safety and Sanitation Plan
You will design, implement, and evaluate a safety/sanitation program that for the
week. This program should address a safety or sanitation point that has relevance for
the front of the house and back of the house staff. You introduce your overall topic
the first day that you manage. You educate and train your staff on why your point is
important and what behavior(s) the staff should demonstrate OR what behaviors the
staff should modify in order to comply with your safety/sanitation expectations. Your
plan should contain the following components:
1. Presentation of Safety or Sanitation point to be covered and explanation of
why you think it is important
2. Pre-test to determine what your staff knows about the topic
3. Training modules might include demonstrations, handouts, poster, or a
game for the group to play. You might present these during the daily
briefings.
4. A monitoring system for the course of the week (How will your staff know
they are meeting your expectation?)
5. Tracking tool(s) - showing the progress and results of your training
6. Plans for retraining as needed when you monitor their progress
7. Recognition of success
EXAMPLE:
1. Accidents can be costly to an organization (workers' compensation, time loss,
morale issues). Safety and sanitation training will focus on ideas to help avoid
common accidents. This module will cover one aspect of knife safety.
2. Pretest to see:
a. What students think are the common accidents that occur in the front of
the house and in the back of the house
b. What students think you should do to prevent common accidents
3. Posters on how to avoid common accidents to post in kitchen service areas
(daily 3-minute presentations in the front of house and back of house subbriefings)
4. "Accident Free Board" with the dates that you manage the operation and a
place to record any accidents that occur (share this board with the staff at the
beginning and end of every shift)
5. For example, if you find knives in sinks, you could take the following actions
a. Discuss the reoccurrence of knives in the pot sink
b. Post a sign by the pot sink reminding staff how dangerous it is to put
knives in the sink
c. Put a visit to the pot sink every 30 minutes during production on my
"schedule" to monitor the behavior
Be as creative as you would can. You may use your book from sanitation for
ideas. We assign an initial safety topic to each team (see the Management Plan
Guidelines). However, you can change your topic prior to your management week
with the approval of your HRT 383 Lab Instruction Team.
22
Appendix 4: Sample Working Documents for Communication
Date:
Time:
Venue:
Team:
Project Status Meeting - Agenda
Persons To Be Present:
Meeting Overview:
Agenda Items
Topic
Presenter
1.
2.
3.
4.
5.
6.
7.
8.
9.
Date & Time Of Next Meeting
10. A.O.B
Additional Information
Item No.
Notes / Source
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
23
Time
Allocated
Project Status Meeting - Record
Date:
Time:
Venue:
Team:
Persons Present:
Apologies For Absence:
Meeting Overview:
Agenda Item No:
1 Discussion:
Conclusions:
Action items:
Person(s)
Responsible:
Deadline:
Person(s)
Responsible:
Deadline:
Person(s)
Responsible:
Deadline:
2 Discussion:
Conclusions:
Action items:
3 Discussion:
Conclusions:
Action items:
24
Project Meeting Record - Continuation Sheet No. (.......)
Agenda Item No:
Discussion:
Conclusions:
Action items:
Person(s)
Responsible:
Deadline:
Person(s)
Responsible:
Deadline:
Person(s)
Responsible:
Deadline:
Person(s)
Responsible:
Deadline:
Discussion:
Conclusions:
Action items:
Discussion:
Conclusions:
Action items:
Discussion:
Conclusions:
Action items:
25
INTER-TEAM INFORMATION REQUEST
Date:
To:
CC:
From:
Subject:
Priority:
Urgent • High • Medium
Reply Needed By:
----- / ----- / ------
Reply To:
---------------------------------------------------
Please Supply Information On :
TOPIC
INFORMATION REQUIRED
26
•
Low
•
INTER-TEAM MEMORANDUM
Date:
To:
CC:
From:
Subject:
Priority:
Urgent • High • Medium
Reply Needed:
Yes
•
No
•
Enc. ( )
Attachments
27
•
Low
•
................ TEAM:
PROJECT PLANNER
WEEK 1
WEEK 2
Sun
Mon
Tue
Wed
Thu
Fri
Sat
28
WEEK 3
WEEK 4
PROJECT OBJECTIVE PLANNING
SYNDICATE:
WEEK No. :
DATE:
PRINCIPLE OBJECTIVE(S)
OBJECTIVE
WHAT
HOW
WHO
WHEN
MEASUREMENT
State The Objective.
What Is To Be Done?
How Will It Be Done?
By Whom ?
By When ?
How Is It Be Measured?
List The Main Tasks
Required.
Describe The Process For
Each Stage.
Individuals
& Teams
Responsible
Dates &
Deadlines
Describe The
Mechanisms To Be Used
For Measuring
29
RKR Management Plan: Lunch/Dinner Team __
Appendix 5: Objectives and Action Plans
Management team Teams Are Responsible For Achieving the Objectives Set For
Their Department.
How To Start Setting Objectives:





List The Objective(s) - i.e. the desired outcomes and / or expectations.
Describe what is to be done and how it will be done for each objective.
Identify who will be responsible for accomplishing these objectives.
Show when it will be accomplished - remember to allow time to
evaluate and adjust if necessary.
Give examples of how you will measure and monitor the results.
YOUR OBJECTIVE AND ITS ACTION PLAN MUST BE :






Specific to your work management team
Current and necessary
Allow flexibility for change and show contingency planning
Written - 1 copy for each team member / duplicated for other
management teams
Understandable - by all involved in making it work
Achievable - within the capabilities of your staff and the limits of your
resources.
30
RKR Management Plan: Lunch/Dinner Team __
PROJECT ACTION PLANNING
SYNDICATE:
WEEK No. :
DATE:
OBJECTIVES UNDER DISCUSSION:
1.
2.
3.
4.
TODAY’S DISCUSSION
TARGET(S)
PRIORITY
RANKING
ACTION TO
BE TAKEN
DEADLINE
TARGETS FOR NEXT MEETING:
1.
2.
3.
4.
5.
31