Principles Of Food Beverage And Labor Cost Controls 9th Edition Paul R. Dittmer, J. Desmond Keefe III - Solutions

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Exercise 21.1 Follow the instructions on the disc to complete this exercise.
13. Define each of the key terms in this chapter.
12. John Harrington is the manager of the Hearthgrove Restaurant. He has been examining his labor cost and has compared it with the previous period. The following are the figures he has been looking at:The standard labor cost for the restaurant established by John Harrington is 36%.a. Identify the
11. Using the data in Question 10, prepare a report, along the lines suggested by Figure 21.3 , for servers only, assuming 520 covers forecasted and 420 covers actually served during the three - hour luncheon period on Tuesday, June 11.
10. In a certain restaurant, the manager has determined that six servers are needed for between 320 and 380 covers over a three - hour luncheon period, seven servers are needed for between 381 and 440 covers, eight servers are needed for between 441 and 520 covers, and nine servers are needed for
9. Develop a customer questionnaire, along the lines suggested by Figure 21.1 , for a college foodservice operation or for a specific foodservice operation of which you are an employee or a customer. How would the data developed from the use of this form help management monitor employee performance?
8. “ Food critics are not valuable sources of information that management can use to monitor employee performance. ” Do you agree or disagree?Why?
7. Identify three government agencies that inspect and report on foodservice operations. What kinds of information do they provide? How does this help managers monitor employee performance?
6. Suppose you are the manager of a foodservice operation. One of the employees reports to you that another employee does not do his work correctly except when you are watching. What should you say to the employee making the report? What should you do about it?
5. Do the majority of foodservice customers readily and voluntarily provide management with useful information about the quality of food or service? Why?
4. List the four sources of information used in indirect monitoring of employee performance.
3. Distinguish between direct monitoring of employee performance and indirect monitoring.
2. Distinguish between the two types of direct monitoring identified in the chapter, and provide examples of each.
1. Define the term monitoring as used in labor cost control.
Excel Exercise 20.2 Take the results of the evaluations and compile them onto the trainer evaluation spreadsheet (Disk Exercise 20.2). Discuss the results with the class.
Exercise 20.1: In- class Exercise Develop a training lesson for a job of your choice (since time is a factor, a simple task such as setting a table or handling customer complaints is sufficient)using one or more of the eight training methods. Deliver the lesson to the class. Use the performance
21. Define each of the key terms in this chapter.
20. As the newly hired manager of the Westfield Fine Dining Restaurant, you are concerned about the sanitary habits of the kitchen staff. They do not wear plastic gloves when handling food, they store much food in refrigerators in uncovered containers, and the kitchen floor is constantly littered
19. You are the newly hired manager of the Westfield Fine Dining Restaurant. You note that the servers are not properly trained. They do not greet guests properly, their explanation of the evening entr é es is cursory, and their service techniques are fit only for a diner.a. What training method
18. Identify two computer applications that are of specific value for training.
17. The information included in training manuals can be categorized into four areas. Identify these four areas, and describe the material typically covered in each.
16. Distinguish between centralized and localized training. Which approach would be more commonly used to train management personnel?Which for servers?
15. Identify four practical testing techniques that trainers can use to evaluate the progress being made by trainees.
14. Why should training be evaluated? Against what two criteria should training be measured?
13. List five performance characteristics of a good trainer that help make employees feel at ease during a training session.
12. What is the purpose of trainee preparation? What positive effects can an introductory explanation by a skilled trainer have on learners ’ attitudes toward training?
11. What is a lesson plan? What should a lesson plan include?
10. Given the following jobs, identify appropriate locations for training staff to accomplish each:a. Dishwasherb. Serverc. Bartenderd. Greetere. Manager
9. List and explain eight methods that can be employed in training. Which are best suited to use with groups? With individuals? For structured training? For unstructured training?
8. Identify and distinguish between the following approaches to training:a. On - the - job versus off - the - jobb. Structured versus unstructuredc. Individual versus group
7. What do training objectives identify?
6. What is job rotation? Why might a manager institute job rotation?
5. Define cross - training . Why might a manager want staff members cross - trained?
4. Why is it important to complete a training needs assessment before developing a training plan? What does a training needs assessment examine?
3. What is the primary purpose of training?
2. Distinguish between training and education.
1. Define training .
Exercise 19.1 The manager of Barnaby ’ s Hideaway is concerned that he is scheduling too many servers during some days and too few on other days. In order to get a clearer picture of business volume, he has asked you to prepare a graph similar to Figure 19.8 for Friday nights, showing the
20. Define each of the key terms in this chapter.
19. You are the manager of the Hearthside Restaurant, a 150 - seat evening dining establishment. Recently, patronage at the restrauant has become unpredictable. An example of the number of covers served for the past three weeks is shown as follows:As a result of not being able to accurately predict
18. Assume that the figures in Figure 19.15 are applicable to a foodservice establishment that you are managing. Prepare a list of staffing requirements for the five days forecasted.Monday, June 7 200 covers Tuesday, June 8 350 covers Wednesday, June 9 450 covers Thursday, June 10 475 covers
17. Many object to the standard work hour approach to labor cost control on the grounds that it ignores the human relations element in the workplace. What do you think they mean by this? What possible drawbacks are inherent in the standard work hour approach?
16. Why might managers of small restaurants decide not to adopt the standard work hour approach to controlling labor cost?
15. Which of the methods identified in Question 14 would be most practical for most foodservice establishments? Why? Which would be the least practical for small operations? Why?
14. List and describe the methods for establishing performance standards.
13. Of what value are performance standards in controlling labor costs?
12. Developing work schedules for variable - cost personnel requires taking into account some considerations that are quite different from those used in developing work schedules for fixed - cost personnel. List and discuss two such considerations.
11. Refer to the record of the volume of business per hour in Question 10.Assume that the restaurant is open seven days per week and that the first five days follow the pattern of business indicated here, but the last two days of the week normally have business volume equal to 50 percent of that on
10. The following chart is an hourly record of business volume for a typical day in a neighborhood restaurant. Servers are expected to attend to 25 customers per hour, and each server is scheduled for an eight - hour workday whenever possible. Part - time help is often used, and split shifts are
9. What is a job specification? For what primary purpose are job specifications used?
8. Using the appropriate chapters in the food control or beverage control section of this text as a reference, develop a job description for a receiving clerk.
7. What are performance criteria? What purpose do they serve?
6. Define the term job description . What are the three elements of a job description?
5. Define the term job analysis and explain the importance of job analysis in developing job descriptions.
4. Distinguish between variable - cost personnel and fixed - cost personnel.
3. Describe an organization chart.
2. What does an organization plan include? Why is it necessary to develop one?
1. List the three steps used to establish standards and standard procedures for personnel.
Exercise 18.2 Barnaby ’ s Hideaway currently accepts dinner reservations up to 8:00 P.M.each night. Recently, there have been requests for dinner reservations as late as 9:00 P.M. Given the following information, calculate the needed revenue for the restaurant to break even if they should stay
Exercise 18.1 Calculate gross wages, total deductions, and net pay for each of the following employees of Barnaby ’ s Hideaway. Assume a 40 - hour work week, with hours worked over 40 hours (overtime wage) calculated at 1.5 times regular wages.Deductions from wages are as follows:F.I.C.A. @ 7.30%
16. Define each of the key terms in this chapter.
15. A restaurant selling hamburgers employs only one cook. During the peak lunch hour, the cook is able to produce 120 hamburgers per hour.During the slack afternoon period, he produces only 30 hamburgers per hour. If each hamburger sells for $0.60 and the cook is paid$8.00 per hour, calculate the
14. Rank the foodservice operations listed here in order of probable labor cost percent, from low to high. Justify the rank you have assigned each establishment.a. An industrial cafeteria using only convenience foodsb. A seafood restaurant using only fresh fishc. A Continental restaurant
13. In Erphalene ’ s Restaurant, fixed costs are 30 percent of sales, and directly variable costs are 25 percent. What percentage of sales should semivariable costs be if the restaurant is to show a 10 percent profit?
12. A restaurant ’ s income statement shows the following cost and sales structure:Sales $450,000 Fixed costs $135,000 Directly variable costs $120,000 What must the semivariable cost figure be if the restaurant is to show a profit of $30,000?
11. The Alibi Restaurant is normally open for business until 8:00 P.M.Recently, business has been getting better during the time period just before closing, and the manager is attempting to determine the viability of remaining open until 9:00 P.M. She estimates her additional costs for the extra
10. Identify several laws affecting labor cost in your region. What is the specific effect of each?
9. Discuss considerations that a restaurant owner or manager should take into account before deciding between the following alternatives: purchasing an expensive piece of equipment to make hamburger portions of uniform size, or employing people on hourly wages to do the same work, along with buying
8. Research the following types of dining - room service: American, French, Russian, and cafeteria. Rank them according to the extent of labor cost normally associated with each, and justify the ranking of each.
7. Select and describe a reasonably well - known restaurant in your area and discuss the effect of each of a minimum of five of the determinants identified in this chapter on that specific establishment ’ s labor cost.
6. In a short paragraph, discuss the possible effects on labor cost of a newly negotiated labor contract.
5. List and discuss four hidden costs of labor turnover.
4. Distinguish between salaries and wages.
3. List five forms of indirect compensation.
2. Distinguish between current compensation and deferred compensation.
1. Distinguish between direct compensation and indirect compensation.
Exercise 17.1 Follow the instructions on the disc to complete this exercise.
14. Define each of the key terms in this chapter.
13. What are the advantages of a computerized beverage sales control system as compared with a manual system using guest checks?
12. List the possible advantages and disadvantages of automated bars as compared with traditional methods for pouring and mixing drinks.
11. What are the essential features of a precheck system?
10. If the owner of a bar does not mandate the use of guest checks, how can he or she establish some degree of control over revenue?
9. Two months ago, Fred Sneed became the owner of a small bar in Springfield. When he assumed ownership, beverage cost percent was 24.5 percent. Since Fred assumed ownership, beverage cost percent has increased to 29.5 percent, although there have been no increases in purchase prices and the sales
8. Select a beverage operation in your area and list the market considerations that have been taken into account by management in establishing sales prices for drinks.
7. Select a beverage operation in your area, list the primary target market it attempts to reach, and describe features of the operation that attract that market. If possible, identify specific steps that management has taken to increase the appeal of the operation for that market.
6. What are the principal factors considered by managers when establishing beverage sales prices?
5. How do dram shop laws typically affect bar operation?
4. Identify two ways in which profit can be maximized in a beverage operation.
3. List and explain five possible reasons for a customer to patronize an establishment that offers alcoholic beverages for sale.
2. Why is selling the maximum number of drinks to each customer an inappropriate goal for a bar operator?
1. What are the three goals of beverage sales control?
Exercise 16.2 The manager at Barnaby ’ s Hideaway has calculated the average sales value for the liquors shown on the disk in Exercise 16.2. Determine the total sales value for liquor consumed on the form from the period 11/1 to 11/7.
Exercise 16.1 Complete the cumulative and daily cost - to - sales ratio chart for Barnaby ’ s Hideaway, given the following information: Date Issued Sales Additions Subtractions 11/1 $275 $1,018 $15 $23 11/2 $280 $1,115 $22 $30 11/3 $310 $1,192 $12 $21 11/4 $325 $1,230 $25 $10 11/5 $260 $ 950 $15
19. Define each of the key terms in this chapter.
18. Compare and contrast the advantages of the average sales value method with those of the simplified method described in the chapter for measuring the effectiveness of beverage controls.
17. As compared with the cost percent methods, would you consider the standard cost method more useful or less useful for monitoring operations?Why?
16. Would you advise a bar manager who relied wholly on the monthly cost percent as a monitoring device to consider adopting a daily method?Why? What would be the advantages and disadvantages of the daily method, as compared with the monthly method?
15. The beverage manager of the Smart Hotel uses a single beverage cost percent for the entire month to monitor beverage operations. What are the disadvantages of relying exclusively on this figure as a means of monitoring operations?
14. Why is it necessary to take bar inventory differential into account when calculating the cost of beverages sold?
13. Most bar managers are interested in their monthly cost percents. Why?For what purpose are the figures used?

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Principles Of Food Beverage And Labor Cost Controls 9th Edition Paul R. Dittmer, J. Desmond Keefe III - Solutions

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