Hospitality: Management and Beverage Operation
1、From a food and beverage manager’s perspective – Why is managing the diversity of an international food and beverage operation so important? Discuss this by using a system, or process, or method and/ or technique
In the hospitality industry, managing the diversity of international food and beverage operation which is important from a food and beverage manager’s perspective can improve the quality of the hospitality services, reduce high turnover in hospitality management and make more profit from the food and beverage operation. Hospitality workforce is consisted of diverse population and visible and non-visible differences which are included gender, age, background, culture, religion, race, disability, personality, and work style. According to this, the establishment of processing food and beverage operations is able to effectively manage people who work in hospitality workplace. And also, the hospitality education and training can provide hospitality worker an opportunity that improve themselves and understand the diverse workforce.
Jones (as cited in Igram, 1999) indicated that “operations concern the way that organizations deliver their product/ service to the consumer” (p. 142). This is the key of concerning for the effective practice hospitality. Johnston (as cited in Igram, 1999) indicated that the operations could be divided into three activities; customer processing operations, information processing operations and product processing operations. As manager must understand these three activities which reflect employees how they plan and control the processing operation. Thus, effective hospitality operations must incorporate planning with technology and people management. Furthermore, Mullins (as cited in Igram, 1999) pointed that hospitality operations are heterogeneous group, but they share a number of common characteristics. For example, there are a wide range of skilled staff required, but there are also high numbers unskilled staff needed;
In the hospitality industry, managing the diversity of international food and beverage operation which is important from a food and beverage manager’s perspective can improve the quality of the hospitality services, reduce high turnover in hospitality management and make more profit from the food and beverage operation. Hospitality workforce is consisted of diverse population and visible and non-visible differences which are included gender, age, background, culture, religion, race, disability, personality, and work style. According to this, the establishment of processing food and beverage operations is able to effectively manage people who work in hospitality workplace. And also, the hospitality education and training can provide hospitality worker an opportunity that improve themselves and understand the diverse workforce.
Jones (as cited in Igram, 1999) indicated that “operations concern the way that organizations deliver their product/ service to the consumer” (p. 142). This is the key of concerning for the effective practice hospitality. Johnston (as cited in Igram, 1999) indicated that the operations could be divided into three activities; customer processing operations, information processing operations and product processing operations. As manager must understand these three activities which reflect employees how they plan and control the processing operation. Thus, effective hospitality operations must incorporate planning with technology and people management. Furthermore, Mullins (as cited in Igram, 1999) pointed that hospitality operations are heterogeneous group, but they share a number of common characteristics. For example, there are a wide range of skilled staff required, but there are also high numbers unskilled staff needed;
References: list Ingram, H. (1999). Hospitality: a framework for a millennial review. International Journal of Contemporary Hospitality Management, 11(4), 140-147. Ninemeier, D. J. (2010) Management of Food and Beverage Operations (2nd ed.). American: American Hotel & Lodging Educational Foundation. Robinson, R. S. (2007). Plain Fare to Fusion: Ethnic Impacts on the Process of Maturity in Brisbane 's Restaurant Sector. Journal of Hospitality & Tourism Management, 14(1), 70-84. Rogers, S. (2005). Applied research and educational needs in food service management. International Journal of contemporary Hospitality Management, 17(4), 302-314.