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FOOD AND BEVERAGES 1
Table of Contents1.0 Introduction...........................................................................................................................3
2.0 Systems, techniques, and methods of managing the diversity of international food and beverage industry.............................................................................................................................3
2.1 Discussion of the systems used while managing the diversity of an international food and beverage operation................................................................................................................3
2.2 Discussion of the techniques used while managing the diversity of an international food and beverage industry..................................................................................................................4
2.3 Discussion of the process used while managing the diversity of an international food and beverage industry..................................................................................................................4
2.4 Discussion of the method used while managing the diversity of an international food and beverage industry..................................................................................................................6
3.0 Planning, design and space allocations for storage, preparation, production and service of food and beverages in a hospitality context.....................................................................................6
3.1 Preparation........................................................................................................................6
3.2 Production.........................................................................................................................6
3.3 Service...............................................................................................................................7
3.4 Storage..............................................................................................................................7
4.0 The characteristics and procedures of international food and beverage operations in relation to size, type, markets, design, planning and organization..................................................8
4.1 Size and type.....................................................................................................................8
4.2 Organisation......................................................................................................................8
4.3 Planning............................................................................................................................8
4.4 Market design....................................................................................................................9
5.0 Concepts of quality management in food and beverage industry.........................................9
6.0 Impacts of cultural issues and diversity in food and beverage industry.............................10
6.1 Discussion of the cultural issues in food and beverage industry....................................10
FOOD AND BEVERAGES 2
6.2 Discussion of the method used while managing the diversity of an international food and beverage industry................................................................................................................10
7.0 Conclusion..........................................................................................................................11
FOOD AND BEVERAGES 3
1.0 Introduction
The becoming of the world as a global village has brought about new challenges in the
food and beverage. As envisaged by many writers as early an in late 1980s and early 1990s, there
is a notable increase in diversity in the workforce as a result of demographic changes in the
population. This increased diversity called for an effective human resource strategy to manage its
dynamics in the workplace. Accordingly, diversity management (DM), although a relatively new
management strategy was hailed as been the most appropriate. DM as a management strategy
was inspired by the earlier concepts of equal opportunities and affirmative actions. In this
background, this writing will explore the management dynamics that are involved in the food
and beverage industry.
2.0 Systems, techniques, and methods of managing the diversity of international food and
beverage industry
2.1 Discussion of the systems used while managing the diversity of an international food
and beverage operation
The growing demographic diversity in the workforce of food and beverage industry has
pushed the individual firms in the industry to turn to explicit policies to facilitate the recruitment,
inclusion, and retention of employee of diverse backgrounds. Diversity management is the latest
development in a series of strategies which have aimed at better representing the excluded
minority in the workplace (Wrench, 2007). Nonetheless, DM is characteristically different form
from the preceding employment equity approaches that are directed at under-represented
minority groups in a number of ways: whilst both equal opportunity (EO) and affirmative actions
(AA) are primarily legal driven, diversity management is driven by the business case. Secondly,
FOOD AND BEVERAGES 4
both EO and AA focus on underprivileged groups and the qualities that are shared by those
people, the key postulation of diversity management is that all individuals are unique. Thirdly,
DM has it rationale as primarily one of improving organizational competitiveness and efficiency,
driven by the purpose of the business and market advantage. Therefore, it accentuates the
necessity of recognizing cultural differences between groups of employees, making practical
allowances in the formulation of organizational policies.
2.2 Discussion of the techniques used while managing the diversity of an international
food and beverage industry.
The idea of diversity management strategy is to encourage an environment of cultural
diversity where the differences of the people are valued which enable them to work to their full
potential in richer, more creative and more productive work environment. The strength of
diversity management is its more positive approach as opposed to a negative approach of simply
avoiding contravention of anti-discrimination laws. Thus, on the basis of the aforementioned
strengths, diversity management strategy is seen as an inclusive policy that encompasses all the
interests of the employees, including those of the dominant group (Groschl & Doherty, 1999).
2.3 Discussion of the process used while managing the diversity of an international food
and beverage industry.
The effectiveness of diversity management approach stems from the fact that the top
management plays a leading role; it is a strategic element of business plan, it is linked to
managerial performance evaluations and rewards, it is long term and it is inclusive of all
employees as opposed to simply focusing on the excluded group. According to Kersten, an
American author, the core features that make diversity management distinctive compared to
FOOD AND BEVERAGES 5
previous systems, processes and techniques of managing diversity in the food and beverage
industry are: first, diversity management promotes a systematic transformation of the
organization as opposed to the unitary emphasize on recruitment that was characteristic of the
older techniques. A diversity audit is carried out on the culture of the company and its workforce
statistics, the results of the audit guides in the formulation of a diversity plan over several years
that encompasses the taskforces, broad training programmes that center on teambuilding,
collaboration and mentoring and sometimes hiring and promotion plans. In general, the intention
of these diversity efforts is to alter the organizational culture in such a way that it becomes
transparent, welcome and helpful for all people (Kersten, n.d.).
Secondly, diversity management differs from the other techniques and processes in its
rhetoric. Diversity management is offered as constructive and deliberate efforts on the part of the
organization as opposed to unconstructive and external authorization. The third difference is that
diversity efforts in food and beverage industry are warranted by economic and not legal urgings.
That is, diversity management is not viewed as goal in and of itself, to be vindicated through
some appeal to romantic ideas of justice, parity and fairness. Rather, it is viewed as an
instrument goal planned to improve the overall efficiency of the business.
Lastly, diversity management approach use the comprehensive characterization of
diversity in which all and any differences are considered as part of the diversity project. Kersten
quotes from the Ford Motors Company: “diversity in the workplace includes all the differences
that characterize each of us as exceptional individual, the disparities such as culture, ethnicity,
race, gender education among others are some of the distinctions we bring to our place of work.
By comprehending, respecting and valuing these differences we capitalize of the benefits they
FOOD AND BEVERAGES 6
bring to the company (Kersten, n.d.).” This is contrary to other systems that focus only on one
difference such as sex.
2.4 Discussion of the method used while managing the diversity of an international food
and beverage industry.
Training will be a vital element to making sure of supervising the cultural diversity.
Training programs can be including learning of the backgrounds of international workforce,
teamwork and communicating in order to improve workforce abilities in co-operation and
acclimatize into working environment. Moreover, the employees would be informed on the
cultural uniqueness of their fellow employees as that would ensure that the optimal utilization of
the cultural diversity to the benefit of the industry.
3.0 Planning, design and space allocations for storage, preparation, production and service
of food and beverages in a hospitality context
3.1 Preparation
The most important point to consider when designing a food and or beverage facility is
that customers do not just go there to eat. They also go there to socialize, celebrate, to conduct
business, romance and even to give the primary preparer of meal a break. Interior design is core
to the success of any food and beverage facility whether it is the simple neighborhood restaurant
or it is the most prestigious and celebrated gourmet facility.
3.2 Production
The importance of the restaurant is almost as compelling an element as the menu, food,
wine and the staff in the determination of the success of the facility. In order for the design of the
food and beverage industry to be effective, it must strike an almost impossible balance between
three competing agendas: that of the guest-who must feel welcome, aroused and transported,
FOOD AND BEVERAGES 7
that of the staff- which must be in positions to complete their tasks in a smooth, stress-free flow
that allows for utmost hospitality and that of the owner of the restaurant must maintain the proper
ratio of selling area to manufacturing space to ensure optimal profits (Piotrowski & Rogers,
2007).
3.3 Service
The principles of design, planning and space allocation for the storage, preparation and
production and services of food and beverages in hospitality industry must be applied in such a
way that the guests are satisfied and encourages them to come back again. Food and service style
will be impacted by the location of the facility. For instance, restaurants in the business district
and in shopping areas of urban places will have their business generated during lunch hours. The
resolution as which food and beverage production method to use in particular catering process is
taken at the preliminary planning stage. This arises from the fact that the initial planning of a
food service facility is central to the long term success of the operation and one must be afforded
time, finance and commitment to reach the set targets (Davis, Lockwood, & Stone, 1998).
3.4 Storage
Storage is an action characteristically performed in concurrence with receiving of customers.
As soon as the receivers examine incoming merchandise, they ensure that it is put in the proper
storage facility. The primary aim of storage is to ensure that there is no lose of merchandize
either through pilferage and spoilage. A majority of firms in the hospitality industry have a
storage managers would is tasked with the storage duty such as sending the merchandize to the
necessary departments.
FOOD AND BEVERAGES 8
4.0 The characteristics and procedures of international food and beverage operations in
relation to size, type, markets, design, planning and organization
4.1 Size and type
Hotels in the food and beverage industry are measured physically in terms of units, rooms
and bed space. This method is most appropriate whenever there is need to measure the size hotel
sector in the international hospitality industry. Nonetheless, the measure does not provide a clear
indication of the capacity of the industry as it does not include the number of persons that can be
accommodated by hotels at any one given time. The food and beverage industry dominates the
global business with more been opened each day, the type of firms in food and beverage industry
ranges from the simple neighborhood restaurant to the most exquisite gourmet facility. In the
market organization front, the industry is segmented according to the behavior of the clients.
4.2 Organisation
This form of market organization appreciates the fact that customers not only buy the
tangible good but also the intangible. For instance, the client buys the product and what value is
the product to the customer. This plays a critical role in food and beverage industry by
segmenting its market in terms of the behavior of the clients. For example, there are some firms
in the industry that are dedicated to serving the upper echelon of the society where the price
charged on their services is not reflective of the food and drinks consumed by of the services
offered (Davis, Lockwood, & Stone, 1998).
4.3 Planning
Operational management focuses on the careful management of the processes to produce
and distribute products and service. The processes include product creation, development,
FOOD AND BEVERAGES 9
production and distribution. The main focus of this form of management is on efficiency and
effectiveness of the processes. As a result, operational management often includes considerable
measurement and analysis of the internal processes (McNamara, n.d.). Ultimately, the nature of
how operational management is carried out is dependent of the nature of goods and services that
the organization deals with. In the food and beverages industry, operational management helps
the management of the individual firms in the industry to formulate products that have a
relationship with their target consumers, for instance if their target clients are the rich, the
products and services offered must in tandem with their attitude and behavior. Secondly,
operational management become useful in food production, for example in the planning of
menus, developing and applying operational control procedures and ensuring that the services
offered by the firm meets and surpasses the expectations of the clients in order to maintain them
and to attract more.
4.4 Market design
The market design in the hospitality industry is aimed at ensuring that ensuring the
expectations of the customers are met. For instance, those are environmentally conscious they
expected a green design of the restaurants. Additionally, the market design of the hospitality
industry is not uniform as each targets different customer.
5.0 Concepts of quality management in food and beverage industry
Quality management is considered to have four main components: quality planning,
quality control, quality assurance and quality improvement (Rose, 2005). To ensure that there is
quality management in any organization a quality management plan must be implemented. The
quality management plan includes four elements: quality policy, which expresses the intended
FOOD AND BEVERAGES 10
direction of a performing organization with regard to quality, for instance a restaurant can
commit to offer deluxe services at a profit if they can or at a loss if they must. Secondly, who is
in charge? The most guaranteed way to failure is by having a vague collection of participants
where everyone is in charge and no one is in charge. In the food and beverage industry it is
common for any restaurant to have a maître d'hôtel or the head waiter who oversees the smooth
running of the hotel. Thirdly, where are we going? Which sets out the goals and objectives of the
industry and lastly, how are we going there? This defines the processes, resources and standards
to be adopted.
6.0 Impacts of cultural issues and diversity in food and beverage industry
6.1 Discussion of the cultural issues in food and beverage industry
In a study published by the international journal of contemporary hospitality
management, it was found out that some of the hotels applied the equality opportunity strategy
rather than the diversity management. For example, it was found out that the few EO/DM policy
documents which were availed during the interview only contained short statement concerning
harassment, substance abuse and no-discrimination. It was found out than none of the hotels
emphasized ethnic minorities in their policies. There was diverse workforce in the hotels
although it was found out that the ethnic minorities were not given the front office jobs but were
given the junior back office jobs.
6.2 Discussion of the method used while managing the diversity of an international food
and beverage industry.
The cultural issues in the food and beverage industry come into focus where the ethnic
minorities are considered for their identity and not talent. Moreover, it was found out that the
FOOD AND BEVERAGES 11
local employees might be unaware of how to deal with people with different cultures, beliefs and
abilities. This always made those employees in the food and beverage industry from the minority
cultures to often feel exposed by unfamiliar situations. To create a more culturally enriched
environment that is requisite for the success of the food and beverage industry, there is need to
have a diversity training of the employees to break down their cultural ignorance. This
understanding of different culture would allow the food and beverage industry to exploit the full
benefits of cultural diversity (Rodgers, 2008).
7.0 Conclusion
In conclusion, to ensure the success of the food and beverage industry there is need for
adoption of the Diversity Management (DM) strategy to augment Equality Opportunity (EO) and
Affirmative Actions (AA) strategies. Also, the industry players should apply the principles of
planning, design and space allocation inline with their operational management policies to
improve the quality of their management. Moreover, effective operational control mechanism
should be adopted to ensure that the goals and objective of different firms in the industry are met.
All the aforementioned policies can be achieved if the industry employs problem identification
and solving technique such as introspection, experiment and behaviorism to facilitate competent
and effective decision making that is so central to the success of the industry.
FOOD AND BEVERAGES 12
References
Davis, B., Lockwood, A., & Stone, S. (1998). Food and beverage management (3, illustrated,
reprint ed.). Oxford: Butterworth-Heinemann.
Food and beverage management. (2004). location Oxford: Butterworth-Heinemann.
Groschl, S., & Doherty, L. (1999). Diversity Management in Practise. Intenational Journal of
Contemporary Hospitality Management , 11 (6), 262-268.
Kersten, A. (n.d.). Diversity Management :Dialogue, Dialectics and Diversions. Retrieved
March 25, 2011, from http://docs.google.com/viewer?
a=v&q=cache:96MGA61_2TMJ:mysite.verizon.net/vzeobjce/sitebuildercontent/
sitebuilderfiles/
diversityjocm.pdf+diversity+management+kersten&hl=en&gl=ke&pid=bl&srcid=ADGE
ESgWbE0XuJ-uHisyoRTp_u0BWByw4Tn-4Q194RmDFZ5MIBtM6YDA42ZAhOYn
McNamara, C. (n.d.). Operations Management. Retrieved March 25, 2011, from
http://managementhelp.org/ops_mgnt/ops_mgnt.htm
Piotrowski, C. M., & Rogers, E. A. (2007). Designing commercial interiors (2, illustrated ed.).
Hoboken: John Wiley and Sons.
Rodgers, S. (2008). Technological Innovations Supporting Different food production
Philosophies in the food service sector. International Journal of Contemporary
Hospitality Management , vol. 20 (no. 1), 19-34.
Rose, K. (2005). Project quality management: why, what and how. Fort Lauderdale: J. Ross
Publishing.
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Wrench, J. (2007). Diversity management and discrimination: immigrants and ethnic minorities
in the EU (reprint ed.). Farnham: Ashgate Publishing, Ltd.