home Converter Organizational structure of food service management. Characteristics and organization of work of a public catering enterprise

Organizational structure of food service management. Characteristics and organization of work of a public catering enterprise

The enterprise (canteen, restaurant, cafe) is the main link in the public catering system. The structure of the enterprise management apparatus is determined taking into account its type, capacity, and features of work.

The company is managed by a director and his deputy. Responsibility for the work of individual sections of the enterprise can be delimited between them.

A responsible role in the management of the enterprise belongs to the head of production, who is responsible for the work of all production departments and manages them through the heads of departments. With a non-shop structure of production, he manages individual sections through foremen.

Employees of the trading part of the enterprise report to the head waiter (in restaurants) or the hall administrator (in canteens).

The rights and obligations of employees of the enterprise are determined by special instructions and internal regulations.

The director is responsible for the organization and results of all trade and production activities of the enterprise: the implementation of the established plan for turnover and profit; customer service culture; product quality; the state of accounting and control, the safety of material assets; compliance with labor laws, orders and instructions of higher organizations. The director is personally responsible for the selection and placement of personnel.

In this regard, the director has the right to dispose of material and monetary resources, acquire property and inventory, conclude contracts and agreements, relocate, dismiss (in accordance with labor legislation), encourage employees, and impose disciplinary sanctions.

Directors of enterprises operating under the new system of planning and economic incentives are given the right, together with the team, to develop planned indicators, with the exception of those approved by a higher organization; together with the trade union organization, to determine the direction of spending the funds of the fund for material incentives for workers, the fund for social and cultural events and for the development of the material and technical base.

The director must ensure the fulfillment of planned targets; organize a clear, systematic supply of the enterprise with raw materials, products, semi-finished products, items of material and technical equipment; create the necessary conditions for the preservation of inventory items; control the work of all sections of the enterprise, compliance with the rules of Soviet trade, sanitation and hygiene, and safety; to implement a strict regime of economy on the basis of the introduction of cost accounting and the scientific organization of labor; ensure that all employees strictly follow the internal regulations; to organize political and educational work in the collective and socialist emulation.

The director and his deputy must clearly define which of them is in charge of production, the trading part of the enterprise, the planning department, the personnel department, etc.

The deputy director has the same rights as the head of the enterprise, and bears the same responsibility for resolving those issues and for those areas of production that are entrusted to him by the director.

The production manager is responsible for the implementation of planned production targets. He must ensure the rational use of raw materials and organize the culinary processing of products in accordance with the rules of cooking technology, achieving the release of high quality products; daily draw up a menu taking into account the available products and the assortment minimum and carry out the grading of dishes; study the demand of visitors; draw up work schedules and placement of employees; ensure compliance with the rules of sanitation and hygiene, labor protection and safety at work; timely submit to the accounting department reports on the use of inventory items.

The head of production is given the right to demand from workers strict adherence to the rules of food preparation technology and sanitary rules; arrange workers in accordance with the requirements of production and their qualifications; if necessary, move workers within production; cancel the wrong orders of the heads of workshops and foremen.

The rights and obligations of the heads of workshops within the areas of production entrusted to them are similar to the rights and obligations of the head of production.

The head waiter is obliged to directly supervise all the work of the waiters; monitor their compliance with the rules of customer service, internal regulations, personal hygiene, wearing uniforms; establish, together with service workers, the procedure for receiving, exchanging and handing over dishes and other serving items by waiters; ensure timely preparation of the trading floor for the opening of the restaurant.

During the day, the head waiter should be born in the hall, monitor the maintenance of cleanliness and order and the correct table setting; before opening the restaurant, instruct waiters on the order of work on a given day, check their readiness for service, familiarize them with the menu and price list; meet visitors and help them in choosing places, entrusting further service to the waiters. At the end of the working day, the head waiter is obliged to monitor the cleaning of the hall, the delivery by the waiters to the cash desk of advance amounts or earnings for the day, the delivery of dishes, cutlery, linen, received reports to the service, write down in a special journal-diary assignments that need to be performed by the next shift.

The head waiters of the restaurant must have a log of forgotten things. Waiters, cloakroom attendants and toilet attendants are required to immediately hand over forgotten things to the head waiter, and the head waiter must write them down in a journal and report to the director.

The head waiter organizes the work of waiters, forming teams of them and appointing foremen; draws up a schedule for the exit of waiters, other employees of the trading floor to work and monitors its implementation; distributes waiters to separate sections of the hall and assigns a certain number of tables to serve them; provides a clear connection between production and the trading floor; monitors the correctness of the release of ready-made dishes and their design; issues account forms to waiters, writes down their numbers, checks at the end of the working day the register compiled by the waiter, which indicates the numbers and amounts of accounts, and endorses this register for transfer to the cashier.

The head waiter has the right, in case of violation of the service rules by the waiters, not to allow them to work or to remove them from it, informing the restaurant management about this; in case of incorrect dispensing or preparation of the finished dish, return it to production, demand a replacement also if the visitor did not like the ordered dish, garnish or sauce; allocate qualified waiters for individual and team training of students and monitor the implementation of the curriculum; take a direct part in the selection of waiters, determining, together with other members of the commission, their qualifications and giving an opinion on their suitability for work at a given enterprise; make proposals to increase the rank of waiters and provide employees with another vacation.

As noted earlier, high demands are placed on the waiter of a modern restaurant. In his work, he must be guided by a consciousness of social duty, a conscientious attitude to work, a sense of comradely help and mutual assistance.

The waiter must be fluent in the methodology of work and service techniques, know the rules of etiquette and rules

behavior at the table; to show tact and courtesy in the process of service; have an impeccable appearance (neat, carefully fitted uniform, neat hairstyle, etc.) (For more information about the requirements for a waiter, see Chapter 1), know the characteristics of dishes, snacks, cold and hot drinks, wine and vodka products, name and purpose of cupronickel, porcelain, glassware, cutlery, linen; assist the visitor in choosing food and drinks; quickly and accurately count in the mind, accurately write out an invoice.

For all public catering enterprises - canteens, restaurants, cafes, snack bars, etc. - internal labor regulations have been established that determine the procedure for hiring and dismissing workers and employees, the working day, the norms of behavior for workers, the rights and obligations of the administration and workers of various specialties, measures incentives and the procedure for imposing disciplinary sanctions. All employees of the enterprise must strictly observe the rules of internal labor regulations. This contributes to the strengthening of discipline, rational organization and increase in labor productivity, the fulfillment of planned indicators of the enterprise and the improvement of customer service. In accordance with the internal labor regulations, waiters are required to:

arrive at work on time and comply with the established working hours;

follow the orders of the head waiter and foreman, strictly observe labor discipline;

accurately comply with the requirements of labor protection, safety, sanitation and personal hygiene;

save electricity, fuel;

take care of equipment, inventory, property and other material values. The waiter is obliged to demand damages from visitors if they break any of the porcelain or glassware, burnt the tablecloth, etc., and issue them a cash receipt.

What a waiter should not do:

leave the hall for a long time without warning the head waiter or foreman;

sit down at the customer's table, take refreshments from him;

sit in the hall;

Eating;

gather in groups;

lean against the wall or lean on chairs (when taking an order);

To talk loudly;

to serve visitors who came in a state of intoxication;

violate the norms for the sale of strong alcoholic beverages;

serve visitors with children after 18:00;

accept pre-orders for servicing various events without the permission of the head waiter;

put without the permission of the maitre d' announcements that "the table is booked."

The doorman-cloakroom attendant is directly subordinate to the head waiter of the trading floor and carries out all his instructions. He is obliged:

1. Before starting work:

a) put in excellent sanitary condition the entrance staircase of the restaurant, doors, glass and copper parts of the doors, signs, announcements, lobby, wardrobe, lobby and wardrobe furniture and keep them in proper order during the working day;

b) clean up in a dressing gown.

At the end of the cleaning, before opening the hall, put on a special uniform (white shirt with a clean collar, black tie, polished shoes, uniform - for the season for the doorman (uniform cap, white gloves).

During work - help visitors at the entrance and exit (open and close doors), be polite and attentive.

When meeting guests, the doorman greets them (“Good afternoon”, “Good evening”, “Welcome”, etc.), and when leaving, thanks for visiting and says goodbye.

2. Constantly be at the workplace (leaving only with the permission of the head waiter).

3. Allow visitors to the restaurant only in agreement with the head waiter.

4. In case of absence of places, hang out the board “No places”.

5. Immediately transfer forgotten things to the head waiter, which the head waiter registers in the log of forgotten things.

6. At the end of the working day, put the workplace in proper order.

It is forbidden for a doorman-cloakroom attendant to eat, smoke, and engage in extraneous conversations with visitors at his workplace.

The toilet is directly subordinate to the head waiter of the trading floor and fulfills all his instructions. He is obliged:

1. Before starting work:

make a thorough cleaning of the toilet room and cabins;

provide cabins with toilet paper, washbasins with soap, towels and individual napkins.

2. Cleaning should be done in a bathrobe.

At the end of the cleaning, before opening the trading floor, put on a special uniform (white shirt with a clean collar, black tie, polished shoes, uniform - according to the season).

3. During work:

maintain proper sanitary condition of toilet rooms;

constantly be at the workplace (leaving only with the permission of the head waiter).

At the workplace, the toilet is forbidden to eat and engage in extraneous conversations with visitors.

At the end of the work, he is obliged to put the workplace in proper order.

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Introduction

Public catering is one of the most important areas of human economic activity. This industry, on the one hand, helps to reduce the time spent by households on cooking, more rational use of food products and provides the population with a balanced diet, on the other hand, visiting catering establishments is one of the forms of organizing leisure time for citizens and, thereby, contributes to improving the quality their lives. Providing balanced and rational nutrition for children at the place of study and adults at their place of work is a necessary factor for the reproduction of a healthy population.

Public catering is characterized by a variety of types and classes of enterprises, the main purpose of which is to satisfy the diverse needs of the population. The goals of public catering enterprises vary depending on the type of enterprise and the contingent served: some are designed to satisfy both physiological and cultural needs for food and organized recreation, others only for food.

The need to create an effective system for managing the development of the catering sector makes the issues of theory and methodology especially important, taking into account its features and the specifics of the services provided. Today, approaches to managing the development of the catering sector, principles and methods of planning and regulating the market and economic activities of its enterprises from the standpoint of the operation of the laws of the modern economy and the requirements of business practice are needed that are adequate to the prevailing conditions. Scientific support for solving these problems will contribute to the creation of an efficiently functioning catering sector, on which, first of all, its successful development depends on increased competition and increased requirements for the quality of services provided by consumers. Otteva I.V. Economic essence of public catering services and their classification / I.V. Otteva // Macroeconomic problems of modern society (federal and regional aspects): VII International scientific and practical conference: collection of articles. - Penza: RIO PGSHA, 2008. - S. 110-113.

At the same time, many issues of the effective functioning of the public catering sector, improvement of the management mechanism, use of modern forms and methods of management and marketing have not been studied in depth. This predetermined the purpose, tasks and directions of the research.

The purpose of the thesis is to develop measures to improve the efficiency of catering management.

Research objectives: to consider the theoretical foundations of the management of public catering enterprises; to analyze the organization and management of a public catering enterprise on the example of LLC "-" in Moscow; develop recommendations for improving management at a public catering enterprise.

The object of the study is a restaurant in Moscow - OOO "-".

The subject of the study is the organization of management at a public catering enterprise in modern conditions.

In modern economic literature, the problems of managing the development of the public catering sector are given some attention by both domestic and foreign scientists. A significant contribution to the development of the problem was made by the works of Abalkin L., Bagiev G., Bogdanov I., Bogachev V., Berezhnaya N., Gerchikova I., Kabakov V., Lapshin V., Martynov V., Milner V., Prigozhin A. , Tomilova V., Kirana U., Kotler F., Meskon M., Enerton-Thomas K., Walker J. and a number of other authors.

1. Theoretical foundations of the management of public catering enterprises

1.1 Analysis of the state and development trends of the public catering sector

The sphere of public catering plays an ever-increasing role in the life of modern society and every person. This is ensured, first of all, by the change in food processing technologies, the development of communications, the means of delivering products and raw materials, and the intensification of many production processes. Public catering is one of the most important socio-economic components of the level of development of society.

In the public catering system, market relations have received the greatest development and contribute to the formation of an effective mechanism for meeting the needs of the population in services for organizing out-of-home catering and leisure.

In the conditions of the pre-reform period of economic development, public catering was considered as an industry whose main goal was to meet the needs of the population in catering services.

A certain specificity of the Soviet public catering system was the simultaneous mass service of the population both in public catering establishments and at industrial enterprises.

At present, the mission of public catering enterprises is to meet the personalized needs of the population not only in catering services, but also in organizing leisure and recreation for the population. Lesnik A.L., Smirnova M.N., Zabaev Yu.V. Management of food and beverage service in the hotel business, IPF "Thaler", 2001.

The content of the functions performed by public catering is changing. Along with the production, trade and catering functions, it is necessary to single out such a public catering function as “organization of leisure and social events for the population”, since the efficiency and competitiveness of enterprises directly depends on the performance of this function. Kucher L.S., Shkuratova L.M., Efimov S.L., Golubeva T.I. Restaurant business in Russia. Success technology. -M.: RConsult, 2002.

The term "public catering" can be defined as "a branch of the national economy, a specific type of economic activity to meet the needs of the population in the field of out-of-home catering and leisure activities through the production, sale and organization of consumption of own production and purchased goods, the provision of various services to the population in order to make a profit ". Fadeeva Z.O. Public catering in a market economy // Collection of materials of the scientific-practical conference "Modern trends in the development of public catering and service." Yekaterinburg. USUE Publishing House, 2007

Public catering services occupy an increasing share in the activities of enterprises. The allocation of catering services is due to their importance in the modern life of consumers. In addition to catering, sales of products, an increasing share in the structure of functions is occupied by a variety of services that are fundamental when the population chooses catering establishments. Kalashnikova S.A. Technology for self-assessment of the quality of services at public catering enterprises // Russian Entrepreneurship, November 2007, issue 1

The essence of the public catering service, in our opinion, should be understood as “a set of actions and / or the result of the activities of enterprises and citizens of entrepreneurs, related or not related to public catering products, aimed at meeting the needs of the population in food and leisure activities and being the object of sale ".

The system of public catering services in Russia has changed depending on the reforms carried out in the economy and politics of the country. Before the revolution, the country's economy as a whole was dominated by market forms of management, public catering was poorly developed and was provided mainly for the urban population. In 1917, the Decree of the Council of People's Commissars gave local governments the right to transform existing restaurants and taverns into public canteens, which operated under their control. This period is considered the basis for the formation of the public catering industry, which existed during the time of the administrative-command management system for 70 years and remained unchanged, planned, distributed, managed by the state and controlled by it. In the early 90s. of the last century, during the transition to market relations, a reorganization of public catering enterprises was carried out. In 1992, their mass privatization began, which led to a reduction in the share of public catering in the total retail turnover. At present, the predominant share in the number of public catering enterprises is small enterprises (more than 75%), but at the same time, the turnover of large enterprises is almost 2 times higher than the turnover of small ones. Otteva I.V. Methodology for assessing the quality of public catering services / I.V. Otteva // Management in social and economic systems: VI International scientific and practical conference: collection of articles. - Penza: RIO PGSHA, 2008. - S. 111-114.

Based on a comprehensive analysis of the conditions and factors for the development of cities in the context of the formation of Russian statehood, as well as the identified trends in the transformation of their economic structure, seven stages of the evolution of public catering enterprises in Russia can be identified and revealed (Table 1.1).

Table 1.1 - Evolution of catering establishments in Russia Fadeeva Z.O. The main trends in the development of the public catering market at the present stage / / Competitiveness of territories and enterprises of changing Russia: Proceedings. 10 All-Russian Forum pier. uch. and students. Yekaterinburg. USUE Publishing House, 2007

	Type of catering establishment	Services	The main factors of the emergence and development of the enterprise
Ancient Russia of the 17th century.			The concentration of public life in public catering establishments as centers of political life. The growing importance of the entertainment function of catering
		Production, sale and organization of consumption of alcoholic beverages, organization of leisure
	Tavern	Half beer and kvass
Early 18th-mid 19th century		Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure	Europeanization of the country, Peter's reforms, development of road transport, trade
	Gerberga	Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure, organization of accommodation
Mid 19th century - 1917	Restaurant, coffee house, cafe	Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure	The development of industry, the impact of scientific and technological progress, the industrialization of the economy. Formation of the middle class.
	Canteen, kitchen	Production, sale and organization of consumption of culinary products
	Hotel	Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of accommodation
	Working canteen, factory-kitchen, tearoom, food factory	Production, sale and organization of consumption of culinary products	Administrative-command system of national economy management, development of virgin lands
		Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure	Transition from an administrative-command system to a market economy, development of cooperation, private property
	Dining room	Production, sale and organization of consumption of culinary products
	Restaurant, bar, cafe, snack bar	Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure	Price liberalization, commercialization and corporatization of state-owned enterprises, "shock therapy"
	Dining room	Production, sale and organization of consumption of culinary products
1999-present	Restaurant, Bar, Cafe, Coffee Shop, Snack Bar, Quick Service, Catering	Production, sale and organization of consumption of culinary products and alcoholic beverages, organization of leisure	Development of a market economy, competition, diversification, industrialization of the industry, intensive development of trade and public catering, the emergence of networks
	Dining room	Production, sale and organization of consumption of culinary products

When analyzing the development of public catering in a historical context, a growing diversification of the forms of this type of activity was revealed. As a result of socio-economic transformations, new types of catering establishments are emerging, while others disappear.

Currently, the main feature of the classification of public catering enterprises is the type of enterprise. In accordance with GOST R 50762-95 “Public catering. Classification of enterprises” GOST R 50762-95 “Public catering. Classification of enterprises. The main types of catering establishments are: restaurant, bar, cafe, snack bar, canteen.

The offer in the catering services market is formed by enterprises that, in accordance with GOST R 50762-95, enacted by the Decree of the State Standard of Russia dated 05.04.95. No. 198, differ in type, purpose, range, forms of service, range of services provided. Conventionally, they can be combined into three groups that differ in the characteristic features of the service, the range of products sold and the range of services provided: open, conditionally closed and closed. In table. 1.2 the features of each group of public catering enterprises are considered: changing the types of public catering enterprises and the services they provide; servicing certain groups of consumers, as well as the specifics in the organization and management of these enterprises.

Table 1.2 - Characteristics of catering establishments depending on the group to which they belong

Group of enterprises
open	Conditionally closed	Closed
Providing a full range of services	Provision of basic and limited number of additional services	Provision of basic services
Organization and management
Market methods of regulation, state regulation is limited to the issuance of permits and licenses, consumer protection, etc.	Combination of market methods with directive regulation by higher organizations, state, municipal and local authorities and administration	Full control by state authorities in the development of diets, price regulation and organization of the food process
Range of products and services
A wide range of own and purchased products, types of cuisines and forms of customer service	A narrow range of products, standard cuisine, a minimum set of additional services	Development of diets based on science, no additional and related services
Main consumer groups
All consumer groups	The population of the city, students and teaching staff, workers and employees of enterprises, passengers	Government employees, children, the sick, prisoners
Enterprise types
Restaurants, cafes, bars, snack bars, canteens, culinary shops, summer cafes with a predominance of small businesses	Canteens and cafes with a predominance of private large and medium-sized organizations, a small number of state	Canteens, mainly state-owned enterprises, a small number of private enterprises (private schools, kindergartens, hospitals, etc.)

As a result of market transformations in the Russian economy, new types of public catering enterprises have been developed that are adequate to the market economy, which are not reflected in regulatory documents. Nikolaeva T.I., Fadeeva Z.O. Formation of public catering services in the conditions of market economy development// Bulletin of the South Ural State University. Series "Economics and Management". - 2007. - Issue 4. - 27(99

In this regard, a classification of types of enterprises can be proposed, which allows grouping public catering enterprises according to the volume and nature of the services provided (table 1.3).

Table 1.3 - Classification of types of catering establishments Fadeeva Z.O. Services of public catering enterprises// Competitiveness of territories and enterprises in an interdependent world: Tez. 9 All-Russian Forum mol. uch. and students. Yekaterinburg. Publishing House USUE, 2006.

Enterprise type	Classification sign
Restaurant		Fish, beer, national, foreign cuisine, coffee house
	Location	At the hotel, railway station, dining car
	The range of products sold and the method of preparation	Beer, grill bar, dairy, cocktail bar
	Specificity of customer service	Video bar, sports bar
	The range of products sold	General type, ice cream parlor, patisserie
	Consumer contingent	Children, family, youth
Fast Service Enterprise	The range of products sold	General type, specialized
	Mobility	Stationary, mobile (kiosks), food courts
Field Service Enterprise	The range of products sold	Delivery of meals, meals
		Service for various events
diner	The range of products sold	General type
		Specialized: dumplings, pancake, pie, tea, coffee house
Dining room	The range of products sold	General type, dietary
	Served contingent	Work, school, student
	Location	Public, at the place of work, study

The proposed classification of public catering enterprises by type of enterprise takes into account the peculiarities of doing business in this area and determines the place of new types of enterprises in the public catering system.

At present, the sphere of public catering in our country is a large organizational and economic system. Its further development is an important social task, the solution of which is connected with the satisfaction of the vital needs of the population.

The Russian public catering market is characterized by stable growth, the average rate of which is about 25% annually. The largest share of the domestic market falls on the Moscow region and accounts for about 20% of the turnover of all catering enterprises in Russia.

The turnover of the public catering market in Moscow is 9215 million rubles per month. (Fig. 1.1). It can also be noted that in 2009, compared to 2008, there was an increase in turnover in the public catering market.

Figure 1.1 - Dynamics of public catering turnover in Moscow (million rubles per month) Official server of the government of Moscow.

On fig. 1.2 shows the structure of the turnover of large and medium-sized public catering enterprises in Moscow (by administrative districts). For the 1st half of 2009 it amounted to 39293.8 million rubles.

In recent years, there have been noticeable changes in the system of organization and operation of public catering enterprises: the performance of public catering enterprises has stabilized, the range of products and services provided has expanded, and the organization of customer service has improved. According to the Federal State Statistics Service of the Russian Federation, the turnover of public catering in 2008 increased by 12.7% compared to 2007 and amounted to 725.2 billion rubles, the average annual number of employees in public catering enterprises in 2008 was 260, 8 thousand people. In 2008, small enterprises and individual entrepreneurs provided 65% of the public catering turnover.

Figure 1.2 - The structure of the turnover of large and medium-sized public catering enterprises in Moscow (by administrative districts).

One of the key trends of recent years has been the attraction of fairly large investments in the development of a network of public catering enterprises. The volume of investments in fixed assets in 2008 amounted to 3228.4 million rubles, which is 4.5 times more than five years ago Russian Statistical Yearbook: Stat. Sat / Goskomstat of Russia. - 2009. .

The active development of public catering enterprises in the country (before the financial crisis) was influenced by the following factors: growing prosperity, increased business activity, an increasingly accelerating pace of life, a change in the mentality of Russians with a focus on Western consumer societies, the need for more economical use of working time. According to the Federal State Statistics Service of the Russian Federation, in the general structure of expenditures of the population of Russia, "expenses for eating out" in 2008 amounted to 4.1%, which is twice as much as in 2003. Official Website of the Federal State Statistics Service.

Against the background of a certain improvement in the activities of public catering enterprises, it must be noted that despite the modernization of technological equipment, the use of new types of raw materials of a high degree of readiness, the improvement of management systems, most of the public catering enterprises continue to work in the "old" way, namely, there is a limitation and uniformity in the choice of dishes and the services offered, the problems of recruitment and personnel management, the problems associated with theoretical and methodological support in the field of quality management of services at public catering enterprises have not been resolved. Rozhdestvenskaya L.N. Public catering market: demand formation and enterprise performance management. - Novosibirsk, 2002.

The financial crisis, fierce competition, a decrease in the purchasing power of the population and other factors - all this led to the need to attract consumers to catering enterprises not only by offering the necessary products, but also by offering quality services that can increase the competitiveness of catering enterprises. Kalashnikova S.A. Assessment of the quality of services at public catering establishments in the sanatorium-resort sector // Problems of sustainable development of regions of recreational specialization. Materials of the scientific-practical conference. - Sochi: RIO SNITS RAS, 2008.

The sphere of public catering includes all organizational forms of nutrition, the main task of which is to restore and maintain people's health at the proper level. The main purpose of public catering as an industry is to provide services to the population in catering at the place of work, study and other out-of-home conditions. According to a number of foreign scientists, the goal of public catering is the most complete satisfaction of the needs of the population in nutrition outside the home by improving the production and organization of consumption of culinary products on a scientific and technical basis in order to achieve a qualitatively new level of people's well-being. Magomedov A.G., Gapparova A.M. Development of service in the public catering system // Collection of abstracts of the XXVI final scientific and technical conference of teachers, staff, graduate students and students of DSTU April 21-23, 2005. - Makhachkala: DSTU, 2005

The structure of public catering enterprises is represented by the following varieties:

gastronomic restaurants;

Corporate catering;

Fast service;

social nutrition.

At the same time, there is another classification of types of public catering, which is determined by the functional affiliation of enterprises. So, food in airplanes, trains, sea and road transport is allocated to a completely independent group. At the same time, catering in hotels is an activity covering various market segments. Off-site service, culinary production has a certain specificity. In the fast food system, there are stationary establishments and street kiosks (tonars). The social sector is heterogeneous in terms of the place of its primary activity - schools, universities, hospitals, food in the army, food in correctional institutions, etc.

Despite a certain adjustment in the types and names of enterprises, at present, the professional orientation of public catering enterprises has mainly been preserved, which has expanded to a large extent due to the system of quick service to the population in all its manifestations.

A new dimension to catering is the pursuit of of the population to receive a "healthy diet" and the formation of a diet taking into account the state of their own health. This aspect, as well as the development of the science of human nutrition in general, requires the personnel of catering establishments to introduce new technologies and previously unused raw materials. Another promising area is the development of a "corporate catering" system. When placing an order, in this case, the place of cooking and the place of its reception are separated by time and distance, which requires adjustment of the prevailing ideas about the organized catering system within the existing regulatory and legal field.

At present, the level of development of public catering enterprises is quite high. The number of new enterprises is steadily growing, their turnover is increasing, significant qualitative changes are taking place, new production and service technologies are being introduced. The main part of public catering establishments are cafes, bars, restaurants, eateries. Their share in the total number is 63%, 87% of all employees in the public catering sector work here. Gapparova A.M. Features of the methodology for assessing the effectiveness of public catering enterprises// Problems of theory and practice of improving the management of the national economic complex of the region. Materials of the regional scientific-practical conference. - Makhachkala: GOU VPO "DSTU", 2006

Competition among public catering enterprises is growing, therefore, the culture and quality of service is increasing. Such forms of service continue to develop, such as catering (off-site service), organization of corporate and family holidays, holding children's matinees. The degree of availability of public catering services can be judged by how actively the incomes of citizens are growing: the solvency of the population is increasing and the turnover of the industry is increasing, new enterprises are appearing, prices are becoming more affordable.

To solve the problems of further development of the industry, as well as to strengthen its position in the market of goods and services in the future, it is necessary, first of all, to improve the management mechanism.

1.2 Principles and tasks of managing the development of public catering enterprises

The main elements of the mechanism for managing a public catering enterprise include: economic (commercial) calculation, intra-company planning, pricing and finance, credit, marketing and stimulation of effective economic activity. Davydovich A.R., Kalashnikova S.A. Quality of service and retention of regular customers at catering enterprises // Problems of sustainable development of regions of recreational specialization. Materials of the scientific-practical conference. - Sochi: RIO SNRC RAS, 2008

The most important role is played by commercial calculation as the most important method of management, synthesizing in itself economic levers and tools aimed at comparing costs and results, as well as ensuring the profitability of the enterprise.

The organization of commercial settlement in public catering can be based on the following general principles of management:

Return on costs for the production and sale of food products and the profitability of the process of serving visitors;

Operational and economic independence in the disposal of production resources with the orientation of food production to meet market demand in the selected segment of consumers of semi-finished and finished food products;

Material interest in the effective management of the economy of all employees of a public catering enterprise;

Financial control by management over the course and results of business activities.

Another important function of the management mechanism of a public catering enterprise is the improvement of intra-company planning. An enterprise cannot function effectively without developing plans for the development of its production capacities, taking into account the predicted development prospects. At the same time, the system of forecasts, long-term and short-term, long-term and current plans should provide for measures to achieve all the main goals of the development of a public catering enterprise.

Important elements of the management mechanism are price and finance, which determine the interaction of a public catering enterprise with the external environment. The price creates economic conditions for the formation of a system of financing, credit and wages. The financial impact on the process of production of products of public catering enterprises is manifested in the distribution and redistribution of value. However, finance not only participates in the process of distribution, but also has an active influence on the change in cost proportions.

At the same time, the financial mechanism should contribute to the transition of the public catering enterprise to the path of intensive development and economy of factors used in the production of products. The financial system is designed to accelerate the socio-economic development of a public catering enterprise, the steady growth of profits and other financial results, improve the relationship of the enterprise with the budget based on taxes, designed to strengthen the mechanism of commercial calculation, and ensure effective financial control over reproduction processes.

An important role in the development of the above mechanism can be played by the transition of a public catering enterprise to an effective policy of self-sufficiency and self-financing, making the level of income of its team directly dependent on the results of its work.

Of particular importance in improving management efficiency is also the analysis of distribution costs, which comes down not only to checking the implementation of the plan, but also to an objective assessment of compliance with cost estimates, as well as to identifying reserves for relative cost reduction, developing measures to eliminate unproductive costs, mismanagement, and waste. In the process of analysis, it is necessary to study the dynamics of distribution costs, to identify and measure the influence of individual factors on their value. Efimova O.P. Economics of catering. - M., 2000. - S. 41.

Public catering enterprises perform three closely related functions: production of their own products; the sale of manufactured products and purchased goods and the organization of food consumption. In this regard, the costs of public catering include, along with the costs of producing these products, the costs of selling and organizing the consumption of their own products and purchased goods. Collection "Trade, public catering and paid services to the population in the Primorsky Territory for 2007". Vladivostok: Primorskstat, 2008. According to research, more than 50% of all expenses of public catering enterprises are production costs; about 30% - for the cost of organizing food consumption and up to 20% - for the costs of implementation. In planning and accounting, the costs of public catering, therefore, are not subdivided, but are reflected in aggregate, although this division allows them to be given a deeper assessment. Expenses in public catering are usually called the costs of production and distribution. At the same time, the main task of managing the production process at a public catering enterprise is related to identifying ways and opportunities for relative cost reduction and developing measures for their use.

To do this, the public catering enterprise must constantly monitor the implementation of tasks. The main task of the control itself is the timely detection of deviations from a given program, the prompt adoption of measures to eliminate or prevent deviations. Control over the implementation of decisions is carried out through a deep check of the state of affairs on the spot, conversations with performers, obtaining the necessary certificates (information) from them, regularly listening to reports from persons responsible for the execution (managers and specialists) at meetings, receiving and processing information at meetings with executives on the progress of the implementation of work plans, analysis of statistical data on the activities of the team, criticisms and suggestions of employees, letters and statements.

Practical work to control the implementation of decisions can be carried out by the general manager of a public catering enterprise, his assistant, as well as persons who are entrusted with control.

When opening a public catering enterprise, in order to ensure its efficient operation, there is a need to determine the optimal number of seats (size of the enterprise) in accordance with the potential flow of visitors. The need for this is due to the fact that this indicator is one of the main factors affecting the efficiency of public catering enterprises, on the one hand. On the other hand, all visitors must be served at the highest level of service. Ivanov A.A., Myasnikova V.V., Public catering in Russia. Current state. hygiene problems. Information collection of statistical and analytical materials / ed. Doctor of Medical Sciences, Professor Belyaeva E.N. - M. - FTSGSEN. 2004. - 24p.

This indicator is mainly determined by the intensity of the flow of visitors or depends on the average number of people using the services of a catering establishment. Thus, knowing the intensity of the flow of visitors, it becomes possible to determine the most rational number of seats in catering establishments. Economics of Trade and Public Catering Enterprises: textbook / kol. ed. ; ed. T.I. Nikolaeva and N.R. Egorova.-- M. : KNORUS, 2006.-- 400 p.

To evaluate and regulate this indicator at a public catering enterprise, we consider a model in the form of a multi-channel queuing system with an unlimited queue. The last assumption is due to the fact that if the client has a need for a service of a certain type, then sooner or later he will receive it, standing in line for a certain period of time.

At the input of such a system, there is a flow of visitors with intensity l, and at the output there is a flow of served visitors with intensity m. In this case, there is a formal system with discrete states and continuous time, which can be represented as a scheme of death and reproduction, which determines the patterns of transition of the system from one state to another. The structure of this system can be represented as follows (Figure 1.1).

Figure 1.1 - Graph of the states of a multi-channel service system

To solve the problem posed in this way, it is necessary to find the final probabilities of the system being in the states S 0 - S n + u . A natural condition for the presence of such final probabilities is the relation:

where c is the load factor of seats (channels of the system), determined by the ratio l / µ.

l - the average number of visitors to the enterprise per unit of time;

m - the average number of visitors served by the enterprise per unit of time;

S 0 - the first state of the system when there are no visitors;

S 1 - one seat is occupied, the rest are free;

S 2 - two seats are occupied, the rest are free;

S n - all seats are occupied;

S n + r - all seats are occupied and r visitors are in the queue.

Thus, predicting the flow of visitors at a given time interval, it is possible to open such a number of seats n, in which the enterprise would function most efficiently and the condition с/n would be fulfilled< 1. Задаваясь пороговым значением данного соотношения, можно регулировать число посадочных мест на открываемом предприятии общественного питания. Зная также нормы площади на одно посадочное место, можно определить требуемую площадь помещения открывающегося предприятия.

For a more accurate estimate of the rational number of seats, it is necessary to determine the final probabilities of the system being in different states. The indicated probabilities are interpreted as the proportion of time during which the corresponding number of seats is occupied in the catering establishment. Comparing the final probabilities obtained for a different number of seats with a given threshold value, it is possible to determine their number, at which, on average, the enterprise will be loaded in a given way. Kucher L.S. Organization of service at catering establishments. - M.: Delovaya Literature, 2002. - 544 p.

Then, using the formulas for estimating the final probabilities of multichannel queuing systems with an unlimited queue, we can find the probabilities of loading the enterprise's seats, depending on their number, using the following formulas:

; … ; …; … .

Taking into account that the final probabilities in the queuing system are interpreted as a fraction of the time the system is in the corresponding state in the reporting time interval, we can find the efficiency of the catering enterprise by the formula:

where P i is the final probability of the enterprise being in the i-th state;

E i is the efficiency that a public catering enterprise has when it is in the i-th state.

Moreover, if in the considered mode of operation the operation of the enterprise does not satisfy the management, then by adjusting the number of seats n, it is possible to achieve the required efficiency of its functioning for a given flow of visitors, characterized by intensity.

Of paramount importance in modern economic conditions in solving the problems posed in the study are also the issues of improving the forms and methods of state regulation of the development of the public catering sector as the basis for market transformations in this area at the regional and municipal levels. A wide range of problems facing municipal and regional governments requires intensified efforts to improve the management of the development of the public catering sector based on the formation of key and priority development goals.

The successful development of the public catering sector from the standpoint of a modern market economy and management comes from the growing role of a person as a consumer and producer of products in this area. In this regard, it becomes necessary to create and constantly improve the marketing of catering services, which, along with generally accepted methods and techniques, also includes service standards. On its basis, it becomes possible not only to fully satisfy the needs for services, but also to search for non-traditional types of services that increase the result of the functioning of both individual enterprises and organizations, and the public catering sector as a whole. In this regard, there is a practical need to include marketing in the management of the development of the catering sector in the region. At the same time, it is necessary to take into account the characteristic features of a particular region, the main of which is that the socio-economic level of the region is directly related to the number of business entities, which requires more efficient adaptation of catering goods and services to the needs of specific consumers. This, in turn, requires the improvement of the organization of management of these processes.

The complexity of solving the problems of managing the development of the production of restaurant services requires the use of a systematic approach. At the present stage of development of the restaurant business, in a rapidly changing external environment and ever-increasing competition, the management system must be adequately adjusted in accordance with the impact of various economic, social and other factors. This adjustment should be based on the systemic management of internal and external relations of all its elements. Chernova V.A. Economic analysis: trade, catering, tourism business: Proc. manual for universities / Ed. prof. M.I. Bakanov. - M.: UNITI-DANA, 2003. - 686 p.

The application of a systematic approach will allow to adequately solve the problems of managing the development of the production of restaurant services, to develop appropriate strategies for achieving the goals set within the framework of a rational and effective management system. The functioning of the control system is aimed primarily at improving the efficiency of the system as a whole, and the main indicators of its effectiveness should be found in the final results of the operation of the control object. On fig. 1.2 shows the restaurant management system.

Such an approach to understanding and awareness of the strategic management system in modern economic conditions will help top managers of Russian restaurant business enterprises to transfer the enterprise management system to strategic management mode in the shortest possible time. This, in turn, will allow simultaneous reactive and preventive response to environmental factors, according to the proposed model. Lyakhova V.V. Improving the infrastructure of the restaurant business services market in Russia // Journal "Bulletin of INGECON" No. 3 (12) St. Petersburg: SPbGIEU, 2006.

Of course, operational and current management systems become an active category of restaurant management only if there is an appropriate strategic management system.

To perform the functions of managing enterprises, public catering organizations, an appropriate structure of the management system is created, which is a set of specialized units interconnected by the process of making and implementing management decisions. Bogusheva V.I. Organization of customer service in restaurants and bars. - M., 2004. - 268 p.

Fig.2. The structure of the restaurant management system

For the effective development of the restaurant business, it is necessary to have a management system that is adequate to the high dynamism of the external environment, which can be described and graphically represented and displayed schematically (Figure 3) and given the following definition:

The strategic management system is a necessary part of the organization's management system, which:

Relies on top managers and employees with motivated professional potential as the backbone of the organization;

Directs the organization to the comprehensive development of relations with consumers in order to meet their needs through the production of competitive products, the provision of quality services and the establishment of cooperative ties;

Determines the efficiency of the economic activity of the enterprise through the system of operational and current management based on the principles of synergy;

Carries out flexible regulation and timely changes in the organization caused by external influences and allows achieving competitive advantages;

Ensures sustainable development of the organization in the long term, without disturbing the harmony of the surrounding space, through an entrepreneurial strategy and ingenuity in its implementation

In fact, marketing-based enterprise management is the analysis, planning, implementation, motivation and control of activities aimed at establishing and strengthening beneficial relationships with consumers in order to achieve the main goal of a catering enterprise.

A set of controllable marketing variables, the totality of which is used by the catering company to develop and strengthen its position in the market, form the marketing mix. In other words, the marketing mix includes everything that an enterprise can do to influence the demand for its services, the many possibilities of which can be grouped into four main groups: product, price, methods of distribution and stimulation. A product is a set of services that an enterprise offers to a target market, and the price charged must correspond to the perceived value of the offer, otherwise consumers will prefer the services of competitors.

Distribution methods define the activity by which a service is made available to target consumers. If we consider services as a kind of product, then it is possible to use "Handel marketing" in the field of public catering, the object of study of which is the development and implementation of solutions for the creation and management of a public catering enterprise. In this case, marketing must be considered on the basis of an integrated approach based on the application of system analysis, the program-target method of developing and making managerial decisions.

The goals of marketing in the management of public catering enterprises are a comprehensive study of the market, consumer demand, tastes, orientation to them, targeting of services provided; active influence on the existing demand, on the formation of needs and consumer preferences; stimulation of consumer demand; promotion of demand development and demand management. The tasks of marketing include a comprehensive study of the market, identifying potential demand and unmet needs, planning the range and prices, developing measures to meet demand, planning and implementing the sale of services, as well as developing measures to improve the management and organization of the production of services. Fadeeva Z.O. Public catering in a market economy // Collection of materials of the scientific-practical conference "Modern trends in the development of public catering and service." Yekaterinburg. USUE Publishing House, 2007. To achieve the above goals and objectives, the following functions are provided in the marketing system:

Analytical function - study of the market, consumers, enterprise structure, service structure, etc.;

Production function - organization of production of new services, quality management and competitiveness of the enterprise and services;

Sales function - organization of goods distribution, service, etc.;

The function of management and control, management information support, organization of communications and control.

If each management subsystem adheres to the concept of consumer-oriented marketing, then the effectiveness will be much higher.

2. Analysis of the organization and management of a public catering enterprise on the example of LLC "-» Moscow

2.1 Brief description of OOO "-»

The object of research in the thesis is the restaurant OOO "-" in Moscow. The catering company was established in September 1998.

The activities of the company are regulated by the Civil Code of the Russian Federation, the Federal Law of the Russian Federation "On Limited Liability Companies", the regulatory acts of the Russian Federation, the Charter.

The Company operates on the principles of self-sufficiency and self-financing, fulfilling the tasks defined by the founding documents.

The overall goal of the enterprise: the development of the enterprise on the basis of ensuring its stable financial position through the implementation of effective production and marketing activities, leading to high profits for the enterprise.

The interior of the restaurant "-" is designed in different styles. Lighting creates an atmosphere of comfort and favorably emphasizes the decor. Interior details fit together, are appropriate in the proposed concept and correspond to the name. Their general combination makes the restaurant cozy and helps to create a warm atmosphere for visitors, and the restaurant's halls, conducive to relaxation, create a certain psychological impact on the consumer. The harmonious combination of walls, ceiling, floor, as well as the shape and color of furniture, original lighting - all the interior decoration make the visitor want to visit here again.

The organizational structure of the restaurant "-" is shown in fig. 2.1.

The director manages the restaurant.

Restaurant director:

Table 2.1 - List of services provided in the restaurant "-" as of January 1, 2009

	Services provided to visitors
	Advance booking by phone
	Free secure car parking
	Calling a taxi at the request of visitors
	Service of receptions, banquets, anniversaries
	VIP room services
	Takeaway food in lunch boxes
	Show program
	The menu features Russian cuisine
	Payment is accepted by credit cards, as well as cash and bank transfer
	Regular visitors are provided with discount cards with a 10% and 20% discount

Figure 2.1 - Organizational structure of the restaurant "-"

1. Draws up the documents necessary for the implementation of activities for the provision of public catering services.

2. Ensures the provision of necessary and reliable information to clients about the services provided, ensuring the possibility of their correct choice.

3. Ensures the availability of food products for each batch, incl. raw materials used for the preparation of catering products, a document containing information about the manufacturer and quality of the product (certificate of conformity, hygienic conclusion, etc.).

4. Carries out the organization, planning and coordination of the restaurant.

5. Provides a high level of production efficiency, the introduction of new equipment and technology, progressive forms of service and labor organization.

6. Controls the rational use of material, financial and labor resources, evaluates the results of production activities and the quality of customer service.

7. Studying consumer demand for restaurant products.

8. Negotiates and concludes contracts for the supply of food products, semi-finished products and raw materials, ensures their timely receipt, controls the timing, assortment, quantity and quality of their receipt and sale.

9. Carries out the organization of accounting for the work and services performed, reporting on production activities, incl. restaurant owner.

10. Represents the interests of the restaurant and acts on its behalf.

11. Provides information related to the provision of public catering services to regulatory authorities.

12. Establishes official duties for employees subordinate to him and takes measures to ensure their fulfillment.

13. Makes decisions on the appointment, relocation and dismissal of restaurant employees; applies measures to encourage distinguished employees, imposes penalties on violators of production and labor discipline.

14. Monitors compliance by employees with the rules and norms of labor protection and safety, sanitary requirements and personal hygiene rules, industrial and labor discipline, internal labor regulations.

...

What is the attraction of investing in catering?

· Business reliability, as nutrition is the main factor of human life and working capacity.

· Costs for construction, reconstruction, purchase of equipment are relatively low.

Current costs of maintaining, managing the activities of P.O.P. relatively low compared to other industries. The main document defining the type and class of an enterprise is GOST R 50 762-95 "Public catering. Classification of enterprises".
An equally important document is GOST R 50 764-95 "Catering services. General requirements", which determines the quality of services. This standard establishes the classification of services, general requirements for their quality, mandatory requirements for the safety of services. The standard applies to all types of property and management of various types and classes. This standard was developed on the basis of two laws: the "Consumer Protection Law" and the "Products and Services Certification Law". These laws are aimed at ensuring the health and safety of consumers' lives.
When conducting certification, the following standards should be taken into account:
GOST 28-1-96 "Requirements for production personnel", which gives a list of professions with the level of initial training in theoretical and practical knowledge, with the requirements of specific positions and professions of production personnel: head. production, shop manager, cook, confectioner, baker, pastry chef, meat deboners, kitchen workers.
GOST R -1995-02-01 "Requirements for service personnel". Contains general requirements for: the headwaiter (hall administrator), waiters, bartenders, cooks involved in the distribution of products for distribution, bartenders, cashiers, cloakroom attendants, store sellers, cookery.
GOST R 50763-95 "Culinary products. General specifications". The standard gives a classification of culinary products in P.O.P., produced in the form of semi-finished products, culinary products and dishes. The rules of acceptance, methods of control, packaging and labeling are given.
Restaurants, cafes and bars occupy the main place among public catering establishments.
They play a significant role in organizing the recreation of the population. People come to catering establishments not only to eat, but also to celebrate an anniversary, an important event in the life of a person, a particular team, to hold a wedding celebration, a business or official meeting, or just to relax with close people.
It is the task of managers and workers of these enterprises to meet people cordially, quickly and deliciously, to create all the conditions for a good rest for them. The mood and well-being of all who use their services depend on the correct and clear organization of the work of the service personnel of catering establishments.
1. GENERAL CHARACTERISTICS OF THE ENTERPRISE
History of creation, goals and objectives of the enterprise
Kristall is a limited liability company. A limited liability company is a kind of association of capital that does not require the personal participation of its members in the affairs of the company. The characteristic features of this commercial organization are the division of its authorized capital into shares of participants and the absence of liability of the latter for the company's debts. The property of the company, including the authorized capital, belongs to it by the right of ownership as a legal entity and does not form an object of shared ownership of the participants.
Legal address: Udmurt Republic, Izhevsk, st. 10 years of October, house 30, tel.: (3422) 43-81-83.
State registration data: TIN 1831108220; OGRN 1051800648965.
Settlement account: 40702810065000000143;
Cash account: 30101810800000000706;
BIC 049401706
Branch of OAO Uralsib, Izhevsk.
Kristall LLC was founded on January 1, 2006. in connection with the release of a government decree, according to which private entrepreneurs and entrepreneurs without forming a legal entity are prohibited from selling alcoholic products. Thus it is PE Kishkan Oh.AND. was transformed into Kristall LLC, or the fuller name of Kristall LLC, Barvinok restaurant.
October 31, 2004 can be considered the opening day of the Barvinok restaurant. Billiards functioned from the first days, and the kitchen was formed on the basis of the dining room menu, which used to be in this room.
In January 2006 a chef from Moscow was invited to form a new menu, conduct trainings with staff and introduce changes to the work of production. Thus, the range of dishes on offer has expanded significantly: American salads and second courses, Mexican dishes and Italian pastas have appeared. They also introduce club cards with a discount on billiards and a kitchen for regular guests and VIP clients.
In February 2006 A Moscow sushi chef is developing Japanese cuisine. Sushi, rolls, sashimi, temaki, Japanese salads and soups appear on the menu.
Thanks to the varied menu and good service, the restaurant "Barvinok" becomes famous among the population of the city of Izhevsk. May 2006 a sushi bar opens, and the number of seats increases by another 12.
The restaurant is located near buildings where many offices are located, which means that people want to dine quickly and inexpensively, which is not possible within the framework of the evening menu, besides, serving several tables at lunch time by a waiter increases the serving time. Therefore, in July, a distribution hall with a capacity of 70 people opens, people choose a ready-made dish and pay for it directly at the checkout. The range of distribution includes: cold appetizers, pastries, first and second courses, side dishes and drinks. Thus, the new hall allows serving a larger number of people at lunchtime in a shorter period of time. The distribution hall is open from 11:00 to 16:00, and from 18:00 the hall opens again and works according to the evening menu with waiter service.
Also in July, Japanese cuisine is complemented by hot dishes: Japanese kebabs and pilafs appear.
In January 2007 the chef arrives, but at this stage his main task is to supplement the already existing menu with new dishes, to replace the old ones that are not in demand. This is necessary to attract new visitors and to retain old visitors by getting them interested in a new offer.
In February, a new system of bonus cards is being developed. Its essence lies in the fact that bonuses are accumulated on the guest's card, which can later be used by him when paying. For example, a person dined for 100 rubles, he retains 10% of the lunch amount on his bonus card - 10 rubles. Thus, having dined 10 times for 100 rubles, 11 times he can dine for free.
March 2007 the Lounge-cafe is opened, designed for premium visitors. In the cafe hall there are two billiard tables and 8 dining tables, there is also a karaoke room. This hall provides an increased level of service, service is carried out only by waiters with extensive experience.
Main tasks- to do everything possible to please our guests, to improve the level of our staff, to exceed the goals set for us by investors. Our the main task- do everything so that the guest enjoys the food, and so that he has a desire to return here again and again.
Mission restaurant -
"To become the best restaurant in Udmurtia by providing high-quality service in serving and preparing drinks and food by friendly people in a relaxed atmosphere."
Basic principles:
· Refers to to each with respect and dignity.
· Refers to to every visitor as an honored guest of your home.
Restaurant values:
Striving for the success of each and the company, we live by the fulfillment of Our Credo and Our Values.
Balancing priorities - health, family and work:
We make our company successful by taking care of our health and family first of all.
Live in accordance with a high level of integrity and ethics:
Our integrity and ethics are the foundation of the company. These values promote trust throughout the company.
Do what is best for guests, employees and the company:
We balance the needs of guests, the company and ourselves in achieving results.
Work for pleasure:
We love what we do and we are passionate about our work.
Be committed to creating and maintaining a quality work environment:
The company creates an atmosphere of equality, confidentiality and a sense of belonging. Employees must be reliable, dedicated, positive and responsible.
Recognition of our employees as a driving force:
We welcome the difference in origin and religion of our employees and respect the personal views of each. We are aware that the guest experience will never exceed the capabilities of the employees.
Set and demand excellent service standards:
We do not compromise with our Credo, Values and Standards.
Be easier:
In our work and the service we provide, we always keep the guest in mind and offer the most efficient and effective tools for work.
Determine what is right to do, then do:
We consider the best in the interests of guests, employees and the company then make a decision; after that, we have the courage to put it into practice, doing everything right.
Progress always involves reasonable risk:
We recognize that growth through well-controlled failure is acceptable, and we reserve the right to make mistakes and learn from them.
Organizational structure of enterprise management
The process of managing a public catering enterprise is a set of interrelated activities and actions aimed at ensuring the optimal ratio of labor, material and financial resources.
The rhythmic production of products and the high level of service in a restaurant depend not only on the technical condition of its production facilities and the technological equipment of the halls, but also on the business qualities of the leaders.
Restaurant management functions are to implement:
- general management of the enterprise and its branches;
- technological and technical preparation of production and workers for service;
- technical and economic planning;
- accounting and financial activities;
- technical and food supply.
The most important element of management is the organization of labor, including moral and material incentives for cafe workers.
The management structure of a restaurant (cafe) is a set and subordination of interrelated organizational units or links that perform certain functions. The structure of Kristall LLC is presented in Appendix 1.
An element of the structure is a management body, which is a group of employees who are united by the solution of one task - to satisfy the needs of consumers. This group is headed by an employee leader who performs management functions in accordance with the site entrusted to him (cafe, workshop, etc.). At the head of the restaurant staff is the administration.
Administration - a group of officials headed by the director of the restaurant, which is part of the workforce. She manages the activities of the team in accordance with her rights and duties. These include:
1. CEO is responsible for the organization and results of all trade and production activities, controls the implementation of the plan of indicators of the commercial, economic and financial activities of the restaurant. He is responsible for the culture of customer service, the quality of products, the state of accounting and control, the safety of material assets, and compliance with labor laws. The director of the restaurant personally decides on the selection and placement of personnel.
2. Production director Responsible for the operation of the production departments. He studies consumer demand; ensures the rational use of raw materials and organizes the culinary processing of raw materials in accordance with the rules for the technology of preparing high-quality dishes; ensures compliance with the rules of sanitation and hygiene, labor protection and safety at work; provides timely reports to the accounting department on the use of inventory items.
3. Chef organizes and controls the work of production. The main directions of its activity are: menu formation; planning and selection of the necessary raw materials and materials; quality control of food preparation and serving; control of storage of raw materials, semi-finished products and finished products; conducting trainings with production and hall personnel; implementation of changes in the work of production.
4. Technologist controls the technology of cooking, the raw materials and semi-finished products used, and also draws up technical and technological maps for each dish.
5. Chief Accountant carries out the organization of accounting, economic and financial activities of the enterprise and control over the economical use of material, labor and financial resources, the safety of the property of the enterprise. Forms an accounting policy in accordance with the legislation on accounting based on the structure and characteristics of the enterprise, the need to ensure its financial stability.
6. Deputy for technology provides production with the necessary equipment, controls the reliability of all technical devices at the enterprise, and also takes measures to eliminate any malfunctions.
7. Head of Procurement Department provides production and bar with the necessary products, raw materials and semi-finished products.
8. Hall manager The main task of the manager is to work with guests and staff, meet and greet guests, control the preparation of the hall for service and ensure a high level of sales.
The labor collective, along with the administration, takes part in the management of the restaurant and is a collection of people interconnected by unity of purpose, joint work in the production, sale and organization of its consumption.
The staff of the restaurant includes:
1. Cooking teams are engaged in the production of dishes in accordance with the rules of technology for the preparation of high-quality dishes, in compliance with the rules of sanitation and hygiene, labor protection and safety in production.
2. Main task waiter Welcoming and serving guests, taking orders, processing and presenting invoices to them. Catering for banquets, anniversaries, weddings, food tastings, as well as off-site service. Assisting guests in choosing food and drinks and serving them to the tables. Ensuring a high level of sales and quality of service, the fullest satisfaction of guests' requests. Settlement with visitors according to the invoice.
3. Main task bartender is to welcome and serve guests at a high level with spirits and other drinks, cigars. Preparation and serving of mixed drinks, settlement with the guest. Ensuring a high level of sales and quality of service, enlivening the atmosphere in the bar. Record keeping and reporting in the bar.
The rights and obligations of restaurant employees are defined by special instructions and internal regulations, Appendix 3 provides job descriptions for restaurant waiters and bartenders (Appendix 3).
Main activities
Restaurant "Barvinok" is a public catering enterprise with a wide range of complex dishes, including custom-made and branded, wine and vodka products, with a high level of service, combined with recreation.
The main activity is catering. In the daytime, there is a distribution where people can dine quickly and inexpensively. The range of distribution includes: cold appetizers, pastries, first and second courses, side dishes and drinks. Also, during the whole time there is a main menu developed by the chef. It includes branded salads, hot and cold appetizers, pizzas, first and second courses. The offer of dishes is significantly expanded by the sushi bar. Here you can find sushi, rolls, hot Japanese dishes and salads. The bar has a wide selection of different teas, coffees, wines, spirits, alcoholic cocktails and tobacco products.
The restaurant organizes service not only for individual visitors, but also for congresses, official evenings, receptions, family celebrations and banquets.
Restaurant "Barvinok" provides such additional services as cooking and organizing the service of the festive table; home delivery of meals, meals and other products on request; off-site banquets and parties; booking seats for a certain time; calling a taxi at the request of customers.
Characteristics of the personnel of the enterprise
Staff(from lat. personalis - personal) - this is the personnel of the organization, including all employees, as well as working owners and co-owners.
The main features of the staff are:
- the presence of his labor relations with the employer, which are drawn up by an employment contract (contract). However, in practice, in some cases, there is no formal legal registration of hiring, which leads to the deprivation of guarantees for personnel to comply with the norms of labor legislation in relation to them. Working owners and co-owners of the organization are included in the staff if, in addition to the part of income due to them, they receive appropriate remuneration for participating in the activities of the organization with their personal labor;
- the possession of certain qualitative characteristics (profession, specialty, qualifications, competence, etc.), the presence of which determines the activity of an employee in a particular position or workplace, and therefore, assigning him to one of the categories of personnel: managers, specialists, other employees (technical performers ), workers;
- target orientation of personnel activities, i.e. ensuring the achievement of the goals of the organization by establishing adequate goals for an individual employee and creating conditions for their effective implementation.
The main characteristics of the organization's personnel are: the number and structure.
Number of staff organization depends on the nature, scale, complexity, labor intensity of production (or other) and management processes, the degree of their mechanization, automation, computerization. These factors determine its normative (planned) value. More objectively, the staff is characterized by the payroll (actual) number, i.e. the number of employees who are officially working in the organization at the moment.
The personnel structure is discussed in more detail in the previous section.
Table 1 shows the number of employees of the organization, respectively, at the end of 2005. and 2006
Table 1
The number of employees of Kristall LLC

subdivision	2005	2006	Absolute change
1	2	3	4
1. Director	1	1	-
2. Production manager	1	1	-
3. Chef	1	1	-
4. Technologist	-	1	1
5. Accounting	5	5	-
6. Deputy for technology	-	1	1
7. Supply department	2	2	-
8. Manager	3	3	-
9. Bartenders	6	8	2
10. Waiters	9	18	9
1	2	3	4
11. Distribution team	-	6	6
12. Team of cooks	12	12	-
13. Sushi Brigade	-	8	8
14. Hostess	-	1	1
15. Storekeeper	3	3	-
16. Movers	2	2	-
17. Drivers	3	3	-
18. Wardrobe attendants	2	3	1
19. Cleaners of the hall	3	3	-
20. Dishwashers	6	8	2
Total:	59	90	31

According to the table above, the number of employees increased by 31 people over the year. This increase is due to the expansion of production, the premises itself, as well as the emergence of new positions. The introduction of the distribution line provides for the introduction of an additional team of cooks involved in the production of dishes and serving the distribution itself. The production of Japanese cuisine also implies the presence of an additional team specializing in this industry. This led to an increase in the number of cooks by 5 and 8 people, respectively. The increase in the area of the hall and the number of seats led to the need to expand the staff of the attendants. Thus, the number of waiters increased by 9 people, bartenders - by 2 people, cloakroom attendants - by 1 person, dishwashers - by 2 people.
Also, the company introduced new positions:
1) a hostess who meets guests, informs visitors about the location of the halls and the availability of seats in the cafe;
2) technologist;
3) deputy for technology.
Data for the analysis of personnel movement are presented in Table 2.
table 2
Data for personnel movement analysis

Indicator	2005	2006	Growth rate, %
Average headcount	59	90	152,2
Hired new employees during the year	19	81	426,3
Employees withdrew	10	50	500
- retirement, study, military	-	-	-
- at your own request	4	28	700
- for violation of discipline	6	22	366,7
Intake turnover, %	32,2	90	279,5
Disposal turnover, %	17	55,55	326,8
Total turnover, %	49,2	145,55	295,8
Staff turnover, %	17	55,55	326,8
Personnel retention rate, %	83,1	44,44	53,5

To characterize the movement of the labor force, the dynamics of the following indicators is calculated and analyzed:
1. Turnover ratio for admission (K pr) \u003d number of personnel hired / average headcount * 100% (1)
By pr.2005 = 19/59 * 100% = 32.2
To pr.2006 = 81/90*100%=90
2. Retirement turnover ratio (K in) = number of dismissed for all reasons / average headcount * 100% (2)
By v.2005 =10 /59*100=17
By century 2006 \u003d 50 / 90 * 100% \u003d 55.55
3. Total turnover ratio (K about) \u003d (number of personnel hired + number of dismissed for all reasons) / average headcount * 100% (3)
K ob.2005 = (19 + 10) / 59 * 100% = 49.2
K ob.2006 = (81 + 50) / 90 * 100% = 145.55
4. Staff turnover rate (K t) = the number of those who left their jobs of their own free will and at the initiative of the administration for violation of labor discipline / average headcount * 100% (4)
By t.2005 = 10 / 59 * 100% = 17
To t.2006 \u003d 50 / 90 * 100% \u003d 55.55
5. Staff retention ratio (K post) = (average headcount - number of dismissed for all reasons) / average headcount * 100% (5)
By post.2005 = (59 - 10) / 59 * 100% = 83.1
By post.2006 = (90 - 50) / 90 * 100% = 44.44
The calculation of indicators characterizing the movement of the workforce at the enterprise in 2006 shows that the turnover rate for admission \u003d 90, the turnover rate for disposal \u003d 55.55, the total turnover coefficient \u003d 145.55, the staff turnover coefficient \u003d 55.55, the constancy coefficient frames = 44.44. The high acceptance rate is due to the fact that the company is at the stage of formation. The expansion of production and hall space also cause an increase in the number of personnel, including newly hired ones. The staff turnover rate is also quite high (17% in 2005 and 55.5% in 2006, mainly among service personnel). The level of staff turnover in 2005 and 2006 is shown in Figure 1. The composition of the administration did not change during the year of work. It can also be stated that this enterprise has a rather low staff retention rate, which indicates a significant change in the staff of workers.
Rice. 1. Staff turnover rate in 2005 and 2006
The qualitative characteristics of the personnel by age and sex composition, by length of service and level of education are presented in Table 3.
Table 3
Qualitative characteristics of personnel

Group of workers	2005	2006	Growth rate,%
	Pers.	Oud. The weight.	Pers.	Oud. the weight
By age, years - up to 20 - from 20 to 30 - from 30 to 40 - from 40 to 50 - from 50 to 60 - over 60	4 31 10 11 2 1	0,07 0,52 0,17 0,19 0,03 0,02	12 50 11 13 3 1	0,13 0,57 0,12 0,14 0,03 0,01	300 161,29 110 118,18 150 100
Of Education - higher - unfinished higher - specialized secondary - average total - lower secondary - initial	25 9 16 5 2 2	0,43 0,15 0,27 0,09 0,03 0,03	39 17 21 7 3 3	0,44 0,19 0,23 0,08 0,03 0,03	156 188,89 131,25 140 150 150

Analyzing the data given in the table, we can draw the following conclusions:
1) the main part of the enterprise's workers aged 20 to 30 years, which indicates a young team. The highest growth rate of personnel is observed among young people (under 20 years old) - 2 times (see Fig. 2 and Fig. 3).
Rice. 2. Distribution of personnel by age structure in 2005.
Rice. 3. Distribution of personnel by age structure in 2006.
2) Over the past year, there has been an increase in workers with higher (by 56%), secondary special (by 31.25%), incomplete higher (by 88.89%), i.e. the level of staff education is increasing (see Fig. 4 and Fig. 5).
Rice. 4. Educational structure of personnel in 2005.
Rice. 5. Educational structure of personnel in 2006.
All this is explained by the fact that such positions as bartender, waiter and hostess are mainly recruited by young people studying at the university or graduating from the university.
Organization of wages
Kristall LLC uses time-bonus, piece-rate and simple time-based forms of remuneration.
Time-bonus the system assumes that in addition to earnings at the tariff rate (salary) for the time actually worked, a bonus is paid for the fulfillment and overfulfillment of certain performance indicators specified in the bonus regulation. This system is used to pay bartenders and cooks, as well as to the administration.
At piece-bonus system, in addition to earnings at direct piece rates, an employee is accrued and paid a bonus for quantitative and qualitative performance indicators. This system applies to the wages of waiters.
simple time-based the system of remuneration assumes that the amount of wages is determined on the basis of the actual hours worked and the established salary. According to this system, wages are paid for managers, hostesses, cloakroom attendants, dishwashers, drivers, loaders, and hall cleaners.
Consider in more detail the wages of the following workers:
1. Waiters.
Waiters undergoing a probationary period are assigned a salary of 3,000 rubles. After two months, when passing service standards and menu exams, they are assigned a salary of 3,500 rubles. The following formula is used to calculate payroll (ZPof):
ZPof \u003d (X + Y) * tneg. / tn + V (6)
The salary is divided into two main components (see Table 4):
1) components and calculation of average revenue - X = 60%:
X \u003d CB * 0.21 (7)
where CB is the average revenue, subject to more than 10,000 rubles. for a shift
tref. - the number of hours worked per month;
tn is the norm of hours per month.
tn = 168 hours.
2) loyalty factors - Y = 40%:

- personal initiative - 20%
- support of colleagues - 20%;
- late - 20%;

- Appearance - 10%.

B \u003d Y * 10%; (eight)
B \u003d 140 rubles.
Table 4
Waiters salary

3500
X	Y
60%	40%
2100	1400

2. Bartenders.
The salary of bartenders-trainees is 4,000 rubles, when passing a probationary period, passing service standards, an exam in the preparation of all drinks and a wine list, they are assigned a salary of 6,000 rubles. Bartenders with more than one year of experience are paid a salary of 9,000 rubles. The following formula is used to calculate payroll (ZPb):
ZPb \u003d X * tneg. / tn + V (9)
1) components and calculation of X;
X - constant part,
X = 6000 rub.
2) loyalty factors:
- performance of official duties - 20%;
- personal initiative - 20%
- support of colleagues - 20%;
- late - 20%;
- courtesy towards guests colleagues - 10%;
- Appearance - 10%.
B - bonus, which is paid subject to 100% completion.
B \u003d X * 10%; (ten)
B \u003d 600 rubles.
This payroll system was developed with the aim of stimulating the work of personnel, since it includes both elements of personnel incentives and elements of its de-bonding.
Since the salary of waiters depends on the average revenue, this allows you to stimulate them to increase sales, and therefore increases the profit of the institution as a whole.
Along with this payment system, the enterprise has a system for de-bonding personnel (see Table 5).
Table 5
The system of de-bonding in the restaurant "Barvinok"
3. Chefs.
Cooks for a trial period are given a salary equal to 4,000 rubles, after two months of work they are paid a salary of 6,000 rubles, subject to the development of a monthly norm of hours (180 hours).
The following system is used to reward cooks:
1) conscientious performance of their work, without complaints - 150 rubles;
2) proposal and development of new dishes - 150 rubles;
3) gratitude from visitors - 100.
The reward system for cooks is as follows:
1) non-compliance with the technology of preparing a dish (quality, yield of a dish) - the cost of a dish;
2) refusal of assistance in the work of other shops - 150 rubles;
3) non-observance of the order release time - 100 rubles;
4) being late, smoking breaks without the permission of the foreman - 100 rubles;
5) uncontrolled use of electricity and water - 100 rubles;
6) poor organization of the workplace (non-compliance with sanitary standards) - 100 rubles;
7) unfriendly attitude towards colleagues - 50 rubles;
8) non-compliance of appearance with the requirements of sanitary standards - 50 rubles.
2. ANALYSIS OF THE FINANCIAL AND ECONOMIC ACTIVITIES OF THE ENTERPRISE
Calculation of the volume of trade, its composition and gross income
The turnover of a public catering enterprise characterizes the volume of its production and trading activities. It is one of the main indicators characterizing the economic activity of a public catering enterprise.
The turnover of the restaurant includes two main parts:
* sales of products of own production;
* sale of purchased goods.
Turnover of own-produced products is calculated on the basis of determining the sale value of all own-produced products, provided for by the assortment list of the restaurant, as well as on the basis of data on the consumption of raw materials for the preparation of own-produced products.
The total turnover for the day is 131,679.5 rubles. (see appendix 2).
A mark-up of 90% is set on the purchase prices of raw materials and goods at Kristall LLC.
The VAT rate of 10% is applied to the list of goods approved by Decree of the Government of the Russian Federation dated 05.08.00 No. 117-FZ. For delicatessen and other food products, a VAT rate of 20% is applied.
The sales tax rate is 5%. The value of: bread and bakery products, milk and dairy products, vegetable oil, margarine, cereals, sugar, salt, potatoes, baby food and diabetic food is not subject to sales tax taxation.
Below is the calculation of turnover, taking into account all markups, VAT and sales tax.
TO = ZTs + Nat., (11)
where TO is the turnover for one day, rub.;
ZP - purchase price, rub.;
National - margin, rub.
WD = National - VAT - NSP, (12)
where VAT - value added tax, rub.;
NSP - sales tax, rub.
The calculation of turnover in the restaurant "Barvinok" is presented in table 6.

Table 6
Calculation of the turnover of the restaurant "Barvinok"

Name	Purchase price in rubles	Mark-up rub.	Goods turnover for one day rub.	VAT, rub.	Sales tax, rub.	Gross income, thousand rubles
1. Raw materials used for the manufacture of products of own production	98759,62	88883,66	187643,28	13332,55	9382,16	66168,95
VAT at the rate of 20%	34565,87	31109,28	65675,15	6913,17	3283,76	20912,35
VAT at the rate of 10%	64193,75	57774,38	121968,13	6419,38	6098,41	45256,59
2. Purchased goods	32919,88	29627,89	62547,77	6583,98	3127,39	19916,52
TOTAL:	131679,5	118511,55	250191,05	19916,53	12509,55	86085,47

The turnover and its composition are considered in table 7.
Table 7
Trade turnover and its composition
As we can see, the turnover for one day of raw materials spent on the manufacture of products of our own production is 187,643.28 rubles, purchased goods - 62,547.77 rubles. At the same time, the gross income per day is 86085.47 rubles. the most detailed calculation of gross income and total turnover are discussed in table 8.
Table 8
Calculation of the total turnover and gross income of the restaurant

Name	Turnover of one day, rub.	Turnover per month, rub.	Turnover per year, rub.	Specific weight, %
Retail turnover for products of own production	187643,28	5629298,4	67551580,8	74,99
Turnover of purchased goods	62547,77	1876433,1	22517197,2	25,01
Gross turnover	250191,05	7505731,5	90068778	100,00
Gross income	86085,47	2582564,1	30990769,2	34,41

Calculations of indicators:
Gross income for the month = 30 * income for 1 day. (thirteen)
Gross income for the year = 360 * income for 1 day. (fourteen)
Gross turnover per month = 30 * turnover for 1 day. (fifteen)
Gross turnover for the year 360 * turnover for 1 day. (sixteen)
Gross trade turnover in 2005 amounted to 60649120 rubles, gross income - 20216370 rubles, and in 2006 it amounted to 90068778 rubles, and gross income - 30990769.2 rubles. (17)
Analysis of indicators on labor and wages
The number of public catering enterprises is determined on the basis of its capacity, conditions and mode of operation. The staff of the enterprise includes administrative and managerial personnel, production workers and hall workers.
Estimates of labor costs for 2005 and 2006 are presented in table 9.
Table 9
Planned estimate of labor costs for the year
Analysis of planned indicators for labor is presented in table 10.
Table 10
Labor indicators of the restaurant "Barvinok" for 2005 and 2006

Name	Monthly value 2005	Monthly value 2006	Value for the year 2005	Value for the year 2006
Gross turnover, rub.	5054093,3	7505731,5	60649120	90068778
Average number of employees, pers.	59	91	59	91
Turnover per 1 employee, rub.	75662,5	82480,57	827951,1	989766,79
FOT, rub.	148707,14	264880	1784485,6	3178560
Payroll to turnover, %	2,94	3,53	2,94	3,53
Average salary, rub.	2520,46	2910,77	30245,52	34929,23

The payroll fund for 2005 amounted to 1784.49 thousand rubles, and for 2006 it amounted to 3178560 rubles, while the average monthly salary increased from 2520.46 rubles. in 2005 to 2910.77 rubles. in 2006 year. The turnover per employee increased from 827,951.1 rubles. in 2005 to 989,766.79 rubles. in 2006 year.
Analysis of production and distribution costs
The production and circulation costs of a restaurant are determined using the method of technical and economic calculations, which involves direct cost calculations for items of expenditure using established cost standards, rates and tariffs.
The total cost of labor, material resources for the production, sale and organization of consumption of public catering products is the cost of production and circulation.
The calculation of expenses at catering establishments is made taking into account gross income and obtaining the necessary profit.
The essence of the costs of public catering is determined by the specifics of the restaurant, which not only produces and sells products, but also organizes its consumption.
Article 1. Expenses for rail, water, air and road transport.
According to an agreement with an organization providing transportation services, transportation costs amount to 250 rubles per hour. The need for transport in 2005 and 2006 was 3 hours.
Total: 250 * 3 * 30 = 22500 rubles. per month or 2250 * 12 \u003d 270,000 rubles. in year.
Article 2. Labor costs. The amount of expenses is transferred from the balance sheet of the enterprise for 2005 and 2006.
Article3. Deductions for social needs. Deductions are made depending on the cost of wages in accordance with established legislative norms.
Calculation of deductions for social needs is presented in table 11.
Table 11
Calculation of deductions for social needs
Article 4. Expenses for rent and maintenance of buildings, structures, office premises.
Restaurant "Barvinok" owns the premises and does not pay rent. The cost of keeping the premises clean is determined in the amount of 3000 rubles. per month. The costs for heating, water supply and electricity are determined on the basis of the current tariffs:
Heating costs. 1 g of cal costs 470 + 20% = 564 rubles. In 2005, 48.5 Gcal were spent, i.e. 27354 rub. In 2006, 57.5 Gcal was spent. Expenses for the year amounted to: 32430 rubles.
Water supply costs: 1 m 3 costs 6.86 + 20% = 8.232 rubles. In 2005, 1290 m 3 were consumed, i.e. 10629 rubles, and in 2006 1480 m 3 were spent. Expenses for the year amounted to: 12183 rubles.
Electricity costs: 1 kW = 1.3 + 20% = 1.56 rubles, in 2005 3900 kW were consumed: 1 kW = 1.1 + 20% = 1.32 rubles, i. 5148 rubles, and in 2006 4140 kW were consumed. Expenses for the year amounted to: 6458 rubles.
Article 5. Depreciation of fixed assets.
Expenses under the item are determined based on their book value of fixed assets and depreciation rates, in accordance with the USSR Council of Ministers of October 22, 1990 No. 1072 “On uniform depreciation rates for the full restoration of fixed assets of the national economy of the USSR”. Calculations for 2005 and 2006 are presented in tables 12 and 13.
Table 12
Calculation of depreciation charges for 2005
Table 13
Calculation of depreciation charges for 2006
The total amount of depreciation charges for 2005 amounted to 3039.81 thousand rubles, and for 2006 it amounted to 2796.92 thousand rubles.
Article 6. Deductions and expenses for the repair of fixed assets. In 2005 and 2006 repair costs are provided at the rate of 5% of the value of fixed assets. That is, 533.71 thousand rubles. and 795.18 thousand rubles. respectively.
Article 7. Depreciation of sanitary and special clothing, table linen, dishes, appliances and other equipment. To calculate article 7, use the operating loss rates. The calculation is given in table 14.
Table 14
Depreciation of sanitary and special clothing, table linen, dishes, appliances and other equipment
Article 8. Expenses for fuel, gas, electricity for production needs. Costs are determined on the basis of applicable tariffs. The calculation is based on the cost of 1 kW and the amount of electricity for production needs.
In 2005, 20,300 kW * 1.32 rubles were consumed. = 26.79 thousand rubles. In 2006, 26400 kW * 1.56 rubles were consumed. =41.18 thousand rubles.
Article 9. Expenses for storage, processing and packaging of goods. Expenses under this article are provided in the amount of 0.2% of the turnover. Total in 2005 121.29 thousand rubles. In 2006, 180.14 thousand rubles.
Article 10. Advertising expenses. Expenses under the article are provided for in the amount of 0.4% of the turnover, that is, in 2005, 242.59 thousand rubles. In 2006, 360.28 thousand rubles.
Article 11. Interest on loans and borrowings. There are no expenses under the article, since the turnover is covered by own funds.
Article 12. Losses of goods and products during transportation, storage and sale.
Expenses under the item are provided for in the amount of natural loss at its average rate of 0.15% of the turnover, that is, in 2005, 90.97 thousand rubles. In 2006, 135.1 thousand rubles.
Article 13. Container costs. There are no expenses under the article, since the container is the property of the suppliers.
Article 14. Other expenses.
Other expenses include: expenses for the maintenance and arrangement of rest rooms, locker rooms, wardrobes for overalls; payment for communication services; expenses for the purchase of stationery and forms; expenses for examination and laboratory analysis of products; cash management costs. Expenses are defined as 0.4% of the turnover, and amounted to 242.59 thousand rubles in 2005, and 360.28 thousand rubles in 2006.
The cost plan for the production and circulation of the restaurant is presented in table 15.
Table 15
Cost plan for production and circulation of the restaurant "Barvinok"
Continuation of the table. fifteen

4. Expenses for the maintenance of buildings, structures, equipment	97,04	141,07	44,03
5. Depreciation of fixed assets	3039,81	2796,92	-242,89
6. Expenses for the repair of fixed assets	533,71	795,18	261,47
7. Depreciation of dishes, appliances, linen, etc.	434,58	534,84	100,26
8. Expenses for fuel, gas, electricity for production needs	26,79	41,18	14,39
9. Expenses for storage, processing and packaging of goods	121,29	180,14	58,85
10. Advertising expenses	242,59	360,28	117,69
11. Costs of paying % for the use of the loan	0,00	0,00	0,00
12. Loss of goods during transportation, storage and sale	90,97	135,1	44,13
13. Packaging costs	0,00	0,00	0,00
14. Other expenses	242,59	360,28	117,69

The total amount of expenses for 2005 amounted to 7351.4 thousand rubles, and in 2006 it amounted to 9626.33 thousand rubles. Increase in costs by 2274.93 thousand rubles. due to the expansion of production, the premises itself, as well as an increase in the number of personnel.
2.4 Analysis of profit and profitability
Profit from the sale of products is defined as the difference between gross income and production and distribution costs.
Gross profit characterizes the final financial result of the economic activity of the enterprise and represents the amount of profit from the sale of products and purchased goods, fixed assets and other property and income from non-sales operations, reduced by the amount of expenses on these operations.
Profitability (from German rentable - profitable, profitable) - an indicator of the economic efficiency of production at enterprises, comprehensively reflects the use of material, labor and monetary resources.
An enterprise is considered profitable if the results from the sale of products (works, services) cover production costs and, in addition, form an amount of profit sufficient for the normal functioning of the enterprise.
The economic essence of profitability can be disclosed only through the characteristics of the system of indicators. Their general meaning is to determine the amount of profit from one ruble of invested capital.
The profitability of the main activity shows what is the share of profit from the sale of products (works, services) of the main activity in the amount of production costs:
R od \u003d P r / Z, (18),
Where P r - profit from the sale;
З - production costs.
Table 16
Calculation of profit and profitability restaurant "Barvinok"

Indicators	Amount, thousand rubles 2005 year	Amount, thousand rubles 2006	Growth rate, %
Gross turnover	60649,120	90068,78	148,51
Gross income	20216,37	30990,77	153,29
Production and distribution costs	7351,4	9626,33	130,95
Profit from sales	12548,83	20197,73	160,95
Profitability, %	170,7	209,82
Income tax (24%)	2348,23	4847,46
Net profit	10200,6	15350,27	150,48
Net profitability, %	138,76	159,46

According to Table 16, the enterprise can be considered profitable, since its profit in 2005 exceeded production costs by 1.7 times, and in 2006 by more than 2 times (2.09). Profit from sales increased by 60.95%, and net profit by 50.48%. And this means that the restaurant "Barvinok" can successfully operate and develop its activities.
2.5. Analysis of economic efficiency indicators
The economic efficiency of capital investments is characterized by the coefficient of economic efficiency (E) and the payback period (T). The calculation is made according to the formulas:
E = P / K (19);
T \u003d K / P \u003d 1 / E, (20);
where P - profit for the year, thousand rubles;
K - the amount of capital investments, thousand rubles.
Fixed production assets (OPF) - this is the part of the assets that is designed to be used by the enterprise for a long period.
Fixed assets occupy, as a rule, the main share in the total capital of the enterprise. The final results of the enterprise activity largely depend on their quantity, cost, technical level, efficiency of use: production output, its cost, profit, profitability, financial stability.
Depending on the degree of direct impact on the objects of labor, the main production assets of enterprises are divided into active and passive. The active part includes machines, equipment, measuring and control instruments and devices, etc.; the passive part includes those groups of fixed assets that create conditions for the normal implementation of the production process (buildings, structures, transmission devices, etc.).
To assess the effectiveness of the application of the BPF, a system of indicators is used, including general (cost).
General indicators characterize the level of use of the entire set of fixed production assets as a whole.
The most widely used of the general indicators is the return on assets indicator:
FO \u003d S / F (21),
where C is the annual volume of products (works, services) in estimated prices, thousand rubles;
F - the average annual cost of fixed production assets, thousand rubles.
Capital intensity is determined by the formula:
FYO = F/S = 1/FO (22)
The level of equipment of organizations with fixed production assets is characterized by indicators of capital-labor ratio.
The capital-labor ratio is determined by the formula:
PV = OF / H, (23) where H is the average number of workers for the reporting period, people.
The calculation of the economic efficiency of fixed assets and capital investments is presented in table 17.
Table 17
Analysis of the economic efficiency of fixed assets

Indicators	2005 year	2006	Absolute deviation thous. rub.	Relative deviation
				Rates of growth, %	Growth rate, %
The cost of the main funds, thousand rubles	26337,55	35903,5	9565,95	136,32	36,32
Gross turnover, thousand rubles	60649,12	90068,78	29419,66	148,51	48,51
Profit, thousand rubles	12843,47	20197,73	7354,26	157,26	57,26
Average payroll number of employees, pers.	59	91	32
return on assets	2,31	2,51	0,2	108,66	8,66
capital intensity	0,43	0,39	-0,04	90,69	-9,31
capital-labor ratio	446,4	395,54	-50,86	88,61	-18,39

An analysis of the effectiveness of the use of the OPF showed that the OPF is effectively used at the enterprise, since the main indicators, such as return on assets, capital intensity, behave in accordance with their economic content: in 2006, the return on assets was 2.51, and in 2005 2.31, then yes, for the analyzed period, capital productivity increased by 0.2, capital intensity decreased by 0.04. This happened because the growth rate of gross trade is ahead of the growth rate of OPF. That is, for one ruble of fixed assets, 2.31 rubles were received in 2005, and 2.51 rubles in 2006. commodity products. For one ruble of marketable products, 43 kopecks are used in 2005, and 39 kopecks in 2006. main funds. For one ruble funds received profit in 2005 48 kopecks, in 2006 56 kopecks.
The payback period is calculated as the ratio of the amount of capital investments to the amount of net profit of the enterprise.
Summary economic indicators of the economic activity of the restaurant are presented in table 18.
Table 18
The main indicators of the economic activity of the restaurant "Barvinok" for 2006

Indicators	unit of measurement	Sum	Percentage of turnover
1. Gross turnover	thousand roubles.	90068,78	100
including products of own production	thousand roubles.	67551,58	74,99
including purchased goods	thousand roubles.	22517,20	25,01
2. Gross income	thousand roubles.	30990,77	34,41
3. Costs of production and circulation	thousand roubles.	9626,33	10,69
4. Profit of the enterprise	thousand roubles.	20197,73	22,42
5. Profitability,%	%	209,82
6. Income tax	thousand roubles.	4847,46	5,38
7. Net profit of the enterprise	thousand roubles.	15350,27	17,04
8. Net profitability, %	%	142,22
9. The average number of employees of the enterprise, pers.	Pers.	91
10. Turnover per employee of the enterprise	thousand roubles.	989,767	1,1
11. Output per production worker	thousand roubles.	2598,138	2,88
12. Wage Fund	thousand roubles.	3178,56	3,5
13. Average salary, months	Rub.	2910,77
14. Cost of fixed assets	thousand roubles.	35903,5	39,86
15. Return on assets		2,51
16. Capital intensity		0,39
17. Capital-labor ratio		395,54
18. Payback period	years	1,79

According to the calculations, the gross trade turnover for the year amounted to 90,068.78 thousand rubles, of which 67,551.58 thousand rubles. (74.99%) - products of own production and 22517.20 thousand rubles. (25.01%) - purchased goods.
Gross income for the year amounted to 30,990.77 thousand rubles, production and distribution costs - 10,793.04 thousand rubles. The net profit for the year is 15350.27 thousand rubles, and the net profitability is 142.22%. This suggests that the net profit of the enterprise exceeds costs by almost 1.5 times, which means that the restaurant has opportunities for its development.
The average number of employees of the enterprise is 91 people, the turnover per employee amounted to 989.767 thousand rubles. the wage fund for the year amounted to 3178.56 thousand rubles, while the average salary for the month is 2910.77 rubles.
The return on assets was 2.51, i.е. for 1 rub. the cost of fixed assets accounts for 2.51 rubles. products. The capital intensity was 0.39, i.е. for 1 rub. marketable products spent 0.39 rubles. fixed assets. The capital-labor ratio amounted to 395.54 thousand rubles. per person.
According to the calculation, the company will pay back capital investments in 1 year and 10 months.
3. ORGANIZATION OF PERSONNEL MANAGEMENT IN THE ENTERPRISE AND WAYS OF IMPROVEMENT
3.1. Theoretical foundations of restaurant staff management
The daily work of a manager consists of performing managerial functions - specific types of enterprise management activities. Even relatively simple work needs to be planned (forecast), organized, motivated and controlled.
If the manager wants to ensure the stable existence of his enterprise, he must constantly perform all managerial functions. And you need to start with planning. Once the work is planned, it must be organized and employees trained to carry it out. The quality of work to a large extent depends on the incentives offered by the manager. Finally, in order to determine the accuracy of the implementation of plans, it is necessary to control the labor process.
Under planning refers to the systematic process of qualitative, quantitative and temporal determination of future goals, means and methods of formation, management and development of the enterprise.
The plan is a complex socio-economic model of the future state of the organization. Usually, an organization forms a single plan to manage overall activities, but within its framework, individual managers develop their own plans to achieve specific goals and objectives of the organization. Thus, a map of the path along which the organization must go for a specific period of time is drawn up.
In any plan, there is always an organizational stage - the creation of real conditions for achieving the planned goals. Organization as a management function, it ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the restaurant's activities. It is aimed at systematizing the activities of the manager and performers. since all the work is done by people, then through this function it is determined who exactly should perform each specific task from a large number of them and what funds will be required for this.
Through organizational activity, that is, the distribution and unification of tasks and competencies, the management of relations in the enterprise should purposefully take place. Organization is a means of achieving the goals of the enterprise. From an economic point of view, the organization of activities leads to an increase in the efficiency of the enterprise. From the point of view of personnel management, it conveys the meaning of work and distributes it among performers.
Motivation - this is a process of activating the activities of employees, encouraging them to work actively to achieve their goals.
Staff motivation is the most important problem that managers of hospitality industry enterprises constantly solve. A number of studies have shown that excellent service is the main factor in attracting customers for the second, third time, and so on. for the first time, a client can be lured by good advertising, a rich interior, and a varied menu. The second time he comes, no doubt, thanks to the professional work of the staff and the high quality of service received earlier. Therefore, in restaurants, a high level of motivation of employees and especially those who have a direct impact on customers and their perception of service must be ensured. Nevertheless, in practice, it is not uncommon for the majority of employees involved in multilateral personal contacts to be in the category of the least paid.
After the restaurant work plan is drawn up, labor is organized, motivation parameters are set, it becomes necessary to perform one more management function - control .
Control is the process of measuring (comparing) the actual results achieved with the planned ones.
The control function in classical management should be understood as a type of management activity, thanks to which the organization can be kept on the right (correct) path by comparing its performance indicators with established standards (plans).
Management methods.
A management method is a set of techniques and ways of influencing a managed object in order to achieve goals.
In the practice of managing a restaurant enterprise, various methods and their combinations are simultaneously used.
The main groups of methods include:
1) economic;
2) organizational and administrative;
3) socio-psychological.
Economic methods of management.
Management relations are determined primarily by economic relations and the objective needs and interests of people underlying them, therefore they are given a central place.
For economic management methods to be effective, it is necessary, at a minimum, to ensure that the organization is “responsive” to economic incentives. Only under conditions of justified independence is a real approach to the economic methods of management possible: the team manages material assets, income (profit), wages and realizes its economic interests. Economic methods contribute to the identification of new opportunities and reserves. We are talking about changing the system of material incentives, taking into account the economic interests of all participants in the production process.
Economic methods involve the development of general planning and economic indicators and the means to achieve them. As a result of increasing the effectiveness of economic levers and incentives, conditions are formed under which the labor collective and its members are encouraged to work effectively not so much by administrative influence (orders, directives, instructions, etc.) as by economic incentives. On the basis of economic management methods, organizational-administrative and socio-psychological methods should be developed and strengthened, professionalism and culture of their application should be improved.
Organizational and administrative methods of management.
Based on direct directives. The objective basis for the use of these methods is the organizational relations that are part of the management mechanism. The task of organizational and administrative activity is to coordinate the actions of subordinates. No economic methods can exist without organizational and administrative influence, which ensures clarity, discipline and order of work in a team. It is important to determine the optimal combination, the rational correlation of organizational-administrative and economic methods.
Organizational and administrative methods have a direct impact on the managed object through orders, instructions, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. these methods are regulated by legal acts of labor and economic legislation.
There are three forms of manifestation of organizational and administrative methods:
- obligatory prescription (order, prohibition, etc.);
- conciliatory forms (consultation, resolution of compromises);
- recommendations, wishes (advice, clarification, proposal, etc.).
All forms of organizational and administrative methods are united in one thing: these are direct tasks and orders from higher authorities, which are aimed at complying with laws and regulations, orders and orders of managers in order to optimize production processes.
Organizational and administrative methods are distinguished from other methods by a clear targeting of directives, the obligation to comply with orders and instructions, failure to comply with which is regarded as a direct violation of executive discipline and entails certain penalties.
In the practice of managerial activity, administrative influence is usually associated with three types of subordination:
- forced and externally imposed, which is accompanied by an unpleasant feeling of dependence and is understood by subordinates as pressure "from above";
- passive submission, which is characterized by satisfaction associated with liberation from making independent decisions;
- conscious, internally justified, which satisfies both the manager and the subordinate.
The use of organizational and administrative management methods creates favorable conditions for the existence and development of a managed system, and has a targeted impact on the management object. The characteristic features of direct influence include the direct connection between the leader and the subordinate. However, direct influences ultimately lead to an increase in the passivity of subordinates, and sometimes to covert disobedience. Indirect methods of influence are most effective when they are carried out by setting a task and creating stimulating conditions.
Socio-psychological methods of management.
Socio-psychological methods are a set of specific methods of influencing personal relationships and connections that arise in labor collectives, as well as the social processes taking place in them. They are based on the use of moral incentives for work, influence the personality with the help of psychological techniques in order to turn an administrative task into a conscious duty, an internal human need.
The main goal of applying these methods is the formation of a positive socio-psychological climate in the team, thanks to which educational, organizational and economic tasks will be solved to a large extent.
Techniques and methods of socio-psychological influence are largely determined by the preparedness of the leader, his competence, organizational skills and knowledge in the field of social psychology. Socio-psychological methods of leadership require that at the head of the team there be people who are flexible enough, able to use a variety of management techniques.
The main forms of socio-psychological influence are planning for the social development of labor collectives, persuasion as a method of educating and shaping personality, economic competition, criticism and self-criticism, permanent production meetings that act as a method of management and as a form of participation of workers in management, various events. (joint celebration of significant dates), non-compliance with which causes psychological discomfort in the workforce.
3.2. Motivation and stimulation of personnel
Motivation- this is a certain program embedded in each person and determining the motives of his behavior. This program is most often innate, although under the influence of various life circumstances, it certainly undergoes changes.
Stimulation- these are the ways and tools that can influence the motives inherent in a person.
There are many theories of motivation. One of the most successful is the theory of motivation by Vladimir Gerchikov, which is widely used in the Russian theory of personnel management. Its advantage lies precisely in its relevance for business, as it provides tools that are well applicable in practice. According to this theory, there is five basic types of motivation:
1. Professional. It is typical for people who are interested in constant growth and development. Work for them is first and foremost an interest. They study with pleasure, read specialized, professional literature, and raise their professional level on their own initiative.
2. Instrumental. It is typical for people for whom work is primarily a tool for making money, and not at all an interest in the profession as such. Such a specialist is primarily interested not in what he will do, but how much he will be paid for it. But we must understand that the goal of people with this type of motivation is not just to get more, but to earn money. These people are just not slackers. They are ready to work hard and hard, but they will always demand an appropriate reward for this.
3. Lumpenized. It is typical for people whose goal is to work less. At the same time, people with this type of motivation are ready to receive just enough for their work just to survive. Work for them is nothing more than a forced necessity. A typical example of a person with this type of motivation is an employee who is constantly engaged in the most low-skilled work, and not because of the circumstances.
4. Master's. Inherent in people who feel personally responsible for everything they do. Their motto is: "I am the owner, I am responsible for everything." This type of motivation is typical (or rather, should ideally be typical) for the owners and managers of enterprises.
5. Patriotic. As the name implies, this is a type of motivation in which the determining factor for a person is work in a particular area or a particular company. Such people are driven by belonging to a certain professional circle, pride in their enterprise. It is extremely important for them that they work in this particular company.
Undoubtedly, there are no people who would have only one type of motivation. A person can have professional, business, and patriotic motives. Nevertheless, for any person, one can single out the dominant type of motivation that determines his behavior and attitude to work.
The dominant type of motivation characteristic of a person from birth can change under the influence of various external circumstances. So, for a specialist with a dominant professional motivation, who has reached a certain "ceiling" and wants to take a leadership position, the master's motives inevitably increase. And if he takes, for example, a loan, the instrumental motives in his behavior, due to the need to earn money in order to pay off the creditor, begin to play a more significant role.
We must understand that there are no good and bad types of motivation. It's just that every employee with a dominant type of motivation inherent in him should be "in his place."
Take at least "lumpenized" motivation. In any restaurant there is a lot of monotonous, low-skilled and low-paid work, but at the same time extremely necessary work. This is washing dishes, cleaning, and much more. People with predominantly lumpenized motivation in such positions are simply irreplaceable. You can, of course, put a typical "toolmaker" to wash the dishes, but the restaurateur is unlikely to be happy with this circumstance. Of course, such a person will not refuse any work, but will demand money literally for every washed plate.
At the same time, there is hardly a better waiter than the typical "tool man". No other person with a different dominant type of motivation will work so hard for their tips or percentages of the sales of certain dishes.
Among chefs there are specialists with dominant professional motivation, but there are not a few people with underclass motivation. That is why in the kitchen in restaurants as a style of leadership is very common paternalism. Chefs with underdog motivation prefer a chef as their manager. Having a paternalistic leader is a very big risk for the owner of the enterprise, as too many "human" motives will be woven into the business. There are cases when, if it is necessary to replace the leader for one reason or another, the team simply refuses to work with another person and the whole team has to be changed.
Stimulants, however, as well as penalties, are different for employees with different prevailing types of motivation. A person with professional motivation is not too stimulated only by money. It is very important for him to have an idea about the prospects of his career. Such a specialist may be very interested in a relatively free work schedule, certain concessions. As a rule, it does not need to be strictly checked, as it will gladly do its job. But a person with a lumpenized motivation needs to be checked. Moreover, if the "lumpen" did not come, for example, to work on time, he should also be severely punished. But it is unlikely that material punishment will be effective. A person with under-motivated motivation will not quit if, as a punishment, he is forced to do an additional amount of not the most pleasant work or put in an uncomfortable shift. But the degree of impact of such punishment will be much more significant than the usual pecuniary penalty.
As for the master's motivation, all leaders should have it. Otherwise, they simply will not be able to bear the responsibility that their position implies.
It is hardly worth expecting effective work for a salary from an employee with instrumental motivation. This is a typical "dealer". He must clearly understand what he is paid money for. Accordingly, the best incentive for such an employee, for example, if we are talking about a waiter, is the opportunity, in addition to tips, to receive a percentage of sales. If, as a penalty, to conduct conversations with him on the topic “what is good and what is bad”, this, most likely, will not have the proper impact on him. Despite the fact that most restaurateurs use the imposition of material penalties as a measure of punishment for employees, many experts believe that its effectiveness is not particularly high. One can agree with them, but with one caveat: for an employee with predominant instrumental motivation, this type of punishment is the most effective.
An experienced hiring specialist will determine the type of candidate’s motivation, either “by eye”, or by analyzing the types of activities that a person has been engaged in before.
Whatever incentive methods are used for various categories of personnel, a restaurateur should always be guided by a number of general principles.
The approach to motivating employees should be individual. The most useful and valuable employees, leaders, on whom the success of your activities depends, must be singled out. It's both cheaper and more efficient.
It is bad when a restaurateur does not pay due attention to adequate remuneration of staff. But in no case should the other extreme be allowed - “overfeeding” employees. Any additional incentives should be given only for specific achievements, for certain work done. Too “kind” leader will inevitably sooner or later become the object of blackmail by the staff and become dependent on him.
Naturally, when determining staff incentives, it is necessary to take into account the dominant types of people's motivation.
And finally, the most important thing. The cost of stimulating employees should be viewed from the same perspective as the cost of training, namely as an investment in the most valuable thing you have - people. This is the capital on which the success of the business depends to a decisive extent. From a financial point of view, this is definitely a cost. But from the point of view of business efficiency, these are investments that pay off many times over.
Now let's see what methods of encouragement and penalties are used in Kristall LLC. Consider this on the example of service personnel, namely: waiters and bartenders. Managers came to the conclusion that instrumental and lumpenized types of motivation are inherent in the majority of personnel in these categories.
Methods of incentives applied to staff:
1. Percentage of sales of certain food or beverages.
As a rule, this incentive measure is applied to waiters and bartenders and is quite effective. In addition to an additional financial incentive for staff, this method allows the restaurateur to increase sales of certain menu items, which is often very relevant, for example, when the chef introduces new dishes and in a number of other cases. Interest is usually calculated from the proceeds received from the sale of the dish.
Restaurant "Barvinok":
- waiters there is a percentage of sales, provided that their average revenue per shift during the month exceeds 10,000 rubles. (for the most details, see Chapter 1, item 5);
- bartenders also a percentage of the proceeds. But since basically all orders go through waiters, the amount of surcharges for bartenders is not large.
2. Establishment of a "floating" salary scale for employees.
Within a certain position, for example, categories are established for bartenders - trainee, bartender, senior bartender. Each category corresponds to a certain salary. The category is assigned to a specialist based on the results of an assessment carried out in the form of certification after a certain period of time. In addition, when assigning a category, the work of a specialist for the period that has passed since the previous certification is also assessed, according to a number of criteria - basic skills and abilities, quality of work, independence, initiative, responsibility, diligence and commitment, ability to learn, teamwork, skills communication, etc. In accordance with the category assigned based on the results of such a comprehensive assessment, the official salary of the employee is also established, which does not change until the next assessment. The advantage of the method is that real opportunities for horizontal growth are created for employees within their position.
3. Monthly performance bonuses.
This system was established in order to control discipline within the workforce.
Let's consider it in more detail on the example of waiters.
Loyalty Factors Y=30%:
- performance of official duties - 20%;
- personal initiative - 20%
- support of colleagues - 20%;
- late - 20%;
- courtesy towards guests colleagues - 10%;
- Appearance - 10%.
B - bonus, which is paid subject to 100% completion.
B \u003d Y * 10%.
At the end of the shift, the manager evaluates the work of employees for all of the above components. At the end of the month, a summary of the work is compiled. In case of fulfilling all 100%, the employee is assigned a bonus in the amount of 10% of the variable part of the salary Y, namely:
B \u003d 1400 * 10% \u003d 140 rubles.
If, for one reason or another, an employee scored a lower number of points during the month of work, for example, 90%, then its variable part will be equal to:
Y \u003d 1400 * 0.9 \u003d 1260 rubles.
In this case, the employee loses 140 rubles.
Thus, this system serves at the same time as an element of the bonus deduction system.
Tipping as one of the ways to stimulate labor.
An important role in stimulating labor is undoubtedly played by the economic remuneration received (wages and other material incentives). In the service sector, the level of economic remuneration of employees is lower than in the manufacturing sectors of the economy. However, here, and above all in the hospitality industry, the historically established tradition of receiving additional remuneration (payment) for work in the form of tips, the amount of which significantly increases the level of material well-being of service personnel (waiters and bartenders).
From an economic point of view, tips are considered as an additional payment for the provision of additional services, or a mechanism that complements the fixed price of a service in non-standard situations.
Sociologists explain the function of a tip as a gift to someone who provides a service. At the same time, it should emphasize the high social status of the donor and is a demonstration of his superiority. Everyone who has received a tip should at the same time feel blessed and express gratitude and respect to the one he serves. This sociological explanation contradicts reality, as it indicates that waiters and bartenders should feel somewhat humiliated when receiving a tip. In practice, most of them, on the contrary, feel humiliated when they do not receive a tip or when the tip is not generous enough. Moreover, customers tend to leave tips discreetly, without advertising them. The principles of elementary courtesy dictate to the waiter that he should not check the amount of the tip in front of the client.
There is an unspoken international standard for tip size - 10% of the bill. However, it should be remembered that tips are a purely voluntary desire, and their size depends not only on established traditions, but also on other factors. The famous American psychologist Michael Lynn established the following regularities of scientific interest for this phenomenon:
1. Tip sizes practically do not depend on the quality of food, or on the atmosphere of the restaurant, or on the gender and age of the waiters, or on the amount of alcoholic beverages consumed.
2. Factors that increase the size of the tip include:
- the physical attractiveness of the waiter or waitress, including appearance and clothing;
- the number of additional visits of the waiter to the client's table, which are not due to necessity and do not improve the quality of service.
3. Factors that reduce tip size include:
- the amount of the bill (the larger it is, the smaller the percentage of the amount will be a tip);
- the number of customers at the same table (the larger the company, the smaller the tip).
4. Men tend to leave larger amounts of tips than women. Customers who pay with credit cards leave more tips than customers who pay with cash.
Tips are distributed differently in different restaurants. In some, at the end of the shift, tips are equally divided among all staff, including managers, cloakroom attendants, dishwashers, etc. In others, waiters give only 30% of the total tip to all other departments. And, thirdly, the tip belongs entirely to the waiter.
In the Barvinok cafe, tips are the personal earnings of the waiter or bartender.
Thus, tips are one of the most important motivating factors for service personnel in the hospitality industry.
Penalties applied to personnel.
Just as with incentives, the approach to imposing penalties should be individual. A measure that may be effective for one may be completely ineffective for another. When choosing a punishment, it is also important to take into account the dominant type of employee motivation.
In general, it is better to resort to deprecation only in extreme cases. The best option is to carry out the recruitment procedure more carefully and thoughtfully, avoiding hiring those who will subsequently have to be constantly punished.
The bonus deduction system is based on the fact that the majority of personnel have an instrumental type of motivation. The system of penalties is presented in Table 5 (Chapter 1, Clause 5). Also, if we consider the bonus system for personnel, then it can be seen that, for example, bonuses based on the results of work, at the same time act as a tool for deprecating bonuses.
Violations on the part of the staff, for which the dismissal of employees is possible:
1) theft;
2) being at the workplace in a state of intoxication;
3) an attempt to shortchange the guest;
4) rudeness towards the guest;
5) failure to comply with personal hygiene requirements;
6) untidy appearance;
7) smoking or eating in the presence of guests.
3.3. Recruitment and selection methods
Recruitment is the most critical stage in personnel management, as a mistake is too expensive. The ability to hire the most suitable people is a great and rather rare talent that can be possessed by a managerial personnel. Good people who are loyal to the firm work well, while bad people work poorly and have a bad influence on others.
Recruitment is a painstaking and continuous work that requires special abilities, knowledge and skills. The high qualification of an HR consultant requires knowledge in the field of law, economics, sociology and psychology. The more important the personal qualities of employees become in the success of the company, the greater the need for psychological knowledge.
In Kristall LLC, the club manager is in charge of the selection and hiring of personnel.
Hiring is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization. Personnel management begins with recruitment.
Line personnel search methods(in our case - waiters and bartenders) there is a great variety. Here are the most common ones used at Kristall LLC:
1. Selection of candidates through acquaintances.
During the year of the club's work, 52 people were accepted for these vacancies, of which 17 people (32.7%) were found in this way. They are the most mobile category of restaurant staff. Therefore, it is waiters and bartenders who most often get jobs through acquaintances, offering their services to restaurants.
In addition, the managers of the Barvinok restaurant themselves turn to employees with a proposal to invite their acquaintances to work, place internal advertisements on this topic in the establishments. Naturally, all candidates who come through such channels go through a standard and rather strict selection system.
2. Use of external sources of information, placement of advertisements in the media.
Through the media, 30 people (57.7%) were hired by the club. That is, it is the most common method used in this enterprise.
The disadvantages of this method include the need to subsequently screen out among a considerable number of candidates, most of which do not even come close to meeting the requirements.
When advertising in the media, managers formulate specific information about the specialist they need: about the requirements for the level of his education, length of service in his specialty, age, etc. this can reduce the number of applicants who do not meet the requirements. Already on the phone, they try to find out how this person suits them. To do this, a list of questions is prepared in advance that are asked during a telephone conversation. The candidate is warned about what documents he must bring with him. Managers also prepare a special questionnaire and leave room for personal impressions in it.
3. Selection of specialists among graduates or students of various specialized courses or specialized educational institutions.
The percentage of people employed in this way is not large - 9.6% (5 people).
The advantage of this method is that people who come to study at specialized courses initially have a certain starting motivation. In addition, graduates receive certain knowledge in the field of their future professional activities. Moreover, most of the courses are not designed to train specialists for a particular restaurant chain - training for them is quite universal. Undoubtedly, later the employee is trained to instill in him the service standards inherent in this restaurant.
It can also be noted here that for such positions as a waiter and a bartender, people who are students or who have completed their studies, not necessarily in this specialty, can be recruited. This is due to the fact that these positions are mainly for young people who are looking for an additional source of money during their studies. Such people, as a rule, quickly learn everything and they have a certain culture of communication with people, which is an important factor in this field of activity.
The managers of the restaurant "Barvinok" employ the technology of hiring and adapting personnel as follows.
When a vacancy appears, managers review the staffing table and try to find opportunities for a more rational distribution of responsibilities between employees, stimulating them accordingly. Upon careful analysis, it often turns out that such a possibility exists. Moreover, this option of action is beneficial from an economic point of view. There is no need to bear the costs of hiring a specialist, and the total additional payments to employees who will be assigned additional duties are always lower than the salary that a new employee will have to pay.
To make a decision, you need to answer several questions:
- Which of the employees can be delegated certain functions?
- What measures of material incentives should be taken to interest these employees in the effective performance of additional duties?
- Will such a redistribution of duties entail a deterioration in the level of guest service?
- What is the expected economic effect?
If the redistribution of responsibilities is not possible or it is a position that must be filled, then proceed to the recruitment procedure.
The generally accepted procedure consists of the following stages:
1. Formation of a “position profile” or “ideal image of a candidate”.
When forming this image, first of all, the main functions of a specialist are clearly defined. Establish the priority of requirements, that is, they distinguish between mandatory and desirable requirements.
Further, the requirements for the professional knowledge and skills of the candidate are determined. And then determine the list of personal qualities.
Requirements for professional knowledge and skills are formed on the basis of job descriptions for the corresponding vacant position (Appendix 2).
The restaurant "Barvinok" very often accepts people without work experience, so the main criterion in the selection of candidates is personal qualities. These qualities include:
- the ability to communicate with people, quickly establish contact;
- the ability to conduct a conversation (expressive speech, correct pronunciation, erudition);
- sense of shape, color, size;
- ability to understand human psychology;
- tact;
- sensitivity;
- self-respect;
- humor;
- endurance, balance, self-control;
- observation and good attention;
- the ability to distribute and switch attention;
- quick response to the behavior of restaurant visitors;
- speed and accuracy in calculations.
In addition, a candidate accepted for the position of a waiter or bartender must be a good psychologist, which will allow him to:
- understand the behavior of visitors and exert a targeted influence on them to create optimal service conditions;
- to understand oneself well and consciously manage one's feelings and emotions;
- know your colleagues well and maintain a relationship of camaraderie and mutual assistance.
This staff is recruited at the age of 18 to 23, which contributes to greater team cohesion, due to the presence of common interests.
2. Search for candidates.
The methods for finding employees that are commonly used in the Barvinok cafe have been described above.
3. Evaluation of candidates.
The first, preliminary assessment of candidates is evaluation based on resume.
Based on its results, a primary screening is made of those candidates who initially do not fit in a number of obvious parameters: level of education, work experience, age, etc.
A significant drawback of the resume is that it is compiled in an arbitrary form. As a result, the employer receives not the information about the candidate that he needs, but the information that the applicant for the vacancy himself considered necessary to provide. In addition, a resume for a candidate is a good way of self-promotion. So, based on the summary, the employer can only draw the most preliminary and cautious conclusions.
For this reason, cafes "Barvinok" often use questioning applicants. The applicant is invited to fill out a fairly detailed questionnaire with questions. Such a technique allows you to obtain information that is of interest to the employer. When analyzing information obtained through questionnaires, it is also necessary to treat their reliability with caution. The fact is that people tend to overestimate their skills and abilities.
The survey can also take the form preliminary interview, or interview. The advantage of an interview compared to a questionnaire is the presence of a live contact with the candidate. To fix the results, special assessment sheets are used, in which the results of the assessment of certain competencies of the candidate are recorded in the form of certain points.
4. Checking recommendations.
This is the most important stage of selection, neglecting which would be a gross mistake.
Since this process takes a lot of time, it is carried out at the final stage of selection, when there is a small number of applicants for a vacant position.
It should be noted that written recommendations, often attached to their resumes by some candidates, are by no means a 100% guarantee of the reliability and high professional level of their owners.
To increase the effectiveness of the interview and further check the recommendations, the “professional recommendations” column is initially added to the questionnaire.
Either the candidate's manager or the cafe's HR manager checks the recommendations.
Technology for checking recommendations for candidates:
1. Prepare a list of questions for a potential referrer.
It is compiled based on the vacancy that is offered to the candidate. List of questions used:
How long has the candidate worked at your restaurant?
- In what position did he work, what functions did he perform?
- What kind of relations did he develop in the team - with subordinates, colleagues, management?
- What are his strengths would you note in the first place?
- What are his weaknesses would you note in the first place?
Why did he decide to change jobs?
- Would you hire him again if the opportunity presented itself?
What is his leadership style?
- What position is preferable for him?
- Did he have any achievements in your company?
What else can you tell about him?
- Who else would recommend it?
2. It is necessary to convince the recommender of the importance of an objective assessment of the candidate, as well as that his words will be kept secret. At the beginning of the conversation, it is better to find out whether it is convenient for a person to answer questions, whether he has time for this. Ask for specific examples.
3. It is necessary to find out the relationship between the candidate and the recommender.
If the candidate indicated his friends, then it is unlikely that their reviews will be objective.
4. You need to make sure that the recommender really had the opportunity to fully know the candidate and can really weigh his abilities and character traits.
5. At the end of the conversation, you need to tell the recommender about the vacancy that is offered to the candidate.
6. You should not be limited to a conversation with only one recommender.
Any negative, as well as positive, information about the candidate received from one recommender must be confirmed by at least one more person. Otherwise, there is a high probability of obtaining false information.
7. You must additionally use your own capabilities to search for recommenders.
The most reliable information can be provided by an authoritative person in business, a person well known to the employer, whose opinion he trusts.
Also, managers directly call the companies where the candidate worked and interview some employees. The more people you talk to, the more objective you can get about the candidate.
The best option is to independently prepare a list of recommenders for each candidate. This avoids the natural desire of the applicant to introduce only those people who like him and who will give good reviews.
A thorough review of references requires good market knowledge and extensive networking.
5. Final interview and decision.
At this final stage, you usually have to talk with a maximum of two or three candidates applying for a certain position, and sometimes with a single finalist. The task of the manager is to make the final choice and decide on hiring an employee.
Unlike an interview with a manager, this interview should allow assessing, first of all, the professional qualities of the candidate, his ability to perform production functions. At the same time, the manager evaluates the degree of his personal, professional compatibility with the candidate and the likelihood of the latter's successful integration into the unit.
In addition, the manager provides the candidate with detailed information about his unit, the vacant position, and the functions that the candidate will have to perform if he is hired. The results of the interview are recorded by the manager using a standard form for this.
Based on the analysis of the interview results, the head of the department (with the participation of a personnel specialist) selects a candidate who, in his opinion, is most suitable for this position. The manager prepares a letter of offer to the candidate, containing a description of the conditions of his work - start date, position title, subordination, salary, working hours, vacation duration, benefits provided by the organization, etc.
Adaptation- This is the procedure for introducing a new employee to a position.
As a rule, an adaptation plan for each category of employees is developed by the personnel department. But a separate restaurant does not need to have such a plan; in this case, the manager should consider who to entrust the procedure for inducting a new specialist. Thus, in the Barvinok restaurant, a manager or a waiter with extensive work experience is appointed to help in the adaptation of newly hired waiters. Such an employee is called mentor.
The choice of a mentor should be approached carefully. This is not just an experienced worker with great knowledge and practical skills, who knows the history and traditions of the restaurant, but also a person who has a certain authority and respect in the team. In addition, the mentor must have practical training skills.
Professional adaptation for different categories of employees is different, but organizational, corporate and domestic adaptation is the same for everyone. The mentor tells the new employee about the peculiarities of his work mode, introduces the team, explains to whom and on what issue it is better to contact, talks about the history and traditions of the restaurant, about certain norms of behavior, about how everyday issues are resolved (when it is customary to dine where to get the form, etc.). Such things that are obvious at first glance allow a person to quickly and painlessly fit into the team and avoid many unnecessary conflicts.
As for professional adaptation, much here depends on the qualifications and experience of the previous work of a person. Some restaurateurs, for example, prefer to hire waiters who do not have experience in other restaurants. In this case, the functions of the mentor will include training the newcomer in the workplace. A waiter who has experience in other restaurants, albeit to a lesser extent, also needs training, since the standards of service adopted in various establishments differ significantly. That is why many restaurateurs prefer to hire waiters without experience, believing that teaching a person is easier than retraining.
3.4. Organization of personnel training system
The profit margin of a restaurant directly depends on the level of staff training.
The most effective form of staff training, especially when it comes to practical training, is training.
training- this is a learning process, in ho, etc ....................

To perform the functions of managing enterprises, public catering organizations, an appropriate structure of the management system is created, which is a set of specialized units interconnected by the process of making and implementing management decisions. With regard to a separate enterprise (association) of public catering, it can be a workshop, typical for large ones, and a workshopless one for small enterprises.

Scale of the structure of the control system - the degree of detail of the representation or graphic representation of the structure. Distinguish: the macrostructure of the management system, the links of which are the governing bodies (subjects of management, which are a legal entity); mesostructure Meso ... .., mez (from the Greek. mesos the middle intermediate part, meaning: occupying an average, intermediate position or characterized by an average, moderate size of something. Prokhorov A.M. Illustrated Encyclopedic Dictionary Moscow "Great Russian Encyclopedia" 1997. p. .421, which is made up of structural units, a microstructure, the links of which are employees (jobs), and management tools.For example, the links of the management system on the scale of the macrostructure of the Ministry of Trade, on the scale of the mesostructure - the linear functional structural units of public catering associations (the director and his deputies departments: production, public catering, economic planning, personnel, etc.)

Structural subdivision- a link in the management system on a meso- and microstructure scale, for example, functional departments of the primary economic organization of public catering.

A link is a structure-forming element of a control system, a subsystem. Depending on the scale of the structure of the management system, its links can be management bodies, structural divisions, employees or technical means of the management system. The links of the control part of the system are called managers or subjects of control, the links of the control part of the system are called controlled or control objects. A necessary and sufficient condition for selecting an element of the system as a control link is to assign at least one control function to it.

The Ministry of Trade, in accordance with the approved general trade management scheme, determined the links of the existing structure of the public catering management system (the scale of the macrostructure):

· main link - associations, public catering and non-commercial activities (material and technical supply, construction, production and technological, etc.)

· top level - Ministry of Commerce, Department of Trade and Catering.

Relations between links can be of two types: vertical (subordination and leadership) and horizontal (cooperation of equal elements). Vertical communications are divided into linear (mandatory subordination on all management issues) and functional (subordination on a specific group of problems). To characterize horizontal links, an indicator of the total number of employees with whom contacts are established in the management process is used.

The boundary between subordinate control subsystems is the level of control. In a hierarchically constructed system, there are at least two levels of control, and their total number is determined by the complexity of the interconnections of lower-level control objects, which together form the controlled part of the system.

It is necessary to consider the requirements for organizational management structures.

1. The ability to reflect the content of the body's activities, the main elements of management, goals, methods, principles, functions, stages and stages of decision-making and implementation.

2. Flexibility - the ability to respond to changes in socio-economic and organizational and technical conditions.

3. Minimum steps of the hierarchical ladder.

4. Minimum time for the passage of decisions, orders, instructions from higher management to direct executors.

5. The organizational structure should ensure the effective distribution of functions among units - management links, exclude duplication of functions at various levels, and assume the need and possibility of its continuous improvement.

6. Relative uniformity of loads on each division of the administrative apparatus, the conjugation of individual links and steps, which should be interconnected by common goals, the solution of certain problems, tasks.

An important problem in the formation of the management structure is the creation of not only the structure as a whole, but also its management bodies. Structural divisions of governing bodies can be grouped into the following groups:

· Management- these are the employees who manage all the structural divisions of the governing body (the head, his deputies, the collegium, etc.);

· Industry structural divisions- manage separate parts of the control object;

· Functional structures of the division implement any one management function (for example, the department of the Ministry of Commerce: financial, personnel, social development, accounting, control and audit);

· Auxiliary structures of the division, ensuring the work of the governing body (case management).

Depending on the features of the structure, economic activity and other factors in public catering, linear, linear-functional (combined), program-target management structures are used.

Linear control structure characterized by the fact that all functions are concentrated in linear units and each employee reports to one leader and receives instructions from only one leader. This eliminates the receipt by subordinates of conflicting and unrelated tasks and orders, increases the responsibility of managers for the results of their work.

The linear structure of the management of a public catering enterprise.

The disadvantage of this structure is that each of the controls has relatively little ability to solve functional problems that require special knowledge. Since functional departments are not created, the manager must have versatile knowledge of all management functions carried out by subordinate employees. This limits the ability of the manager to effectively manage the enterprise. The use of a linear structure is justified in small catering establishments.

Linear-functional (combined) structure is based on a close combination of linear and functional connections in the management apparatus. It provides such a division of labor in which the linear links make decisions and manage, and the functional ones advise, inform, coordinate and plan economic activities. The organization of functional actions is based on a linear principle. The head of the functional department is at the same time the line manager of employees directly subordinate to him.

The heads of all functional units are simultaneously included in the system of linear management of the organization, enterprise. At the same time, “manager-subordinate” relationships are built along a hierarchical line in such a way that each employee is accountable to one person. The heads of functional services exercise their influence on production, trade, and management divisions, formally not having managerial rights.

The linear-functional structure is used in large enterprises, public catering associations. The linear-functional structure of the management apparatus frees the manager from a number of functions, for which qualified specialists are to perform. However, it has a number of disadvantages. In complex production systems with branched functional services, the task of the manager to effectively coordinate their activities becomes more difficult, even in the presence of a staff of deputies. The linear-functional structure is also characterized by weak horizontal links between functional departments. Therefore, often some similar management functions are not carried out in a coordinated manner. The constant need to coordinate decisions made at the highest level due to the variety of horizontal links causes a significant delay in the implementation of goals, a decrease in the quality of decisions made, and an increase in management costs.

The most effective solution to problematic problems is provided by the use of program-target management structure, which is based on the integrated management of the entire production system, focused on a specific goal. The basis of the program-target structure is made up of specially created management bodies that carry out organizational and specialized management of the implementation of the target program. The use of program-targeted management ensures the timely introduction of effective scientific and technical developments into production and management, relieves senior managers from the functions of operational management by bringing the program management bodies closer to the performers and creating direct horizontal links between them, allows using a more effective system for monitoring the implementation of work on program.

The types of program-target management used in organizations, public catering enterprises include project management.

Organizational structure of the enterprise

The organizational structure of enterprise management is traditionally understood as a complex characteristic, including:

ѕ composition and linear subordination of structural divisions within the enterprise;

* normative and actual distribution of functions between structural subdivisions;

* functional subordination and jurisdiction of structural divisions;

ѕ regulations and procedures for the interaction of departments, developed for special cases.

restaurant contract salary fund

Rice. 1.1. - Organizational structure of the Arlekino restaurant

As can be seen from figure 1.1. in the restaurant "Arlekino" there is a linear management structure, which is the most suitable for public catering establishments. A distinctive feature: a direct impact on all elements of the organization and the concentration in one hand of all management functions.

The director is responsible for the organization and results of all trade and production activities, controls the implementation of the plan of indicators of the economic and financial activities of the restaurant. He is responsible for the culture of customer service, the quality of products, the state of accounting and control, the safety of material assets, and compliance with labor laws.

The Deputy Director oversees the operation of the restaurant, ensures the preparation and implementation of a set of measures to stimulate employees. Solving management issues and tasks.

The financial director carries out the organization of accounting, economic and financial activities of the enterprise. Forms an accounting policy in accordance with the legislation on accounting based on the structure and characteristics of the enterprise, the need to ensure its financial stability.

The chief accountant manages the formation of an information system for accounting and reporting in accordance with the requirements of accounting, tax, statistical and management accounting, ensures the provision of the necessary accounting information to internal and external users.

Job responsibilities of an accountant-cashier conducting cash transactions, accrual and payment of wages to employees of the enterprise. Issuance of certificates for employees of the company related to the indication of their salary. Working with banks.

The accountant-calculator calculates the required amount of ingredients and products in accordance with the approved food preparation flow charts; accounting for products sold and products to be sold; participation in the inventory carried out in the organization.

The restaurant manager organizes, plans and coordinates the activities of the restaurant, establishes duties for employees subordinate to him and takes measures to ensure their execution. Makes decisions on the appointment, transfer and dismissal of restaurant employees, controls the availability of documents necessary for the smooth operation of the restaurant.

Marketer - the duties of a marketer include: media planning, promotional activities, implementation of the most effective ways to promote a restaurant as a network BRAND (event plans); Work with a competitive environment (analysis of competitors, by format of establishments, type of customers, location, prices, assortment, type of cuisine, positioning strategy among direct and indirect competitors)

The chef organizes and controls the work of production. The main directions of its activity are: menu formation; planning and selection of the necessary raw materials and materials; quality control of food preparation and serving; control of storage of raw materials, semi-finished products and finished products.

The team of cooks prepares dishes in accordance with the rules of high quality cooking technology, in compliance with the rules of sanitation and hygiene, labor protection and safety in the workplace.

Manager - the main task of the manager is to work with guests and staff, meet and greet guests, control the preparation of the hall for service and ensure a high level of sales. Supervision of the work of all departments of the restaurant.

Bartender - the main task of a bartender is to welcome and serve guests at a high level with alcohol and other drinks. Preparation and serving of mixed drinks, settlement operations, accounting and reporting in the bar.

Waiter - the main task of the waiter is to welcome and serve guests, take orders, issue and present invoices to them. Banquets, anniversaries, weddings, food tastings. Assisting guests in choosing food and drinks and serving them to the tables.

The duties of the hostess include meeting visitors, seating at the table, offering a menu. The specialist must know the range of dishes offered, the wine list of the restaurant, inform visitors about promotions held by the restaurant. The hostess controls the work of the waiters, coordinates the distribution of the workload between them to work with clients (makes sure that the visitors are evenly located in the work areas of the waiters). If necessary, the hostess takes over the functions of the waiter.

The Arlekino restaurant has a variety of workshops specializing in the types of processed raw materials and manufactured products: vegetable, hot, cold (Fig. 1.2.).

Rice. 1.2. - The structure of the production workshops of the Arlekino restaurant

The main divisions of the restaurant as the dominant ones are presented in the following composition:

Production - what is commonly called the kitchen; the main function - ensures the preparation of all dishes on the menu, is the most important component in the structure of the restaurant;

Director (manager) and administration (managers) - organization of activities and decision-making, control functions, work on the development of the restaurant, etc.;

Accounting - the solution of all economic problems for the enterprise and control over the expenditure of financial resources for the operation of the restaurant.

Workshops are divided into: procurement (meat and fish, vegetable); pre-cooking (hot, cold).

In each workshop, a production line is organized - a production site equipped with the necessary equipment for a specific technological process. Meat, fish, poultry and vegetables are mechanically processed in the preparation shops of the restaurant.

The vegetable shop has a convenient connection with the cold and hot shops, where the production of finished products is completed. Equipment for all workshops is selected according to the Equipment Standards, depending on the type and capacity of the enterprise. The main equipment is production tables, washing baths, food storage boxes, cutting tables.

The Arlekino restaurant has a cold shop for preparing cold dishes and snacks, sandwiches and cold soups.

The product range of the cold shop includes cold snacks, gastronomic products (meat, fish), cold dishes (boiled, fried, stuffed, aspic), lactic acid products.

The production program of the cold shop is compiled on the basis of the range of dishes sold through the trading floor. Cold dishes are made directly to the order of consumers.

The purpose of the confectionery shop is the production of a variety of flour confectionery and culinary products. Confectionery products do not require additional heat treatment before being sold to consumers, which determines the increased requirements for compliance with the rules of sanitary, hygienic and technological regimes in the production, sale and storage of these products. Also in the menu of the Arlekino restaurant there is such a position as homemade ice cream.

The hot shop is the main shop of the enterprise, in which the technological process of cooking is completed: the heat treatment of products is carried out. Boiling of broths, preparation of soups, sauces, side dishes, second courses, as well as heat treatment of products for cold dishes. The hot shop has a convenient connection with the blank shops and a convenient relationship with the cold shop.

Organization of the conclusion of contracts and the procedure for their execution

Any business activity is connected with the use of the contract.

The main type of contracts accepted by the Arlekino restaurant is a supply contract. The list of main suppliers today looks like this: BaltBir LLC, More Piva LLC, Sibatom LLC, Coca Cola, Pivko Gold LLC, Barlines CJSC, Belyaev IP, Astori LLC, LLC Morozko, IP Bagirov, LLC 5 Army, IP Telman, LLC Elit, LLC BayMost, LLC Angro, Demetra, LLC Partner, LLC Alida, LLC Korus ”, LLC “Avicena”.

A supply contract is such a contract of sale under which the seller (supplier) engaged in entrepreneurial activities undertakes to transfer, within a specified period or terms, the goods produced or purchased by him to the buyer for use in entrepreneurial activities or for other purposes not related to personal, family, household and other similar uses.

The supply contract is considered concluded if the parties have reached an agreement on all the essential terms of the contract in the form required in the relevant cases. Essential conditions on the subject matter of the contract, the conditions that are named in the law or other legal acts as essential or necessary for contracts of this type, as well as all those conditions regarding which, at the request of one of the parties, an agreement must be reached.

The contract of sale is a document that regulates the commercial relationship between the seller and the buyer. Practice has shown that it is more convenient to conclude contracts for a calendar year. The contract is concluded by a director or a lawyer, if there is a power of attorney for the right to conclude a transaction.

The contract has a standard form, it consists of the following items: the subject of the contract; product quality; terms and order of shipment; prices and calculation procedure; containers and packaging; property liability; legal addresses; contract time. Relations between the parties not provided for in the contract are governed by the current legislation of the Russian Federation. Disputes arising from the performance of the contract are considered by the Arbitration Court.