FSS LECTURE

Management By Level (Shaina)

- Management can be defined as a process of getting the work or the task done that is
required for achieving the goals of an organization in an efficient and effective
manner. Process implies the functions of the management. That is, planning,
organizing, staffing, directing and controlling.
Levels Of Management
 Upper-Level Management: Upper-level managers are responsible for overseeing
the entire restaurant and communicating with middle-level managers to determine
the restaurant's direction. They will set goals and strategic plans for an establishment
as well as set company policies and make decisions that impact the direction of the
operation.
 Middle-Level Management: This level consists of departmental managers, such as
kitchen managers, front-of-house managers, and catering managers. They translate
the strategic goals into actionable plans and supervise daily operations within their
respective departments.
 Front-Line Management: Front-line managers, including shift supervisors, sous
chefs, and floor managers, are responsible for executing day-to-day tasks, ensuring
staff productivity, and maintaining quality standards.
Role of Management at Each Level
 Upper-Level Management: Is responsible for establishing policies, guidelines and
strategic objectives, as well as for providing leadership and direction for quality
management within the organization. It should also establish those responsible and
hold them accountable for a wide variety of management system processes.
 Middle-Level Management: Refers to the layer between senior executives and first-
line managers. Middle managers are responsible for carrying out the decisions made
by upper management and ensuring the directives are executed efficiently and
effectively.
 Front-Line Management: Front-line managers are typically responsible for
overseeing the daily operations of an organization, including the activities of front-line
employees, who interact with customers directly and provide essential business
services. Depending on the industry, front-line managers might supervise production,
manage floor associates or direct administrative staff. They often interact with
customers by providing customer service or conducting sales. In many organizations,
becoming a front-line manager is the first management position available, followed by
middle and executive management.
Challenges and Solutions
Food Safety

- People’s health and safety is the responsibility of the food service industry since any
mishandling, contamination, or reported foodborne illness can lead to severe
consequences for both the people and the one who delivered the food. This makes
food safety a significant concern for the food service industry. Moreover, today’s food
trends that catch on quickly cause many food-related problems, demanding food
safety professionals to respond immediately. Food safety culture is necessary for the

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 workplace. The production facilities should have proper food safety policies and
regular walk-throughs to monitor food safety and trends.

Rising Supply Chain Costs

- The food service industry faces many issues managing food supply chains, including
food safety, lack of traceability, etc. Increased food supply chains cost is one of them.
Managing food supply chain costs is not easy. It does not include the cost of
supplying food but also energy and fuel, workforce, and the cost of new technology.
Moreover, keeping a check on operating expenses is another concern.
- The first step to control costs is to get them measured. For simple supply chains, you
can track expenses in spreadsheets. Complexed supply chains demand technology
solutions. You can use a supply chain platform that uses AI to keep a check on costs
and reduce them.
Customer Service

- First impressions are crucial when it comes to making your business a memorable
one. Poor service can make great food and its surroundings unattractive. In contrast,
a satisfied customer will return to your establishment and recommend you to others.
- Make sure that your team has training in how to handle common customer
complaints in the food industry. For example, does your team understand how to
handle a customer who complains about something wrong with their order? Do your
staff members understand how to be courteous towards disabled customers?
- Investing in additional customer service training for your front of house staff will pay
off when you start to get excellent online reviews written by grateful customers.
Prioritizing your diners’ customer service experience is just as crucial as ensuring the
quality of the food and drinks you serve them.
Plastic Ban Enforcement

- Plastic bags have become a threat to animals living on earth and in water. The
consistent growth in the industrialization of the food and beverage industry has had a
disastrous effect on the environment and led to the enforcement of plastic bags.
The food industry has to ensure a plastic ban in making the food process, whether
manufacturing or delivery, eco-friendly by adopting numerous recycling practices.
Excess plastic consumption and improper disposal have come up as a unique
challenge facing the F&B industry.

MANAGEMENT BY DEPARTMENT/FUNCTION (CINDA)

 The basic purpose of management has been recognized as the leadership of

individuals and groups in order to accomplish the goals of the organization. Henri
Fayol, a French mining engineer/manager. Luther Gulick (1937) developed the
following seven major functions of management.
 Most positions and departments within a business are tasked with specific duties
based on particular knowledge, expertise, or company needs, managers can have a
broader and more complex set of responsibilities.

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PLANNING

 The planning function, described by Gulick in 1937 and still relevant today, involves
developing in broad outline the activities required to accomplish the objectives of the
organization and the most effective ways of doing so.
7 Steps in Planning Process:
1. Vision
2. Strategic Planning
3. Policies
4. Procedures
5. Standing Plans
6. Single-use Plan
7. Rules
ORGANIZING
 includes the activities necessary to develop the formal structure of authority through
which work is subdivided, defined, and coordinated to accomplish the organization’s
objectives.
Types of Organizations:
1. Line
2. Line and Staff
Types of Line And Staff Authority
1. Line Authority
2. Staff Authority
3. Function Authority
STAFFING
 is the personnel function of employing and training people and maintaining favorable
work conditions.
DIRECTING
 requires the continuous process of making decisions, conveying them to
subordinates, and ensuring appropriate action.
COORDINATING
 is the functional activity of interrelating the various parts of work so they flow
smoothly.
REPORTING
 involves keeping supervisors, managers, and subordinates informed concerning
responsibility through records, research, reports, inspection, and other methods.
BUDGETING
 includes fiscal planning, accounting, and controlling. The budgeting function should
be one of guidance, not command.

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5 MANAGERIAL SKILLS (JANILLE)

 Robert L. Katz’s five-skill approach is widely accepted method for classifying

managerial skills, which include technical, human, conceptual, decision- making and
diagnostic and analytical skills.
 Managerial Skills are knowledge and abilities required for specific management task
acquired through learning, practice, and practical experience in a managerial role.
 Managerial skills involve maintaining high efficiency in employees daily tasks,
requiring the ability to manage people and technology effectively for effective and
efficient realization of duties.
 Good managers possess a unique set of skills that enable them to lead and motivate
their team towards achieving common goals. These skills are often referred to as
managerial skills, and they are essential for effective leadership in any organization.
5 MANAGERIAL SKILLS
1. TECHNICAL SKILLS
- Are essential for managers to understand and oversee team members, making
informed decisions about projects and investments. They enable managers to
evaluate proposals and assess the effectiveness of different options, ensuring project
completion on time and within budget. This helps organizations stay competitive and
adapt to changing market conditions.
2. CONCEPTUAL SKILLS
- Are crucial for managers to analyze complex situations and develop creative
solutions. They enable strategic thinking and decision-making, benefiting the
organization. For instance, a manager with strong conceptual skills can identify root
causes of a problem, suggest solutions, and achieve long-term success.
3. HUMAN SKILLS
- Human skills are crucial for managers, involving effective communication, strong
relationships, and effective working with others. They can be developed through
practice, experience, training, and education, and can be enhanced through active
listening and openness to feedback.
4. DECISION-MAKING SKILLS
- Effective decision making skills are crucial for managers, requiring critical thinking,
problem-solving, creativity, considering potential consequences, and clearly
communicating decisions to others, as they often have to make tough choices that
can impact their team’s success.
5. DIAGNOSTICS AND ANALYTICAL SKILLS
- Managers with strong diagnostic and analytical skills are adept at identifying
problems, gathering relevant information, and analyzing data to find effective
solutions, using data analysis tools to evaluate performance metrics and trends.
THE 5 FUNCTIONS OF MANAGEMENT (REZZELYN)

 Management - refers to the process of accomplishing the necessary work or tasks to

achieve an organization's goals in an efficient and effective manner. This process
involves the functions of planning, organizing, staffing, directing, and controlling.
PLANNING

- is the first function of management. It involves setting goals, developing strategies,

and outlining tasks to achieve those goals. Good planning helps you stay focused
and make the most of your resources.

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Organizing

- is the second function of management. It involves arranging resources, delegating

tasks, and creating a structure that supports your goals. Good organizing helps you
work efficiently and avoid confusion.
STAFFING

- is the third function of management. It involves recruiting, training, and developing

employees who can help you achieve your goals. Good staffing helps you build a
strong team and retain talented employees.
DIRECTING

- Is the fourth function of management. It involves guiding, supervising, and motivating

your team to achieve their goals. Good directing helps you communicate effectively
and build a positive work environment.
Controlling

- is the fifth function of management. It involves monitoring progress, evaluating

performance, and making adjustments as needed. Good controlling helps you stay
on track and achieve your goals.

NATURE OF LEADERSHIP (MIA)

 Leadership is one of the major aspects in the study of management. It emphasizes

directing people in organizations to become well-motivated employees and
encourage them to do their best and perform toward achievement of company goals
and objectives.
 Leadership is also very practical and situational and can be applied in the personal
daily lives of people in various scenario and instances.
NATURE AND CHARACTERISTICS OF LEADERSHIP IN MANAGEMENT
General Objects or Goals - In leadership, the leader provides information and defines the
general objectives or goals of the organization to his followers.
It is a Process - Leadership is a process of influencing other persons or groups.
Followers - are prerequisites for leadership.
Personal Relations - Leadership, leader, and follower have a personal relationship. The
mutual relationship between leader and the followers is active, and not passive.
Effects of Situation - The leadership is affected by various situations also, because a
person can achieve success as a leader, in one particular situation, but not in another one.
Integration and Direction of Groups - The leading person integrates his group and
inspires it to work in a well-specified manner.
Combination of Various Qualities - Leadership is a combination of various qualities, like
adventure, communication, social awakening, mental capability, motivation ability, self-
confidence, etc.

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Situational Skill and Art - Leadership is a situational skill and art because it is put in use,
according to time and circumstances.
Ideal Conduct - The leadership influences the followers by presenting ideas through his
conduct.
Mutual Relations - Leadership is a mutual relation, between various factors, like the
characteristics of the leader, tendencies of the followers, requirements, like other Personal
qualities, characteristics of the organization and external conditions.
Maturity Interests - Leader and his followers have their own different interests, but the
leadership achieves unity of the interest of both.
Leadership is Different from Management - Leadership emerges with the acceptance of
other persons, whereas the post of manager is based on the selection, and not on the
acceptance of the group. Leadership is a component of Management, whereas the scope of
management is wider than that of leadership.
A Group of Skills - Leadership is a group of human, technical, theoretical and practical
skills. The leadership emerges only by using these skills and abilities in practice.
THE DIFFERENCE BETWEEN TRAITS AND BEHAVIOR
Trait Theory of Leadership

- The trait theory of leadership is the idea that the characteristics to be a good leader
are inherited. Under this theory, people who have good leadership skills were
naturally born with these skills and can easily use them to obtain a leadership role.
- The trait theory of leadership suggests that when a person is born with leadership
skills, the inherited skills then create a pattern of natural leadership behaviors.
Although some people may have these skills inherently, they also need to have drive
or motivation to use them. Not all people born with leadership skills necessarily want
to become a leader.
TRAITS
1. Defines as a leaders effectiveness based on individual characteristics.
2. Assumes that leaders are born.
3. Theories goal - select leaders
4. A leader must have certain inherent, innate qualities
5. Focus on mental qualities
Behavioral Theory of Leadership

 Behavioral theory of leadership is the idea that leadership skills can be learned by
observing those skills in the behavior of others. Individuals can then study these skills
and practice them to try and become fluid in their leadership abilities.
 This type of leadership is unique in that individuals can choose what kind of leader
they prefer to be and study those desired skills. Individuals can also combine several
types to broaden their scope of leadership. In fact, most leaders choose to use a
combination of leadership styles.
BEHAVIOR
6. Defines a leader effectiveness based on task and relationship orientation
7. Assumes that leaders can be trained

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 8. Theories goal-develop leaders
9. More democratic kind of qualities
10. Focus on the actions of leaders.

DIFFERENT LEADERSHIP STYLES (JAYNE)

- Leadership, like the different concept of management, means different things to

different people ranging from being the first to make a change to inspiring bravery
and confidence on the battlefield. Here are the 11 most common leadership styles
that are observed in business, organizations, and managements.

1. Democratic Leadership
 as the name itself, workers have the freedom to express themselves because
the leader only makes decisions based on each team member ‘s input and
allows them to do what they want as if it can make their performance better.
This leadership style promotes inclusivity, collaboration, effective
communicator, empowering others, empathetic, trust-building, and emotional
intelligence.

2. Autocratic Leadership
 This leadership style has the opposite concept of democratic leadership. It is
often called Authoritarian, Coercive, or Commanding Leadership. Autocratic
leadership is typically characterized by centralized decision-making, limited
autonomy for team members, emphasis on hierarchy and status, resistant to
feedback or criticism, direct and top-down communication, and has a minimal
delegation. With this management approach, the boss makes decisions
alone, without consulting anyone beneath them. This approach works best
when a company needs to manage circumstances. It may work well, for
example, in emergency or crisis situations if prompt response is required.

3. Laissez-faire Leadership
 This type of leadership style is creating a more Laid-back workplace attitude.
This style is more suitable for creative industries like advertising or product
design. It also works well for a company with a highly skilled workforce.
Laissez-faire leaders make employees accountable for their work. This gives
many employees an incentive to do their best work. Because of this high level
of trust, employees working for laissez-faire leaders feel valued.
They obtain the data they require and use their resources and skills to
achieve their business objectives. But this might also hinder team growth and
present difficulties for employees who would benefit from guidance as they
get ramped up. Roles and responsibilities may also become unclear, creating
a culture of working in silos where individuals may operate independently
rather than as a unit. Maintaining this leadership style in check is crucial since
it can result in missing vital opportunities for business growth and learning.

4. Strategic Leadership
 Strategic leaders tie plans for growth and strategy to how they manage a
team. This form of leadership requires vision, competitive awareness, and
adaptability. They ask questions, develop, and execute strategies, and
consider future growth. They only want the business to achieve its goals like

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 accountability, productivity, collaboration, and transparency that will ensure
that working conditions are stable for everyone else. But this might take too
much risk and thinking too far into the future of possibilities while missing
critical present-day issues. It’s important to learn how to assign and share the
weight of decision-making. Consistent outreach, effective communication, and
compromise are also necessary.

5. Transformational Leadership
 as the name itself transformational, meaning this approach can cause change
in individuals and social systems that can improve the company’s conventions
and motivate employees to grow and further develop their skills. This
leadership style can gain the trust and confidence of their teams, and help
them to think in new ways, that can help them to achieve their company
goals. The only challenge that this style will face is that transformational
leaders can loss tract of everyone’s individual learning curves to the
company's goals. It may also cause employees to be drained and lack ideas.
That’s why keeping updates to your team is necessary.

6. Transactional Leadership
 This style uses rewards and penalties to encourage and guide behavior. The
managers provide clear guidelines and expectations and closely watch how
their staff members perform. They inform workers that if a goal is achieved,
they can anticipate benefits. If people aren't achieving their goals, they might
need more one-on-one meetings or check-ins. The only downside of this style
is the more you focus on using rewards to encourage employees can result in
fewer cultivating connections with staff members, coaching, and boosting
team spirit. If only a few in a varied team are driven by rewards, it might be
challenging to keep them engaged. This can also result in limited creativity
and a fear of punishment.

7. Coaching Leadership
 A coaching leader focuses on discovering and enhancing each team
member’s unique abilities and creating plans that will help teams collaborate
more effectively. Although it stresses individual employee achievement, this
leadership approach is comparable to democratic and strategic leadership.
This type of leader could give staff members new tasks to do, provide
assistance, and convene meetings to address constructive criticism to help
them build on their abilities. The only challenge that this leadership style will
face is it can take a long time to teach employees, not all employees respond
well to mentoring.

8. Bureaucratic Leadership
 A clear hierarchy, specialization, a division of labor, and a set of formal rules,
or standard operating procedures. This style strictly follows rules that can lead
to centralized decision-making, strict adherence to rules and procedures,
clear chain of command, and limited autonomy.

9. Visionary Leadership
 They are more on prioritizing long-term objectives. They want to motivate and
lead their team in realizing a common goal. This kind of boss promotes

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 teamwork, emotional intelligence, and collaboration. Additionally, they
encourage people to accept novel concepts and methods by fostering an
environment that values innovation and change. They can also forecast
potential roadblocks and outline action plans, giving employees increased
confidence during uncertainty or challenging times. This might ignore
pressing challenges to concentrate on larger concepts, excluding potential
future problems-causing barriers. Hyper-focus on a single objective is another
frequent problem, which can make it difficult to evaluate alternatives that
might be just as beneficial to the company.

10. Pacesetting Leadership

 They have high expectations and ambitious standards that expect employees
to excel and can achieve those goals. These managers want their staff to be
productive and produce high-quality work, and they'll intervene if necessary to
make sure that everything is finished on time and correctly. High performance
standards, setting an example, a focus on results, and a preference for
swiftness and efficiency are some traits of a pacesetting leader. If goals are
unattainable, pacesetting leaders may occasionally foster a high-stress work
climate that overwhelms and demotivates workers. Focusing on objectives
can also inhibit innovation and diversity of thinking, making employees feel
they can't use their knowledge to offer alternate goals or solutions. This can
negatively affect engagement and result in burnout, as people struggle to
reach goals and perform as expected.

11. Situational Leadership

 Situational leaders adapt their management techniques to the demands of the
team or scenario. It implies that effective leaders must modify their leadership
style to correspond with the level of readiness and development of their team
members. This leadership style entails examining circumstances, evaluating
people’s competence, and then modifying the leadership approach
accordingly. It acknowledges that change is the only constant and is
proactive. But leaders that do this style must have a high level of
understanding in all company operations and procedures, as well as the
ability to change course swiftly. It’s critical to keep in mind long-term
objectives while attending to urgent requirements; not all leaders are
proficient at doing this. Teams may experience confusion and stress if a
leader’s style changes frequently because they won’t know what to anticipate.

EARLY APPROACHES TO LEADERSHIP

Theories of leadership explain how and why specific individuals become leaders. They
emphasize the character characteristics and actions that people might adopt to improve their
leadership skills. We do have two early theories of leadership, these are scientific
management, in which a leader’s role was to motivate employees with rewards of money,
and human relations theory, in which a leader improved productivity by showing an interest
in the employee as an individual.

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Scientific management

 It is a Popular theory in the early 1900s, concerned primarily with the “best”
method and “right” wage for a job.
 The founders of the scientific management theory, such as Frederick W.
Taylor (Taylor, F.: The Principles of Scientific Management. New York: W. W.
Norton, 1911) and Frank and Lillian Gilbreth
(www.lib.purdue.edu/spcol/manuscripts/fblg).
 This was founded on the belief that the main common interest of both the
organization and the employee was money, and only money. The leader-
manager’s role consisted of issuing orders and handing out rewards and
punishments.
 The employee was viewed as a machine or tool.
 This type of thinking met the needs of the day. But times change. The
practices of the scientific management movement began to be questioned in
the late 1920s.
Human Relation Approach

 As a result of the Hawthorne studies, this was the turning point came. Western
Electric Company conducted some experiments at their Hawthorne plant outside
Chicago to determine the relationship between the physical working environment and
productivity. Lighting was one variable that was tested. Researchers were surprised
to find that no matter how varied the intensity of the lighting, productivity increased.
 They concluded that the level of performance had nothing to do with the lighting
intensity but was a result of the interest shown in the worker as a person rather than
as a machine. Thus, the human relations theory era was born.
 Human relationists such as Mayo, Maslow, Roethlisberger, and Dickson brought a
more tolerant approach to the leadership of people—consideration of the individual
and an understanding of why people work. The theory was good. The
implementation, in many cases, was poor.

THE FIELDERS CONTINGENCY MODEL (JOYCE)

- WAS CREATED IN THE MID-1960’S BY FRED FIEDLER.

- THE MODEL STATES THAT THERE IS NO ONE BEST STYLE OF LEADERSHIP.
INSTEAD, A LEADER’S EFFECTIVENESS IS BASED ON THE SITUATION.
THIS IS THE RESULT OF TWO FACTORS:
1. LEADERSHIP STYLE
2. SITUATIONAL FAVORABLENESS.

- Leadership Style - Fiedler believed that leadership style id fixed, and it can be
measured using scale he developed called Least-Preffered Co-Worker (LPC) scale.

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LEADER SUBSTITUTE MODEL
Leader Substitute - acts in the place of a leader and makes leadership unnecessary.
Possible substitute can be found:

 Characteristics of Subordinates: their skills, experience, motivation.

 Characteristics of context: the extent to which work is interesting and fun.
 Worker empowerment or Self managed work teams reduce leadership needs.
 Managers need to be aware that they do not always need to directly exert influence
over workers.
Transformational Leaders

- are charismatic and have a vision of how good things can be

- openly share information with workers.
- engage in development of workers.

Transactional Leadership

- Involves managers using the reward and coercive power to encourage high
performance.
- Managers who push subordinates to change but do not seem to change themselves
are transactional.
- The transactional manager does not have the "vision" of the Transformational leader.

Gender and Leadership

- The number of women managers is risking but still relatively low in top levels.
- Stereotypes suggest women are supportive and concerned with interpersonal
relations. Similarly, men are seen as task focused.

COACHING AS A LEADERSHIP ROLE (GWYNETH)

Coaching leadership - is a style that involves recognizing team members’ strengths,
weaknesses and motivations to help each individual improve. managers use to motivate
employees and achieve success.

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 - Defined by Paul Hershey and Kenneth Blanchard in the 1960s, coaching leadership
is highly common in today's workplace because its positive nature promotes
development of new skills, revisits company objectives and fosters a confident
company culture. Leaders who coach are often seen as valuable mentors.
How to be a coaching leader?
Knowing where to start helps you determine what to do next. Begin with a solid
understanding of your team’s current work habits and productivity, then create a plan to
coach them in a way that addresses issues and teaches proper processes.

- Determine areas of concern

Make time to sit down with your employees and ask open-ended questions that
reveal the details of any issues. This way, you'll be prepared to have productive
coaching conversations. Speaking with them personally also helps you understand
their perspectives and how they think.
For example, some people approach work with different attitudes and goals. When
you have a solid understanding of various personalities, it helps shape your strategy.

- Balance praise and criticism

It is important as a coach to provide helpful feedback so that employees know how to
improve and what they should keep doing. It is smart to begin a critique by describing
what an individual did well. When you start a conversation on a positive note, it
guides the transition into constructive criticism. When providing feedback, you should
speak in a way that feels genuine and compassionate. Ask how they prefer to receive
recognition as some people don't enjoy being in the spotlight while others thrive on
public praise.
Employees may feel more comfortable speaking and learning from you when they
have one-on-one time. Offer this opportunity to them to gauge the level of interest.
- Research thought leadership
Learning to become an excellent mentor takes time and research. If you're
committed to the cause, you should seek out as much information as possible to
improve your coaching skills. You may discover new techniques and trends through
professional workshops, business books, online tutorials and more.
Network with other professionals to see if they'd be willing to share their experiences
in coaching with you. Successful leaders learn through trial and error and likely have
tips and tricks they've learned over the years that would benefit you.

- Make time to reflect and prepare

At the end of the day, make time to analyze your coaching efforts. Ask yourself
questions about the overall process and assess the responses you received during
your teaching moments. If you learned something, make note of it so you don't forget
it later. Reflect on any challenges and ways to improve them. Consider sending out
an anonymous survey to learn how your employees feel about your coaching
leadership.

- Connect with employees

Coaching requires a high level of trust. If your employees don’t feel that you respect
them, they’ll feel guarded and hesitant to listen to your advice. Establish a solid
connection with them by engaging in positive interactions. Keep your commentary
professional and supportive.

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 - Follow up with designated tasks
Once you’ve established trust and taught your team members how to perform well,
follow up with their efforts to keep them accountable. Consider scheduling regular
follow-up meetings so employees understand that they’re expected to implement
what you teach. Think about the ways you might reward employees based on
performance to help motivate them to do well.
- Live a purposeful life
Even when you’re not at work, you should strive to have meaningful interactions with
people who may be watching your example. Successful leaders with a coaching style
don’t turn off their mindset when they go home.
- Coach in the moment
Life is full of teaching moments that arise when you least expect them. When you
take the time to teach someone through a complex process or define a difficult
concept, you are empowering them with valuable knowledge that will enhance their
work experience. Be prepared to recognize these moments and practice patience as
others learn something new.
What are the benefits of coaching leadership?
Coaching leadership provides many benefits, including:
• Continuous leadership
• Increased work productivity
• Free thinking
• Positive work culture
• Empowerment
• Improved communication
• Enhanced performance
• Heightened self-awareness

TOOLS OF MANAGEMENT (DIOCTON)

The food service industry is a dynamic and highly competitive field that requires
management tools and strategies for success. In a Food Service System II course, students
are exposed to various essential tools of management that are crucial for operating a food
service establishments efficiently. These tools encompass a wide array of methodologies,
strategies, and technologies designed to enhance operational efficiency, customer
satisfaction, and overall performance within the food service industry. Whether it's a bustling
restaurant, a cafeteria, or a catering service, the careful application of management tools
empowers establishments to navigate the intricate challenges of this dynamic field. This
discussion will delve into the significance and diverse applications of these management
tools, shedding light on how they contribute to the seamless functioning and continual
improvement of Food Service System II. This report provides an overview of these tools,
their importance, and their application in the industry.
Organizational Chart
An organization chart is a blue print of an entire team of employees working in an
organization at various positions. The organizational chart tells us the position, power of
authority, the nature of task [work] and the relationship between a superior and a
subordinate and the order of decision making. Generally, by looking at an organizational

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chart one can make out who reports under whom. We can clearly understand the direction of
communication. The following illustrations will help us to understand better.

Job Description
A job description outlines the responsibilities, tasks, and expectations associated with a
particular position and organization. For instance, a job description for a head chef in Food
Service might include:

 Plan and oversee food preparation.

 Supervised kitchen staff.
 Maintain quality and safety standards.
 Develop menus and recipes.

Job Specification
Job specification details the qualifications, skills, and qualifications required for a specific job
role. A job specification could include:

 High school diploma or equivalent.

 Excellent communication skills.
 Ability to handle customer inquiries and complaints.
 Familiarity with POS system.

TOOLS OF MANAGEMENT (WORK SCHEDULE, JOB ANALYSIS, BUDGET)

(LOCANDO)
WORK SCHEDULE

- Refers to the hours that are allotted for each employee to work. It establishes
standard working hours (such as eight hours per day) and the days when employees
are expected to work and take breaks.
- Specifies when personnel are expected to report for duty, the activities they are
responsible for carrying out, and the number of hours or days they are anticipated to
work.

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TYPES OF WORK SCHEDULE:
Part-time Schedule – work less hours than the full-time equivalent schedule set forth by the
employer. It is typically associated with jobs whose workloads can be divided among
numerous part-time staff members or whose volume doesn't need full-time employment.
Example: A restaurant hostess who works 25 hours per week in total, during the busy times
of the day.

Fixed Work Schedule – A timetable with a fixed schedule has the same number of working
days and hours each week.
Example: A team of HR specialists who are scheduled to work Monday through Friday, from
9:00 a.m. to 5:00 pm
Flexible Work Schedule – dictates that a staff member must put in at least a certain
amount of time each day (for example, six hours). The employee may arrive at work at 8:00
a.m. and work until 2:00 p.m. on Monday, but if she arrives at 9:00 a.m. on Tuesday, she will
work until 3:00 p.m., the real hours will depend on the time of day.
Example: A customer support specialist is scheduled to work Monday through Friday for 8
hours per day, from the moment of arrival to the office.

Shift Base Work Schedule – In firms that are open for 10 hours or more every day or more,
a shift-based schedule is typically used. If a business is open around-the-clock, they typically
employ a three-shift system, with personnel rotating between the morning, afternoon, and
night shifts on a regular basis.
Example: 3 gas station attendants who take turns working in three shifts (7:00 a.m.– 3:00
p.m.; 3:00 p.m. – 11:00 p.m.; 11:00 p.m. – 7:00 a.m.) Monday through Thursday.
Seasonal Work Schedule – may be shift-based, flexible, fixed, part-time, or full-time, but it
is limited to a specific season or time period (e.g. the winter holiday season in November
and December).
Example: Two Santa Clauses scheduled to work in a shopping mall throughout November
and December, in two shifts (Shift 1: 8:00 a.m. – 2:00 p.m.; Shift 2: 2:00 p.m. – 8:00 p.m.).

Compressed Work Schedule – involves working the traditional 35-40 hours per week, but
in fewer days.
Example: A window washer scheduled to work 40 hours per week, 10 hours per day (7:00
a.m. – 5:00 p.m.) Monday through Thursday.

Overtime Work Schedule – A schedule that includes overtime entails working longer than
the typical 40 hours per week. Overtime pay varies depending on the day or amount of
overtime, as well as the state where the employee is working.
Example: A waiter scheduled to work 45 hours in one week — the 5 extra hours scheduled
are considered overtime.
Rotating Work Schedule – usually tied to shift-based work. Employees are assigned shifts
based on a predefined pattern, usually on a weekly or daily basis.
Example: A doctor working ER is scheduled to work 12-hour day shifts on Mondays and
Saturdays and 12-hour night shifts on Tuesdays and Sundays. Wednesdays, Thursdays,
and Fridays are off.

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On-Call Work Schedule – An on-call schedule involves employees being available during
specific times of day, or days in general, when they may, or may not be called in to work.
Example: A firefighter scheduled to work on-call needs to be in a 5-minute vicinity from the
fire station during the scheduled days.
JOB ANALYSIS

- The main instrument for gathering information about jobs is job analysis. Two data
sets, comprising job descriptions and job specifications, are collected and recorded
as a result of the process. Prior to and without having these two kinds of information,
human resource managers cannot fill any job openings.
- The job analysis information must include both the job description and the job
specification. Defining them precisely and concisely helps the organization and staff
deal with a variety of difficulties.

BUDGET

- A budget is a predicted financial allocation of cash for an organization's profitable

operation. It aids a firm in setting its goals, staffing needs, revenue from sales, and
budgeted expenditures for purchases and upkeep. Since the food service industry
deals with perishable goods, budgeting is seen as a crucial management tool.
It illustrates the trade-off made when one good is substituted for another in terms of
microeconomics.

LEADERSHIP STYLE, TRAINING, DECISION MAKING AND COMMUNICATION (NUEVO)

Leadership style - is a leader's method of providing direction, implementing plans, and
motivating people.
Among the most outstanding leadership models we can mention some as:

 Autocratic - or authoritarian leaders, are often described as those with ultimate

authority and power over others.
 Transactional - also known as managerial leadership, is a leadership style where
leaders rely on rewards and punishments to achieve optimal job performance from
their subordinates.

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  Democratic - a style of participant leadership, is a leadership style in which group
members take a more participative role in the decision-making process.
 Transformational - leaders inspire others through their vision and work alongside
their followers toward achieving shared goals.
 Laissez-faire - have an attitude of trust and reliance on their employees. They don’t
micromanage or get too involved, they don’t give too much instruction or guidance.
Early studies at the Ohio State University attempted to define more global leader type
behaviors. Two separate and distinct dimension of leader behavior were identified initiating
structure and consideration.
Initiating structure refers to the relationship between the leader and the members of the work
group in seeking to establish well-defined patterns of organization, channels of
communication, and procedures. Consideration refers to behavior that indicates friendship,
mutual trust, respect, and warmth in the relationship between the leader and the work group.
The effects of initiating structure on employee satisfaction and performance have been found
to depend entirely on the situation.

Training

- It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees.
- is an activity leading to skilled behavior.
- It's not what you want in life, but it's knowing how to reach it.
- It's not where you want to go, but it knowing how to get there.
- It's not how high you want to rise, but it's knowing how to take off.
- It may not be quiet the outcome you were aiming for, but it will be an outcome.
- It's not a set of goals, but it's more like a vision.
- It's not the goal you set, but it's what you need to achieve it.

- Training creates an opportunity for employees to reach new heights and achieve set
goals. With this, performance is enhanced as employees strive to develop their skills
through the invested training.
Decision making & communication

- Decision making is the process of making choices by identifying a decision, gathering

information, and assessing alternative resolutions.
- Decision making can be thought of as the generic process, whereas problem solving
is one type of decision making that applies to a specific situation. The ability to make
decisions in a timely and logical manner is an important skill.

Fractional HR vs Full-time HR (AMALIA)

Fractional HR

- Sometimes referred to as part-time HR or interim HR.

- Part-time employment is not standardized in any way. Typically, a part-time employee
is one who works fewer hours per week than a full-time employee.

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Advantages to Fractional HR
• Flexibility– increase or decrease HR services to match the needs of the business.
• Cost Effectiveness – regular full-time staff can be expensive especially if not fully used to
full capacity. Fractional HR as it implies is a fraction of the cost.
• Expanded pool of candidates - when you consider part-time employees, you’re opening
the door to a talent pool you probably would have overlooked otherwise
Disadvantages to Fractional HR
• Less invested in your company - there's always the risk that part-time workers won't be as
committed or loyal to your company.
• Workload differences may cause resentment - it's natural for part-time workers to work
fewer hours, but workload differences can still cause resentment.
• Lack of face time - part-timme workers just aren’t around as much as full-time employees.
Full-time HR

- An individual contacted to work the maximum weekly hours at an organization.

There's no universal standard as to what the maximum hours should be, as it can be
governed by law in some countries or locally agreed in others.

RECRUITMENT and SELECTION (TORDILLOS)

RECRUITMENT - is understood as the process of searching and obtaining a pool of
candidates with the desired knowledge skills and experience to allow an organization to
select the most appropriate people to fill job vacancies against defined position descriptions
and specifications. The purpose of recruitment is to find the widest pool of applicants to
provide the greatest opportunity to select the best people for the required roles in an
organization
Sources of Recruitment
Internal Sources – these recruitment sources involve motivating employees within your
organization to apply for vacant job postings in the company. It includes; Job posting,
promotion, and employee referrals.
External Sources - that external recruitment sources all about motivating candidates
outside of your company to apply. examples: online job boards, educational institutions,
former employees, social media, network events, and job fairs.

SELECTION - is the process of identifying an individual from a pool of job applicants with
the requisite qualifications and competencies to fill jobs in the organization.

- The term ‘selection’ comes with the connotation of placing the right person in the
right job. Selection is the process in which various strategies are employed to help
recruiters decide which applicant is best suited for the job. Some activities include:
 Screening
 Eliminating

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  Conducting an examination (aptitude test, intelligenc test, performance test,
personality test, etc)
 Interviews
 Checking references
 Medical test
Key Differences

 Recruitment is the process of finding candidates for the vacant position and
encouraging them to apply for it. Selection means choosing the best candidate from
the pool of applicants and offering them the job.
 Recruitment is a positive process aimed at attracting more and more job seckers to
apply. Selection is a negative process, rejecting unfit candidates from the list.
 Recruitment is less time-consuming and less economically demanding, as it only
involves identifying the needs of the job and encouraging candidates to apply for
them. Selection involves a wide range of activities, which can be both time-
consuming and expensive.

HIRING & TRAINING (JON)

HIRING

- AN EFFICIENT AND EFFECTIVE HIRING PROCESS IS A STEP- BY-STEP

PROCESS FOR HIRING A NEW EMPLOYEE, WHEREBY AN ORGANIZATION
IDENTIFIES ITS TALENT NEEDS, RECRUITS FROM ITS TALENT POOL AND
EVENTUALLY HIRES THE MOST QUALIFIED CANDIDATES. MOST COMPANIES
HAVE THEIR OWN HIRING PROCESSES. WHAT FOLLOWS ARE THE MOST
COMMON STEPS IN THE HIRING PROCESS ACROSS INDUSTRY AND
REGARDLESS OF COMPANY SIZE. KEEP IN MIND, HOWEVER, THAT THE
SPECIFIC DETAILS OF THE HIRING PROCESS ARE UNIQUE TO EACH
COMPANY.
1. Deciding to hire a new employee
2. Creating a job description.
3. Recruiting candidates
4. Initial screening of applicants
5. Interviewing candidates
6. Making your job offer.
7. Onboarding and new employee orientation 8. Training your new hire
TRAINING

- is teaching, or developing in oneself or others, any skills and knowledge or fitness

that relate to specific useful competencies. Training has specific goals of improving
one’s capability, capacity, productivity and performance.
- Generally, advantages of a good training program inclux reduction in labor turnover,
absenteeism, accidents, and production costs, and an increase in the maintenance of
morale, job satisfaction, and efficient production at high levels. The first step in
establishing a training program is to decide when training is needed. Next, determine
exactly what needs to be taught and who should receive that training.
Types of Training

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Adult Training

- Learn for immediate application or to solve a present problem. For this reason, they
require practical results from the learning experience. Other distinguishing
characteristics of the adult learner are a reduced tolerance for disrespectful
treatment, the preference for helping to plan and conduct one’s own learning
experiences, and a broader base of life experiences to bring to the learning activity.
Group Training

- Training can be given efficiently and economically through group instruction. This
type of teaching saves time for the instructor and the worker and also has the
advantage of affording the stimulus that comes as the result of group participation. In
a foodservice, basic group instruction concerning the policies of management is
practical and valuable. Among the areas that might be included are the history and
objectives of the organization, relationships of departments and key persons within
the particular department, the operational budget as it affects the workers, the
preparation and service of food, the sanitation and safety program, and the principles
and values of work improvement programs
On-the-Job Training

- Emphasis is given to certain requirements common to all good job instruction, such
as job knowledge, psychological skills, human relations, adaptability, and ability to
express oneself. These requirements are necessary for the instructor to be an
effective teacher.
OBJECTIVES
1. To reduce time spent in perfecting skills for the production and
service of attractive, wholesome food of high quality at reasonable
cost:
2. To avoid accidents and damage to property and equipment:
3. to promote good understanding and close working relationships
among employees and supervisors and
4. to give employees a sense of achievement and prepare them for
advancement

CHAPTER III Laws and Regulations Affecting Foodservice Institution in the

Philippines 1. LEGAL CONSIDERATION (REY)
a. ZONING

PRESIDENTIAL DECREE No. 856 December 23, 1975 CODE OF SANITATION

Section 14
(a) No person or entity shall operate a food establishment for public patronage without
securing a permit from the local health office. The term "food establishment" as used in this
chapter means an establishment where food or drinks are manufactured, processed, stored,
sold or served.
ZONING PRINCIPLES

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Compatibility: Zoning strives to ensure that neighboring land uses are compatible and do
not create conflicts or nuisances.
Density: Zoning regulates the population density of an area, affecting factors like building
height, lot size, and the number of dwelling units.
Transparency: Zoning ordinances are typically publicly available and transparent to ensure
citizens and developers understand the rules.
Flexibility: Some zoning codes allow for flexibility through mechanisms like zoning
variances or conditional use permits.

ZONING PROCESS
Zoning Ordinance: The first step is the creation of a zoning ordinance, which outlines the
rules and regulations for land use within a jurisdiction.
Zoning Map: A map is created to delineate the various zoning districts within the area.
Permitting: Property owners and developers must obtain permits and approvals to use their
land in accordance with zoning regulations.
Public Input: Public hearings and community input are often part of the zoning process to
consider residents' concerns and opinions.

SIGNIFICANCE OF ZONING
Community Planning: Zoning helps create organized, functional communities.
Property Values: Zoning can impact property values by controlling the types of
development in an area.

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Quality of Life: Properly implemented zoning can enhance the quality of life through better
planning and infrastructure.

(License to Operate for Food Establishments) (KENNEX)

 Any business that serves cooked food on-site needs a food service license. Whether
you're a restaurant owner or food truck operator—and food is your business—or bar
or brewery operator and you’ve chosen to add food to your menu, you need a food
service license.
 Essentially, this specific permit means that your establishment has met all the
necessary federal and local regulations to safely serve food to customers.
Local state health departments issue food service permits, so obtaining one means
you’ve been approved by your local government to serve food.
For that reason, food service licenses vary by state. You absolutely need to check
with your local health department to understand what the application process will look
like.

3 Things to Consider When Applying for a Food Service License

Do Your Research

 Before even applying for a food service license, you need to understand the federal
and local laws. Check the FDA’s website for food and drug processing laws along
with your local health department for food handling laws relevant to your state and
county.
 For the most part, you can Google “food service license [insert state here]” to be
directed to your local government page on food service licenses. But if you’re looking
for an easy place to start, the FDA has a page called “State Retail and Food Service
Codes and Regulations by State” that will direct you to the right place.
Fill Out and Submit the Application

 As we mentioned, it’s important to remember that this process will differ by state.
Generally, here is what you can expect:
 Find the Application - Most applications can be found online. Check your local state
health department to find the appropriate food service license application.
 Fill Out the Application - When filling out the application, you’ll most likely need
details about your establishment such as the name, address of the kitchen (this
applies to food trucks as well), personal information, etc. Note: Typically, you will
need to pay an application fee in addition to the fee for the actual food service
license.
 Pay the Fee for the Food Service License - Depending on the location, number of
seats, and size of the staff in your restaurant, the cost for a food service license can
vary widely. Anywhere between $100 to $1,000 is not unusual. Once you pay the fee
you’ll receive your proper licensing. Typically, food service licenses are effective for
one year before they expire. You need to renew each year, but the renewal fee is
often less expensive than the original payment.
Pass the Health Department Inspection

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  Every business that serves food will be required to pass inspections from your local
health department.
 The health inspector determines that your restaurant, bar, or brewery is up to code
and can safely and sanitarily serve food to its customers. The inspector will check
everything from the temperature of your walk-in coolers or refrigerators to the
standards of your bathroom to the dates labeled on your products.
 It’s important to note that you will typically be charged a fee for the health inspection
(separate from the fee for a food service license).
 Remember: You will need to pass the health inspection in order to legally obtain or
keep your food service license. If you fail the inspection you risk losing your permit,
or if you’re applying for the first time you’ll need to go through the whole inspection
again and pass before you can receive your food service license.
Workers’ Compensation Coverage* (JELYN)

 Workers’ compensation insurance is a specific type of policy that is subject to state

law and pays all compensation and benefits without regard to liability.
 Workers’ compensation insurance can vary by state and depending on the type of
duties the employee performs.
 If employers do not have workers’ compensation insurance, they may be subject to
penalties or legal action.
DOLE

 The Department of Labor and Employment (DOLE) is the national government

agency responsible for formulating and implementing policies and programs and
serves as a policy advisory agency to the Executive Branch in the field of labor and
employment sector. ALMS
The Employees’ Compensation Program
The Employees' Compensation Program (ECP) is a government program designed to
compensate public and private sector employees or their dependents in the event of illness,
injury, disability, or work-related deaths.
Coverage
1. The ECP covers all workers in the formal sector.
2. Coverage in the ECP starts on the first day of employment.
3. Employees in the private sector who are compulsory members of the Social Security
System (SSS) dd, with employer-employee relationship.

A. The Benefits
Loss of income benefits or a cash benefit - are given to workers to compensate for loss of
income due to their inability to work.
Medical benefits include reimbursement for medications to treat illness or injury, payments
to medical providers, hospital care, surgical costs, and costs of equipment and supplies if
necessary. Medical services are limited to accredited hospital services.

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Rehabilitation services including physical therapy, vocational training, and specialized
assistance are provided to employees with disabilities due to work-related illness or injury.
The goal is to develop the spiritual, professional, and social potential of workers and help
them remain productive members of society.
Career Allowance/Occupational benefits are provided to workers who suffer permanent
partial and permanent work-related disabilities.
Death and funeral benefits are issued to employee beneficiaries in the event of
occupational death. Death benefits will also be granted to the beneficiary in cases where the
employee's cause is a complication or natural consequence of compensable permanent total
disability.
There are three (3) types of loss of income benefits:
Temporary Total Disability (TTD) benefits are issued to employees who are unable to work
for a continuous period of no more than 120 days.
Permanent partial disability (PPD) benefits are granted to workers who have lost a body
part and therefore the ability to use that body part.
Permanent total disability (PTD) benefits are paid if an employee's inability to work lasts
more than 240 days.
PTD benefits can be claimed in the following cases:
1. Complete loss of vision in both eyes.
2. Loss of two or more limbs at the ankles or wrists.
3. Permanent and complete paralysis of both limbs.
4. traumatic brain injury leading to irreversible stupidity or insanity; And
5. Cases determined by the SSS and approved by the Commission.

C. Filing of Claims
Employees can only claim compensation in the event of work-related illness, injury, or death.
Who can submit:
The applicant or their representative may submit the appropriate application to GSIS, in the
case of a public sector applicant, or to the SSS, in the case of a private sector applicant.
The petition must be filed within three (3) years of:
In case of illness – from the moment the employee loses his or her ability to earn money.
In case of injury – from the moment it is sustained.
In case of death – from the death of the insured person
How: Complete the prescribed forms provided by GSIS or SSS and attach the necessary
supporting documents for each contingency
Where to file: The applicant may, at his discretion, make all EC applications to the regional
office/system

24
Directorate ([GSIS- public sector]; [private sector]) closest to your workplace or public
residence.
Period of Appeal. The claimant shall file with the GSIS or the SSS a notice of appeal within
thirty (30) calendar days from receipt of the decision.
D. Obligations/Responsibilities of Employers
1. Contribution to the State Insurance Fund (SIF). – The employer contributes to the
FIS on behalf of its employees, from which benefits are deducted.
2. Registration. Every employer (and employee) must register with GSIS or SSS by
filling in prescribed forms.
3. Safety Devices. – Employers must comply with health and safety laws and take
necessary precautions to prevent work-related disability or death.

E. Employer’s Logbook. –

 Each employer must keep a diary to record in chronological order the illness, injury,
or death of the employee, clearly stating the name, date, and location of the incident
the nature of the incident, and their absence.
 Entry in the logbook must be made within five (5) days of notice or knowledge of the
occurrence of the contingency.
 During five days after recording in the diary, the employer only declares to the
System situations that the employer considers to be work-related.
1. Provision for Medical Services. – In addition to EC benefits, existing health
services provided by employers must be maintained and continue to be valued by
their employees.

WORKERS BENEFIT COVERAGE “THE LABOR CODE OF THE PHILIPPINES” (KAREN)

 The labor laws in the Philippines are administered by the Department of Labor and
Employment. The Philippines employee benefits all depend on which of the four
kinds of employment arrangements in underway regular, project-based, seasonal,
and casual employee.
 Laws and regulations may differ depending on the nature of the employment
arrangement. However, the law recognizes the job security of any employment
arrangement.
Statutory and Common Employee Benefits

- Statutory benefits also known as mandatory benefits, are entitlements that employers
are obligated by the law to provide to their employee. Common examples include
benefits like paid annual leave, parental leave, worker's compensation insurance,
and paid sick leave.
Social Security System

- This state run insurance program offers benefits under the Social Security and
Employees Compensation Programs.
The benefits include:

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  Maternity pay
 sickness pay
 pensions disability benefits
 Salary loans
 life insurance
 funeral grants

Health Insurance

- Philhealth is the name of health insurance plan in place for private employees in the
Philippines. Philhealth covers inpatient benefits, outpatient benefits, Z benefits, and
CDG benefits.
- Indeed, offering a health insurance benefit, or other additional isssurance benefits
like dental insurance, vision insurance, and life insurance can be such an effective
way to build trust with new hires and separate your offer from that of a competitor in
the Philippines.
Working hours and Holidays

- Here in Philippines, an employees regular hours of work are a maximum of eight

hours a day, excluding an hour's lunch break. Naturally, there are exception to these
regular working days. It depends on the company whether to extend them, but all
rules are applied to the organizations inside the Philippines.
Overtime

- If an employee works more than eight hours on an ordinary workday, they are entitled
to an extra 25% of their hourly rate.
Sickleave

- Insured employees are entitled to receive at least 90% of their average of daily wage
if they get hospitalized or incapacitated at home for atleast three days. The three day
waiting period does not apply to the cases of injuries and acite diseases.
Maternity and Paternity Leave

- Both married and unmarried female workers are entitled to 60 days of paid maternity
leave for their first four pregnancies, including miscarrieges. Married male workers
can have seven days of paternity leave for their first fours pregnancies of their wives.
Male workers can apply for parternity leave only when they are living with their
spouse at the same time of delivery of miscarriage
Retirement Benefit

- The pension scheme in the Philippines is regulated under Social Security System.
Retired employees who have paid their contribution to SSS for atleast 10 years
before their retirement are eligible to receive a monthly pension.

BASIC STEPS TO FOLLOW IN OBTAINING PERMIT TO OPERATE A FOODSERVICE

ESTABLISHMENT (BERT)

26
  The food service industry makes valuable contribution toward the economy which
also impacts to our society. Business pay government taxes which allow many
projects and community services to founded such as hospital. All businesses that
prepare and sell food to the public must have permits to operate. Also, before a
business buys equipment or leases facility it should discuss its plans with local
Health Authority. Opening a Foodservice establishment involves more than installing
equipment and an “Open for Business” sign. There are many health regulations and
building codes that must be met depending on the situation. Some may be expensive
or time consuming. Foodservice planning is important as it not only helps you create
a roadmap to follow, it also helps you set benchmarks for your business and asses
the progress.
The Legal Aspects of Opening a Food Business

 Wondering how to put up a restaurant business in the Philippines? Launching a food

business is both challenging and rewarding. Doing it with a limited budget can be a
feat but not entirely impossible. Many people might think that pursuing the
entrepreneurial path in the Philippines is wishful thinking, but doing so opens up
various opportunities to fulfill the growing demands of the local market.
How to Put up a Restaurant Business in The Philippines

 Several emerging business ideas could thrive in the country, especially businesses
that provide customers with the ease and convenience of being able to transact
online. As more and more people recalibrate their priorities, interest in
entrepreneurship is now at an all-time high. So, how to start a restaurant in the
Philippines? Whether you’re building a business out of a love for cooking or a new
income opportunity, having a great concept and enough business know-how can
drive success. But to get your restaurant up and running, there are several legal
aspects to consider. To operate properly, filing all the government requirements
should be one of the top priorities on your opening-a-restaurant checklist.

How to Establish Your Business Structure

1. Sole Proprietorship
A Sole Proprietorship means the business is owned solely by one individual who is
responsible for all assets and obligations. In this case, you get to enjoy all of the
profits, but at the same time, shoulder all the possible losses as well If you want full
control and authority over the business, this is the business structure for you. Sole
Proprietorships must be registered with the Department of Trade and Industry (DTI)
and must apply for a business name.
2. Partnership
If you prefer to operate a business with other individuals with skills to complement
your own, you should go down the Partnership route. Under the Civil Code of the
Philippines, a Partnership’s legal personality is separate from its owners. Go for a
General Partnership if you and your partners are willing to share the unlimited liability
of the business. But if you prefer an arrangement where only some partners get
unlimited liability then a Limited Partnership is something you can look into. Consult
with the Securities and Exchange Commission (SEC) regarding the registration of
your Partnership.

27
 3. Corporation
If you plan to open a bigger restaurant, then you might want to consider starting a
Corporation. With a minimum of five and a maximum of 15 shareholders, the
Corporation limits your liabilities to equal the number of your shares in the business.
Similar to a Partnership, a Corporation is treated as a separate entity from its owners,
and must always be registered under the SEC. It's up to you to determine which legal
structure best suits the business that you have in mind. Getting to the bottom of it
takes a lot of planning, evaluating, and assessing, so if you're finding it difficult to
make up your mind, consulting a business advisor would be of great help.
How to Set Up a Restaurant Business Legally

 Once you’ve sorted out your legal business structure, time to secure the permits and
licenses for a restaurant business in the Philippines
 Here are the legalities a new food business owner should be familiar with: Register
with DTI or SEC
 The most pressing question for entrepreneurs looking to set up an online food
business is: Do I need to register? The answer is yes! Even if you’re offering your
services entirely online, you still need to apply for certain registrations and acquire
permits. Where you register your business, whether with SEC or DTI, would depend
on whether your business is a Sole Partnership, Partnership, or Corporation.
 For Sole Proprietors, you can register your business name with DTI.
 Corporations and Partnership can check out the requirements on the Securities and
Exchange Commission
Apply for business permits and licenses
1. Secure a Tax Identification Number by first obtaining a Mayor’s Permit. Processes and
requirements vary depending on your municipality, so it’s best to consult your Local
Government Units. But some of the most common requirements are:
2. Barangay Clearance from the local Barangay where your business is located. A photocopy
of your SEC/DTI/CDC Registration and a contract of lease are required.
3. DTI Business Name Certificate for sole proprietors and Certificate of SEC Registration for
corporations and/or partnerships.
4. Community Tax Certificate or CEDULA obtained at the City Treasurer's Office.
5. A Sanitary Permit is required to ensure establishments follow the standards of the Sanitary
Code of the Philippines. Consider applying the HACCP system to help minimize hazards.
You would be asked to provide a Chest X-Ray and 1x1 picture of your employees and a
medical certificate issued by the City Health Officer.
6. Contract of Lease if you are leasing space, a copy of the Transfer Certificate of Title
(TCT), or Tax Declaration if you own the place.
Register with the BIR and SSS

 BIR registration is an important prerequisite to doing business in the Philippines. No

business is allowed to operate without a tax identification number (TIN). Customers
will also likely view your business as trustworthy if it is registered with the BIR.
Aside from working to keep the business afloat, a business owner is also responsible
for their employees. That means giving them their salaries on time and registering
with the Social Security System. To register with the SSS, you must accomplish the
Employer Registration Forms and the Specimen Signature Card (SS Form L-501).

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 Other requirements depend on what legal personality your business falls into, such
as Single Proprietorship, Partnership, or Corporation.
How to align with FDA regulations

 Visit the Food and Drug Administration website for detailed information regarding
licensing, registration, and regulations.
 Putting up a food business demands dedication to turn your passion for cooking into
a thriving venture. How to put up a restaurant business in the Philippines legally? Get
the paperwork done.
Why securing permits and insurance is important in operating a food service?

 There is a whole range of businesses that require the owner to buy a licence, ranging
from child minding businesses, taxi companies, restaurants, hairdressers and hotels,
to name a few. Your business may also require a more specific licence, for example,
you need a license to sell alcohol.

Protection for you

 Ensuring your company is property licensed helps to bring protection to yourself, your
employees and your customers. Having the correct license will ensure your personal
assets are protected in case of a lawsuit as well as providing protection for you if
your business is damaged. This works the other way around too as if you are
personally liable for injuring another, your businesses finances will not be available in
the settlement. A licensed business is completely separate from yourself, meaning
your company’s taxes aren’t filed with your own. This makes it far easier to report
income as well as businesses losses.
Protection for your employees and customers

 A license will also ensure employees are protected if they are injured as well as
protecting yout customers. If you sell food or sell a product that touches the human
body, for example, if you own nail salon, you will be required to have a specific
license as well as be required to pass an annual inspection. This protects both you
and your customers in case any incidents occur.
Privacy

 If you obtain a license for your business, you are ensuring that your personal
information remains private. This includes everything from your address to your
finances as they will not be associated with the business and will almost guarantee
you retain a level of personal privacy.
Trust

 Customers will more readily trust a company this licensed, even if your specific
company isn’t required to obtain one. You may not require a license to play music in
certain areas or to sell food on the street, but obtaining one brings security. A license
proves your company is trustworthy and stable and that you are decided to your
company’s success.
Good for the company

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  With so many new businesses appearing every day, ensuring your businesses is
registered and licensed helps to formalize the economy. It ensures the businesses
sector is thriving, as well as strong and protected. Small businesses can also only
gain funding or protection by the law once they are registered and licensed.
Sanitary Permit Requirements:

 The Basics for Food Establishments Opening a food business in the Philippines is no
small feat. You a lot to do before you can open your doors, including obtaining
permits to operate and clearing environmental health regulations. But getting
approval is not as simple as filling out a form. Businesses must submit sanitary
permit requirements and undergo a through inspection.
What is a Sanitary Permit?

 Sanitary Permits are among the requirements an establishment need to secure to be

issued a business permit. This certification is a written assurance that an
establishment is safe and clean for guests and staff
 Philippine laws require food and non-food establishment to apply for a permit and
pass a sanitary inspection. A local health unit in every city hall oversees the issuance
of hygiene certifications.
Sanitary Permit Requirements in the Philippines

 Requirements vary in every city or province. Additionally, there are minor differences
based on the nature of a business. But here are the general items you need to
submit to launch a new food establishment.
 Application form
 Transaction number
 Receipt of sanitary fee permit payment
 Name of owner and the business
 Schematic floor plan
 List of employees and their positions
 A microbiological water analysis report
 Pest control contract
 Original medical certificate of employees, including X-ray and drug test results
 Occupancy permit
How to apply for a Sanitary permit in the Philippines

 The process starts by applying for a business permit. Owners or authorized

representatives can proceed to the municipality's Business Permit and Licensing
Office. This governing office will provide forms needed to operate, including sanitary
permits
 Most local government units direct applicants to each office they need to visit Once
you reach the designated department, here are the standard steps for processing
your certification.
Step 1: Complete the application form and submit it to the Sanitation Office.
Step 2: Pay the accompanying fee. This rate varies depending on your city or
province
Step 3: Submit all the sanitary permit requirements. A designated officer will review
and record all your documents.
Step 4: Wait for the sanitation officer to provide an establishment inspection date.

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 Step 5: Complete all requirements and pass the inspection.
Step 6: Receive the sanitary permit.
Key Safety and Hygiene Food Storage Tips

 Food handlers need to practice food safety and proper sanitation at all times.
Besides cleaning practices and employee hygiene, food establishments should also
prioritize appropriate storage of ingredients. You need to set clear guidelines for all
these aspects. Follow these tips to ensure that your business complies with sanitary
regulations.
Tip #1: Always follow the FIFO system.
"First In, First Out" is a system that prioritizes the consumption of older stocks. This
method reduces wastage and promotes better inventory management for the
restaurant Practice FIFO even with shelf-stable items like Knorr Liquid Seasoning or
Knorr Salted Egg Powder. This way, you know you're only using fresh ingredients
when creating recipes for salted egg chicken wings, tofu cauli sisig, or banh mi.
Tip #2: Label storage containers
Never leave your Knom Sinigang Mix open and prone to air exposure. The same
goes for any other ingredients in your pantry. Find translucent food-safe storage
containers with lids you can stack and label. Select multipurpose containers that can
go from hot to cold environments with ease. It's also beneficial to pick bins that can
hold bulk supplies and ingredients.
Tip #3 Store in dry, dark and cool places.
Maximize the shelf life of food by storing them in dry, dark, and cool storage areas.
The general rule is to keep ingredients out of direct sunlight, it also helps to keep
humidity levels low to preserve product quality. To protect food from contaminants
and pests, store food bins at least six inches from the ground and walls and a foot
away from ceilings.
Tip #4: Stock up on smartly packaged ingredients.
Certain food service items, like Lady’s Choice Real Mayonnaise, already come in
sturdy and contaminant-proof tubs. Keep unopened supplies in the pantry and
refrigerate any open tubs to prolong their use date.
Revocation of a Sanitary Permit in the Philippines

 Sanitary permits are not a done deal. Yearly renewals are part of business
operations. Plus, sanitation officers can visit you throughout the year for surprise
inspections. Most local health units even reinspect quarterly. If a sanitation officer
encounters complaints or violations, like improper waste management, expect the
following
 The Health Division will issue up to three notices of the violation.
 The business must respond and comply. Otherwise, the department can issue a
Temporary Closure Order.
 Any failure to respond to the notices or correct any violations can result in the
revocation of the sanitary permit. When this happens, businesses must re-apply and
go through the process again.
 Applying for a sanitary permit for the first time is a straightforward process. Complete
your sanitary permit requirements, pass the inspection, and you’re golden. But make
sure you can breeze through your yearly renewal by maintaining a safe and sanitized
environment for diners and staff. Implement stringent health and hygiene guidelines
for your team to follow. Use this 10-step restaurant cleaning checklist for daily
operations.

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  As a restaurant owner, you know and value that everything in your operation must be
kept clean.” Stay ahead in the cleanliness of your restaurant with our free checklist
on cleaning tasks to accomplish each day, week, and month.

CODE OF ETHICS FOR NUTRITIONIST DIETITIAN IN THE PHILIPPINES (DARYL)

 This day in History

Republic of the Philippines office of the President Professional Regulation

Commission Manila BOARD OF NUTRITION AND DIETETICS BOARD
RESOLUTION NO. 955 series of 1985 CODE OF ETHICS FOR NUTRITIONIST
DIETITIAN IN THE PHILIPPINES pursuant to section 4 of Republic Act No. 2674 as
ammended known as the Nutrition and Dietetics Decree of 1977 and section 6 of P.
D. No. 223, this code of Ethics for Nutritionist Dietitians in the Philippines is hereby
adopted by the board of Nutrition and Dietetics as part of the Rules and Regulations
governing the practice of Nutrition and Dietetics.
ARTICLE I. GENERAL PRINCIPLES
Section 1. The Nutrition and Dietetics profession has as its primary objective the
improvement of the nutritional status of the Filipino people.
Section 2. The Nutritionist-Dietitian shall maintain a high regard for the health and general
well-being of the Filipino people, unquestionable sense of responsibility,integrity of character,
sound judgment and adequate scientific and technical abilities to promote nutrition
Section 3. The Nutritionist-Dietitian shall make available her expertise in the delivery of
nutritional and dietetics services to her clients and the community.
Section 4. The Nutritionist-Dietitian shall cooporate with other professionaland co-workers in
allied fields in efforts directed towards the improvement of human life.
Section 5. The Nutritionist-Dietitian shall protect the status and highest tenetsof the
profession.
Section 6. In the discharge of her/his duties and responsibilities theNutritionist-Dietitians’
motives, conduct, sense of moral values and ability shall be suchas to command the respect
and confidence of the people she has pledged to serve andwork with.
Section 7. She must be honest and truthful in word, thought and deed,observing the Golden
Rules in all human dealings.

ARTICLE II. RESPONSIBILITIES TO THE CLIENT

Section 1. The Nutritionist-Dietitian shall at all times promote the nutritional welfare of the
client, whether in a health care institution or in the community.
Section 2. In dealing with the sick in a health care institution or extension thereof, or with the
malnourished in a community, the Nutritionist-Dietitian shall securefor them every benefit
that may depend upon his professional skill and care.
Section 3. The Nutritionist-Dietitian shall refer the malnourished individuals inneed of
immediate medical or social service to the proper health or social serviceauthorities.
Section 4. In providing nutritional care, the Nutritionist-Dietitian shall promotean
environment in which the values, customs and spiritual beliefs of the individual arerespected.

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Section 5. The Nutritionist-Dietitian shall keep in confidence all informationacquired in the
discharge of professional duties.
ARTICLE III. RESPONSIBILITIES TO THE COMMUNITY
Section 1. The Nutritionist-Dietitian shall protect the public against fraud,misrepresentation,
misinformation and unethical practices concerning food, nutrition anddiet therapy.
Section 2. The Nutritionist-Dietitian shall enlighten the public on the waysand means to
good nutrition, and on measures to prevent or rehabilitate malnourishedconditions.
Section 3. The Nutritionist-Dietitian must be worthy example of the practiceof good personal
nutrition.
Section 4. In cooperation with other professionals and co-workers in thecommunity, the
Nutritionist-Dietitian shall initiate and support activities to meet the healthand nutritional
needs of the public.
ARTICLE IV. RESPONSIBILITIES TO CO-WORKERSAND COLLEAGUES
Section 1. The promotion of nutritional well-being involves a multi-disciplinarydimension and
hence seeks the cooperation and support from professionals in thehealth, social and other
development sector.
Section 2. The Nutritionist-Dietitian shall foster cooperation among allieddisciplines and
organizations geared towards improving the nutritional condition of theFilipino people.
Section 3. The Nutritionist-Dietitian shall serve loyally the organization bywhom he/she is
employed.
ARTICLE V. RESPONSIBILITIES TO THE PROFESSION
Section 1. The Nutritionist-Dietitian shall protect the status and tenets of theprofession
Section 2. The Nutritionist-Dietitian shall promote and enrich the knowledgeand skills
necessary in the practice of the profession, and keep abreast with theadvances in the field of
nutrition and dietetics.
Section 3. The Nutritionist-Dietitian must be able to acknowledge and havethe courage and
humility to accept criticisms and to profit from mistakes.
Section 4. The Nutritionist-Dietitian, acting through the professionalorganization, shall
participate in establishing and maintaining equitable social andeconomic working conditions
for Nutritionist-Dietitians.
Section 5. The Nutritionist-Dietitian shall serve the common good withoutregard to personal
benefit or aggrandizement.
ARTICLE VI. PENAL PROVISIONS
Section 1. The violation of any provision of this Code of Ethics shallconstitute unethical and
unprofessional conduct and is a sufficient ground for the reprimand suspension or
revocation of the certificate of registration of the offending Nutritionist Dietitian in accordance
with the provision of Section 6 of P.D. no. 1286 the Nutritionist and Dietetics Decree of 1977.
ARTICLE VII. EFFECTIVITY
Section 1. This code of Ethics shall take effect upon approval hereof by theCommission and
after fifteen (15) days following the completion of its publication in theOfficial Gazette.Done
in the City of Manila, this 18 the day of December, 1985.

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People Management/Human Resource Management (Mile)
Evaluation

- Evaluation in personal management is a crucial process that helps assess and

improve performance, set goals, and ensure effective communication between
employees and their supervisors.
- Evaluation helps individuals identify areas for growth and development within their
field or role. By recognizing opportunities for improvement, employees can focus on
enhancing their skills and knowledge.
3 Types of Evaluations
a. General personnel management evaluations cover all areas of a manager’s
personnel management responsibilities (i.e., position management, position
description and classification accuracy, staffing practices, performance
management, discipline, awards, delegations of authority, employee
development, labor-management relations, etc.).
b. Special personnel management evaluations cover one or more personnel
management topics in-depth and/or may focus on organizational or systemic
problems on a bureau, region or division wide basis.
c. Program reviews cover all areas of personnel management and
administration which are the responsibility of a USGS servicing personnel
office.
Disciplining Employee

- Disciplining employees is a crucial aspect of personal management within an

organization. It involves ensuring that employees adhere to company policies,
maintain acceptable behavior, and contribute positively to the work environment.
- In some cases, verbal and written warnings aren’t enough to create the change you
desire from your employee(s). Your organization, specifically the Human Resources
(HR) department and involved managers, should have a discipline process in place
to address performance and behavioral issues and use these steps to discipline an
employee.
1. Verbal warning
When an issue arises, a serious conversation should take place
between the manager and the employee. This conversation can take
up to an hour in order to ensure the employee understands the
severity of the situation.
2. Written warning
If the problem persists, conduct a second conversation and fully
document the interaction. The employee should be presented with
reasons why their behavior is problematic and how and why it is
expected to change.
Include what the issue is (or what occurred) and ways to fix it.
Additionally, you’ll want to include all expectations moving forward
and possible consequences for inaction—as well as a clear timeline
for meeting the expectations. Provide the employee with a copy of
this written warning and provide another copy of the documentation
to HR.
3. Suspension and improvement plan

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 The third step in an employee discipline process involves asking the
employee to leave the office and develop an action improvement
plan (AIP) or progress improvement plan (PIP). Give the employee a
final chance to step away and reflect on what happened, as well as
to decide if they want to make the effort to improve. Review the
improvement plan and make changes where needed. If the
employee in question fails or refuses to create an improvement plan,
take steps to terminate employment.
4. Termination
If you have followed the steps above, and if the employee still hasn’t
show progress or continues to repeat unacceptable behavior, this
final step in the employee discipline process should not be a
surprise to any of the involved parties. The preceding three steps
require detailed documentation which, in and of itself, should make
the case for a successful termination. Additionally, after an employee
is terminated, take steps to make sure that you and your co-workers
don’t face similar issues in the future.

HUMAN RESOURCE MANAGEMENT (HRM) - NAVALES M.

- is a crucial component of any organization. It encompasses various functions that

revolve around managing an organization's workforce to achieve its strategic goals
and maintain a productive and motivated workforce. And it is an integrated set of
processes, practices and systems in an organization that focuses on the effective
deployment and development of it's employees.
- An effective Human Resource Management is necessary to ensure that all of the
outputs in an organization are achieved, including the employees satisfactions.
Duties/Responsibilities:

- Recruits, interviews, hires, and trains new staff in the department.

- Oversees the daily workflow of the department.
- Provides constructive and timely performance evaluations.
- Handles discipline and termination of employees in accordance with company policy.
- The Human Resource Manager will lead and direct the routine functions of the
Human Resources (HR) department including hiring and interviewing staff,
administering pay, benefits, and leave, and enforcing company policies and
practices.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
1. Recruitment and Selection:
Recruitment is the process of attracting and identifying potential candidates for job
vacancies, while selection involves choosing the most suitable candidates for the
organization. Effective recruitment and selection practices ensure that the right talent
is brought into the organization.
2. Training and Development:
- Training and development programs are essential for enhancing the skills,
knowledge, and abilities of employees. These programs contribute to employee
growth, job satisfaction, and organizational success.
To do list:

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 3. Compensation and Benefits:
Compensation and benefits management is crucial for attracting and retaining talent.
It includes salary structures, bonuses, health benefits, and other forms of rewards.
4. Employee Relations:
Effective employee relations foster a positive workplace culture. HR plays a vital role
in resolving conflicts, maintaining labor compliance, and ensuring employee well-
being.

GLOBAL Human Resources vs LOCAL Human Resources (Arjane)

Global Human Resources Management (HRM)

- is a field that focuses on managing an organization’s workforce on a global scale. It

involves coordinating HR practices and policies across different countries and
cultures to ensure that an organization’s employees are effectively recruited, trained,
motivated, and retained worldwide.
Global Human Resources Include:

• International Staffing: This involves recruiting and selecting employees for positions in
various countries, considering factors like language, culture, and legal requirements.
• Cross-Cultural Training: Preparing employees to work effectively in different cultural
settings through training programs that address cultural awareness and communication.
• Global Compensation: Developing fair and competitive compensation structures that
comply with local labor laws and market conditions in different countries.
• Global Talent Development: Identifying and developing talent across borders to ensure a
pipeline of skilled leaders and managers.
• Compliance and Legal Issues: Ensuring that HR practices adhere to local labor laws,
employment regulations, and international treaties.
Global Mobility: Managing international assignments, including expatriate assignments and
transfers, while addressing issues like work permits and visas.
Diversity and Inclusion: Promoting diversity and inclusion efforts that respect and value
differences among a global workforce.
• Technology and Data Management: Leveraging HR technology and data analytics to
streamline processes, manage global HR data, and make informed decisions.
• Global HRM is essential for multinational corporations and organizations with a global
presence to maintain a consistent corporate culture, comply with legal requirements, and
effectively manage their diverse workforce. It requires a deep understanding of both HR
principles and the complexities of international business environments.

Local Human Resources (HR)

• refers to the process of overseeing and managing the human resources functions within a
specific geographic location or branch of a company. This typically includes activities such

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as recruitment, training, employee relations, performance management, and compliance with
local labor laws and regulations. It’s essential for organizations to adapt their HR practices to
the local context, as labor laws, cultural norms, and business practices can vary significantly
from one location to another. Effective local HR management helps ensure that a company’s
workforce is well-supported and aligned with its goals in each specific location.
Local Human Resources Management:
Talent Acquisition: Local HR teams are responsible for hiring and retaining talent specific
to the region. They understand the local job market, cultural nuances, and legal
requirements, making it easier to find the right people for the job.
Compliance: They ensure that the organization complies with local labor laws, regulations,
and employment practices, reducing legal risks and potential fines.
• Employee Engagement: Local HR can tailor engagement initiatives to suit the
preferences and needs of employees in that specific region, leading to higher job satisfaction
and productivity.
Cultural Sensitivity: They play a crucial role in fostering diversity and inclusion by
understanding and respecting local cultures and customs.

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