Cover -- Title Page -- Copyright Page -- Preface -- Table of Contents -- 1: Hospitality services management -- 1.1 Knowing your hospitality business -- 1.2 Hospitality businesses pros & -- cons -- 1.3 Possible solutions -- 1.4 About services -- 1.5 Working with customers -- 1.6 About hospitality -- 2: Empowering unit management -- 2.1 Empowering employees is more than a name change -- 2.2 Empowerment: cutting through the jargon -- 2.3 Feeling empowered -- 3: Team leadership and motivation -- 3.1 Ensuring the happiness of your employees -- 3.2 What kind of leader are you? -- 3.3 A matter of choice -- 3.4 Working in teams -- 4: Working with people -- 4.1 It is people, people, people -- 4.2 Individual differences -- 4.3 Individuals in groups -- 4.4 Influencing others -- 4.5 Dealing with conflict -- 4.6 Motivating people at work -- 5: Staff turnover and retention -- 5.1 Hidden problem, hidden costs -- 5.2 Causes and types of staff turnover -- 5.3 Counting the cost -- 5.4 Measuring staff turnover -- 5.5 Keeping your staff is not rocket science: Everyone can do it. -- 6: Staff recruitment and selection -- 6.1 You cannot train nice -- 6.2 Flexible employees -- 6.3 The local market for labour -- 6.4 The importance of planning ahead -- 6.5 Describing the job to be done -- 6.6 Describing the ideal recruit -- 6.7 Attracting candidates -- 6.8 Making the selection -- 6.9 Approaches to recruitment and selection -- 7: Employee development and training -- 7.1 Learning by trial and error always involves lots of error -- 7.2 The benefits of training -- 7.3 Training your staff -- 7.4 The ABC of training -- 8: Managing service quality -- 8.1 You serve hot food hot, and cold food cold, and everybody smiles -- 8.2 Hospitality retail service quality -- 8.3 Quality management and hospitality retail operations -- 8.4 Total quality unit management.

9: Time management and activity planning -- 9.1 What sets you apart from others is how you use your time -- 9.2 Time management -- 9.3 Activity planning and management -- 9.4 Reviewing performance -- 10: Control and operating profit management -- 10.1 It is all about keeping sales and costs under control -- 10.2 Understanding costs and sales -- 10.3 Cost-volume-profit relationships -- 10.4 Costs and sales control -- 10.5 The control process -- 11: Food and beverage cost management -- 11.1 To be successful we need to be smart business people -- 11.2 Levels of menu complexity -- 11.3 Purchasing control -- 11.4 Receiving control -- 11.5 Storage and issuing control -- 11.6 Portion control -- 11.7 Quantity control -- 11.8 Monitoring costs -- 11.9 Monitoring sales -- 12: Labour cost management -- 12.1 There is more to it than cutting wages -- 12.2 Elements of labour costs -- 12.3 Measuring staff costs -- 12.4 Adding to staff income -- 12.5 Scheduling employees -- 13: Sales generation and marketing -- 13.1 Meeting and exceeding customer expectations -- 13.2 Marketing services -- 13.3 Customer occasions -- 13.4 Know your customers -- 14: Preparing a unit's business plan -- 14.1 Business plans, like any map, improve the chance of reaching the destination -- 14.2 Describing the business -- 14.3 Description of the products and services -- 14.4 You and your team -- 14.5 Market research -- 14.6 Competitive business strategy -- 14.7 Operations -- 14.8 Forecasting results -- 14.9 Writing up, presenting and working with your business plan -- About the authors -- Bibliography.