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Summary
Summary
This book gives new chefs in the modern hospitality industry the opportunity to learn detailed management and human relation skills necessary for competitive markets and diverse workplaces. It examines the role of chef as kitchen manager, team coach, and culinary innovator, while employing real work applications. Written on an easy-to-read level, with true-life culinary examples and applications of management theory, this book helps to redefine the role of chef as manager and businessperson. Chapter topics include the changing role of chef; new values in hospitality; the structure of kitchen organization; implementing TQM; personal management; the chef supervisor; managing diversity; the chef leader; defining leadership; team building; personal development; concept engineering; establishing operational standards; menu management; production management; the business of quality food service; and the future of information technologies. For chefs who are also managers-or considering expanding their culinary portfolios to include the people skills and management tools that Chef Manager puts on the proverbial table.
Table of Contents
Preface | p. ix |
Section 1 The Structure of Food Service in Historical Perspective | p. 1 |
Chapter 1 The Changing Role of Chef | p. 3 |
Early Developments | p. 4 |
The Artist Chef | p. 6 |
The Classic Chefs | p. 15 |
The Modern Chef | p. 30 |
Chapter 2 New Values in Culinary Leadership | p. 36 |
Leading Kitchens to Success | p. 36 |
Culinary Education | p. 37 |
Progressive Skills | p. 39 |
Attributes of a Professional Chef | p. 40 |
The Diverse Industry | p. 47 |
Chapter 3 The Structure of Kitchen Organization | p. 63 |
Values in Organizational Structures | p. 63 |
Designer Tasks and Responsibilities | p. 65 |
Escoffier's Task Designs | p. 68 |
Escoffier's Brigade System | p. 69 |
Modern Brigade Systems | p. 72 |
Section 2 Managing for Quality in Food Service Operations | p. 77 |
Chapter 4 Foundations in Quality | p. 79 |
Traditional Theories Challenged | p. 79 |
Walter Shewhart on Quality | p. 80 |
Shewhart's Cycle | p. 82 |
Shewhart's Theories Applied to Food Service | p. 85 |
Chapter 5 W. Edwards Deming's Fourteen Quality Points | p. 90 |
W. Edwards Deming | p. 91 |
Fourteen Points | p. 93 |
Deming's Quality Points Applied to Hospitality and Food Service | p. 95 |
Chapter 6 Joseph Juran's Trilogy and the Pareto Principle | p. 106 |
Shewhart Meets Joseph Juran | p. 106 |
Juran Goes to Japan | p. 107 |
Juran on Quality | p. 108 |
Juran's Trilogy | p. 109 |
The Pareto Principle | p. 111 |
The Pareto Chart | p. 113 |
Create a Pareto Chart Using Microsoft Excel | p. 115 |
Chapter 7 Discovering Philip Crosby's Zero Defects | p. 117 |
Philip Crosby | p. 117 |
Crosby Redefines Quality | p. 118 |
Zero Defects | p. 119 |
Applying Zero Defects to the Food Service Industry | p. 122 |
HACCP: A Program of Zero Defects | p. 123 |
Quality Is Free | p. 124 |
Chapter 8 Kaoru Ishikawa and Armand Feigenbaum | p. 126 |
Kaoru Ishikawa | p. 126 |
Fishbone Diagram (Cause and Effect) | p. 128 |
Fishbone Diagram Applied to Food Service and Hospitality | p. 132 |
Armand Feigenbaum: Cost of Quality | p. 133 |
Poor Quality Cost (PQC) | p. 134 |
Total Quality Control (TQC) | p. 135 |
Quality Improvements Forever | p. 136 |
Chapter 9 Implementing Quality Management Programs | p. 137 |
Changes in Quality Food Service | p. 137 |
A Collective View | p. 140 |
TQM | p. 141 |
The First Steps | p. 142 |
Involving Middle Managers | p. 143 |
Organizing for TQM | p. 144 |
Training for Quality | p. 145 |
Where to Begin Building Quality | p. 146 |
Section 3 Management and Supervision | p. 149 |
Chapter 10 Personnel Management | p. 151 |
Discovering the Social Workplace | p. 151 |
Mayo's Conclusions | p. 154 |
The Worker | p. 156 |
Recruiting Strategies | p. 157 |
Affirmative Action/Equal Opportunity Employer | p. 164 |
Orientation and Training | p. 165 |
Total Quality Culture (TQC) | p. 168 |
Chapter 11 The Chef Supervisor | p. 171 |
Supervision Defined | p. 171 |
Technical Competence | p. 172 |
Role Models in Professionalism | p. 172 |
Affinity Toward Quality | p. 173 |
Teamwork | p. 174 |
Chapter 12 Communication | p. 176 |
The Process of Communication | p. 176 |
Forms of Communication | p. 179 |
Listening Skills | p. 187 |
Chapter 13 Managing Diversity | p. 190 |
Defining Diversity | p. 190 |
The Diverse Hospitality Industry | p. 192 |
Managing Diversity through Leadership | p. 193 |
The Social Challenge | p. 196 |
The Psychology of Work | p. 197 |
Section 4 The Chef Leader | p. 199 |
Chapter 14 Defining Leadership | p. 201 |
Defining Leadership | p. 201 |
Motivate through Example | p. 203 |
Constancy of Purpose | p. 204 |
Develop Leadership in Others | p. 204 |
Chapter 15 Team Building | p. 208 |
The Team Concept | p. 208 |
The Chef as Coach | p. 209 |
Attributes of a Good Coach | p. 211 |
Selecting Team Players | p. 212 |
Team Management | p. 215 |
Chapter 16 Personal Development | p. 217 |
A Life of Learning | p. 217 |
Self-Assessment | p. 218 |
Goal Setting | p. 220 |
Plan to Succeed | p. 221 |
Time Management | p. 225 |
Wasting Time | p. 226 |
Section 5 Strategic Management for the Professional Chef | p. 231 |
Chapter 17 Managing the Modern Workplace | p. 233 |
Peter Drucker and MBO | p. 233 |
Tom Peters: Attributes of the Modern Manager | p. 235 |
Re-engineering Management: James Champy | p. 238 |
Chapter 18 Concept Engineering | p. 242 |
Marketing 101 | p. 242 |
Consumer Demand | p. 243 |
Location | p. 244 |
Area Demographics | p. 245 |
Psychographics | p. 247 |
Consumer Traffic | p. 249 |
Competition | p. 250 |
Corporate Identity | p. 251 |
Chapter 19 Establishing Operational Standards | p. 253 |
The Value in Standardization | p. 253 |
Identifying Separate Tasks | p. 257 |
Grouping Tasks into Procedures | p. 259 |
Creating Standard Operational Procedures | p. 260 |
Assessing Operational Standards | p. 262 |
Chapter 20 Menu Management | p. 264 |
Writing the Menu | p. 264 |
Meeting Consumer Demands | p. 265 |
Compatibility of Kitchen and Dining Room Design | p. 266 |
Legibility and Accuracy of Menus | p. 268 |
Truth in Menus | p. 269 |
Strategic Menu Pricing | p. 270 |
Tracking Menu Item Sales | p. 272 |
Chapter 21 Production Management | p. 275 |
Planning for Quality Production | p. 275 |
Developing Recipes | p. 276 |
Everything in Its Place | p. 278 |
Cross-Utilization | p. 279 |
Waste Control | p. 280 |
Planning for Leftovers | p. 281 |
Chapter 22 A Place for Creativity | p. 283 |
Foundational Basis | p. 283 |
Concept Control | p. 284 |
Internal Testing | p. 284 |
Marketing Creativity | p. 285 |
Cyclical Specials | p. 287 |
Section 6 A New Age for Quality Food Service | p. 289 |
Chapter 23 The Business of Quality Food Service | p. 291 |
Balancing Art and Business | p. 291 |
The Customer Defines Quality | p. 292 |
Defining Quality Food Service | p. 293 |
Value in Food Service | p. 294 |
Value in Being First | p. 295 |
Building Quality Commitment | p. 296 |
Tradition versus TQM | p. 297 |
A Strategic Analysis | p. 298 |
Under New Management | p. 299 |
Chapter 24 The Future of Information Technologies | p. 301 |
The Future Is Here | p. 301 |
Management Software | p. 303 |
Point of Sale (POS) | p. 304 |
PDAs | p. 304 |
The Blackberry | p. 305 |
Exploring the Web | p. 305 |
Why Use Search Engines? | p. 306 |
Types of Search Engines | p. 306 |
Glossary | p. 310 |
References | p. 318 |
Image Credits | p. 320 |
Index | p. 321 |