CHAPTER IV

RESTAURANT MANAGEMENT - A CASE STUDY OF HYDERABAD

MARRIOTTS

86

CHAPTER IV
RESTAURANT MANAGEMENT - A CASE STUDY OF
HYDERABAD MARRIOTTS

History of Marriott:
Marriott International, Inc. is a leading worldwide hospitality company. Its
heritage can be traced to a small root beer stand opened in Washington, D.C.
in 1927 by J.Willard and Alice S. Marriott. Today it has nearly 2,900 lodging
properties in the United States and 68 other countries and territories across
18 lodging and vacation resort ownership brand1

Marriott simple goal to success2

Do Whatever it takes to take care of the customer
Pay extraordinary attention to detail
Take pride in their physical surroundings
Use their creativity to find new ways to meet the needs of customers
About Hyderabad Marriott Hotel3
Hyderabads most stylish urban retreat providing a truly liberating
hotel experience. The hotels central location overlooking the Hussian Sagar
Lake allows you to conveniently venture into any part of the twin cities.

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The Hotel has a range of facilities which include:

Food and Beverage options
Okra 24 hrs coffee shop4,
Bidri the specialty Indian restaurant ,
@trium the lobby lounge
Bridge Bar The perfect setting for a relaxing drink.
Off 6 days per Month
If you wish to sit back in the room the very popular room Service option is
also available.
The Hotel has 7 floors and 297 rooms
The Hotel has 13 Banquets rooms
The hotel is just 5 kms away from Fajiv Gandhi airport , Hyderabad and 10
Kms away from the Hyderabad railway station.
Address of the Hotel:
Hyderabad Marriott Hotel
Opp Hussain Sagar Lake, Tank Bund Road,
Hyderabad.
Andhra Pradesh, 500 080

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India

FOOD AND BEVERAGE HIERARCHY OF HYDERABAD

MARRIOTTS5
Mathew Cooper
(Director of F&B Service)
Rudrojit Deb
(Asst. Dir of F&B Service)
Arun Kumar
(Restaurant Manager)
Okra Multi cuisine

Animesh Barat
(Director of Events)

Arun Kumar
(Restaurant Manager)
Bidri - Restaurant

Stephen , Praveen, Nathan Indrashish Sinha

(Captain)
(Banquets / Events Mgr)

Murali
(Captain)

Mohit
(Asst. Captain)

K.S.Manivannan
(Asst. Banquet Mgr)

Shabir
(Captain)

Stewards

Sandilya
(Banquet Supervisor)

Stewards

Trainees

Trainees
Ranjit Roy Rafique Venkatesh
(Captains)
Stewards
Trainees

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JOB DESCRPITION OF THE FOOD AND BEVERAGE DIRECTOR

Title
Responsible to
Responsible for

:
:
:

Food and Beverage Director

General Manager
F&B Department

SPECIFIC DUTIES & RESPONSIBILITIES6

1.

To ensure and maintain efficient service in the food and beverage

department
2.
To ensure catering targets are reached
3.
To devise plans and schemes with consultation of the Executive chef,
ways to increase turnover
4.
To ensure maximum safety towards staff and guests.
5.
To confer regularly with the staff of other deparments
6.
To requisition for few new products available so as to keep up with
latest trends.
7.
To plan menus in consultation with the executive chef
8.
To ensure proper co-ordination of other departments in ensuring
smooth functioning.

JOB DESCRPITION OF RESTAURANT MANAGER

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Title
Responsible for
Responsible to

:
:
:

Restaurant Manager
F&B Manager
His Restaurant and his Staff

SPECIFIC DUTIES AND RESPONSIBLITIES

1.

He has to fulfill responsibilities for the smooth running the catering

services of the catering services in the restaurant

2.
He is responsible for the food and beverage staff in his restaurant
3.
He makes duty Schedules, holiday lists an hours on and off duty
4.
He maintains discipline and gives instruction to the stewards.
5.
He keeps record of daily sales, stock etc and also controls foreign
liquor
6.
He meets VIPs and gives them personalized service
7.
He confer with other departments especially with the kitchen. On the
whole he has to see to the smooth and efficient running of his restaurant.

JOB DESCRIPTION OF THE CATERING ASSISTANT

Title
Responsible to
Responsible for

:
:
:

Catering Assistant
Restaurant Manager
His Restaurant and its Staff

SPECIFIC DUTIES AND RESPONISBILITIES

1.
He comes next in superiority to the restaurant manager
2.
He has overall responsibility to the staff of the restaurant
3.
He relieves the restaurant manager on his day off
4.
He sees that all his mise-en-place is carried out according to his roster
5.
He will sometimes take orders if the captain is busy or not available

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6.
7.

He helps the restaurant manager with the duty schedule.

He listens to guest complaints

JOB DESCRIPTION OF CAPTAIN7

Title
Responsible to
Responsible for

:
:
:

Captain
Restaurant manager
His section and its staff

SPECIFIC DUTIES AND RESPONSIBILITIES

1.
2.
3.

He is responsible for assisting the guests with the menu

He takes orders from the guests
He maintains discipline and takes briefing in the absence of the

restaurant manager
4.
He takes stock of the liquor, glassware, crockery, cutlery etc.
5.
He is required to have a good knowledge of food and wines
6.
He should be able to discuss the menu with the guests.

Marriotts Hyderabad F&B Service Basics

1.
2.
3.
4.

Acknowledge every guest when they enter the restaurant

Greet the guest warmly with a smile and use their name if you know it
Present menus promptly
Make sure you know the basic ingredients and cooking methods for all

items on the menu.

5.
Make sure you know all daily specials and their main ingredients and
mention the chefs special when presenting the menu
6.
All menus presented are clean without any marks
7.
Take beverage orders immediately if you have the chance
8.
When you make recommendations never recommend the most
expensive items
9.
All service from the right except when silver serving items
10. All glassware sparkles
11. All plates are free of water marks/ spots

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12.
13.

All silver plated items including the tips of forks shine always
All napkin folds are simple and the napkins are clean and crisply

starched.
14. Wines are presented to guests, water or beer bottles are not
15. Always repeat the order
16. Make eye contact
17. Please dont point in the restaurant
18. Dont be too formal and dont be over familiar
19. Use only Marriott Hyderabad without delay
20. Always carry a captain order pad
21. Process orders into Micros without delay
22. Use only Marriott Hyderabad matches, lighters and pens
23. Always carry a captain order pad
24. Cutlery is adjusted as soon as the order is taken
25. There is no need to introduce yourself
26. Never walk back to the kitchen or the heart of the house empty
handed.
27. Use the guest name at least once after they have written their name on
the bill or when you return the credit card
28. Bid an attentive farewell and thank the guests
29. Be a good team player and help your colleagues whenever possible8

Hyderabad Marriotts Restaurant

LOBBY LOUNGE9
Situated in the lobby level, its one of the hottest spots in the city for business
and casual meeting
It serves the best coffees and finest tea from different parts of the world
The sandwiches and the snacks served here are mouth watering and
tempting.
Average price of a salad is Rs 200/Average sales of per day is Rs 10,000/-

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Timings = 0600 hrs to 2200 hrs

Location = Lobby Level
Dress Code: Black Pant, white Shirt, Cream Colour waist Coat.
Floor : Tiles
Cover : 24
Seating Arrangements : Chairs with cushion and sofa
Floor Tile
Cutlery Stainless steel
Crockery Ceramic
Glass Scott Wiesel
Staffs:
Steward : 02 nos
BIDRI ( Specialty Restaurant)10
This restaurant is opened only for dinner
This is a beautiful restaurant which serves typical hyderabadi and lucknowi
cuisine
Ambience here is perfect for a romatic evening or a family affair
The dcor here is with a lot of Indian touch with that royal look
The beautifully laid table with the hand made zardousi runners and candle
lamps give an exquisite touch to your evening
The walls and the pillars are studded with Mirrors and Beautiful stones
which gives a historical look to the place.
Timings = 1830 hrs to 2330 hrs
Location = Lobby Level
Floor = Carpet
Cutlery Stainless steel
Crockery Ceramic
Glass Scott Wiesel
Capacity:
Total of 78 Covers Indoor 62 Covers and Outdoor lawn 16 Covers
Dress Code :
For gentle man : Black pant, Whit shirt, red court with golden strips
For Woman : Black Saree

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Staffs:
Restaurant Manager : 01 no
Captains : 01no
Hostess : 01 no
Stewards : 06 nos
Barman : 01 nos.
(During Restaurant Manager off manager from Okra will relieve .)
Average sales is Rs 50,000/A.C.P is Rs 500/-

OKRA11
It is a 24 hours coffee shop which serves ala carte as well as a set buffet.
The coffee shop is beautifully laid and service here is very informal which
makes it very special
The speciality of this coffee shop is three meals with live kitchen
It has a very famous teepayanki counter which serves assorted ice creams
with your choice of toppings which is the only one in the city.
Timings = 24 hours coffee shop
Location = Lobby level
Floor = Tile
Chair = Wooden Chair with cushion
Cutlery Stainless steel
Crockery Ceramic
Glass Scott Wiesel
Capacity :
Total 190 Covers . Indoor 142 covers, Outdoor 48 Covers
Buffet Timings:
Breakfast : 0600 1100 Hrs

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Lunch : 1200 1500 Hrs

Dinner : 1800 2300 Hrs
(Ala carte menu available apart from the buffet setups)
Dress Code:
For Gentle men Red Half hand sheet, Khaki Pant and Khaki aprons
For women Red Saree
Staffs:
Restaurant Manager : 01 no
Captains : 03 nos
Waiters : 07 nos
Sales on 8th Feb : Rs 2,90,432/Beverage sales : Rs41,500/A.C.P 3,500/CONTROL OF CAPITAL EXPENDITURE
The capital expenditure as such is not a part of overheads. The
acquisition of an asset, however, entails a continuous expense over a period
of years. As the value of an asset diminishes with the passage of time a
proportion of its original cost must be deducted and charged against current
profits. This diminution in the value of an asset is known as depreciation.12
There are three main methods of depreciation:

The Straight Line method

Under this method the original cost of the asset, less any scrap value,
is divided by the estimated life of the asset, thus:

Original Cost of Asset

: RS 1200

Less Scrap Value (say)

100

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-----------Amount to be written off : Rs 1100

If estimated Life of Asset

10 years

Then Depreciation at a fixed rate of Rs 110 per annum.

The Reducing Balance Method:

Under this method a fixed percentage is written off each year,
calculated on the value of the asset at the beginning of the year. The amount
to be written off diminishes with the value of the asset.

Original Cost of Asset

: Rs1200

Less Scrap value (say)

100

----------Amount to be written off

: Rs1100

Less 10% Depreciation - 1st yr :

110

----------Book Value at the end of 1st yr : Rs 990

Less 10% Depreciation 2nd yr : Rs 99
----------Book Value at the end of 2nd yr : Rs 891
Less 10% Depreciation 3rd yr :

89

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---------Book value at the end of 3rd yr : Rs 802

The cost of an asset is made up of depreciation and repairs, and both
have to be charged against current profits. Whilst the amount of depreciation
under this method becomes progressively less, the cost of repairs is, as a
rule, more at the end than at the beginning of the life of the asset. As a result
the charge against the profits of the establishment is more or less constant

Revaluation Method13
It would be impracticable to work out the individual amounts of
depreciation on small items of equipment such as Cutlery, corkscrew, icecream scoops, servers, plate and linen. Such equipment is best depreciated
by the revaluation method. A periodical inventory is made and the difference
between the value of such equipment at the beginning of the period and at
the end of the period is written off as depreciation.

BUDGETING FOR FOOD OPERATIONS14

Budgeting is essentially the planning process by means of which

budgets are evolved for a business as well as the various departments/

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sections of a business. Hence when one budgets one budgets one plans future
operations in respect of a definite period of time.
A budget is a statement expressed in monetary or quantitative terms,
reflecting the policy of a business and determining business operations in
respect of a particular trading period. Most budgets are expreseed in
monetary terms, e.g cash budget, sales budget, labour cost budget, budgeted
profit and loss account. There are some budgets however which may be
expressed in terms other than money. A personal budget may project the
number of separations over a period of time and show the number of
employees to be engaged for various departments of a business. The sales
budget may in addition to sales values, show the budgeted number of covers
and the budgeted percentage of room occupancy.

BUDGETARY CONTROL15
It is the responsibility which is assigned to managers is usually
expressed in terms of sales targets, profit margins, cost ceiling etc. Another
essential ingredient of budgetary control is the continual comparison of
budgeted and actual results and the ascertainment of variances (differences
between budgeted and actual results) where there is a system of budgetary
control in operation current operating results are reviewed frequently.
Weekly monthly and sometimes quarterly in order to ascertain to what
extent current catering operation are in accordance with the policy of the
business.

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KINDS OF BUDGET
When we consider the subject matter of budget we distinguish
between capital budgets and operating budgets. Capital budgets deals with
the assets and capital funds of the business. Budgets for plant, equipment,
cash and stocks are therefore capital budgets. Operating budgets are those
concerned with income and expenditure of the business. Budgets for sales,
purchases, labour costs and office expenses are therefore operating budgets.
When we consider the scope of the budget we distinguish master
budgets and departmental or functional budgets. Master budget incorporates
all the income and expenditure or all the assets and liabilities of the business.
The former would be described as the budgeted profit and loss account and
the later as the budgeted balance sheet. A departmental or functional budget
is one which is in respect of a single department of a business e.g a
banqueting budget or a particular function such as sales purchases or
advertising.
Finally it is possible to distinguish between fixed budgets and flexible
budgets. Whether a budget is fixed or flexible depends of the effect of the
level of turnover e.g. advertising budget office administration budget or
maintenance budget is known as fixed budget. It is a fixed budget because
short run changes in the volume of turn over have no effect on the budget
concerned. A budget which provides for a several possible levels of turn over

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and predetermined costs or cash flows accordingly is known as a flexible

budget16.

THE OBJECTIVE OF BUDGETARY CONTROLS MAY BE AS

FOLLOWS:

To give practical expression to the aims and policies of the business.

To provide a detailed plan of catering operations in respect of a particular
trading period.
To ensure better co-ordination of the various departments
To set standards ( targets) against which is possible to measure managerical
performance
To ensure an economical use of the resources of the business.

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BUDGETARY CONTROL AS EXTENSION OF POLICY

Catering Policy
Financial Policy

Operating Budgets

Capital Budgets

Sales Budgets

Plant and Equipment Budget

Cost of Sales Budget

Light equipment Budget

Labour Cost Budget

Capital Funds Budget

Over Head Cost Budget

Cash Budgets

Master budgets
Budgeted Profit and Loss Account
Budgeted balance Sheet

102

Sales Budget: The purpose of sales budget is to predetermine the

volume of sales in respect of a trading period (last year sales, or last month,
or last six month). The sales budget is a most important budget not only
because of the influence of the volume of sales on profits but also because it
influences the preparation of other budgets.
Labour Cost Budget: Labour costs are budgeted for in relation to the
volume of sales. Obviously the higher the volume of sales the higher the
total cost of labour. How ever labour cost is a Semi fixed cost
Over Head cost Budget: An overhead cost budget may be
prepared as one single budget or be sub divided into several separate
budgets. Whilst a single overhead cost budget may be sufficient for a small
organisation.
The overhead cost budget will generally tend to change little from one
trading period to the another as the most important items of expenditure (e.g
rent, rates, depreciation) tend to remain fixed over a period of time.
While preparing this budget it is essential to distinguish between fixed
overheads ( e.g. rent, rates, depreciation of premises) and semi-fixed
overheads (e.g. Gas, Electricity, replacements renewals)

Budgeted profit and Loss Account

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The purpose of the budgeted profit and loss account is to

predetermine, in respect of a particular trading period, all income and
expenditure of a business as well the net profit to be earned. The budgeted
profit and loss account must be drawn up so as to show what is important
and pertinent. E.g. Departmental gross profits, labour cost percentages, the
overhead cost percentage and the net profit.

How can you increase Sales?

Every employee should be a part of your marketing effort. We show
how every employee from the front desk to housekeeping contributes to the
marketing and sales effort of a hotel.
Training clearly can increase sales and improve profits for any organization.
Kitchen Profit = Sales food cost17
Net Profit = Kitchen profit (Labour + overheads)

Total Sales
Average Spending Power(ASP) =----------------------Number of customers Served

Food Cost
Food Cost Percentage = ------------------- X 100
Sales

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Gross Profit = Sales Food cost

LABOUR COST CONTROLL

Introduction:
Having the correct amount of food and beverage in the
operation to serve quest is important . knowing about the products is vital
also .
In the past , labour-related expenses were much less important
the food service manager than they are too late , in some food served
establishments the cost of labour actually exeeds the cost of food and the
various products. Todays shrinking work force would indicate that future
food service manager will find it more and more difficult to recruit .
therefore , the control of labour expenses takes on a greater level of
importance than ever before .
TYPES
Labour expenses (cost ) includes salary and wages in (some time
called payrolls) in addition to salaries and wages , however the following
expenses may be considered as labour related expenses.
1.
2.
3.
4.
5.
6.

Provident fund .
Travelling allowances .
Workmmens compensation.
Group life insurance .
Health insurance .
Pension plan payments.

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7. Employee meals.
8. Employee training expense.
9. Employee medical.
10.Employee housing.
11.Vacation and sick leave.
ASSESING LABOUR PRODUCTIVITY.
There are meny ways to access labour productivity , in general productivity
is measured by the following formulas18 .
OUTPUT productivity
INPUT
FOR:EG: a restaurant in which the waitresses served 16 guests using the
productivity ratio formula, the output is guest served, and the input
waitresses employed, as follows
60 guests
= 15 guests per waiter
4 waitresses
Our productivity ratio is one waitress per 15 guests or 15 guests to 1
waitress.
There are many ways of understanding food service output and input, this
there are several types of productivity variation. They are helpful
determining the answer to the question how much should I spend on a
labour? How many can poor waitresses serve? Etc. these cost can, however,
be managed. Each food service operator must develop his or her method for
managing payroll because each food service unit is different.
MANEGING PAYROLL COST (payroll cost determination)
Essentially the management of payroll cost is a four step process that
includes the following factors
Step 1- Determine productivity standard

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Step 2 Forecast sales volume

Step 3 schedule employees using sales forecast and productivity standard
Step 4 Analyze results.
The first step in controlling payroll cost Is to determine productivity stds for
the operations. In other words, management must find answer to the
questions of how long it should take an employee to do a job and how many
employees it takes to do a complete job.
FACTORS THAT MAKE WORKERS MORE PRODUCTIVITY:
1. Training
2. Supervision of all workers require proper supervision
3. Equipment
4. Morals
5. Scheduling
6. Breaks
7. Employee selection
8. Menu
9. Convenience versus scratch preparation
10.Service level desires
The important points to remember when determining the labour productivity
measures by categories are as follows .
1. Be sure to include all the relevant dada , weather dollars spent hours used or
guests served.
2. Divide each category using the same method of identifying numerator and
denominator .
3. Compute an overall total to ensure that the sum of the categories is
consistent with the overall total .
STEPS IN CONTROLLING LABOUR COST
STEP 1. Determine productivity standards.

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The first step is the determination of the productivity standards is

designed as managements view of what constitutes an appropriate
productivity ratio in a given food service unit or units thus the productivity
standards might be particular labour cost percentage , a specific number of
guests served per labour expended , or any other predetermined productivity
ratio management wants to utilize . These standards are typically based on
1.
2.
3.
4.
5.

the following information .

Unit history
Company average.
Industry average
Management experience
Combination of the above

REVENUE (CASH ) CONTROL

All staff handling cash should be adequately trained in the respective
company method. It is common practice for a cashier or a waiter handbook /
manual to be procedure so that an established procedure of ensuring that
cash security is efficiently carried out at all times .
a. Opening procedures : instructions here would include procedure about
checking the float , having a float of a specific denominations ,
checking the till role , recording waiters bill pad number .
b. Working procedures : instructions on how to accept payment and
following procedures .
c. Closing procedure : instructions on any documentation and recording
to be completed cashing up , recording of credit card , cheques ect.
d. Procedure for accepting foreign currencies : What currency is to be
accepted , how to obtain the current exchange rate .

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e. Procedure for accepting credit cards : which credit cards to be

accepted , to check them , method of processing , credit card
payment , recording credit card vouchers , etc.
f. Procedure for accepting vouchers such as lunch on vouchers : which
voucher is accepted to be recorded.
g. Procedure for accepting cheques : how cheques are to be made out ,
customer procedure

varied banker card , checking the sign

correspondence .
h. Accepting travelers cheque : Which re accepted ? , what currencies are
available .
i. Accepting complimentary or signed bill : check against currency list
of authorized persons and signature systems .
SYSTEMS
a) MANUAL
b) AUTOMATED
a) MANUAL
Sales check : Duplicate or triplicate cheques are used on an aid to controll
A. To provide a written record of what was ordered and what was received .
B. To authorize kitchen etc to issue food .
C. Allows the comparison of top copy with duplicate to check variance .
CASHIERS ROLE
A. Issuing check pad to staff , record number of cheques issued in each pad and
get staff signature and after completion of service receive it back.
B. To check the pricing extentions and sub totals of cheques and add tax.
C. To receive cheque , money , credit or , and signature required .
D. Complete missing check list for each meal period . respective check number
in the list are crossed out when payment is made .

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E. To complete restaurant same control sheet for each period . All revenue
received is recorded under headings like cash , cheques , credit card
transactions .

b.)MACHINE SYSTEMS (Automatic)

ELECTRONIC CASH REGISTERS
These are the higher speed machines with following advantages .
A. Price customer cheque through preset price .
B. Print cheque , including the previously entered items .
C. Having keys to change preset prices in the time of happy hours .
D. Provide and sales analysis .
E. Provide sales analysis on waiters basis per hour .
F. Restrict access to ECR by entry code to each operator .
G. Eliminate the need for cashier , by requiring each waiter to take own
payment .
POINT OF SALE CONTROLL SYSTEM
At a basic level of point , a point of sale control system is no more than a
modern ECR with one or more printers .
ADVANTAGES
1. To provide an instant and separate clean and printed order to the kitchen or
to the bar of what is required and by whom.
2. Speeds up process of billing order to kitchen and bar .
3. To aid control , in bar items can only be ordered when they have baan
entered into the ECR or terminal by an identifiable member of the waiting
staff and printed .
4. To afford more time for consumer contact .

STEP 2. Forecast sales volume

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Sales volume forecasting , when combined with established with

labour standards , allow a food service operator to determine the number of
employees needed to effectively service those guests who will waste the
facility all food service units must forecast the volume . this can be termed of
either sales dollars or number of guests to be served.
STEP3. Scheduled employees using sales forecast and productivity .
Forecasting sales volume is important to control because it begins to
control because it begins to take management out of past and present and
allow it to project into the future and influence what will happen to illustrate
how established labour standards are combined with sales forecast to
develop employees scheduled or dollars spent .
Some food service managers practice on cell system whereby
employees who are offduty are assigned on cell status , this means that these
employees can be contracted by managers on short notice to service
additional volume or to cover for other employees who are absent . other
manager practice a call in system . in this arrangement , employees who are
off duty are required to check in with management on a daily basis to see if
the volume is such that they maybe needed , this is a particularly to make
rapid chance in staffing because of on forced increases in protected sales
volume .
STEP4. Analyse results
To determine percent of budget the following formula is there
Actual amount = percentage of budget
Budget amount

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Some food service operators refers to use the term standard cost rather
than budgeted cost when referring to their work . if productivity standards
are used to establish budgeted labour cost , than of course , the two terms are
synonyms.
TRAINING IN RELATION TO MANAGEMENT
As a manager of a hospitality operation what are our greatest fears or
worries on a daily basis? Is it turnover and not having enough people to
operate your establishment effectively? Is it cost management and the
balance of expenses needed to run your property? Is it service and what
appears to be a decline around the industry in service standards and
expectations or is it sales and revenue generation and how to meet and
exceed budget and forecasts.
There are many fears that a manager and leaders face on a daily basis.
There is however one solution that is common to each of the following
questions.
How can you reduce turnover
How can you control cost more effectively
How can you improve service
How can you increase sales
The answer is not new . It is training

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How can we Reduce Man Power Turnover?

Training requires the communication of information and the
development of skills. When employees are comfortable and confident in
their jobs and they can perform at above standards consistently. They will
stay longer on jobs.
Numerous studies show how much it costs to replace an employee.
These are separation cost (administrative functions related to termination,
severance pay and increased unemployment compensation) vacancy costs
(overtime pay for other employees, completing the tasks of a vacant
position) and replacement cost (recruiting, management time for interviews )
.By training our employees effectively they will be employed for longer
periods of time. This equates to lower human resource costs, management
freedom to deal with other issues and operational concerns and improved
employee morale.
How can We control costs more Effectively?
Effective training means employees are performing their duties
correctively and efficiently. They will know what supplies to use, when to
use them and how to make them effectively. When procedures are followed
costs are minimized as waste is reduced.

How can you improve service?

When employees know how to perform their duties correctly, service
standards can be achieved and exceeded. Employees can be trained on how

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to greet guests, serve guests and interact with guest. Every employee in your
organisation may come into contact with guests and should be trained to
handle an interaction appropriately.

CHAPTER IV
Restaurant Management A Case study of Hyderabad Marriott

114

J.W.Marriotts Magazine book well 2004 issue

I.B.I.D

Hyderabad Marriotts brochure

I.B.I.D

I.B.I.D

Marriotts magazine monthly 5th issue 2007-08

I.B.I.D

I.B.I.D

Hyderabad Marriotts brouchure

10

I.B.I.D

11

I.B.I.D

12

Effective Food Service Management Y.P.Singh

Concepts of food Service Operations and Management Mohomad A.Khan - Tata Mcgraw Hill
-2004
13

14

F & B Management R.K. Malhotra Blackwell Publications - 2000

15

Financial Management Korn and Jain Tata Mcgraw Hill -2004

16

Financial Cost Control in Hotel and Catering Industry Jag Mohan PHI - 2004

17

Successful Restaurant Operations Chiffriller - ELST edition - 1998

18

F & B Management Davis & Stone Hutchinson & Co - 1980