Theoretical aspects of personnel management in the restaurant business. Problems of personnel management in the restaurant business Personnel management in the restaurant business relevance

Methods of personnel management of the restaurant "Kalinka"

The Kalinka restaurant uses the following personnel management methods: administrative, economic and socio-psychological.

Administrative methods are used in their work by the director and deputy director.

In particular, the following methods of exposure are used:

Organizational - based on the action of approved internal normative documents regulating the activities of personnel. These include: the charter of the organization, organizational structure and staffing, regulations on divisions, collective agreement, job descriptions, rules internal regulations

· Administrative - expressed in the form of orders, orders, instructions, orders, instructions, instructions, labor rationing, coordination of work and control of execution are aimed at organizing a clear, correct, debugged and uninterrupted operation of production.

Production management - applies measures of material responsibility to employees, collecting from employees or withholding from their wages material damage that production has incurred (damage to inventory, violations, etc.), as well as disciplinary measures, announcing remarks, reprimands and others up to demotion and even dismissal.

Economic methods are used mainly by employees of the accounting department. Among the methods of economic influence on staff in a restaurant, the main place is occupied by labor remuneration, which provides a connection between the results of labor and its process, reflects the number and complexity of labor of workers of various qualifications.

Methods of psychological influence are the most important components of psychological management methods. They summarize the necessary and legally permitted methods of psychological influence on personnel to coordinate the actions of employees in the process of joint production activities. The methods of psychological influence used at the enterprise include: suggestion, persuasion, involvement, coercion, condemnation, demand, prohibition, censure, command, request, etc.

For personnel management, Kalinka uses mainly an organizational and administrative model based on coercion. Controlling influence has the form of directives, orders of commands. Orders are subject to strict and timely execution by those to whom they are addressed. Management impact is directed from top to bottom in the form of approved rules, directive plans, regulations, instructions, orders, orders. The bottom-up feedbacks contain mostly information about the execution of commands. This policy significantly reduces the activity and initiative of employees.

Introduction

The relevance of research... The restaurant business today occupies one of the leading places in the service sector and is not only one of the highly profitable species economic activity, but also one of the most risky.

In the struggle for the viability of the restaurant business, restaurateurs have to solve a number of problems. One of the most pressing is the problem of management restaurant staff, since the availability of qualified and well-trained personnel is one of the most important components of the success of the restaurant business. Personnel management is an important area of the life of any enterprise, which can greatly increase its efficiency. The personnel management system ensures continuous improvement of methods of working with personnel using the achievements of domestic and foreign science and the best production experience. (V. Danilova, 2007).

The essence of personnel management lies in the establishment of organizational-economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use (E. Agamirova, 2007).

Purpose of the study- study of the process of personnel management at catering establishments.

Subject of study- KFC fast food restaurant personnel management system.

Object of study- KFC fast food restaurant.

Research objectives:

1. Consideration of the theoretical foundations of the personnel management system in public catering enterprises;

2. Acquaintance with the international network of fast food restaurants "KFC";

3. Study of the organization of the personnel management system of the fast food restaurant "KFC";

4. Consideration of the personnel certification process at KFC;

5. Consideration of the personnel motivation system at the enterprise;

Research methods- analysis of scientific and methodological literature and Internet sources, survey

The structure of the course work. The work is presented on 35 pages and consists of an introduction, two chapters, a conclusion and a list of used literature.

Characteristics of the illustrative material. There are four tables in the work.

Theoretical aspects of personnel management in restaurant business

Personnel management system

Restaurant personnel management, as well as personnel management in other branches of business, went through several stages of development following the economic and social changes in society.

The American engineer F. Taylor (1856-1915) is considered the founder of the school of scientific management. He stood at the origins of creation modern management... (O. Efimova, 2009).

The founders of the school of scientific management were based in their approaches on two principles.

The first is the principle of the vertical division of labor: the manager should be assigned the planning function, and the employee should be assigned the function of performing the assigned task.

The second principle is the principle of measuring labor. Its essence lies in the fact that, using observations, measurements, logic and analysis, the administration can improve many operations manual labor, seeking their more efficient implementation. Methods scientific organization labor allowed to significantly reduce the cost of living labor, which contributed to a significant increase in the productivity of workers.

Considering the importance of practical application of the methods of scientific organization of labor, F. Taylor formulated new responsibilities of the administration on the basis of these methods:

1. Development of a scientific foundation for each individual action in all types of labor with the establishment of strict rules for each movement, improvement and standardization of all tools and working conditions;

2. Careful selection of workers, their subsequent training, education and development in order to obtain highly qualified workers;

3. Cooperation with workers in order to achieve compliance of all individual branches of production with scientific principles previously developed by the administration, as well as obligatory encouragement of workers for accelerated work and for the exact fulfillment of production tasks;

4. Equal distribution of labor and responsibility between the administration and the workers (the administration assumes those branches of labor for which it is best suited).

5. The main disadvantage of F. Taylor's system seems to be that in its original form it was designed for disciplined workers. However, on the present stage development of science and practice of personnel management principles of scientific management are still progressive and relevant. (I. Volkova, 2009).

It should be noted that at present there are no general approaches in management, and especially in the field of personnel management, there are only general management principles that give rise to various management systems with their own unique characteristics, since they take into account certain national values, peculiarities of psychology, mentality, etc. .d. Thus, Russian managers cannot use a ready-made management model, but must find their own ways and levers for applying theoretical knowledge and practical experience. different countries to create a full-fledged Russian personnel management system. Therefore, in recent years, an independent scientific direction has emerged in the Russian system of labor sciences - personnel management.

The concept of "personnel management" has two main aspects - functional and organizational.

Functionally, HR management includes the following essential elements:

Determination of the general strategy;

Planning the needs of the enterprise in personnel, taking into account the existing personnel;

Attraction, selection and assessment of personnel;

Professional development of personnel and their retraining;

Career promotion system (career management);

Release of personnel;

Construction and organization of work, including the definition of workplaces, functional and technological links between them, the content and sequence of work, working conditions;

Wages and Social Services Policy;

Personnel cost management.

Organizationally, human resources management covers all employees and all structural units at the enterprise who are responsible for working with personnel.

Thus, the goal of the personnel management policy of an enterprise or organization is to ensure timely updating and preservation of the quantitative and qualitative composition of personnel and its development in accordance with the needs of the enterprise, the requirements of the current legislation and the state of the labor market.

The main tasks that the personnel management system solves are:

Ensuring effective employment of personnel;

Creation of attractive and safe working conditions;

Organization of prerequisites for professional development and professional growth workers;

Development of measures and criteria for a fair assessment of the professional qualities of personnel in order to establish decent wages in accordance with the dedication of each specific employee

Organization of optimal industrial relations for a simple and effective solution of labor problems;

Formation of a social environment for work and leisure of personnel.

When forming a personnel management strategy, it is necessary to take into account the provisions of the enterprise activity strategy adopted by its management, which implies:

Determination of the goals of personnel management.

When making decisions in the field of personnel management, both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employees' abilities, etc.) should be taken into account.

Formation of ideology and principles personnel work.

Ensuring cost-effectiveness in HR management means using staff to achieve goals entrepreneurial activity enterprises with limited labor resources appropriate to the enterprise. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the company's employees.

The functional structure of the personnel management service is determined by the nature and size of the organization, as well as the characteristics of the products (Fig. 1).

Fig. 1.

The personnel management service may include such units as: personnel department, training department, labor and wages department, department social development and other departments of social infrastructure, department of labor protection and safety engineering, laboratory of sociology, department of protection environment, legal department, department of labor organization, production and management. Each of the above departments solves its own goals and objectives. However, considering the general development Russian business As the introduction of proven and time-tested western management technologies, it can be noted that in the restaurant business, solving issues related to management and personal management, most often, is the prerogative of top officials, executives-administrators, but not professional specialists. (A. Antsupov, 2008).

Keywords

METHODS / PERSONNEL MANAGEMENT / CATERING BUSINESS/ RESEARCH / ENTERPRISES / METHODS / PERSONNEL MANAGEMENT / RESTAURANT BUSINESS / RESEARCH / ENTERPRISES

annotation scientific article on economics and business, the author of the scientific work - Karpova Maria Igorevna, Sultaeva Natalia Leonidovna

Politics restaurant business includes several directions. Insofar as catering business created by people and for people, then politics personnel management is the main focus and must fully comply with the concept of the restaurant's development. Personnel Management at restaurant enterprises is carried out through the use of a set of specific management methods. Since the methods personnel management v restaurant business are interconnected with each other, then they form a system of work with personnel, in which, when one of the methods changes, changes occur in all other functional tasks and responsibilities associated with it. Choice of methods personnel management determined by the competence of the restaurant manager, his organizational skills, managerial experience, as well as knowledge in the field of social psychology and management theory. The topic of the article is research modern methods personnel management v restaurant business... The subject of research is methods personnel management v restaurant business... The object of research is catering business... The aim of the study is to analyze modern methods personnel management v restaurant business... Research hypothesis analysis of traditional (basic, basic, fundamental) and innovative (modern) methods personnel management v restaurant business... That is, traditional methods are investigated personnel management, identified innovative methods aimed at developing the practical intelligence of restaurant managers. The methodological basis was the use of such methods of research of knowledge, scientific generalization, comparative analysis, system-structural method. The results of the study are important for the development of work with personnel in the restaurant business. They can be applied in practice for personnel management any restaurant. The directions of future research will be the study of modern principles personnel management on the example of enterprises restaurant business.

Research of modern methods of personnel management in restaurant business

The policy of the restaurant business includes several areas. Since the restaurant business is created by people and for people, the policy of personnel management is the main direction and must fully comply with the concept of restaurant development. Personnel management at restaurant enterprises is carried out through the use of a set of certain management methods. Since the methods of personnel management in the restaurant business are interconnected with each other, they form a system of work with the staff, in which when changing in one of the methods, there are changes in all other associated functional tasks and duties. The choice of personnel management methods is determined by the competence of the restaurant Manager, his managerial abilities, managerial experience, as well as knowledge in the field of social psychology and management theory. The theme of the article is the study of modern methods of personnel management in the restaurant business. The subject of the research is the methods of personnel management in the restaurant business. The object of the study is the restaurant business. The aim of the study is to analyze modern methods of personnel management in the restaurant business. The hypothesis of the study is the analysis of traditional (basic, basic, fundamental) and innovative (modern) methods of personnel management in the restaurant business. That is, traditional methods of personnel management are investigated, innovative methods aimed at the development of practical intelligence of restaurant managers are defined. The methodological basis was the use of such methods of research cognition, scientific generalization, comparative analysis, system-structural method. The results of the study are important for the development of work with staff in the restaurant business. They can be applied in practical activities of personnel management of any restaurant. Directions of future research will be the study of modern principles of personnel management on the example of the restaurant business.

Despite the fact that the Tinkoff restaurant has been operating on the market for a long time, a number of problems in the field of personnel management can be distinguished. This is, first of all, a problem typical for the entire system of the restaurant business - staff turnover (Fig. 2). The figure shows the data on staff turnover for each quarter of 2009.

Fig. 2. Tinkoff restaurant staff turnover data for 2009

The diagram clearly shows that the main staff turnover occurs among service workers: 31 quitters in Q1, 38 in Q2, 34 in Q3, 32 in Q4.

After analyzing the monthly reports on the release of the staff of the restaurant "Tinkoff" for 2009, it was found that the turnover is most pronounced among the waiters.

Also, based on the analysis of monthly reports, it was found that most employees leave in the first months of work.

To identify the reasons for the dismissal of contact personnel, a questionnaire was developed, which includes a number of questions:

1. Low wages.

2. Dissatisfaction with the mode and working conditions.

3. Lack of social guarantees.

4. Lack of an adaptation system.

5. Lack of prospects for professional growth.

6. Dissatisfaction with the attitude of the company's management towards employees in general.

7. Misconception about work.

8. The remoteness of work from the place of residence.

9. Difficulties in relationships with the team.

10. Did not pass certification.

11. Lack of stability.

12. Inability to combine work with study.

13. Other reasons.

Upon dismissal, each employee was asked to fill out a questionnaire - to put a mark in front of the reason that made him quit. When analyzing these questionnaires, it was revealed that the main reasons for dismissal were:

Lack of career prospects - 65%;

Lack of an adaptation system - 34%;

Dissatisfaction with the mode and working conditions - 7%;

Misconception about work - 5%;

Distance between work and place of residence - 4%;

Not passed certification - 4%;

Difficulties in relationships with the team - 1%.

It is also worth noting that 21% of the respondents in the item "Other reasons" indicated that "it became uninteresting to work."

It is easy to see that basically all of the above reasons relate, first of all, to the competence of the personnel management service. And this indicates another problem in the restaurant personnel management system - insufficient efficiency of the personnel management service (Table 3).

Table 3.

Disadvantages of the personnel management system in the restaurant "Tinkoff"


	Disadvantage characteristic
1. System structure	Lack of clarity of distribution functional responsibilities in the field of personnel management between the personnel manager and heads of departments. Lack of participation of the HR manager in the process of adaptation, training, and career planning of employees.
2. Recruitment	A standard pattern for interviewing job seekers (especially for the position of a waiter). Insufficient attention to the personal characteristics of applicants (the ability to perform certain functions, character traits, especially attention and memory, etc.), which largely determines the success of the performance of official duties and interaction with others.
3. Personnel training and development system	Ineffectiveness of activities to create an external reserve, since from the moment the applicant is included in the reserve and his hiring, a rather long period of time passes and the required applicant has already been employed in another organization. The opportunity for qualitative (personal) growth of employees is not used, which implies the creation of opportunities for the manifestation of initiative and the development of the abilities of each individual employee enrolled in the internal reserve. That is, there are no development of programs for the career growth of employees
4. Labor motivation	Lack of programs for non-material incentives for employees, namely the development of loyalty, "emotional attachment" to the organization.

Thus, the existing personnel management system in a restaurant is missing a very important element that ensures the effectiveness of the system - the so-called "human factor". The restaurant management uses a "technical" approach to personnel management. The result is ensured due to the strict compliance of personnel with technical (functional) characteristics (qualification level, age, length of service, education) and the use of control at all stages of the personnel management system.

Ministry of Education and Science of the Russian Federation

State educational institution higher vocational education

ROSTOV TECHNOLOGICAL INSTITUTE OF SERVICE AND TOURISM (branch)

South-Russian state university economy and service (RTIST GOU VPO "YURGUES")

Department of Tourism and Hospitality Industry

COURSE WORK

The topic "Personnel management system in the restaurant business"

in the discipline "Organization of meals in resort and hotel complexes»

Developed by M.I. Pukhkalo

Head of Art. teacher I.M. Komarnitsky

ROSTOV-ON-DON 2012

INTRODUCTION

At the present stage of development of market relations, the main factor determining the efficiency economic activity enterprises on the market, is its provision with highly qualified workforce.

Activities related to the organization and provision of catering services occupy one of the leading places in the service sector and is one of the most profitable economic activities. Experts note that the domestic restaurant business has significant growth prospects. This is evidenced, in particular, by the fact that it attracts a large number of investors from various business areas, especially in such large cities as Moscow.

However, in the sphere of the restaurant business, the share of unprofitable enterprises remains high, which is primarily associated with the manifestation of production and financial risks, the source of which is a shortage of qualified personnel, high staff turnover, and low management potential of enterprises.

Analysis state of the art human resources of enterprises in the sphere of restaurant business shows that the problem of assessment, rational use and effective reproduction is becoming paramount.

The specificity of the Russian market in general and the restaurant market, in particular, influences the possibility of using various technologies and methods of personnel management in the process of improving the activities of personnel management at the enterprises of the restaurant business in Moscow.

It should be noted that there is a lack of information support that arises when restaurant managers try to introduce Western management technologies into the management system of Russian restaurant business enterprises.

Thus, the task of developing such technologies for personnel management remains urgent, which, based on the world experience of management, would take into account Russian specifics and the features of the activities of enterprises in the sphere of the restaurant business, as well as were feasible in practice.

The aim of the course work is to develop scientific and methodological and practical recommendations on the application of principles and methods of theory strategic management and, in particular, control theory by human resourses to create an effective personnel management system at the enterprises of the restaurant business.

In accordance with the specified purpose in term paper the following tasks were set and solved:

) to investigate the socio-economic essence of personnel management activities based on modern concepts;

) to identify the factors that determine the specifics of personnel management activities at enterprises in the restaurant business;

The object of the research is the enterprises in the sphere of the restaurant business in the city of Moscow.

The subject of the research is the organizational and economic relations arising at the enterprises of the restaurant business in the process of improving the management system of their activities.

The practical significance of the study lies in the development of scientific, methodological and practical recommendations and is determined by their compliance with the modern needs of organizations in the restaurant business in improving personnel management activities and increasing its efficiency, which ensures the possibility of their use in business practice.

CHAPTER 1. THEORETICAL BASIS OF PERSONNEL MANAGEMENT

1 ECONOMIC NATURE OF HR MANAGEMENT ACTIVITIES

food restaurant business management

At the present stage of development of management science, an enterprise, being an integral production and economic system, can be represented as a set of its constituent elements (subsystems) interconnected (interacting) with each other. The number of such subsystems may be different, but almost all authors distinguish the personnel component as an integral part of the management system.

Personnel (personnel) management is a specific type of management activity, the object of which is a collective of employees - personnel.

In recent years, other concepts have also been widely used in scientific literature and practice: management labor resources, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to the work of a person, the management of his behavior in production.

“Personnel management is an area of activity, the most important elements of which are determining the need for personnel, attracting personnel, engaging in work, releasing development, controlling personnel, as well as structuring work, a policy of remuneration and social services, a policy of participation in success, managing personnel costs and management of employees ".

Thus, the main thing that constitutes the essence of personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor at the enterprise level, on creating conditions for using the labor qualities of an employee (labor force). ) in order to ensure the effective functioning of the enterprise and the all-round development of the employees employed in it.

2 PROBLEMS OF PERSONNEL MANAGEMENT IN THE RESTAURANT BUSINESS

Problems - Work in the restaurant business is perceived by staff as temporary. Some young people think: how long can you work in the catering industry? You won't be able to make a career there anyway. As a result, they achieve some temporary goal - for example, save money to pay for their studies, and leave.

Youth. Very often young girls and boys are required to work in a restaurant as not only waiters, but also administrators. Lack of necessary life experience, lack of a serious approach, lack of maturity - sometimes give rise to problems of personnel management.

A frequent occurrence for a restaurant is that people with an unsettled life, with an unsettled life go to an establishment of a low and middle class. High-class institutions, for example, may require people with higher education or extensive work experience, and they hesitate to offer their candidacy there. Young people who couldn't get higher education often go to work in the restaurant industry. As a result, from the unsettled life, from the fact that at the end of the month you have to pay for a rented apartment, that there are problems with parents at home, and so on, the waiter's mood falls, which means that his service is no longer up to par.

People who have no principles, moral norms and notions of honesty and decency can get a job in public catering. They go there for easy money.

In Russia, the prestige of the profession of a waiter, hostess, and bartender is still in doubt. If working as a manager is prestigious, then working as a waiter can be perceived as humiliating, both by the employee himself and by his friends and relatives. The memory of "servants and servants" is still alive in our country.

Lack of professional education. Finding a professionally trained and good manager, waiter, bartender is hard. And in the field of restaurant business, personnel training is very important. This must be taken into account when recruiting and designing an internship program.

Experienced employees who come after having worked for a long time in another institution. Although their experience and professionalism may not be in doubt, they usually do not settle down in a new place of work, because they have already developed their own rules, their own code and their own habits in the restaurant business. It is difficult to retrain, especially if the current establishment is lower than previous place These recruiting difficulties exist, but this does not mean that you need to fall into pessimism. Knowing about HR problems, we can do our best to reduce their severity. Especially in our power to reduce staff turnover, which greatly affects the work of the entire enterprise.

CHAPTER 2. PERSONNEL MANAGEMENT METHODS

1 OBJECTIVES AND METHODS OF PERSONNEL MANAGEMENT IMPLEMENTATION

The goals of personnel management of an enterprise (organization) are:

) increasing the competitiveness of the enterprise in market conditions;

) increasing the efficiency of production and labor, in particular, achieving maximum profit;

) ensuring high social efficiency the functioning of the team.

The tasks of the personnel department are the directions of personnel work, presented for the purpose of working with personnel, concretized taking into account the specific conditions of the existence of firms.

The management mechanism is a system of management bodies, means and methods aimed at meeting the needs of the enterprise in the workforce of the required quantity, quality and by a certain time.

Management objectives are achieved through the implementation of certain principles and methods. The principles underlying effective management personnel are both general (scientific, planning, complexity (consistency), continuity, normativeness, efficiency, interest, responsibility, etc.), and private (compliance of management functions with production goals, individualization of work with personnel, democratization of work with personnel , informatization of personnel work, ensuring its level sufficient for making informed decisions, recruiting personnel taking into account psychological compatibility, etc.), there can also be special and separate (for a specific employee) principles.

Modern principles of organization management include:

The optimal combination of centralization and decentralization in management - distribution of powers for adoption management decisions according to the level of the management pyramid. For example, centralized decisions - the definition of goals and strategies for the development of the company as a whole; Decentralized - operational management at the level of the head of the department, senior manager, manager, etc., that is, the transfer of the decision-making right to the operational level of management. When it comes to centralization and decentralization in management. It is important to skillfully combine one-man management (the fullness of power necessary for making decisions) and collegiality (working out decisions together with the team).

Optimality, efficiency - make decisions with a mandatory assessment of profitability, economy for any system.

Purposefulness of management - any management action is certainly associated with an orientation towards achieving the set goal.

Complexity - consideration and solution of management problems in interrelation and integrity.

Democratizing governance. This principle is based on corporate organization property.

The efficiency of any commercial organization directly depends on management methods.

Currently, in the scientific literature, three groups of management methods are revealed and applied in practice: administrative (organizational or organizational and administrative); economic and socio-psychological. These groups of management practices are most often viewed as complementary to each other. Annex 1.

Economic methods are economic methods based on objective economic laws and the interests of society. Prices affect profit, which in turn affects the size of the organization's funds, including incentive funds, wages. Feasibility analysis allows you to assess economic efficiency, identify its sources, calculate the coefficients of economic efficiency. In addition, it allows you to identify positive and negative trends and create conditions in advance for the development of positive phenomena and prevention of negative ones, makes it possible to assess the economic efficiency of the provision of services, production of products, technologies, etc.

Organizational and administrative methods are a necessary complement to economic methods. These methods regulate the terms of execution and the circle of persons responsible for each section of the work, as well as specific forms of control over execution.

These include:

) method of organizational impact. It includes:

method of organizational regulation6 defines the boundaries of management at each level of management.

method of organizational standardization: allows you to create systems of various standards (organizational, technical, economic, management system standards, information standards)

method of organizational instruction: allows you to answer the question of how to perform a function, that is, it determines the order of action and acts in the form of job descriptions, guidelines;

) method of administrative influence, is used in case of deviations from the planned methods of performing work. Each organizational impact must be supplemented by a managerial impact, without which it cannot receive legal force.

The classification of management methods should be based on another sign - the degree of freedom of the control object in connection with the influence of the subject on it. An individual as an object of control can have the following degrees of freedom:

a) limited freedom, in which the subject of control forces the dependent object to carry out plans or tasks;

b) motivational freedom, in which the subject of management must find justified motives prompting the object of management to fulfill plans or tasks;

c) a high degree of freedom, in which the subject of control must, using logic and psychology, form a method of influencing a relatively independent object of control, placing at the forefront the study of the psychological portrait of a controlled personality and the tendencies of its development. For the control object, in this case, the satisfaction of primary physiological needs is not a priority, for it the satisfaction of higher needs (self-realization, self-expression) is more important.

Based on the considered degrees of freedom of the object, it is advisable to subdivide control methods into three groups: coercion, motivation, persuasion. A comparative description of these methods is given in Appendix 2.

The characteristics of management methods given in Appendix 2. are consolidated, reflecting the prevalence, or priority, of a specific feature for a specific group of methods. The novelty of the presented table lies in the systematic approach to the problem. An analysis of the compliance of the characteristics of a specific control system with the recommendations given in the table will allow you to find "bottlenecks" in this system.

The rational ratio of methods of coercion, inducement and persuasion is approximately the following: 4: 4: 2. Let us explain why.

Coercive methods are the substance of control. Poor quality of the substance - laws and regulations - will lead to poor quality of subsequent components of the control system. If ideology, politics, law do not have a comprehensive justification, then economics and psychology will do nothing in the development of any systems. The substance of management must be of the highest quality.

Incentive methods are aimed at saving resources, improving the quality and competitiveness of goods and services, infrastructure, and the quality of life of the population in accordance with the ideology and development policy of this system. The essence of incentive methods is the optimization of management decisions and the motivation of personnel to implement them. This is very hard work, the quality of which determines the efficiency of the systems. In the conditions of market relations, competition forces investors and the state to optimize decisions and motives in order to improve the quality of life of the population. Therefore, the role of incentive methods in managing the efficiency of objects is estimated at about 40% of the aggregate of efficiency factors.

The methods of persuasion in management are based on the study of the psychological portrait of the individual, the motivation of her needs, which are physiological, spiritual and social needs. The structure and volume of needs are determined by the nature, education, social status and personal values. To manage people successfully, you need to know them well. Persuasion techniques are applied to control objects with a high degree of freedom, which makes the task even more difficult. It is easier to order or economically stimulate than to persuade. In order to skillfully convince an employee of the need to complete the task efficiently, on time and at the lowest cost, the subject of management should know the psychological attitudes of the individual as an object of management.

Nevertheless, there are much more factors and conditions that determine the quality and effectiveness of management decisions than the factors of the psychological portrait of a person, which should be guided (taken into account) when making and implementing decisions. Therefore, the "weight" of the methods of persuasion is about twice as much as the "weight" of the methods of persuasion.

Strategic management must correctly (rationally, effectively) formulate all the strategic requirements in all areas of the firm. It is impossible to achieve high-quality end results with a poor-quality strategy. In addition, when formulating requirements, all economic laws and laws of the organization, scientific approaches and principles, methods and means of achieving the goal must be taken into account.

If a leader, using the methods of coercion, motivation and persuasion, is not able or does not want to implement the principles of successful leadership, then the team and the system as a whole will never be competitive.

The vector of achieving high competitiveness, in principle and in general, should initially come from the head. Partial unsystematic competitive components cannot determine the competitiveness of the system as a whole. Unfortunately, some leaders, perhaps from lack of professionalism and lack of strategic thinking, are waiting for initiative from below.

The principles of personnel management as the starting point of the theory must meet the requirements of consistency, complexity and other scientific approaches to management. The principles of personnel management available in the educational and methodological literature are too simplified (since the time of A. Fayol).

In the conditions of the formation of market relations, the role of psychological methods of personnel management is increasing. Therefore, one should begin to study the parameters of the psychological portrait of a person and make decisions taking into account these parameters.

The currently accepted alternative methods of personnel management - administrative, economic and socio-psychological - should be replaced by methods of coercion, motivation and persuasion, which are based on the degree of individual freedom, the ratio of which is determined by conditions.

CHAPTER 3. PERSONNEL MANAGEMENT METHODS ON THE EXAMPLE OF THE RESTAURANT "Х.О."

1 MAIN CHARACTERISTIC OF THE ACTIVITIES OF THE RESTAURANT "Х.О."

"Х.О." That restaurant in the style of a French chalet was named as the most expensive drinks for a reason. It's not about price, it's about quality. restaurant "Х.О." on is on the territory entertainment center"Temernitsky".

Opening hours of the restaurant from 1200 to 2400. Additional services provided entertainment complex, are: baths, saunas, a swimming pool, a hotel, and the restaurant itself is engaged in organizing services, booking seats and tables for a specific time, serving weddings, banquets, etc., organizing thematic evenings, balls, calling a taxi, providing the use of telephone communications. In the evening, the restaurant organizes a music show. The halls are diverted special places dance. In addition, you should take into account the client's wishes for making dishes in plain sight.

The menu of the restaurant "Х.О." Is the hallmark of the restaurant. Therefore, when compiling it, it is necessary to diversify the raw materials and products used to prepare a wide selection of culinary products and drinks using different ways culinary processing.

The menu in luxury restaurants is distinguished by an abundance of customized and specialties. The number and sophistication of the dishes set it apart from the menus of other catering establishments.

In the restaurant "Х.О." includes dishes from products such as lamb, veal, poultry, fish, vegetables, fresh and pickled. In addition, French cuisine is distinguished by the wide use of various seafood: salmon, trout, mussels, shrimp, etc .; they are an essential part of our restaurant's dishes.

Speaking separately about the first courses, the most popular are cream soups with mushrooms, sea cocktails, and cheese.

From the second courses, they prefer tiger shrimps in pesto sauce, foie gras with blackberries.

A feature of French cuisine is the use of grape wine, liqueur or cognac in the preparation of many dishes. Often, wine is significantly weathered, wine alcohol evaporates and the composition that remains after evaporation gives the dish a very interesting taste and pleasant aroma. Wine not only serves for cooking, but also is the main component of marinades for fish and meat ..

French wine is a national pride and a favorite drink to the table.

To the retail premises of the restaurant "Х.О." include trading rooms with dispensers, banquet rooms, anterooms. The group of commercial premises also includes a cash desk, utility rooms - service and washing tableware.

The first and most complete impression of the restaurant is formed at the entrance. Elements of information affect the psyche, emotions of the guest, his mood. Depending on how kind the service staff is, starting with the doorman and the cloakroom attendant, one gets the first impression of the level of service in a given restaurant.

Upon entering the restaurant, a large white fireplace in the style of French Provence catches your eye. When planning, I take into account the number of seats in the hall; equip the wardrobe with special metal hangers for clothes, as well as wardrobes for bags, briefcases. The condition of the toilet rooms must strictly comply with such requirements as: impeccable cleanliness, good ventilation, bright lighting. They should be supplied with hot and cold water, toilet soap and toilet paper, mirrors.

this luxurious hall: with high ceilings, lavishly served round tables, chairs draped with satin fabric and comfortable sofas, a stage and an impromptu fireplace in which unrealistically large candles burned

Separately, in the group of commercial premises, service and washing tableware are distinguished. The service room is equipped for storing and dispensing dishes, cutlery and linen to waiters. It is equipped with special cabinets and separate shelves for cutlery, china and glassware. The washing room is equipped with special bathtubs and dishwashers, as well as racks for clean dishes, etc. trading floor(it should be as convenient as possible for collecting and delivering dishes).

The main retail space is the restaurant hall. One of the main requirements for the layout of the hall is a clear organization of communication between the hall and production facilities, car wash, bars. The dispensing room can communicate with it by two arches-passages: through one of them the waiters enter the hall with the received dishes, through the other they pass to the distribution. The area before serving should be large enough to create a good working environment for the waiters.

The interior is of great importance in the planning of the restaurant hall and other retail premises; he creates an environment conducive to fun or quiet conversation. The beautiful, tastefully designed interior provides a cozy atmosphere and the necessary comfort, contributes to the upbringing of the aesthetic taste of visitors.

When choosing an interior, one should take into account the planning and technological solution of the premises, their lighting, the color of the walls, floors, ceilings, etc.

Design plays an important role in creating the interior of a modern restaurant. Each element of the interior needs a precisely found place that defines its character and style. When choosing an interior, the designers take into account the thematic focus of the restaurant. In our case, choose the French design style.

Furniture for the decoration of the hall is made to order from one material. Its style again depends on the interior. For convenience, restaurants use armchairs. They must ensure a comfortable position for a person not only while eating, but also during rest. The tables in the restaurant have a large table top.

Indicators and methods of cultural service in the X.O restaurant.

At catering establishments, there are 2 main methods of service - service with waiters and self-service. In our restaurant we will use the first method, and the service with waiters will be full, that is, 1 waiter is designed for 2 clients.

In the restaurant "Х.О." use the following methods of serving snacks and meals. In normal service, dishes are served "by-pass", when the waiter puts the cutlery on the dishes brought from the kitchen, shows the dish to the guest and puts it on. Serving dishes "on the table" is used when serving family dinners, weddings and other celebrations. With this method, all dishes are placed on the dining table, along with devices for transferring dishes to plates. The meals are arranged by the guests themselves. In addition to these methods, there is an English way of serving dishes, when they are first shown to the guest and transferred to plates on the side table.

These methods of service can replace each other, depending on the form of service.

However, the prestige of a restaurant depends not only on how the dish is served correctly, but also by whom it is served. The waiter should always look neat and smart. There are special requirements for uniforms. It should be the same for all waiters, except for the head waiter. Clothes should be in harmony with the interior, be beautiful and at the same time comfortable. The uniform is also issued to doormen, cloakroom attendants, cleaners. The managing staff must monitor the cleanliness of the wards' uniform.

Service culture also means having music in the hall. It should be either quiet, in the background, or cheerful, lively, loud, depending on the event being held.

Many restaurant managers believe that the management does not fully understand the goals and objectives of the restaurant personnel service, and its place in the management structure is not defined at all. As shown by the survey of the All-Russian Personnel Congress, almost every third restaurant manager complains that he has little authority and ability to influence the development strategy of the restaurant chain.

The status of the personnel service of the company, according to the restaurant managers, is quite high and is largely determined by the increased attention to personnel issues on the part of the manager, as well as the initiative and professionalism of the head of the directorate. personnel policy(DKP), which is a member of the top management of the company and is directly involved in the work of the "governing council". This situation can be considered almost exceptional in domestic practice. We add that the personnel management service in the restaurant at the top management level is perceived not only as a performer, but also as an initiator of changes. In particular, the monetary policy is the locomotive of a major restructuring process in society.

TO strengths personnel management in the restaurant "Х.О." top managers include:

the presence of a professional and well-coordinated team of top-level managers, which is reflected in the entire vertical of management. This is not due to random compatibility, but is formed purposefully;

high professionalism of the collective of the society;

built mechanism of personnel work / personnel technologies (in the form of policies and standards of the central office) and control over their implementation;

the presence of a system in the work on personnel development (training, reserve, rotation);

social guarantees and protection of employees;

developing personnel motivation system (aimed at retaining valuable employees and achieving common goals);

dynamism and innovativeness of the team, which is largely determined by the practice of mobile personnel and the policy of promotion (development) of personnel.

Among the weak (problematic) aspects of personnel management in the restaurant "Х.О." were noted:

a shift in priorities in training and development (reserve training system) towards quantity at the expense of quality;

"narrow" regional market human resources, which creates separate "hotbeds" of personnel shortages and affects the level of qualifications;

insufficient level of mutual understanding between the personnel department and line managers (the latter are overloaded with tasks from the monetary policy and refer to them in many respects formally, not always realizing their practical value);

not high enough managerial qualifications(especially among middle managers): issues of planning and prioritization, delegation of authority are highlighted.

A feature of the work of public catering workers is their constant communication with people. Contacts with guests in the process of service, management of a work collective, groups of people, require a manager to have a deep knowledge of the psychology of human relations.

An important role in creating a good psychological climate in the team of the restaurant "Kh.O." plays the high authority of the leader, who should be a model for subordinates, both in terms of business and personal qualities: psychological, aesthetic, ethical. One of the most important requirements for a modern manager is high psychological qualities, the ability to work with people. The manager must have administrative skills, traits of a social and intellectual leader. To perform the functions of an administrator, he must, first of all, have a strong will, which is expressed in the ability to overcome obstacles in the implementation of purposeful actions. This quality is close to such character traits as decisiveness and courage, which often have to be applied when making responsible decisions.

The qualities of a manager are determined by his organizational skills. A good leader is not one who knows how to work himself, but one who can provide effective work the team to be led. He must be able to maintain business relations with subordinates, leaders of various levels and higher authorities, subordinate personal interests to the achievement of a common goal.

Based on numerous studies, 18 typical qualities of an organizer have been identified, seven of which are specific, i.e. determine the ability or inability of a person to organize activities:

Psychological selectivity is the ability to most fully understand the psychology of other people. Empathy with what people experience and feel takes a special place here.

The psychological mind is a quality that allows each person to find the best practical application, depending on his individual psychological characteristics.

Psychological tact is the ability to find an approach to people while establishing relationships and interaction with them.

Social vigor - ability charge with your energy of people, to activate them.

Demanding people.

Criticality is the ability to analyze deviations from a certain norm in the activities and behavior of other people.

For the successful mastery of the foundations of organizational activity and for its implementation, the unity of all qualities is necessary. For only in a complex are all qualities and properties organizational abilities. In addition, the ability to think logically, developed imagination, emotionality, good memory characterize the leader as the intellectual leader of the team. A good memory allows, taking into account all the variety of factors in the managerial situation, to direct the activities of many people, to deeply know the controlled object. It is important to remember the relevant facts, scientific information, names, numbers, etc. at the right time. A developed imagination helps to develop optimal solutions and management problems, taking into account the accumulated experience. It is a necessary prerequisite for a creative approach to planning and forecasting functions, not only for creating, but also for correctly assessing a new one.

An important condition for the success of management is the concreteness of the leader's thinking. This ability is important when making decisions when you need to take into account many factors, to determine the importance of each of them in a given specific situation.

With all types of leadership, the head of the restaurant "Х.О." emotional maturity should be inherent: maturity, absence of inertness both in the perception of new things and in the decisions made; independence, sociability. It should be borne in mind that excessive emotionality negatively affects both intellectual activity and relationships with subordinates. On the other hand, feelings contribute to the rise of spiritual and physical strength, the formation of enthusiasm for business, without which genuine success in managerial activity is impossible.

The independence of the manager's judgments in decision-making is based on the ability to accurately perceive the situation and make informed decisions in accordance with its characteristics, regardless of prevailing opinions.

Among the most important qualities of the head of the restaurant "Х.О." it is necessary to include sociability - the ability to accurately convey thoughts in one way or another and accurately perceive the transmitted thought. The leader has to communicate with people of different levels of education, special training, different interests and needs. This places high demands on the manager's ability to communicate or communicate. Sociability is associated with the peculiarities of thinking, imagination and speech.

From the above, it can be concluded that the service role of the personnel department of the Port-Said restaurant has been implemented: the main problems of supplying production with personnel have been solved, basic personnel technologies have been developed and implemented, and a sufficiently high level of management has been achieved. At the same time, objectively, there has already arisen a bilateral need for deep integration of HR services into business on more serious rights - the rights of a partner interested in increasing business efficiency. This is evidenced by the prevailing opinion of top managers that in all aspects of personnel management in the restaurant "Х.О." the quality of processes and the real involvement of managers should take priority over quantity, and among the urgent problems are: motivation of personnel for efficiency and results, successful restructuring, personnel cost estimation.

Human resources management is an area of activity, the most important elements of which are determining the need for personnel, attracting personnel, engaging in work, releasing development, controlling personnel, as well as structuring work, a policy of remuneration and social services, a policy of participation in success, managing personnel costs and leadership employees ".

The goals of personnel management of an enterprise (organization) are: increasing the competitiveness of an enterprise in market conditions; increasing the efficiency of production and labor, in particular, achieving maximum profit; ensuring high social efficiency of the functioning of the team.

A control method is a method of influencing a control subject on a control object for the practical implementation of the strategic and tactical goals of the control system. The purpose of the management system is to achieve the competitiveness of products, services, organizations and other objects in the external or internal market.

Port Said specializes in the national cuisine of Arab countries. The study showed that for the management of the personnel management service of the Port Said restaurant, the main task is not to raise the status or acquire additional powers, but to complete the transition from the service center function to a business partnership as soon as possible.

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ANNEX 1.

Characteristics of restaurant management methods

Groups of methods Mechanism of influence on the object of management Incentive to perform managerial influence Types of influence Economic Indirect stimulating Material interest Incentive funds, prices, profit, loans, technical and economic analysis Legal and organizational and administrative Direct directive disciplinary responsibility Norms of civil and administrative law, instructions, ordering, psychological orders motives

APPENDIX 2.

Comparative characteristics of restaurant management methods

Signs of management methods Groups of management methods methods of coercion methods of coercion methods of persuasion 1. The common name for a group of methods, roughly corresponding to the new group Administrative, Economic, Socio-psychological 2. Substance of methods Directive, discipline Optimization of motives Psychology, sociology 3. Management goal Implementation of laws, directives, plans Achievement of competitiveness of manufactured objects Achievement of mutual understanding 4. Management structure Rigid Adaptive to situations Adaptive to personality 5. Form of ownership, where the methods are mainly applied State Corporate, private, state and other private 6. Subject of influenceCollective, individualIndividualIndividual 7. Form of influence With the help of normative and methodological documents Motivation Management of social and psychological processes 8. The main requirement for the subject when applying the methods Execution, organization Professionalism in this area Psychological stability of the personality 9. Needs addressed by the methods Physiological, safety management Physiological All needs 10. A type organizational structure, for which these methods are most acceptable Linear, functional Problem-target, matrix Brigade 11. The predominant direction of the control action From top to bottom Vertical (top to bottom and bottom to top) Vertical and horizontal 12. The level of the management hierarchy, where the methods are mainly applied Top and middle High, middle, lowest Low 13. The nature of management information Qualitative, deterministic Qualitative, stochastic Comprehensive (as a factor of quality), stochastic 14. Leadership style typical for this group of methods Authoritarian Mixed Democratic 15. The type of temperament of the subject of management (leader), the most adequate to this group of methods Phlegmatic Sanguine Sanguine 16. The same with regard to the object of control (executor) Sanguine Phlegmatic, choleric Melancholic 17. Type of management decision most often made Decisions based on strict adherence to regulatory documents and directives Decisions based on modeling and complex justification Decisions based on judgment, intuition, experience of the person making them 18. Specific Methods and Methods of Management 1. State regulation of the economy. 2. Standardization and certification. 3. Monitoring the ecosystem. 4. Normative and methodological regulation of the management system. 5. Planning, accounting and control 1. Economic incentives. 2. Analysis of costs, quality and other parameters of systems (photography of working hours, timing, questionnaires, testing, factor analysis and etc.). 3. Economic and mathematical modeling. 4. Balance Methods 1. Monitoring socio-psychological processes. 2. Modeling of social and psychological processes. 3. Psychotechnology. 4. Moral stimulation19. Recommended ratio of applied methods (sum is 10) 442

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