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MODULE 03 FRONT-OF-HOUSE MANAGEMENT
TRAINEE’S WORKBOOK
NAME:
DATE:
CONTENTS
1. INTRODUCTION .......................................................................................1
2. COURSE OBJECTIVES............................................................................1
3. INTRODUCTION: THE VALUE OF GOOD FRONT-OF HOUSE MANAGEMENT ...............................................................................................2
4. FUNCTION ONE: PLANNING..................................................................4
4.1 PLANNING AT THE BEGINNING OF A SHIFT ............................................4
4.2 MOTIVATING STAFF & MANAGING SALES ...............................................6
4.3 ESTABLISHING A GOOD RELATIONSHIP WITH YOUR KITCHEN MANAGER.8
5. FUNCTION TWO: ORGANISATION......................................................10
5.1 COMMUNICATING YOUR PLAN TO YOUR STAFF ....................................10
5.2 THE VIBE (‘VB’) MEETING....................................................................11
6. FUNCTION THREE: LEADERSHIP.......................................................16
6.1 THE BEST APPROACH TO LEADERSHIP ................................................16
6.2 THE SPUR MANAGEMENT STYLE..........................................................16
6.3 FIVE FACTORS ENSURING 100% CUSTOMER RETURNS .......................18
6.4 THE COMMUNICATION DANGER ZONE: .................................................22
7. FUNCTION FOUR: CONTROLLING......................................................35
8. SUMMARY: GUIDELINES TO SUCCESSFUL FRONT-OF-HOUSE MANAGEMENT .............................................................................................36
9. CONCLUSION.........................................................................................37
9.1 RECAP................................................................................................37
9.2 THE LAST WORD.................................................................................37
10. ANNEXURES .......................................................................................37
10.1 TEST: FRONT OF HOUSE VIDEO QUESTION SHEET ..............................38
Page 1 of 44
11.. IINNTTRROODDUUCCTTIIOONN
1. This training workbook has been designed to be used in conjunction with the
Front-of-House Management Training video.
2. The video has been divided into four (4) main sections, namely the four functions
of Front-of-House Management.
3. The video introduces each section, you will participate in a question and
discussion session with your trainer.
4. It is important that you take notes (in the space provided) and ask your trainer
any questions you may have.
5. It is also important that you actively participate in the role-playing exercise and
various discussions that have been included to ensure that the different sections
of the Front-of-House Management training are well understood.
22.. CCOOUURRSSEE OOBBJJEECCTTIIVVEESS
Once you have completed this training course, you will be able to:
1. Apply the four functions of management
2. Manage by leading by example
3. Apply the Spur approach to management, namely, “Manage By Walking Around”
4. Better communicate with staff including the kitchen manager and their staff
members
5. Ensure ambience factors are monitored and controlled, to suit the guests’ needs
6. Ensure a positive vibe amongst your staff members
7. Better interact with –
• New serving staff
• Experienced serving staff, and
• Guests
8. Ensure 100% customer returns
Page 2 of 44
33.. IINNTTRROODDUUCCTTIIOONN:: TTHHEE VVAALLUUEE OOFF GGOOOODD FFRROONNTT--OOFF HHOOUUSSEE MMAANNAAGGEEMMEENNTT
This training module is about ensuring your success as managers within the Spur
Corporation, but more specifically concerning your responsibilities in the area of
Front-of-House Management. We will teach you how to keep your customers happy
by managing your Front-of-House effectively.
What is the importance of good Front-of-House Management?
•
•
•
•
What will you achieve by applying all the information you gain, from the
video, to your Front-of–House Management role?
1.
2.
3.
What are the four management functions that will assist you in achieving
your goals?
1.
2.
3.
4.
Page 3 of 44
What is the advantage of applying these four functions to other aspects of
your life?
•
•
DISCUSSION NOTES:
Topic: How can the four management functions help to ensure that your
day at work runs more smoothly.
How can you ensure that you have good customer service?
Example 1:
Plan:
Organise:
Lead:
Control:
How can you increase turn over & decrease the food cost?
Example 2:
Plan:
Organise:
Lead:
Control:
Page 4 of 44
44.. FFUUNNCCTTIIOONN OONNEE:: PPLLAANNNNIINNGG
What is the advantage of planning your day correctly?
Complete:
P P P P P
Why?
•
•
Which detailed questions would you ask yourself to ensure that you cover
all the bases and avoid such surprises?
•
•
•
•
•
•
•
44..11 PPLLAANNNNIINNGG AATT TTHHEE BBEEGGIINNNNIINNGG OOFF AA SSHHIIFFTT
What administrative preparation must you complete before your guests
arrive?
1.
2.
Page 5 of 44
3.
With regard to the posting of the Allocation Sheets, what should you
remember?
1.
2.
3.
TIP:
Carry a copy of the Allocation Sheet on you as checklist for quick reference
How should you allocate bays to your waitrons?
Complete: By positioning waitrons in such a way that management can easily
monitor them by, for example, locating –
• New Waitrons:
• How many tables may a more experienced waitron receive?
• Why?
Why is it important to be aware of forthcoming events such as major
sports events, etc?
Page 6 of 44
How would you complete your Front-of-House Opening Checklist?
What should you pay careful attention to, when completing the opening
check?
1.
2.
3.
In the video, why did the manager check under the table?
If anything is found to be amiss during your check, what must you do?
Why should you inform your waitrons of any problems or product
shortages as soon as possible?
44..22 MMOOTTIIVVAATTIINNGG SSTTAAFFFF && MMAANNAAGGIINNGG SSAALLEESS
How would you motivate your staff and increase sales?
1.
2.
Page 7 of 44
3.
Why are incentives important?
•
•
•
•
Which products should you incentivise?
•
•
•
•
•
TIPS:
Caution: Take care however that, where an incentive is promised, you ensure that
it is awarded, otherwise you will undermine your staff’s commitment and trust in
you.
Incentives can also be used to encourage teamwork amongst staff members by for
example, pitting one half of the staff against the other.
Additional examples of incentives that may be awarded: public recognition, no late
shifts, meal vouchers at Panarotti’s, choice of bays/shifts and so on.
Page 8 of 44
DISCUSSION NOTES:
Topic: What would happen if you promised staff incentives and failed to
award them?
How can you increase sales using national events, promotions and
specials?
•
•
TIPS:
To be successful, all promotions and specials must be marketed intensively by ALL
personnel.
Ensure that there is an adequate supply of items on special or promotion. For
example, if you are having a rib special ensure that you have a sufficient supply of
finger bowls and wet wipes.
If anything is out of stock, inform your staff immediately so that they can carry this
information over to the guests and offer alternatives on their first visit to the table.
This will allow them to provide alternative choices and will turn a negative into a
positive.
44..33 EESSTTAABBLLIISSHHIINNGG AA GGOOOODD RREELLAATTIIOONNSSHHIIPP WWIITTHH YYOOUURR KKIITTCCHHEENN
MMAANNAAGGEERR
Remember that communication is a two-way street. Good communication with your
kitchen manager is especially important.
Page 9 of 44
What information do you need to communicate to the kitchen?
•
•
In return what issues must the kitchen manager inform you of?
•
•
•
•
This will allow you to suitably inform your waitrons and incentivise them accordingly.
Remember: Great communication makes for great management!
Page 10 of 44
55.. FFUUNNCCTTIIOONN TTWWOO:: OORRGGAANNIISSAATTIIOONN
TIP: REMEMBER! Proper Planning Prevents Poor Performance.
When organising, take the time to arrange each detail that will impact on yours and
others’ performances, as well as the guests’ experience, that you identified in the
planning stage. This plan is then communicated to the rest of your staff.
55..11 CCOOMMMMUUNNIICCAATTIINNGG YYOOUURR PPLLAANN TTOO YYOOUURR SSTTAAFFFF
What must you ensure when communicating any message?
DISCUSSION NOTES:
Topic: Discuss some of the communication problems you’ve experienced in getting
information across to staff members and how you’ve overcome such problems.
Page 11 of 44
How can you communicate with your waitrons?
Why did the floor manager in the video not give the waitron the
information she wanted, but rather referred her to the list?
55..22 TTHHEE VVIIBBEE ((‘‘VVBB’’)) MMEEEETTIINNGG
How long is the vibe meeting and when should it be held?
•
•
What is the purpose of the vibe meeting?
What info should not be the main focus of the vibe meeting?
How should you structure the vibe meeting?
1.
2.
3.
Page 12 of 44
4.
5.
6.
7.
How can you ensure that waitrons take matters discussed at the Vibe
Meeting to heart?
Complete: By adhering to the motto “Inspect what you_______________________”
Which means:
ROLE-PLAY EXERCISE
Instructions:
1. The group will now complete a role-play exercise.
2. Your trainer will go through the attached role-play scene-setter with you, so that
you understand what you need to achieve during the role-play.
3. They will supply you with the necessary props.
4. The role-playing is designed to be a fun exercise. However it is important for you
to take it seriously as your trainer will take notes and give you feedback on your
performance.
5. Use the Role-play Scene Setter below to assist you in preparing your role-play.
6. Use the role-play check sheet to assess your own performance.
Page 13 of 44
SCENE SETTER
- VIBE MEETING FROM START TO FINISH -
ROLE-PLAY STRUCTURE
START
1. Conduct the meeting in such a way that the waitrons feel motivated & positive for the forthcoming shift.
2. Outline the 2 to 3 topics to be discussed.
3. Hand out some compliments in recognition of good performances.
4. Ask the staff for input by asking directive questions on the topics that have been planned.
5. Get an experienced waitron to share some useful tips, for example: what they do to increase their tips.
6. Check that waitrons are properly equipped for the shift ahead? Have they got pens, lighters, docket books, etc?
7. Recap everything that was discussed with a quick spot quiz.
8. Quiz them on the information on the duty list to see if they’ve consulted the notice board.
9. Inform staff of any urgent matters such as shortages or maintenance problems.
END
Page 14 of 44
Trainee Name: Date:
ROLE-PLAY CHECKLIST
Note: This is your master copy, please copy this page for note-taking purposes.
Tick the correct option if the performance is in line with the statement, then tick the block in
the column marked ‘YES’. If not in line with the statement, then tick the block in the column
marked “NO”.
ASSESSMENT: YES NO
1. Were staff informed of the topics to be discussed?
2. Was the tone of the meeting positive and vibey?
3. Did the Manager hand out praise and compliments?
4. Did the group acquire any new information during the VM? Did
the Manager give staff an opportunity to answer questions, give
feedback & perform role plays?
5. Did the Manager ask experienced staff to share some of their
ideas, expertise or ‘tricks’?
6. Did the manager ensure that the staff were properly equipped
for their shift?
7. Did the Manager recap everything that was discussed with a
quick quiz?
8. Did the Manager check to see whether staff had consulted the
information on the duty roster.
9. Did the Manager inform staff of any urgent matters of which
they should be aware such as shortages or maintenance
problems?
10. Did the staff feel positive and ready for business at the end of
the meeting?
Page 15 of 44
MULTIPLECHOICE QUESTIONNAIRE
Name:_____________________ Assessor:_________________ Date:______________
Only tick the correct option.
1. The Vibe Meeting is held –
a) Once weekly
b) Whenever new waitrons join the team
c) Once a day
d) Before each shift
2. Vibe Meetings are used for -
a) The allocation of bays and duties
b) The disciplining of staff members
c) Introducing new staff members
d) Motivating staff members and getting them in a positive frame of mind prior to their shift.
3. Vibe Meetings are conducted by the floor manager,
a) Staff members may not give input
b) Staff members must give input
4. A Vibe Meeting should include -
a) Checking that waitrons are properly equipped
b) Shared suggestions on how to increase tips
c) A quick spot quiz
d) Revision of the duty list
e) All of the above
SCORE: … / 4
Page 16 of 44
66.. FFUUNNCCTTIIOONN TTHHRREEEE:: LLEEAADDEERRSSHHIIPP
After planning and organising your tasks, you must see to it that they are then
implemented. This is done by way of leadership.
66..11 TTHHEE BBEESSTT AAPPPPRROOAACCHH TTOO LLEEAADDEERRSSHHIIPP
What is the best approach to leadership?
Complete:
Lead by _________________________!
Why?
Rule of managing service:
Coach when it’s _____________________ & assist when it’s ___________________!
66..22 TTHHEE SSPPUURR MMAANNAAGGEEMMEENNTT SSTTYYLLEE
How do we manage service at Spur?
Complete:
M B W A
How can you put the M.B.W.A. principle into practice?
Complete: What will you oversee when circulating through the Front-of-House area?
That –
1.
2.
3.
Page 17 of 44
TIPS:
One set of duties that must be an absolute obsession to management, is ensuring
that –
Glassware, cutlery and crockery is thoroughly cleaned, and
There is a sufficient supply thereof to allow for speedy service.
Why is it important that you check and follow-up on waitrons?
TIPS:
• Ensure that every point of each individual bay check is actioned &
completed.
• Thorough checking of duties and bays will set you up for a well-organised
shift
What are the benefits of such good organisation?
•
•
•
Note:
Remember: “A little praise goes a long way!” When your walk through the front-of-house
area & check all the above issues, use this opportunity to provide praise and encouragement
to your waitrons. This will contribute to a good positive vibe at the start of your shift.
What is your main goal when managing customer service?
Page 18 of 44
To achieve the above, what should you constantly monitor?
Complete: A floor manager must constantly monitor –
1.
2.
3.
4.
5.
Note: Being proactive in monitoring these factors will result in good service.
66..33 FFIIVVEE FFAACCTTOORRSS EENNSSUURRIINNGG 110000%% CCUUSSTTOOMMEERR RREETTUURRNNSS
The Ambience:
What is ‘ambience’?
How can you maintain just the right ambience?
Complete: By taking care that –
•
•
•
•
•
NOTE:
These factors must be constantly monitored (and adjustments made where
necessary) to avoid guests becoming agitated, which may spoil their Spur experience.
Page 19 of 44
The Sections:
How should you monitor your sections?
Complete: By –
1.
2.
TIP:
One of the managers should always be stationed at ‘The Pass’ during busy times to
supervise that –
• Orders are correct
• Presentation of meals looks good
• Food arrives at the table quickly
DISCUSSION NOTES:
Topic: This discussion will cover the following points:
• How service would be affected if the ‘dirties’ section were to ‘fall over’
• How to ensure that the ‘dirties’ section runs smoothly
• What this tells you about the teamwork that needs to be practised by ALL
staff
Page 20 of 44
General Hygiene:
Note:
This is one of the most important factors to manage throughout a shift. Be aware of hygiene
and cleanliness all the time
Why is hygiene and cleanliness so important?
Which common problems can you identify from the video?
•
•
•
•
•
Page 21 of 44
Topic: How are you able to turn a negative into a positive when dealing
with customers who have experienced poor hygiene or cleanliness in your
store?
Remember: Ultimately guests must leave your store feeling that they have been
well-taken care of. Where a problem has occurred, for example, as in the video,
where a guest has spotted bubblegum under the table or a morsel of food lying on
the floor, respond responsibly and professionally. This means –
•
•
•
•
•
•
Positioning Your Troops:
TIP:
Remember: It takes a team effort to run a business well. If your team is in
position, things will run smoothly.
As manager, how can you ensure teamwork?
•
•
Page 22 of 44
How should you position your team?
Complete the following table by filling in the missing information in ‘Column B’:
Column A: Team Member Column B: In-store Positioning
i. Host •
ii. Cashier •
•
•
iii. Waitrons
•
• iv. Floor Manager
•
v. Available Team Members •
How can you control the positioning of your team?
•
•
•
66..44 TTHHEE CCOOMMMMUUNNIICCAATTIIOONN DDAANNGGEERR ZZOONNEE::
Because the cash desk is situated at the entrance and comes equipped with a phone,
it is a communication danger zone.
What is meant by ‘communication danger zone’?
How can you neutralise this ‘danger’?
•
Page 23 of 44
•
•
•
Can a cashier seat guests?
Complete: As a rule –
•
•
If a cashier is to seat guests, which precautionary measures must be taken
before doing so?
•
•
Page 24 of 44
PRACTICAL IMPLEMENTATION EXERCISE
Note:
This will require on-the-job assessment of your ability to manage by walking around.
Remember:
M.W.B.A. – How to Manage By Walking Around
1. Walk through the front-of-house checking that all duties have been completed. (Use the duties list as a reminder) • Where duties have not been properly completed, coach the relevant staff member.
• Check cleanliness and supply of glassware, cutlery and crockery. Check that there is
not a back-up in the dish-washing section.
2. Check that the bar has sufficient stock. 3. Assess the ambience (including music, lighting, temperature & general safety). Are
customers agitated or are they enjoying their dining experience? 4. Are your troops properly positioned? Have you taken corrective action if a team member
has left their post without permission? 5. Constantly keep an eye on the speed of service. Is the delivery of service fast enough? 6. Are there any service blockages? How are you going to deal with the problem? 7. Ensure that service delivery is not only speedy enough, but of a high standard. Have you
checked the quality of service delivery? 8. Have you addressed areas of service, which are below acceptable standards, by coaching
the relevant waitrons or staff members? 9. Are your guests enjoying their dining experience? 10. Assess your waitrons’ needs. Are any of them experiencing difficulties? Have you
assisted them (by lending a helping hand or coaching) where necessary? 11. Have you distributed duties to unoccupied staff members?
Page 25 of 44
Your trainer will be using the following evaluation form to assess your competence:
M.B.W.A. Post-Training Evaluation Form
Trainee:_________________ Assessor:______________________ Date:________________
Note: This is your master copy, please copy this page for note-taking purposes.
The purpose of this checklist is to establish whether trainees are operating according to the
prescribed standards of service. Please evaluate each trainee by observing them under
normal working conditions & completing this checklist.
Yes/No
1. Did the Manager do a detailed check of the bays?
2. Did the Manager deal with maintenance & repair and Health & Hygiene issues
effectively?
Comments:
3. What effective action was taken by the manager if duties were incomplete?
Comments:
4. Did the Manager check that the bar had sufficient stock?
5. Did the Manager check on the cleanliness and supply of glassware, cutlery and
crockery?
Comments:
Page 26 of 44
Yes/No
6. Did the Manager deal with the back-log in the dish-washing section effectively?
Comments:
7. Did the Manager monitor the ambience to see that guests were comfortable?
Comments:
8. Did the Manager ensure that troops were correctly positioned?
Comments:
9. Did the Manager deal with staff who were not in their designated positions
effectively?
Comments:
10. Did the Manager regularly check on the speed of service & assist & coach
where necessary?
Comments:
Page 27 of 44
Yes/No
11. Did the Manager deal with service blockages effectively?
Comments:
12. Did the Manager regularly check on the quality of service?
13. Did the Manager address sub-standard service effectively, by coaching
waitrons?
Comments:
14. Did the Manager check to see that all guests were enjoying their meals/ visit &
was service provided, by the manager during these visits?
Comments:
15. Did the Manager assist Waitrons?
Comments:
16. Did the Manager direct waitrons while they were serving guests?
Comments:
Page 28 of 44
Yes/No
17. Did the manager instruct unoccupied waitrons to assist wherever necessary?
Comments:
Please ensure that the trainee is given the necessary feedback, after you have
completed the above evaluation.
Signature
Assessor:_________________ Trainee:______________
Date that feedback was given to the trainee: _____________
Managing Customer Service:
Note:
This is the most important section of this training session. You may, if you so desire, go over
this section a number of times.
As manager, what are your areas of responsibility while managing service?
•
•
•
Managing New Service Staff:
How should you manage new waitrons?
•
•
TIPS:
• Work closely with them
• Assign only one (but busy) table to them, preferably near the kitchen
(where everyone walks past frequently so that the team can be of
Page 29 of 44
assistance to them) for their first couple of shifts.
• Once they have proved that they are capable and organised, assign a 2nd &
a 3rd table to their bay
• Tell them what to do, this is what they expect of their manager
• Delegate other waitrons to assist them if they are not coping and, where
possible, help them yourself.
• Constantly remind them about what they should be doing
• They need to know that they will not be reprimanded if a mishap occurs
and may freely ask for help and guidance whenever they need it
• Remember at all times that they are serving your guests and that they way
you deal with them will impact on that service!
Staff Discipline:
How do you discipline new staff members?
•
•
•
How should you coach new staff members?
•
•
•
DISCUSSION NOTES:
Topic: How do you go about coaching experienced staff members?
Page 30 of 44
Guiding Experienced Staff:
Experienced staff are often allocated the biggest and busiest bays where tables are
constantly turning. Take care not to upset their rhythm and attitude by asking them
to perform menial tasks for you, while they are serving a full bay!
How can you assist experienced waitrons?
•
•
What characterizes this group of staff?
•
•
TIPS:
Instead of giving them instructions, ask how you can be of assistance, as they tend
to work systematically when providing service to their guests
Usually they will ask for help if they need it
To ensure that they will approach you in times of need, ensure that you make
yourself available to them.
DISCUSSION NOTES:
Topic: What effect can asking an experienced waitron to run a personal
errand (such as fetching a cup of coffee, cigarettes), have on their
performance?
Page 31 of 44
If you need to send a waitron on a personal errand for you, which approach
should you take?
•
•
•
Review what you have learnt about customer service so far.
Supporting your Waitrons:
As floor manager, where should you position yourself?
Complete: Floor managers should be on the floor at all times, taking care of their
priority, namely, to see that guests –
•
•
Interaction With Guests:
Why are quiet off-peak trading times dangerous to customer service?
•
•
Page 32 of 44
How will you maintain control of your floor area during service?
•
•
What should you avoid doing when checking on guests?
What should you do when checking in on guests?
•
•
•
•
DISCUSSION NOTES:
Topic: Which small services can you provide to make your guests’ dining
experience a meaningful one?
Note:
It is generally the service standards of a business that create success.
Page 33 of 44
How can you help to ensure the success of your store?
Which factors must you constantly monitor with regard to your service
staff?
•
•
•
•
Note:
Remember that every cent you earn, comes from your guests!
What are your responsibilities as FOH manager?
•
•
•
Page 34 of 44
MULTIPLECHOICE QUESTIONNAIRE
Name:______________________ Assessor:____________________ Date:_____________
Tick the correct option.
1. When managing new waitrons –
a) Allow them to find their own way around the store
b) Assign them 1 table, in a busy area, near the kitchen
c) If they make a mistake, reprimand them immediately
d) Let them come to you with questions. Don’t tell them what to do!
2. Experienced staff must still be instructed as to their duties, as their daily prep
insures that the shop runs smoothly.
a) This statement is true
b) This statement is false
3. Use experienced waitrons to run errands for you as they will be able to cope
with that and serve their tables effectively.
a) This statement is true
b) This statement is false
4. When checking on guests –
a) Always inquire about the food and quality of service
b) Offer a service such as getting additional drinks or other extras
c) Visit quickly & ask if everything is o.k.
5. Ensure your guests’ comfort by –
a) Keeping a close eye on all areas
b) Circulating amongst your guests
c) Ensuring that all staff in the front-of-house area comply with the same
service standards
d) All of the above
SCORE: … / 5
Page 35 of 44
77.. FFUUNNCCTTIIOONN FFOOUURR:: CCOONNTTRROOLLLLIINNGG
What does controlling require of you?
•
•
•
What are the advantages of employing a good management style?
•
•
•
•
•
Page 36 of 44
88.. SSUUMMMMAARRYY:: GGUUIIDDEELLIINNEESS TTOO SSUUCCCCEESSSSFFUULL FFRROONNTT--OOFF--HHOOUUSSEE MMAANNAAGGEEMMEENNTT
1. Proper Planning Prevents Poor Performance.
2. A well planned bay allocation & duties sheet will ensure your store is organised & prepared.
3. Have ‘VIBE’ meetings, instead of DESTROY the vibe meetings
4. MBWA is the very best way to keep your finger on the pulse of your store
5. Inspect what you expect: if things are not as they should be, fix them
immediately
6. Support & coach your staff at all times and see how the vibe in your store
takes off & the service levels improve
7. Talk to your guests, get to know them, make a fuss!
8. Exceed their expectations and you will achieve your primary goal of 100%
guest returns
9. Ensure all those incentives area awarded to your waitrons
Page 37 of 44
99.. CCOONNCCLLUUSSIIOONN
99..11 RREECCAAPP
In order to recap and remember what you have just learnt, you will be required to
complete a written test and a multiple-choice questionnaire.
99..22 TTHHEE LLAASSTT WWOORRDD
If our restaurants are dirty and unhygienic and our food products are not of the
best quality, or fresh, the chances are that somebody is going to get sick. It
could be you, a fellow staff member or one of our guests! If our staff get sick
we will not be prepared to handle all those busy shifts and this could cause a
lot of unnecessary stress!
If our guests get sick, they would not come back to our store. They would also
tell other people about their experience and this would result in bad publicity
of our store. This bad publicity would stop people from visiting our restaurant
and in the end, we will have no business, which would mean that you would
not have a job!
Use the information learned from this training session and make good hygiene
practice a way of life, at work and at home. Chances are that if our homes are
clean and hygienic, we will make sure that our workplace is clean and hygienic
too. And don’t forget about personal hygiene – equally important!
1100.. AANNNNEEXXUURREESS
Test: Front of House Video Question Sheet.
Page 38 of 44
1100..11 TTEESSTT:: FFRROONNTT OOFF HHOOUUSSEE VVIIDDEEOO QQUUEESSTTIIOONN SSHHEEEETT
Examination Source: The Spur Front of House Video & Trainer’s
Guide: May 2003
Total Mark: 60
Compiler: Britt Fuller
Details of Trainee:
Name:
Contact Number:
Store:
Marker:
Date:
% Awarded:
Instructions:
• Please answer in point form.
• Ensure that your handwriting is legible.
• Spelling is not an issue.
• Abbreviations are not acceptable.
Page 39 of 44
1. What are the 4 Functions of Management that if followed, will assist you in achieving GOALS?
(4)
____/4
2. What are the advantages of applying these 4 functions, besides achieving desired goals?
(2)
____/2
3. If Proper Planning has taken place, what is prevented?
(1)
____/1
4. Planning at the beginning of the shift: List the ADMIN that must be checked & completed at the
beginning of each shift.
(5)
____/5
Total of this page ……………………/12
Page 40 of 44
5. What is the maximum number of guests that may be allocated to a waitron?
(1)
____/1
6. List 3 factors that you would take into consideration when allocating a new waitron a bay.
(3)
____/3
7. List 4 reasons why is it important to incentivise your waitrons on a daily/shift basis.
(4)
____/4
8. List 4 reasons why you would incentivise certain products.
(4)
____/4
Total of this page ……………………/12
Page 41 of 44
9. Communication between the Front of House Manager & the Kitchen Manager is vital before each
shift. List 3 problems the Kitchen Manager may need to communicate to the front staff.
(3)
____/3
10. List 3 reasons why a Vibe Meeting is to be conducted before each shift.
(3)
____/3
11. Complete the following Management Rule of Service:
(2)
Coach when it’s Assist when it’s
____/2
12. What does MBWA stand for?
(1)
____/1
Total of this page ……………………/9
Page 42 of 44
13. List 4 factors that need to be monitored constantly as they will affect the Ambience (mood, vibe,
atmosphere) of your store.
(4)
14.
____/4
List 3 reasons why a manager should be stationed at the “Pass” / Grill Wall during a busy shift.
(3)
____/3
15.
List 3 ways of ensuring that the “Dirties Area” runs smoothly.
(3)
____/3
16. How can the Front of House manager ensure that teamwork is practiced? (2)
____/2
17. Why is it important to communicate with guests waiting at the front door, if they cannot be
seated immediately, due to staff members dealing with phone calls or accepting payment, etc?
(1)
____/1
Total of this page ……………………/13
Page 43 of 44
18. Which precautionary measures must be taken by cashiers before leaving the cash desk? (1)
____/1
19. When coaching new waitrons why is it important to ask them questions (prompt them) versus
simply giving them instructions?
(1)
____/1
20. Why do many mistakes occur during off peak trading times?
(1)
____/1
21. List 2 reasons why should you start monitoring service from the moment the first table arrives in
the store.
(2)
____/2
22. List 3 factors that are to be constantly monitored with regards to your service staff. (3)
____/3
23. On average how often should you, as the manager, service guests tables while they are in the
store?
(1)
____/1
Total of this page ……………………/9
Page 44 of 44
24. List the 3 procedures to follow when checking on a guests’ meals.
(3)
____/3
25. What question is NOT to be asked when checking on guests’ meals?
(1)
____/1
26. On average how often should the Front of House Manager travel past each table of guests in his
area of responsibility?
(1)
____/1
Total of this page ……………………/5
TEST TOTALS
Page 2 ____________/12
Page 3 ____________/12
Page 4 ____________/9
Page 5 ____________/13
Page 6 ____________/9
Page 7 ____________/5
Note: To calculate the % use the following formula: (Result ÷ 60) x 100
