Responsibilities for the production manager of the school canteen. Job description of the production manager of the school canteen

The first working day is the most important and the most difficult from a psychological point of view. How you behave on the first day will determine how your relationship with colleagues will develop in the future. It is appropriate to recall the popular proverb: "Spread softly - but sleep hard." In this case, it well reflects what your behavior in the new organization should be like at first, and it should be eminently diplomatic.

On the first working day, the manager is obliged to introduce his new employee to the team. Next, experienced workers should bring the new colleague up to date. There is no denying the fact that there are people who take pleasure in the torment of a new employee. Your task is to give them as little pleasure as possible. However, a new employee should not, in case of any difficulty, distract colleagues from their own affairs. Everyone has their own responsibilities, so you should not constantly pull someone, preventing him from working. Try to be observant and take note of how others solve certain problems.

No matter how high a professional you are, good relations with people in the team play an important role. A newcomer to the team will first be looked at and may be biased. Immediately show that you are punctual - do not be late for work and do not leave the workplace before the end of the working day. Do not wander unnecessarily around the offices.

In the first days, a friendly greeting and short, polite and friendly contacts are required from you. Such a beginning of the working day helps to forget domestic problems, overcome the painful impressions of transport inconveniences, and it is easier to enter a normal working state. You should not introduce a new employee into the intricacies of personal relationships between some members of the team. The form of address of all employees of the organization depends on the traditions and personal sympathies of each, but it is not customary to address someone by last name.

Educated people are always interested in the affairs of their colleagues. Their successes should sincerely rejoice, and their failures should grieve. Personal grievances, likes and dislikes should not affect business relations with colleagues. You should not bother colleagues with stories about your worries and personal troubles.

An employee's workplace can also tell a lot about him. A well-mannered person will never force others to admire the mess on his desk. Women should not do makeup in the workplace, especially if there are several people in the office. Do not look at the papers on someone else's table, do not look for anything there. Do not conduct long personal conversations on the office phone, it is unacceptable to listen to other people's telephone conversations.

If someone approaches you, give that person immediate attention. Try to remember his name by silently repeating it to yourself. If you are unsure of a name, ask the person to name it right away. Listen to everything that is said to you, highlighting the most interesting ones in order to continue the conversation. If there is nothing interesting in the conversation, try to cling to at least something. If someone is introducing you, look first at the person to whom you are being introduced, and then at the person who is introducing. The only acceptable physical contact in the business world is a handshake. Little attention is paid to the handshake, although in practice it is universal and, moreover, very important for perception.

A benevolent handshake is firm but painless; accompanied by a look into the eyes and a smile; carried out with the right hand; lasts no more than two or three seconds. You don't have to shake hands the entire time you're being introduced and use the handshake to pull the person towards you.

A handshake must be performed in the following situations:

• if another person reaches out to you;
• if you meet someone;
• if you greet guests or the mistress of the house;
• if you resume ;
• if you say goodbye.

During the conversation, it is necessary not only to listen carefully, but also to appear to be listening attentively. This is achieved through body language. Look at the speaker, leaning forward slightly.

During the conversation:

• do not slouch, but do not stand at attention;
• do not fold your arms across your chest;
• don't tell long boring jokes;
• do not watch other people move around the room while someone is talking to you;
• Do not overwhelm your conversation with incomprehensible and cryptic words.

In the competitive world of business, it's not enough to be polite. You need to be ready to manage crises, personal conflicts, criticism and other problems when people gather in one place to do some work.

If you are a leader and, according to your position, must coordinate the work of subordinates, it may happen that someone does their job improperly. In this case, criticism cannot be avoided. However, here you should pay attention to a few rules:

• criticize only in private and in no case in front of witnesses;
• criticize the problem, not the person;
• speak specifically;
• the purpose of criticism is to improve performance, not destroy trust.

When you take criticism, don't dodge or hide. If the criticism is unfounded, you have the right to say so, but only calmly. If criticism turns into personal hurt, don't respond in kind.

An educated person will always note that a colleague looks good today. And again, before giving a compliment, remember the rules:

• be sincere;
• be specific;
• compliments need to be said on time;
• don't make comparisons.

Accepting compliments:

• just say "thank you";
• do not be modest and do not say something like: "What nonsense!";
• don't say that you could do even better with more time;
• don't upgrade the compliment on your part.

Be attentive to colleagues. If someone is sick for a long time, call him or visit him. Try to fit into the team. If it is customary at work to drink tea or coffee, to congratulate you on your birthday, participate in all events, help organize them. Those who collect money for a birthday gift should not insist if one of the colleagues refuses to donate money. In response to congratulations, a treat is usually offered, but it is undesirable to arrange too magnificent celebrations in the workplace. Do not try to impress others with your generosity and culinary talents.

Head

As a rule, a newcomer to the organization faces a large number of difficulties, most of which are generated precisely by the lack of information about the work procedure, location, and characteristics of colleagues. A special procedure for introducing a new employee into an organization can help to remove a large number of problems that arise at the beginning of work, which will eventually give positive results in the form of increasing the productivity of a new employee, improving the psycho-emotional state of the team as a whole. Since, as practice shows, 90% of those who quit their jobs during the year made this decision on the first day of their work.

The adaptation process is a two-way process. On the one hand, behind the fact that a person started working in a company, there is his conscious choice, based on a certain motivation for the decision, and responsibility for this decision. On the other hand, an organization assumes certain obligations by hiring an employee to perform a specific job.

Four stages of adaptation

First stage - assessment of the level of preparedness of a beginner. It is necessary for the development of an adaptation program. If the employee has work experience in the relevant structural units, the period of his adaptation will be minimal. However, since the organizational structure depends on a number of parameters, the newcomer inevitably finds himself in a situation unfamiliar to him. Adaptation should include familiarity with the staff, communication features, rules of conduct.

Second phase - orientation. The stage involves the practical acquaintance of a new employee with his duties and the requirements that are imposed on him by the organization. Typically, the orientation program will include a series of short lectures and tours that should cover the organization's policies, pay, fringe benefits, safety, economics, procedures, rules, regulations, reporting forms, job duties and responsibilities.

Third stage - effective adaptation. It consists in adapting the newcomer to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the beginner the opportunity to actively act in various fields, testing on himself the knowledge gained about the organization.

Fourth stage - functioning. This stage completes the process of adaptation, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. With the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the process is regulated, then the stage may come in a few months.

Reducing the adaptation period can bring significant financial benefits, especially if the organization attracts a large number of personnel.

Three main areas of adaptation

1. Introduction to the organization. This is a rather lengthy process, taking 1-2 first months of work.

An organization is an identifiable social community whose members pursue shared, multiple long-term goals, relying on conscious and coordinated action and interpersonal relationships. Deciding to join an organization, a person determines what he can contribute - skills, actions, abilities, potential. If there is an alternative, an organization is selected that has values ​​and beliefs that are close to the person. The employer attracts an employee to perform certain tasks and at the same time bribes him as a person. The expectations of the employee and the employer from the day of joining the organization will represent a compromise. Any organization is based on compromises.

Even before deciding to accept a job offer, a person tries to imagine what it will be like. To reduce the painful uncertainty in the first days of work, it is possible only by the rapid assimilation of all relevant information. If you are on your own, it takes months to collect and analyze. Therefore, there can be only one way out - to adapt, adapt and adapt again.

The process of entering an employee into an organization is divided into four stages.

Stage 1. Waiting. The phase precedes the actual entry into the organization. The less you learn at this stage, the more likely you are not to stay long in the organization. The employer is interested in telling the truth during a job interview.

Stage 2. Formal introduction. The more important for an individual social security, a system of structured relationships and a strong position, the more readily the formal signals about the behavior expected from him are assimilated. In a few hours, the hired employee explicitly or implicitly accepts the general goals of the organization, agrees with the tasks that he will have to solve, etc.

Stage 3. Assimilation of the expectations of colleagues. Informal values, norms and expectations are just as important as formal ones. Through verbal and non-verbal signals of informal or friendly relationships, social support and support of one's individuality are acquired. Soon, group norms regarding work activities, pace of work, dress, etc., are added to the understanding of the role to be played in the organization.

Stage 4. Completion of the process of joining the organization. By this time, the employee should feel quite comfortable. Passed the stress caused by the entry; formal and informal expectations are known; we contribute to the common cause. In turn, we receive, as agreed upon when hiring, a regular salary. We can use verbal and non-verbal cues to persuade others to make formal requirements more in line with our expectations. Successful engagement in a social role must be about job satisfaction. The role includes both formal, technical, informal and personal expectations for the job. Some people think that an organization is a group of actors who play roles in order to achieve a certain goal. For some employees, entry into the role is easy, for others it is difficult. For this reason, the performance of roles can never bring complete satisfaction. Here it is necessary to take into account the probability of manifestation of some situations associated with role adaptation.

The induction procedure should facilitate the assimilation of accepted norms and rules and provide employees with the information that they need and want to have. The process of induction into the organization largely determines whether employees will learn the values ​​approved by the organization, attitudes, whether they will feel a sense of commitment to it, or whether they will develop a negative image of the company. Planned work on the introduction of an employee into the organization involves providing him with complete information. The employee is provided with information about the history of the organization, its prospects, policies and rules, the structure of the organization, the organization of the work of departments and their interaction, the order of work, the number and location of departments.

In the process of introduction to the organization, not only a positive attitude of employees to a new place of work is ensured, but also an understanding of the principles of the functioning of the organization, clarification of the requirements and expectations on the part of the company.

3. Introduction to the position. Induction is the process by which a newcomer is transformed into a full member of the organization. With the help of effective procedures, it should go as smoothly and painlessly as possible. A new employee of the organization is transformed in two ways - his behavior changes, feelings of loyalty and devotion are switched to a new object (the employer's organization). The individual begins to resemble other employees and behave like them.

Information to be given to the newcomer:

• who is the immediate supervisor and superior;
• what are the requirements for the length of the working day, what is considered late and early departure from work;
• who is on the team, where the newcomer is enrolled, and what are the responsibilities of each of them;
• how a new member of the organization should communicate with them;
• what is the contribution of the team to the work of the company as a whole;
• What are the career opportunities at the firm?
• how professional development and professional growth is planned;
• how the remuneration system functions, including wages, bonuses, vacation pay, pension program.

The second task of the induction procedure is to achieve loyalty and commitment to the firm from the new employee. This aspect of the program determines to a certain extent the duration of his stay in the company. The tactics of the manager should captivate and interest the beginner.

The direct manager of a new employee begins his communication with newcomers after the head of the department has talked to him. He is responsible for familiarizing him with the work and the main functional responsibilities. The immediate manager reveals the main content of professional activity and how the work of a new employee contributes to the overall success of the organization. The manager should consider what measures could help the newcomer to gain the necessary confidence.

When introducing a position, it is important to pay attention to the following issues:

• Colleagues of the new employee and their tasks. Has everything been done for effective cooperation?
• The general type of tasks he will be doing during the first few days. Is the new employee ready to successfully complete them?
• The requirements for his work, the degree of his responsibility for the results of the work. Does the new employee have a good enough idea of ​​them?
• Who is responsible for his training in the unit. Does the new employee see this connection clearly enough?
• Start and end times, lunch breaks. How well is the new employee aware of the basic requirements of the internal regulations?
• Where should his personal belongings be kept?

A warm welcome, a properly planned and well-organized adaptation program for a new employee allows him to quickly reach the required level of professional performance, direct his work with full dedication to the benefit of the organization.

In practice, two adaptation models are most often used.

The first model is adaptation in hiring. Immediately after hiring, it is necessary to form a stable positive attitude towards corporate standards and processes among new employees, as well as to activate and maintain personal skills in applying standards in working standard and non-standard situations.

Achieving this goal is ensured by solving the following tasks:

• familiarize employees with corporate standards of the company;
• form a stable active-positive attitude towards the corporate standards of the company;
• to form personal skills in applying corporate standards in work situations.

The second model is adaptation to changing conditions of professional activity.

An employee often has to adapt, working in the same company, in a situation of changing conditions of professional activity. The company must constantly monitor the level and dynamics of employee satisfaction in order to be able to influence motivation through the use of special technologies.

Galina Georgievna Panichkina,
PhD in Economics, Associate Professor of the Department of Marketing
Volga Academy of Public Administration
named after P.A. Stolypin under the President of the Russian Federation
Article provided by Elitarium.ru

1. General Provisions

1.1. The production manager belongs to the category of managers.

1.2. Qualification requirements:
Higher professional education and work experience in the specialty for at least 3 years or secondary vocational education and work experience in the specialty for at least 5 years.

1.3. The production manager must know:
- resolutions, orders, orders, other governing and regulatory documents of higher authorities regarding the organization of public catering;
- organization and technology of production;
- assortment and quality requirements for dishes and culinary products;
- basics of rational and dietary nutrition;
- the order of the menu;
- accounting rules and norms for issuing products;
- consumption rates of raw materials and semi-finished products;
- Calculation of dishes and culinary products, current prices for them;
- standards and specifications for food products, raw materials and semi-finished products;
- rules and terms of storage of finished products, raw materials and semi-finished products;
- types of technological equipment, principles of operation, technical characteristics and conditions of its operation;
- current internal regulations;
- economics of public catering;
- organization of payment and stimulation of labor;
- labor legislation;
- basics of labor organization;
- internal labor regulations;
- rules and norms of labor protection;
- basics of administration;
- ethics of business communication.

1.4. Appointment to the position of production manager and dismissal are made by order of the general director.

1.5. The Production Manager reports directly to the CEO.

1.6. To ensure his activities, the production manager is granted the right to sign organizational and administrative documents on issues that are part of his functional duties.

1.7. During the absence of the production manager (business trip, vacation, illness, etc.), his duties are performed by a person appointed in the prescribed manner. This person acquires the appropriate rights and is responsible for the improper performance of the duties assigned to him.

2. Job responsibilities

Production director:

2.1. Manages the production and economic activities of the department.

2.2. Directs the activity of the labor collective to ensure the rhythmic release of products of its own production of the required assortment and quality in accordance with the production task.

2.3. Carries out work to improve the organization of the production process, the introduction of advanced technology, the effective use of technology, the improvement of the professional skills of employees in order to improve the quality of products.

2.4. Draws up applications for the necessary food products, semi-finished products and raw materials, ensures their timely purchase and receipt from bases and warehouses, controls the assortment, quantity and timing of their receipt and sale.

2.5. Based on the study of consumer demand, it composes a menu and provides a variety of assortment of dishes and culinary products.

2.6. Carries out constant control over the technology of cooking, the norms for laying raw materials and the observance by employees of sanitary requirements and personal hygiene rules.

2.7. Carries out the placement of cooks and other production workers, draws up schedules for their work.

2.8. Carries out grading of prepared food.

2.9. Organizes accounting, compilation and timely reporting on production activities, the introduction of advanced techniques and methods of work.

2.10. Supervises the correct operation of equipment and other fixed assets.

2.11. Conducts briefings on cooking technology and other production issues.

2.12. Monitors compliance by employees with the rules and norms of labor protection, sanitary requirements and rules of personal hygiene, industrial and labor discipline, internal labor regulations.

2.13. Makes proposals on the promotion of distinguished employees or the imposition of penalties on violators of production and labor discipline.

2.14. Carries out work to improve the skills of employees.

3. Rights

The production manager has the right to:

3.1. Request and receive from the structural units information, reference and other materials necessary to fulfill the duties stipulated by this Job Description.

3.2. Issue instructions to subordinate employees.

3.3. Take measures upon detection of disciplinary violations of subordinate employees and report these violations to the head of the enterprise in order to bring the perpetrators to justice.

3.4. In agreement with the head of the enterprise, involve experts and specialists in the catering industry for consultations, preparation of conclusions, recommendations and proposals.

3.5. Get acquainted with the documents that define his rights and obligations in his position, the criteria for assessing the quality of performance of official duties.

3.6. Submit proposals for the management to improve the work related to the responsibilities provided for in this Instruction.

3.7. Require the management of the enterprise to ensure the organizational and technical conditions and execution of the established documents necessary for the performance of official duties.

4. Responsibility

The production manager is responsible for:

4.1. For improper performance or non-performance of their official duties provided for by this Job Description, within the limits established by the current labor legislation of the Russian Federation.

4.2. For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.

4.3. For causing material damage to the enterprise - within the limits established by the current labor and civil legislation of the Russian Federation.

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Being a leader is most likely your conscious choice. This is when instead of "getting money" a person chooses to "earn". About making difficult decisions and responsibility. And also about creating a coherent, continuously functioning system of processes that affect the world.

Only when you sit high, there are also hundreds of times more tasks and problems. In this article, we deal with some of the first - how to prescribe an adequate work plan for a new leader and what first steps to take in a new place.

Based on the experience of our clients from different business areas. We will present the most indicative situations in the form of cases (problem/solution).

The first steps of a leader in a new place

The period of adaptation of the chief is repeatedly described in articles on many management portals. Among them are examples of recommendations from:

• HR-s
• psychologists and
• by existing entrepreneurs and managers

Which of them to take into account? Each side preaches its own approach. Customer experience shows that everyone has a place to be. However, there are a few features that you need to be aware of.

First, any information is useful in context. If you have been in charge of one enterprise for the past 20 years and moved to another, or if you are in a position for the first time, the strategy will be fundamentally different.

Secondly, in order for you as a leader to have a truly effective plan, you need to clearly understand the goals that you set (or the owners set for you). We have seen some rather strange cases when the new leader really liked the subordinates, brilliantly presented the company's action plan for a year, but after 3 months it became clear that the real performance and even discipline had deteriorated. That is, a person beautifully “sold himself and his plan” to everyone, and there was no semantic load behind him.

How to start writing a job plan for a new leader

If you have clearly defined your goals for the new position, understand that there is serious work to be done, and, at the same time, intend to write a plan that is useful for the company, we suggest starting with the following:

1. Analysis of predecessor management accounting documents
2. , plus a personal interview with each)
3. SWOT analysis of the company
4. Description of the first 10 steps that seem logical to you

Then with these sketches you go to the owners, discuss, and get feedback. Sometimes the owners are attracted, which help to look at the developments from the outside and draw the right conclusions for each of the parties.

Only after such a meeting will you begin to "drive" into the current state of affairs, and you will be ready to write a basic, real work plan.

Before drawing up a plan, you need to delve into business processes

In one of the private clinics in Kyiv, a new director was hired. They took a person with no experience in the medical field, in order to introduce unusual promotion methods for her. Prior to this, the clinic was run by an owner, and we were brought in to help the new director take over and develop a plan for the year.

After analyzing the job descriptions, possible bottlenecks in the communication of these two people, and also, based on the results of the survey, the personal concerns of each, we organized a weekly supervision plan. The new head worked for a month in the clinic in various administrative positions under the supervision of a staff member.

Already after 3 weeks, the manager showed a good understanding of the clinic's processes. And after 4 weeks, the plan was ready, approved by the owner.

Scheduled must not be local

An enterprise for the production of mineral fertilizers has been operating in Kharkov since the 1990s. After the outbreak of hostilities in the eastern regions of Ukraine (and a corresponding decrease in demand in these regions), the owners decided to hire a new head of sales.

We participated in the process. The difficulty was that the candidates offered various plans for the development of the sales department, lobbied for the hiring of acquaintances, etc. Most of them were quite logical, but according to the experience of our consultants, most likely such innovations would have caused a sharp rejection among ordinary employees of the department. That is, we would additionally have to fight with them, as often happens.

We developed a questionnaire consisting of blocks for owners, employees, as well as 2 key customers (with whom personal relationships were established). As a result, on the basis of bare statistics, they were able to choose a leader according to a plan that was moderately ambitious, aggressive, and moderately taking into account visions from within.

The bottom line is that your plan must balance the interests of all parties. Then the chances of successful implementation will increase significantly.

First 100 days and plan

In one of the retail chains, just before the New Year, a new manager had to be hired. Recruitment agencies invited more than 15 applicants, and the owner personally approved the final candidate. But during the corporate party, the new boss showed himself to be a fanatic of implementations and changes. Warmed up with alcohol, he read from the diary a list of items that would change and when. He entered into polemics with whomever he had to, argued, shouted "you think small and do not understand anything." Naturally, the staff began to be friendly against him and his changes, although for the most part they were quite literate.

There is a common truth - the new leader in the first 100 days of his work must be very careful not to harm (even if not intentionally), not to make things worse. You must pause, give subordinates the opportunity to get used to your manner of managing.

Plan Structure

Technically, the manager's work plan contains the following sections:

• Goals to be achieved
• Stages (periods) with a measurable intermediate result
• Tasks for each stage, indicating the timing, required costs and performance metrics
• Performers and responsible persons for each task
• Rewards/penalties for completing or not completing each task

It is very similar in essence to a business plan. Also, the task is to show the liquidity of each action, describe the processes, justifying each of them, predicting possible benefits.

You can move away from it, but the listed points must be touched upon.

Results

The first steps of the leader in a new place must be verified. We have seen this from the examples given from the lives of our clients.

Don't rush to suggest changes. This can discredit you as a leader. Start by adapting to a new place. Let colleagues adapt to you. Get support from the owner. And then all the planned actions in the eyes of both employees and owners will be in place and correctly implemented.

If we can be of assistance to you in the planning process, please contact us in the way that is convenient for you. We will gladly and free of charge answer them, because we want new leaders in Ukraine to take office effectively and understand what steps should be taken first and which ones to avoid.

We bring to your attention a typical example of a job description for a canteen manager, a sample of 2019/2020. Canteen manager job description should include the following sections: general position, duties of the head of the canteen, rights of the head of the canteen, responsibility of the head of the canteen.

The following items should be reflected in the job description of the head of the dining room:

Responsibilities of a canteen manager

1) Job responsibilities. Manages the production, economic and trade and service activities of the canteen, ensuring the effective interaction of production units - workshops and sites, directs their activities to ensure high quality food preparation and a high culture of serving visitors. Organizes the timely provision of the canteen with food products necessary for the production and trade and service process. Provides a high level of production efficiency, the introduction of new equipment and technology, progressive forms of service and work organization. Taking into account market methods of management, it studies the demand of consumers for catering products. Organizes the placement of employees, taking into account their specialty and qualifications, work experience, personal qualities, as well as a rational division of labor in the trade and service activities of the canteen. Organizes record keeping and timely reporting on the production and economic activities of the canteen, ensures the correct application of existing forms and systems of remuneration and labor incentives. It monitors the quality of food preparation, compliance with trade rules, pricing and labor protection requirements, the state of labor and production discipline, the sanitary and technical condition of production and trade and service premises.

The manager of the dining room should know

2) The head of the dining room, in the performance of his duties, must know: resolutions, orders, orders, other governing and regulatory documents of higher authorities regarding the organization of public catering; organization of production and management of the dining room, tasks and functions of its divisions; advanced domestic and foreign experience in organizing public catering and customer service; canteen hours of operation; catering economics; organization of remuneration and labor incentives; labor legislation; internal labor regulations; labor protection rules and regulations.

Qualification requirements for a canteen manager

3) Qualification requirements. Higher professional education and work experience in the specialty for at least 3 years or secondary vocational education and work experience in the specialty for at least 5 years.

1. General Provisions

1. The head of the dining room belongs to the category of leaders.

2. A person with a higher professional education and work experience in the specialty of at least 3 years or a secondary vocational education and work experience in the specialty of at least 5 years is accepted for the position of head of the canteen.

3. The head of the canteen is hired and dismissed by the director of the organization.

4. The head of the dining room should know:

• resolutions, orders, orders, other governing and regulatory documents of higher authorities regarding the organization of public catering;
• organization of production and management of the dining room, tasks and functions of its divisions;
• advanced domestic and foreign experience in organizing public catering and customer service;
• canteen hours of operation;
• catering economics;
• organization of remuneration and labor incentives;
• labor legislation;
• internal labor regulations;
• rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

5. In his activities, the head of the dining room is guided by:

• the legislation of the Russian Federation,
• the charter of the organization,
• orders and orders of the director of the organization,
• this job description,
• The internal labor regulations of the organization.

6. The head of the dining room reports directly to the director of the organization, ______ (specify position).

7. During the absence of the head of the dining room (business trip, vacation, illness, etc.), his duties are performed by a person appointed by the director of the organization in the prescribed manner, who acquires the appropriate rights, duties and is responsible for the performance of the duties assigned to him.

2. Job responsibilities of the head of the dining room

Canteen manager:

1. Manages the production, economic and trade and service activities of the canteen, ensuring the effective interaction of production units - workshops and sites, directs their activities to ensure high quality food preparation and a high culture of serving visitors.

2. Organizes the timely provision of the canteen with food products necessary for the production and trade and service process.

3. Provides a high level of production efficiency, the introduction of new equipment and technology, progressive forms of service and work organization.

4. Taking into account market methods of managing, it studies the demand of consumers for catering products.

5. Organizes the placement of employees, taking into account their specialty and qualifications, work experience, personal qualities, as well as the rational division of labor in the trade and service activities of the canteen.

6. Organizes record keeping and timely reporting on the production and economic activities of the canteen, ensures the correct application of existing forms and systems of remuneration and labor incentives.

7. Monitors the quality of food preparation, compliance with trade rules, pricing and labor protection requirements, the state of labor and production discipline, the sanitary and technical condition of production and trade and service premises.

8. Complies with the Internal Labor Regulations and other local regulations of the organization.

9. Complies with internal rules and regulations of labor protection, safety, industrial sanitation and fire protection, ensures cleanliness and order in his workplace.

10. Fulfills, within the framework of the employment contract, the orders of the employees to whom he is subordinate in accordance with this instruction.

3. Rights of the head of the dining room

The head of the dining room has the right:

1. Submit proposals for consideration by the director of the organization:

• to improve the work related to the duties provided for in this instruction,
• on the encouragement of distinguished workers subordinate to him,
• on bringing to material and disciplinary responsibility of employees subordinate to him who violated production and labor discipline.

2. Request from structural divisions and employees of the organization the information necessary for him to perform his duties.

3. Get acquainted with the documents that define his rights and obligations in his position, the criteria for assessing the quality of performance of official duties.

4. Get acquainted with the draft decisions of the organization's management regarding its activities.

5. Require the management of the organization to provide assistance, including the provision of organizational and technical conditions and execution of the established documents necessary for the performance of official duties.

6. Other rights established by the current labor legislation.

4. Responsibility of the head of the dining room

The head of the dining room is responsible in the following cases:

1. For improper performance or non-performance of their official duties provided for by this job description - within the limits established by the labor legislation of the Russian Federation.

2. For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage to the organization - within the limits established by the current labor and civil legislation of the Russian Federation.

Job description of the head of the dining room - sample 2019/2020. The duties of the head of the dining room, the rights of the head of the dining room, the responsibility of the head of the dining room.

school cafeteria.

1. General Provisions.
1.1 The production manager of the school canteen belongs to the category of managers, is hired and dismissed by the school principal.

production;
1.2 The production manager of the school canteen must know and be guided in his activities:
- resolutions, orders, orders, other governing and regulatory documents of higher authorities related to the organization of school meals, organization and production technology;
- the range and requirements for the quality of dishes and culinary products, the basics of rational and dietary nutrition;
- the order of the menu;
- accounting rules and norms for the issuance of products;
- norms of consumption of raw materials and semi-finished products;
- calculation of dishes and culinary products, using the prices applicable to them;
- standards and specifications for food products and semi-finished products;
- rules and terms of storage of finished products, raw materials and semi-finished products;
- technical characteristics of various types of technological equipment, principles of its operation;
- current internal regulations;
- provisions on the organization of remuneration and labor incentives;
- basics of labor organization;
- labor legislation;
- rules and regulations on labor protection;
- this job description.
1.3 During the absence of the production manager of the school canteen, his rights and duties are transferred to another official (cook), which is announced in the order of the school director.
1.4 The production manager of the school canteen reports directly to the principal of the school

1.5 A person with vocational education and work experience in the specialty for at least 3 years is appointed to the position of production manager of the school canteen (chef).

2.Functions

The main activity of the production manager of the school canteen is to manage the activities of the school canteen and organize meals for schoolchildren and employees of the institution.
3. Job Responsibilities

The production manager of the school canteen is obliged to:

3.1. Ensure compliance with sanitary rules and regulations when preparing meals and cutting products (use special tables, knives, kitchen boards, according to the labeling), monitor cleanliness and order at the workplace, timely preparation and use of saline solutions for treating hands, tables, dishes and etc.

3.2. Ensure control over the quality and quantity of prepared meals.

3.3. Daily put daily samples in the refrigerator.

3.4. Display the control dish.

3.5. Hang out the approved daily menu in the dining room.

3.6. Prepare and timely submit the established documentation to the centralized accounting department.

3.7. Mark dishes

3.8. Control the use of overalls and special headgear by employees of the canteen at the workplace.

3.9. Keep records of the receipt and fight of dishes.

3.10. Must know:

Fundamentals and importance of nutrition of school-age children;

Characteristics and biological value of various food products, signs of good quality of products and organoleptic methods for their determination;

Terms of storage and sale of raw products, semi-finished products and cooked dishes;

Features of culinary processing of products for baby food;

Basics of the technology of preparation of the first, second, third, cold dishes and dough products;

Mode parameters and duration of heat treatment of products, processes of cooking, frying, poaching, baking;

Norms, ratio and sequence of laying raw materials in the equipment used;

Ways of portioning dishes in accordance with age norms for children of school age;

Rules for using the product replacement table; the device and principle of operation of the serviced mechanized, thermal, weight measuring, refrigeration and other equipment, the rules for its operation and maintenance;

Sanitary norms and rules for canteen workers and rules for maintaining a catering unit;

Fundamentals of physiology and rules of personal hygiene;

Ways to prevent food poisoning;

Rules for distributing food to children.

3.11 Carries out mandatory medical examinations in accordance with the requirements for the position.

4. Rights. The production manager of the school canteen has the right to:
4.1 Make decisions within their competence.
4.2 Interact with all school staff on nutrition issues 4.3 Report identified shortcomings in the activities of the canteen and make suggestions for their elimination.
4.5 Require the school management to provide all possible assistance in the fulfillment of the rights and obligations provided for in these instructions.
4.6 Improve your skills.
5. Responsibility.
5.1 The production manager of the school canteen is responsible for:
- careless, negligent attitude to their duties;
- illegal actions with documents and information about the activities of the canteen;
- the quality and timeliness of the fulfillment of the duties assigned to him by this job description.

5.3. The head of the canteen is responsible for violating the rules for preparing dishes and culinary products in accordance with the collections of recipes for dishes and culinary products for school meals, fire safety rules, labor protection, etc.
5.2 Disciplinary, material and administrative responsibility is determined in accordance with the current legislation.

6. Relationships. Relationships by position.

School canteen production manager

6.1. Works according to a schedule drawn up on the basis of a 36-hour work week and approved by the school principal.

6.2. Receives information of a regulatory, legal, organizational and methodological nature from the director of the school and his deputies, familiarizes himself with the relevant documents against receipt.

6.3. Performs the duties of a cook, storekeeper during their temporary absence (vacation, illness, etc.). The performance of duties is carried out in accordance with labor legislation on the basis of the order of the school director.

Familiarized with the instruction:
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