Roles And Responsibilities Of Chefs In Commercial Cooking

Chef de cuisine

Write about the Introduction to Professional Cookery for Financial Remuneration.

Commercial cooking is cooking on the large scale for the commercial purpose. The commercial cooking has large scale cooking devices.

Chef de cuisine: This chef is considered CEO of the kitchen. They choose the direction for food and perceive the dishes for the menu. They are the high profile chef. They are rarely found in the kitchen and hardly cook. The financial remuneration for these chefs is estimated at $65, 318 per year.

Executive chef: In the management structure of kitchen at hotels when the chef de cuisine is present then the executive chef reports to him only. But when the chef de cuisine is not available then the executive chef is usually at the top (Ambepitiya & Dharmasiri, 2017). They are able to do very little cooking due to the responsibilities. The financial remuneration of executive directors is estimated at $55, 637 per year.

Head chef: The head chef title is given to the small to medium size operations of executive chef and chef de cuisine. The head chefs are responsible for planning menus to liaising with suppliers, controlling budgets and managing staff. The estimated remuneration of a head chef is $43, 180.

Sous chef: They are also known as under chef and are second in charge. They do day to day management of the kitchen and spend most of the time in the kitchen. $40, 892 is the estimated financial remuneration of sous chefs.

The key performance indicators (KPI) are helpful in understanding the performance of an organization. The KPI helps chefs to better understand their duty. For instance, the measurement of performance of the chefs is the easiest part of the continuous improvement process of the organization (Cusack, 2014).

Chef-owner: These chefs do not just run the kitchen but the entire restaurants. They are tending to be the most passionate individuals. The average restaurant owner makes financial remuneration of $60,000 per year and it varies from about $29,000 to $153,000.

Executive chef: The executive chefs run the kitchen. They do not own the restaurant but are a leader of the business. They perform operational duties to create the best possible meal. The financial remuneration of executive directors is estimated at $55, 637 per year.

Pastry chef: The pastry chefs offer the baked goods and sweet pastries. Their role is to design bread to the dessert menu and conveying recipes (Wang, et. al. 2017).  The average financial remuneration of pastry chefs starts at $26,000 and goes to $50,000.

Executive chef

Roast chef: The roast chefs are also known as meat chef. They handle the roasted menu chefs in the chef’s wheelhouse, extending to boiler and spices used. The financial remuneration of a roast chef can start at $25,000 and grows to $70,000.

Sous chef: The sous chefs are specialized in the team management. They run the kitchen in the absence of head chef and are second in command. Their financial remuneration is in the range of $24,000 to under $50,000.

The KPI helps employees to know about their performance through reviews and appraisals. The performance can be reviewed by providing written performance assessment.

The head chef: The head chefs in the airlines are selected for their organizing and executive abilities than the culinary skills. Their function is to plan, organize and supervise work of kitchen (Sherlock, 2015). They have higher financial remuneration which is estimated at $65000 per year.

Sous chef: The Sous chefs are the personal assistant of head chef and supervise the food pick up during meal service times. The sous chef ensures compliance with food handling and hygiene standards. Their financial remuneration is an average of $45,057 per year.

Chef de partie: The chef de partie are in charge of activities within the kitchen. They allocate work, maintain quality and controls wastage. The financial remuneration of chef de partie is $31,784 per year.

The KPI indicators such as a number of qualified leads can be included in the within the roles and responsibilities of the chefs. The mid management should inform the senior management regarding the available leads (Pidd, Roche, Fischer & McCarthy, 2014).

Chef de cuisine: They manage the whole catering service and provide direction for the menu. They are of high profile and provide direction to others than cooking. They are like owners so their financial remuneration depends on the contract made.

Executive chef: The executive chef is the visionary leader and accountable for considering menu ideas, creating recipes, forming standards, controlling costs and performing administrative tasks. They have more other responsibilities than cooking (Mattimoe, 2017). The financial remuneration is estimated at $55,000 and goes higher along with the experience.

Head chefs: The head chefs plan the menu according to the requirement of customers. They are accountable to maintain a relationship with suppliers and controlling budget. The financial remuneration is expected at $43,000 per year.

The sous chef: The sous chefs manage the day to day activities of the kitchen. They have an important role in catering service and spend most of the time in the kitchen. The financial remuneration of sous chef ranges from $40,000 to $45,000.

Head chef

The time required to complete tasks can be included as a key performance indicator. The chefs can be motivated for preparing the dish within the time provided.

Sector	Particulars	Time frame	Explanations
Hotel	Chef de cuisine	10-15 years	The chef de cuisine requires 10-15 years as he requires more skills to provide direction to the hotel. The time frame adds more skills to the chef de cuisine.
	Executive chef	5-10 years	The executive chef requires 5-10 years in order to reach a the pinnacle of their career as they are accountable after chef de cuisine. They take 5-10 years as they need to learn something more than cooking.
	Head chef	2-5 years	The head chefs are responsible for the planning of menu so they require at least experience of 2-5 years.
	Sous chef	0-2 years	The sous chef handle day to day management of kitchen so less experience is required for them. Even, the fresher can so such tasks.
Restaurants	Chef-owner	10 years or more	The time frame for chef-owners is 10 years or more. Due to ownership, they require more experience. The time frame can also vary.
	Executive chef	5-8 years	They are a leader of the business. The time frame of 5-8 years is required to create and learn the best possible meal.
	Pastry chef	2-5 years	The pastry chefs require 2-5 years as they can attain expertise in baking.
	Roast chef	2-5 years	The time frame required for the perfection of the roast chef is 2-5 years.
	Sous chef	5-8 years	The time frame of sous chef varies from 5-8 years in order to learn team management.
Airlines	Head chef	5-10 years	Due to attaining organizational and executive abilities, head chef requires 5-10 years.
	Sous chef	5-8 years	The sous chef necessitates 5-8 years to attain supervision.
	Chef de partie	2-5 years	They require a range of 2-5 years to routine work and standards.
Catering	Chef de cuisine	10 years or more	The time frame varies and requires 10 years or more because of enabling o take supervision actions.
	Executive chef	5-8 years	5-8 years are required to be accountable for the menu and administrative tasks.
	Head chefs	2-5 years	The time framework requires 2-5 years to reach pinnacle which comprises maintaining a relationship with suppliers.
	Sous chefs	5-8 years	The day to day activities of the kitchen has important role so the timeframe ranges from 5-8 years.

The areas of hygiene within the commercial catering organization are:

Kitchen: The FSANZ provides suggestions on the food compliance issues. The FSANZ guidelines are not legally binding (Jeong, 2015). It is about independent legal advice. The catering organization follows the food standards code enforced by the state and territory.

Dining area: FSANZ has established standard for the food premises and equipment to enforce the standards. The FSANZ ensures current food safety issues and trends. The standards comprise the health and hygiene obligations for the dining area. The method of analysis helps to choose suitable methods of analysis for food (Gibbs, et. al. 2015).

Reception: The entrance of the hotel is one of the important areas which create the first impression. The preventive measures can be taken by creating a right ambiance and ensuring a regular cleaning routine. A consultant is hired for the compliance advice. The hygiene criteria is a going activity and associated with the standards of FSANZ (Hyde, et. al. 2017).

The management of food safety is responsible to implement HACCP (Hazard Analysis and Critical Control Points) principles in the areas within the organization. HACCP is a preventive methodology for the food safety from the biological, chemical and physical hazards in the production processes. It attempts to avoid hazard then inspecting products. It can be used at all stages of the food chain from production to preparation. It is an international principle which defines the requirements for the effective control of food safety. It enhances the food safety management system and quality of products. The HACCP identifies the critical points during the production process of food (Psomas & Kafetzopoulos, 2015). It is based on the principles given below:

• Investigation of biological, biochemical and physical food hazards
• Identification of acute control points at raw material, storage, handling, distribution and consumption stages.
• Formation of critical control points and preventive measure. For instance, cooking temperature at minimum and time.
• Monitoring all the critical control points.
• Creation of remedial actions.
• Record keeping record
• Systematic auditing of systems by the third parties 

References

Ambepitiya, K., & Dharmasiri, U. (2017). The Study of Professional Training to Improve Customer Satisfaction in Small and Medium Scale Hotels in Sri Lanka. Colombo Business Journal: International Journal of Theory and Practice, 8(1).

Cusack, I. (2014). Cookery Books and Celebrity Chefs: Men’s Contributions to National Cuisines in Sub-Saharan Africa. Food, Culture & Society, 17(1), 65-80.

Gibbs, B. B., Hergenroeder, A. L., Katzmarzyk, P. T., Lee, I. M., & Jakicic, J. M. (2015). Definition, measurement, and health risks associated with sedentary behavior. Medicine and science in sports and exercise, 47(6), 1295.

Hyde, M. L., Larter, C., Fields, B., Stanley, G., Berven, L. A., Berven, L., & Fraser, M. (2017). FSANZ risk assessment of phytosanitary food irradiation of selected fruits and vegetables. Journal of Nutrition & Intermediary Metabolism, 8, 102-103.

Jeong, B. Y. (2015). Cooking processes and occupational accidents in commercial restaurant kitchens. Safety science, 80, 87-93.

Mattimoe, R. (2017). Effective delivery of the finance function and sustainable business in hotels in the British Isles. In Sustainability in Hospitality (pp. 103-122). Routledge.

Pidd, K., Roche, A. M., Fischer, J. A., & McCarthy, C. (2014). Risky behaviours, risky work settings: The alcohol and drug consumption patterns, health and wellbeing of commercial cookery trainees. Journal of Health, Safety and Environment, 30(2), 293-302.

Psomas, E. L., & Kafetzopoulos, D. P. (2015). HACCP effectiveness between ISO 22000 certified and non-certified dairy companies. Food Control, 53, 134-139.

Sherlock, D. (2015). A professional chef’s reflections on the impact of kitchen technology on the relevance of culinary education: Craft skills versus soft skills. CAUTHE 2015: Rising Tides and Sea Changes: Adaptation and Innovation in Tourism and Hospitality, 700.

Wang, L., Xiang, Z., Stevanovic, S., Ristovski, Z., Salimi, F., Gao, J., … & Li, L. (2017). Role of Chinese cooking emissions on ambient air quality and human health. Science of the Total Environment, 589, 173-181.