Food Preparation and Serving

Transcription

1 BUSINESS AND WORKFORCE PERFORMANCE IMPROVEMENT INITIATIVE Strategic Possibility Report Los Angeles County Food Preparation and Serving At-a-Glance Center of Excellence Hosted at Mt. San Antonio College May

2 BUSINESS AND WORKFORCE PERFORMANCE IMPROVEMENT INITIATIVE Strategic Possibility Report for Community Colleges In Los Angeles County Food Preparation and Serving May 2006 Prepared By: Center of Excellence Serving Los Angeles County Hosted at Mt. San Antonio College 1100 N. Grand Ave., Building 35, Walnut, CA Phone: (909) , ext Fax: (909) The Business and Workforce Performance Improvement Initiative is a grant-funded Project through the Economic & workforce Development Program of the California Community Colleges. Our mission is to strengthen California s workforce and advance economic growth through education, training and job development. 2

3 Table of Contents EXECUTIVE SUMMARY...1 STRATEGIC POSSIBILITY What is a Strategic Possibility?...2 Overview of the Strategic Possibility...2 Industry Overview...2 Job Growth...3 Pre-Validation...4 QUALIFYING THE STRATEGIC POSSIBILITY Size...4 Relevance...6 Economic Impact...6 High Growth...6 Leveraging...6 INDUSTRY TRAINING NEEDS, OPPORTUNITIES AND CHALLENGES Skills and Competencies Required...7 Type and Scope of Training Needs...7 Industry and Workforce Challenges and Opportunities...7 IMPLICATIONS FOR COMMUNITY COLLEGES Existing Programs...8 Gaps between Industry Needs and College Offerings...8 Recommendations for Program Development and Training Delivery Methods...8 CONCLUSION...9 APPENDICES A. How To Utilize This Report...10 B. References...11 C. Industry Associations...11 D. College Programs...12 E. Restaurant Industry Career Ladder...13 F. Job Descriptions...14

4 Within the hospitality industry, food preparation and serving related occupations are expected to grow by over 20% and create 59,050 new jobs in Los Angeles County between 2002 and Executive Summary The food preparation and service sector is creating thousands of jobs in Los Angeles County. Numerous job opportunities are available for people with limited job skills, first-time job seekers, and those seeking part-time or alternative work schedules. Increase in population, dual-income families and dining sophistication will contribute to job growth. However, according to the Employment Development Department Labor Market Division, the average median wage of food preparation and serving related occupations (SOC ) was only $8.22 per hour in The majority of jobs are part-time and do not offer benefits. For the community colleges, this sector does not satisfy the criteria established to qualify as a strategic opportunity warranting a regional response. The average wages in the sector are low, most occupations do not require formal training, and this sector is not currently among those targeted by economic developers, and does not present a particular opportunity to leverage resources. In addition, nine community colleges in Los Angeles County already offer training for the hospitality industry that includes the food preparation and service sector. There are, however, specific opportunities for colleges to meet local training needs via contract education or other forms of short-term training in areas such as supervision, computer skills, customer service, English as second language, food handling and safety issues. This industry offers career pathways and is often considered attractive to individuals who want to own and run their own businesses. Two other possibilities for community colleges would be to focus on training needed to progress through defined pathways in the food preparing and serving sector, or training to start a small business such as restaurant management or entrepreneurship. Note: The following report is merely a documentation of a strategic possibility, not a full environmental scan. 1 Source: EDD Occupational Employment Projections, Los Angeles County 1

5 Strategic Possibility What is a Strategic Possibility? The Economic & Workforce Development Program (EWDP) strategically identifies growth industries and occupations for which an effective college response would help to meet regional workforce needs. The Centers of Excellence conduct industry scanning to identify high growth, high wage, or economically critical industries and occupations with empirically validated projected growth. Criteria for evaluating these opportunities include: size of the opportunity, relevance to the community colleges, economic impact, the adaptability of colleges to respond, and the potential to build partnerships and leverage resources with industry and workforce partners to meet the industry workforce needs identified. A Strategic Possibility report identifies industries and occupations that that meet some, but not all, of the above stated criteria. While there may be potential for a limited response for a specific college, a full response by multiple colleges is not warranted. A Strategic Possibility that meets all the stated criteria is then defined as a Strategic Opportunity. A full environmental scan may then be conducted to further specify skill and workforce needs and suggest possible actions to ensure market responsiveness. While this report does not present findings which suggest a need for a full environmental scan, we provide these findings to assist colleges in focusing their resources. Overview of the Strategic Possibility Industry Overview This report focuses on a segment of the hospitality industry, defined as Food Preparation and Serving related Occupations (SOC ). These occupations are among the fastest growing occupations in Los Angeles County. EDD is projecting a 20.3% growth between 2002 and This represents an opportunity for individuals with limited education to enter a growing industry with defined career pathways. These occupations are employed in the Food Services and Drinking Places sub-sector defined by the US Census Bureau as: Industries that prepare meals, snacks, and beverages to customer order for immediate on-premises and off-premises consumption. There is a wide range of establishments in these industries. Some provide food and drink only; while others provide various combinations of seating space, waiter/waitress services and incidental amenities, such as limited entertainment. The industries in the sub-sector are grouped based on the type and level of services provided. The industry groups are full-service restaurants; limited-service eating places; special food services, such as food service contractors, caterers, and mobile food services; and drinking places. Food services and drink activities at hotels and motels; amusement parks, theaters, casinos, country clubs, and similar recreational facilities. The community colleges can provide training leading to upward income mobility, in this sector and others, for the very large share of adults who have not continued their education beyond high school. In Los Angeles County this is of particular importance, as the

6 Census found that 48.9% of people 25 years and older, or 2.9 million of the county s 5.9 million adults, fell into this category. Job Growth EDD is projecting the creation of 59,050 jobs between 2002 and 2012 in food preparation and serving in Los Angeles County. The occupations with the highest expected growth are: Waiters and waitresses, SOC code , increase by 29.8 % Restaurant cooks, SOC code , increase by 27.4 % Hosts and hostesses, SOC code , increase by 26.7 % Chefs and head cooks, SOC code , increase by 25.3 % Combined food preparation and serving workers, SOC code , increase by 22.0 % Attendants and bartender helpers, SOC code , increase by 22.0 % Job growth Los Angeles County Attendants and bartender helpers Combined food preparation and serving workers 22.0% 22.0% Chefs and head cooks Hosts and hostesses Restaurant cooks 25.3% 26.7% 27.4% Waiters and waitresses 29.8% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Source: EDD Labor Market Information Division Job opportunities in food services should be plentiful, because the large number of young and part-time workers in the industry will generate considerable replacement needs. As experienced workers find jobs in other, higher-paying establishments or seek full-time opportunities outside the industry, a large number of job openings will be created for new entrants. Increases in population, dual-income families, and dining sophistication will contribute to job growth. Moderately-priced restaurants will offer increasing job opportunities as these businesses expand to accommodate the growing demand of an older population and cater to 3

7 families with young children. Fine dining establishments, which appeal more to affluent, often older, customers, should also grow as the 45-and-older population increases rapidly 2. Therefore, numerous job opportunities will be available for people with limited job skills, firsttime job seekers, senior citizens, and those seeking part-time or alternative work schedules. Pre-Validation This report was initiated because the Leisure and Hospitality industry is a major cluster in Los Angeles County and employed 9.5% of the labor force in For analysis, the industry can be divided into sectors and sub-sectors to allow specific opportunities to emerge. Labor market information from the Employment Development Department and the Los Angeles Economic Development Corporation showed that food preparation and serving related occupations will be among the fastest growing in Los Angeles County. This report is based on secondary research and did not include business interviews because the possibility did not qualify as an opportunity justifying regional college response. Qualifying the Strategic Possibility The Business and Workforce Performance Improvement initiative has identified five criteria that determine if an industry qualifies for a strategic response from local community colleges. They are: Size, Relevance, Economic Impact, High Growth, and Leveraging. These criteria are discussed below. Size Food preparation and serving related occupations employed 290,280 people in 2002 or 7.20% of the total employment in Los Angeles County. EDD is projecting a 20.34% growth between 2002 and ,050 new jobs will be added, bringing the total number of jobs to 349, Los Angeles County Occupational Employment Projections* Annual Average Employment Employment Change Median Hourly Wage [1] SOC Code Occupational Title Numerical Percent Total, All Occupations 4,026,800 4,485, , $ Food Preparation and Serving Related Occupations 290, ,330 59, $8.22 Education & Training Levels [2] Supervisors, Food Preparation and Serving Workers 23,330 27,900 4, Chefs and Head Cooks 2,530 3, $18.80 POST-SEC VOC-ED (7) 2 Department of Labor Career Guide 3 Los Angeles Economic Development Corporation 4 Employment Development Department Labor Market Information Division 4

8 First-Line Supervisors/Managers of Food Preparation and Serving Workers 20,810 24,720 3, $12.26 WORK EXPER (8) Cooks and Food Preparation Workers 86, ,450 14, Cooks, Fast Food 15,300 15, $ DAY OJT (11) Cooks, Institution and Cafeteria 5,620 5, $ MO OJT (10) Cooks, Restaurant 26,420 33,650 7, $ MO OJT (9) Cooks, Short Order 3,600 4, $ DAY OJT (11) Food Preparation Workers 35,290 41,250 5, $ DAY OJT (11) Food and Beverage Serving Workers 138, ,330 31, Bartenders 9,610 11,050 1, $ DAY OJT (11) Combined Food Preparation and Serving Workers, Including Fast Food 42,980 52,420 9, $ DAY OJT (11) Counter Attendants, Cafeteria, Food Concession, and Coffee Shop 24,130 27,380 3, $ DAY OJT (11) Waiters and Waitresses 57,040 74,050 17, $ DAY OJT (11) Food Servers, Non-restaurant 4,260 4, $ DAY OJT (11) Other Food Preparation and Serving Related Workers 42,710 51,660 8, Dining Room and Cafeteria Attendants and Bartender Helpers 16,900 20,620 3, $ DAY OJT (11) Dishwashers 15,350 17,860 2, $ DAY OJT (11) Hosts and Hostesses, Restaurant, Lounge, and Coffee Shop 9,360 11,860 2, $ DAY OJT (11) Food Preparation and Serving Related Workers, All Other 1,100 1, $ DAY OJT (11) * March 2003 Benchmark Occupations with employment below 100 in 2002 are excluded. Occupation subtotals may not add to the totals due to rounding and the suppression of data. [1] Median Hourly Wage is the estimated 50th percentile of the distribution of wages; 50 percent of workers in an occupation earn wages below, and 50 percent earn wages above the median wage. The wages are from the first quarter of [2] Education & Training Levels: ( 1) LLD/MD DEGREE=FIRST PROFESSIONAL DEGREE ( 2) PHD DEGREE=DOCTORAL DEGREE ( 3) MA/MS DEGREE=MASTER'S DEGREE ( 4) BA/BS + EXPER=BACHELOR'S DEGREE OR HIGHER AND SOME WORK EXPERIENCE ( 5) BA/BS DEGREE=BACHELOR'S DEGREE ( 6) AA DEGREE=ASSOCIATE DEGREE ( 7) POST-SEC VOC-ED=POST-SECONDARY VOCATIONAL EDUCATION ( 8) WORK EXPER=WORK EXPERIENCE ( 9) 12-MO OJT=LONG-TERM ON-THE-JOB TRAINING (10) 1-12 MO OJT=MODERATE-TERM ON-THE-JOB TRAINING (11) 30-DAY OJT=SHORT-TERM ON-THE-JOB TRAINING Source: Employment Development Department Labor Market Information Division The size of the sector considered in this report is large; however, only chefs and head cooks are required to have formal training, according to EDD. There were 2,530 chefs and head cooks in Los Angeles in 2002, and EDD is projecting 3,170 in Therefore, this possibility only meets the size criteria from the total employment perspective, but not from the training need perspective that only applies to less than 10% of employees in the sector. 5

9 Relevance According to the Employment Development Department, the sector does not require degrees or formal education. Most jobs only require short-term or moderate-term on-thejob training, with the exception of Chefs and Head Cooks that require vocational education (see table above), and First-Line Supervisors/Managers of Food Preparation and Serving Workers that must have work experience. This sector does not meet the relevance criteria, from the credit courses leading to a Degree or Certificate perspective; however, there may be an opportunity for the Community Colleges to provide other solutions such as contract education or community education. Economic Impact According to EDD data, the average median wage was only $8.22 per hour in 2005, which is significantly below the living wage in Los Angeles County. There is an abundance of jobs available, but the compensation is only attractive for cooks, head cooks, chefs, supervisors and managers. Most jobs are part-time and do not offer benefits. However, the sector offers opportunities to move up to higher-paying jobs (see appendix E for career ladder and information on advancement and wages). Overall, the specific sector studied in this report does not meet the economic impact criteria. High Growth As mentioned above, EDD is projecting the creation of 59,050 jobs between 2002 and 2012 in food preparation and serving in Los Angeles County, which represents a 20.3% growth in the 10-year period (see table above for details). The two highest paying occupations are expected to grow significantly: Chefs and Head Cooks, SOC code , expected to increase by 25.3 %, median hourly wage of $18.80 in 2005, First-Line Supervisors/Managers of Food Preparation and Serving Workers, SOC code , increase by 18.8 %, median hourly wage $12.26 in Leveraging Local workforce development partners are not currently focusing on the food preparing and serving sector. Various colleges in Los Angeles County have existing partnerships with the industry and could use those contacts, should they decide to update or modify programs. There is an opportunity to partner with the Small Business Development Centers on a potential project to help workers in this sector learn the skills they need to start their own business (e.g. open a fast-food franchise or a local diner). 6

10 Industry Training Needs, Opportunities and Challenges Skills and Competencies Required The skills and experience required by workers in food services differ by occupation and type of establishment. Many entry-level positions, such as waiters and waitresses or food preparation workers, require no formal education or previous training. However, training is required for chefs and cooks. They have to learn how to apply food handling rules; apply quality assurance techniques; cook in quantity; plan and prepare menus and meal presentations; coordinate banquets, meetings and related events; coordinate and supervise teams; determine food and beverage costs; determine portions; follow recipes; maintain consistent quality; manage inventories and supplies; measure or weigh ingredients and operate baking, cooking, food preparation and food decoration equipment. Type and Scope of Training Needs Entry-level employees such as waiters and waitresses or food preparation workers are usually trained on-the-job, or sometimes receive in-house training when employed by large chain operations. Cooks normally complete vocational training at Community Colleges or culinary schools. There might be a need for specialized training for individuals wanting to start their own business in the food industry, similar to the seminars offered through the SBDCs. A study of this possibility could be conducted by the Centers of Excellence in partnership with the SBDCs. Industry and Workforce Challenges and Opportunities Establishments in this sector are leading employers of teenagers, aged 16 through 19, providing first jobs for many new entrants to the labor force. According to the Department of Labor, in 2004 about 45% of workers in this sector nationwide were under age 25. Entry-level positions pay low wages and are often part-time jobs without benefits. Chefs and cooks must know a wide variety of food preparation techniques and cooking styles. They must also know how to prepare foods to accommodate various dietary restrictions to satisfy health-conscious eating styles, and to meet the needs of an increasingly international clientele. Chefs and cooks also need to be creative and know how to inspire other kitchen staff to develop new dishes and create inventive recipes 5. This represents an opportunity for colleges offering culinary programs to innovate and teach different types of cuisines, focus on nutrition, and teach how to create menus based on varied dietary choices. 5 Department of Labor Career Guide 7

11 Implications for Community Colleges Existing Programs Nine community colleges in Los Angeles County currently offer related programs (see list in appendix C). Formal culinary training for chefs and cooks is available through a variety of sources: community colleges, independent cooking schools or academies, trade and vocational schools, and universities. Many trade associations and unions also certify cooking programs conducted at selected schools or sponsor federally approved apprenticeship programs that combine formal classroom instruction with on-the-job experience in a working kitchen. Gaps between Industry Needs and College Offerings The sector does not require training and education for most of the occupations studied in this report; however, completion of postsecondary training is increasingly important for advancement in the food services sector. Completion of specialized training in culinary arts or hospitality management demonstrates both the maturity and motivation required for work in a hectic fast-paced industry. Such training is already available at community colleges, schools, universities and industry-sponsored seminars. Recommendations for Program Development and Training Delivery Method There does not appear to be a need to create new training specifically for the occupations presented in this report. However, colleges may consider the creation of certificate programs for entrepreneurs to acquire the knowledge and skills necessary to start and run a small business. Individuals wanting to open their own business need to learn how to develop a business plan, select a location, start and a manage a business, obtain a loan, learn basics in business, marketing, management of human resources, accounting, bookkeeping, taxes and customer service. Those skills can be acquired through workshops and seminars offered by the Small Business Development Centers (SBDCs). There may be an opportunity for Community Colleges to develop a Certificate in Entrepreneurship including those skills, as well as other more advanced skills, to teach students how to become business owners. This training would be applicable to a variety of industries. There may be untapped potential for contract education in topics including food handling and safety issues, supervision, motivation and teamwork, methods for recruiting and motivating employees, English as second language and customer service. Note: This report focuses on food preparing and serving occupations as defined by EDD but does not represent the hospitality industry as a whole. A study of other segments, such as restaurant or hotel management, may reveal new opportunities for the colleges in this growing industry. 8

12 Conclusion The strategic possibility presented in this report meets the size and job growth requirements, as employment in the sector is expected to grow by over 20% in a ten-year period and reach 349,330 jobs in 2012, according to EDD s projections for Los Angeles County. However, it does not meet the other three criteria: relevance, economic impact and leveraging. Indeed, formal training or education is not required for the occupations employed in this sector; the sector s median hourly wage was only $8.22 in 2005, and this sector is not currently part of the local workforce development organizations focus areas. However, an interesting idea emerged from the analysis. It appears that the sector offers opportunities for entrepreneurs to start their own business, but there is no formal training to teach individuals the skills and knowledge they need to have in order to be successful in such an endeavor. The Small Business Development Centers already provide seminars on those topics and have expertise in assisting entrepreneurs. Colleges could consider partnering with the Centers and developing certificate programs to prepare people who wish to own their own business, in a variety of industries. The training would teach how to develop a business plan, select a location, start and a manage a business, obtain a loan, learn basics in business, marketing, management of human resources, accounting, bookkeeping, taxes and customer service. In addition, colleges may also have an opportunity to deliver services to businesses and create additional short-term training, seminars or contract education in the areas of supervision, motivation, teamwork, English as second language, customer service, food handling and safety or computer skills. 9

13 APPENDIX A: How to Utilize this Report About Us - Description of BWPI The Business and Workforce Performance Improvement (BWPI) initiative is focused on building the capacity of the colleges in the area of economic and workforce development to enhance their ability to deliver education and training services to businesses and workers in high growth industries, new technologies, and other clusters of opportunities. The Centers of Excellence (COE) within BWPI provide information regarding workforce trends, increasing awareness and visibility about the colleges economic and workforce development programs and services, and building partnerships with business and industry. The difference this will make to the colleges is that it will position them as THE workforce partners of choice to business and industry and ensure that college programs are current and responsive. This will contribute to the overall economic vitality of the communities in which they serve. How to Use This Strategic Possibility Report The Centers of Excellence within the Business and Workforce Performance Improvement Initiative of the California Community College Economic and Workforce Development Program have undertaken Industry Scanning to provide targeted and valuable information to community colleges on high growth industries and occupations. This report, while not a full industry scan, is intended to assist the decision-making process of California community college administrators and planners in addressing local and regional workforce needs and emerging job opportunities in the workplace as they relate to college programs. The information contained in this report can be used to guide program offerings, strengthen grant applications, and support other economic and workforce development efforts. This report is designed to provide current industry data that will: Define potential strategic opportunities relative to an industry s emerging trends and workforce needs; Influence and inform local college program planning and resource development; and Promote a future-oriented and market responsive way of thinking among stakeholders. This Industry Scan included a review of the California Regional Economies Project reports and Employment Development Department (EDD) Labor Market Information (LMID) projections that cover the communities in this region, as well as many other sources as listed. Important Disclaimer: All representations included in this Environmental Scan product/study have been produced from a secondary review of publicly and/or privately available data and/or research reports. Efforts have been made to qualify and validate the accuracy of the data and the reported findings. The purpose of the Environmental Scan is to assist the California Community Colleges to respond to emerging market needs for workforce performance improvement. However, neither the Business and Workforce Performance Improvement Centers of Excellence, COE host college nor California Community Colleges Chancellor s Office are responsible for applications or decisions made by recipient community colleges or their representatives based upon this study including components or recommendations. 10

14 APPENDIX B: References Employment Development Department, Labor Market Information Division Los Angeles Economic Development Corporation US Department of Labor American Culinary Federation National Restaurant Association APPENDIX C: Industry Associations American Culinary Federation 180 Center Place Way St. Augustine, FL (800) American School Food Service Association 700 South Washington Street, Suite 300 Alexandria, VA (703) Dietary Managers Association 406 Surrey Woods Dr. St. Charles, IL (800) Foodservice Consultants Society International 304 West Liberty Street, Suite 201 Louisville, Kentucky (502) International Association of Culinary Professionals 304 West Liberty Street, Suite 201 Louisville, Kentucky (502) Food Products Association 1350 I Street, NW, Suite 300 Washington, DC National Restaurant Association th St. Washington, DC National Restaurant Association Educational Foundation 175 West Jackson Boulevard, Suite 1500 Chicago, Illinois (800)

15 APPENDIX D: College Programs Cerritos College Professional Baking Chef Training Culinary Arts Compton Community College Food Service Management Glendale Community College Culinary Arts Food & Restaurant Services Food Services Management Restaurant Management Long Beach City College Introduction to Baking Professional Baking Baking & Pastry Cake Decorating Commercial Cooking Commercial Formal Buffet Cooking Hotel/Restaurant/ Institutional Cooking Professional Gourmet Culinary Arts Food & Restaurant Services Food Preparation Food Service Management Culinary Arts Food Service Management Los Angeles City College Food Service Management Los Angeles Mission College Culinary Arts Food Service Management Los Angeles Trade Tech College Introduction to Baking Professional Baking Baking and Pastry Chef Training Culinary Arts Food & Restaurant Services Food Service Management Restaurant Management Mt. San Antonio College Catering Fast Food Management Food & Restaurant Services Food Service Management Restaurant Management Pasadena City College Food & Restaurant Services Food Service Management 12

16 APPENDIX E: Restaurant Industry Career Ladder 6 Promotion opportunities in food services and drinking places vary by occupation and the size of individual establishments. As beginners gain experience and basic skills, those who choose to pursue careers in food services and drinking places can transfer to other jobs that require greater skill and offer higher earnings. Many workers earn progressively higher incomes as they gain experience or switch to jobs in establishments offering higher pay. For example, waiters and waitresses may transfer to jobs in more expensive or busier restaurants where larger tips are more likely. Many food service workers start as untrained food preparation workers. As they pick up kitchen skills, and demonstrate greater responsibility, they may advance to cook positions preparing routine or simple dishes. Advancement opportunities for food preparation workers, as well as for cafeteria and institution cooks and short-order cooks, generally require that they move into positions in full-service restaurants. In fullservice restaurants, kitchen workers at all levels may acquire the appropriate experience and expand their skills, which may lead to work as a line cook. Line cooks also develop and acquire new skills, moving to more demanding stations and eventually to more challenging chef positions. As chefs improve their culinary skills, the opportunities for professional recognition and higher earnings increase. Chefs may advance to executive chef positions and oversee several kitchens within a food service operation, open their own restaurants as chef-proprietors, or move into training positions as teachers or culinary educators. Many managers of food services and drinking places obtain their positions through hard work and years of restaurant experience. Dining room workers, such as hosts and hostesses or waiters and waitresses, often are promoted to maitre d' or into managerial jobs. Many managers of fast-food restaurants advanced from the ranks of hourly workers. Managers with access to the necessary capital may even open their own franchises or independent restaurants 7. 6 Source: National Restaurant Association Educational Foundation 7 Department of Labor Career Guide 13

17 APPENDIX F: Job Descriptions Workers in this industry perform a variety of tasks. They prepare food items from a menu or according to a customer s order, keep food preparation and service areas clean, accept payment from customers, and provide the establishment with managerial or office services. Cooks, waiters and waitresses, and combined food preparation and serving workers accounted for more than half of food services jobs. Employees in the various food services and related occupations deal with customers in a dining area or at a service counter. Waiters and waitresses take customers orders, serve food and beverages, and prepare itemized checks. In fine-dining restaurants, they may describe chef s specials and take alcoholic beverage orders. In some establishments, they escort customers to their seats, accept payments, and set up and clear tables. In many larger restaurants, however, these tasks may be assigned to, or shared with, other workers. Other food services occupations include hosts and hostesses who welcome customers, show them to their tables, and offer them menus. Bartenders fill drink orders for waiters and waitresses and from customers seated at the bar. Dining room attendants and bartender helpers assist waiters, waitresses, and bartenders by clearing, cleaning, and setting up tables, as well as keeping service areas stocked with supplies. Counter attendants take orders and serve food at counters, cafeteria steam tables, and fast-food counters. Depending on the size and type of establishment, attendants may also operate cash registers. Combined food preparation and serving workers (including fast food) prepare and serve items in fast-food restaurants. Most take orders from customers at counters or drive-through windows at fast-food restaurants. They assemble orders, hand them to customers, and accept payment. Many of these workers also cook and package food, make coffee, and fill beverage cups using drink-dispensing machines. Workers in the various food preparation occupations prepare food in the kitchen. Institution and cafeteria cooks work in the kitchens of schools, hospitals, industrial cafeterias, and other institutions where they prepare large quantities of a small variety of menu items. Restaurant cooks usually prepare a wider selection of dishes for each meal, cooking individual servings to order. Short-order cooks prepare grilled items and sandwiches in establishments that emphasize fast service. Fast-food cooks prepare and package a limited selection of food that either is prepared to order or kept warm until sold in fast-food restaurants. Food preparation workers clean and prepare basic food ingredients for use in making more complex meals, keep work areas clean, and perform simple cooking tasks under the direction of the chef or head cook. Dishwashers clean dishes, glasses, pots, and kitchen accessories by hand or by machine. Food service managers hire, train, supervise, and discharge workers in food service and drinking place establishments. They also purchase supplies, deal with vendors, keep records, and help whenever an extra hand is needed. Executive chefs oversee the kitchen, select the menu, train cooks and food preparation workers, and direct the preparation of food. Larger establishments may employ general managers, as well as a number of assistant managers. Many managers and executive chefs are part owners of the establishments they manage. 14