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SOC 11-9051 · O*NET 11-9051.00
Manages the daily activities of a food service establishment or department: organising schedules, purchasing and inventory, costs and personnel, service and food hygiene; also takes part in food preparation and service when needed. Actual decisions and licensing authority are verified against local regulations and position authorisation.
Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+25+75)/3+0.5)=58; fermatmind-ai-impact-v1; 2026-10-18.
Taking on the judgement | real fit comes from being able to do three things in the same week: organise operations (schedule shifts and stock around customer flow and banquet orders, monitor output and hygiene, maintain service standards), keep costs and personnel under control (budget and payroll and menu cost accounting and pricing, recruitment and training and assessment, handover and record keeping), and take on reviewable compliance and escalation responsibility (food preparation and hygiene, alcohol and age verification, fire safety and equipment hazards, handling and reporting complaints and labour disputes). It is suggested to test this through one verifiable experience (working alongside a shift at a food service outlet or acting as duty assistant, completing a simulated scheduling and cost accounting and compliance inspection exercise, or attending food safety and alcohol and service management training and passing a practical assessment), rather than relying only on the conclusion of an interest questionnaire.
Caution signals | O*NET also shows: the impact of decisions on colleagues and company results very important (66%), dealing with unpleasant or angry or discourteous people once a week or more (56%), very high responsibility for the health and safety of other workers (51%), physically close to others (49%), wearing protective or safety equipment every day (49%), time pressure once a week or more (45%), conflict situations once a week or more (45%), a typical working week of more than 40 hours (41%). Operational errors can directly affect food safety, alcohol and fire safety compliance and the safety of employees and customers, and carry budget and employment responsibility. If you find it hard to bear continuous on-site decisions, evening and weekend and holiday shifts, and the pressure of customer and employee conflict, treat these as real costs that need careful weighing.
Occupational definition | plan, direct or coordinate the activities of an establishment or department that provides food and beverages, managing scheduling, purchasing and acceptance and inventory, service and food preparation quality, budget and payroll, personnel training and complaints. O*NET also lists cooking, clearing tables and food and beverage service when necessary, and some menu design tasks; these overlap with adjacent positions. The occupational classification itself does not confer licensing, professional sign-off or enforcement authority, and specific duties and decision authority must be verified against local regulations and the employer's appointment.
Career direction comparison
Preface | the following comparison is laid out in four columns: 'occupational direction — core work and outputs — key differences — what it is a better choice for'. Food service positions are often linked by process, but linkage does not equal substitutability; when choosing across directions, the setting, scope of authority and compliance requirements must be relearned.
| Career direction | Core work and output | Key differences | Best-fit choice |
|---|---|---|---|
| This occupation: food service managers | Output is sustainable food service operations: scheduling and stock plans, compliance monitoring and rectification records, cost and pricing and budget records, personnel and training and assessment records, and complaint and anomaly handling and handover records. | Centred on the daily operations management of a food service department: scheduling shifts and stock around customer flow and banquet orders, monitoring output and hygiene and alcohol and fire safety compliance, accounting for budget and payroll and menu cost and pricing, recruitment and training and assessment, and handling customer complaints and employee issues with records. |
AI impact on this career
Task analysis | this page does not provide a generative AI exposure level, adoption rate or replacement date for this occupation. Based on O*NET tasks, text tools may assist with handovers, training materials and complaint summaries; scheduling, inventory, statistical analysis or routing may also use different technologies and cannot all be called generative AI. On-site food service, personnel management and safety compliance handling must be carried out per institutional rules, and tool outputs must be checked. General exposure research does not prove that this occupation has adopted them or that jobs have decreased. AI Impact Score 58% is an editorial estimate. Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+25+75)/3+0.5)=58; fermatmind-ai-impact-v1; 2026-10-18.The three tasks, ratings and sources are listed in the FermatMind method source record on this page.
FermatMind AI Impact Score estimation method v1
FermatMind / 费马测试 · 2026-10-18
Chinese mainland salary reference
Classification boundary | US SOC11-9051 is for managers of food and beverage establishments or departments; the current NBS wage table is published by industry rather than exact occupation, and no numerical conversion is made between the two. This page has no Chinese occupational classification provision supporting a position-by-position equivalent mapping.
Occupational definition | plan, direct or coordinate the activities of an establishment or department that provides food and beverages, managing scheduling, purchasing and acceptance and inventory, service and food preparation quality, budget and payroll, personnel training and complaints. O*NET also lists cooking, clearing tables and food and beverage service when necessary, and some menu design tasks; these overlap with adjacent positions. The occupational classification itself does not confer licensing, professional sign-off or enforcement authority, and specific duties and decision authority must be verified against local regulations and the employer's appointment.
Insufficient evidence: no monthly wage data for this occupation that can be verified by city or region was obtained for mainland China; recruitment quotes, industry averages or second-hand accounts are not used as substitutes.
US pay reference
US wages | May2025 national median annual wage 69,390 US dollars and median hourly 33.36 US dollars; P10/25/75/90 are 45,960 / 56,870 / 86,800 / 107,640 US dollars. Percentiles are a wage distribution and cannot directly explain seniority, outlet size or purchasing power differences. Includes production bonuses, commissions and tips, excludes overtime, non-production bonuses and employer benefits, and does not include the self-employed.
| Wage statistical position | Annual wage reference | Conversion boundary | How to understand this position |
|---|---|---|---|
| Lowest 10% | 10th percentile 45,960 US dollars / year (2025, BLS OEWS) | Official annual wage, not personal monthly income | Bottom decile | 45,960 US dollars is the 10th percentile of the national wage distribution and cannot be used to identify newcomers, experience or outlet size. |
| Median (50%) | Median annual wage 69,390 US dollars (2025, BLS OEWS; median hourly wage 33.36 US dollars) |
Career fit guide
Exploration suggestion | assessments cannot predict practical assessment or long-term fit. You can first use fictional scheduling and inventory and cost materials to practise checking and anomaly escalation, and then learn about real operations under lawful training supervision; one task is not the most reliable judgement, nor does it prove safe competence.
You may be better suited to： Fit signals: willing to organise an outlet's or department's operations smoothly and to stay fair and patient through the continuous checking and conflict handling of cost and personnel and compliance.
These situations require caution： Caution signals: difficulty accepting continuous on-site decisions and evening and weekend shifts, or unwillingness to take on budget and employment and food safety and alcohol and fire safety compliance responsibility.
Do an entry exercise： Exploration suggestion | use fictional scheduling, acceptance and cost materials to observe checking habits; real operations must meet position training, hygiene, safety and supervision requirements, and one experience cannot determine long-term fit or confer pricing, employment and compliance authority.
Work pressure, risks and occupational boundaries
Direct answer | the core risk of this occupation is not 'whether you can take orders', but four types of failure with serious consequences: compliance and safety failures (food preparation and hygiene and temperature and allergens, alcohol and age verification, fire safety and equipment hazards), financial and authorisation failures (budget and payroll and expenditure over authorisation or costs and loss out of control), personnel and employment failures (scheduling and hours and employment disputes and handover), and record and information failures (distorted sales and inventory and complaint and employee records, and improper protection of identifiable personal information).
Evidence scope | this page is based on the O*NET 11-9051.00 tasks and work context (teamwork extremely important 97%, continuous contact with others 94%, face-to-face discussions every day 93%, indoors in a controlled environment every day 91%, dealing with the external public extremely important 84%, making decisions every day 70%, leading or coordinating others extremely important 66%, very high responsibility for the work results of others 65%, standing continually 65%, dealing with unpleasant people at least once a week but not every day 56%, very high responsibility for the health and safety of other workers 51%, time pressure 45%, conflict situations 45%, a typical working week often over 40 hours 41%) and on operations management practice; the wage and employment figures serve only as background information and are not used for risk assessment. The listed percentages are respondent distributions, not event incidence rates or individual working hours; the control suggestions must be verified against actual procedures.
Entry, qualifications and career development
Preparation path suggestion | the US BLS typical preparation is high school or equivalent and relevant experience (less than 5 years in the table) and short-term on-the-job training; the OOH states that food service related experience is usually built first, and some positions accept supplementary education and training. Actual education conditions may differ, and the O*NET answer on education needed is not the education distribution of new hires or a recruitment threshold. The author suggests gradually verifying through team leadership, inventory and cost work and complete simulated records, while promotion and independent decisions depend on employer appointment and local requirements.
Occupational prospects and related occupation transitions
Insufficient evidence: no exact Chinese occupational wage and employment values were obtained this round. The US 2025 projection base period is 344,300 people (including 30.6% self-employed), 2035 projected 364,200, growth 5.8%, average annual openings 38,800. May2025 OEWS wage employees 238,430 people with a median annual wage of 69,390 US dollars; the two programmes have different populations.
United States · SOC 11-9051（Food Service Managers）
2025 employment 344,300, 2035 projected 364,200, a net increase of 19,900, growth 5.8%, and average annual openings 38,800 (including growth and replacement).
Employment size and growth rate and job openings
The growth category is faster than average; openings include a large share of replacement needs (separations, transfers, retirement), so the number of openings is higher than the net change in size.
Scope and boundaries | plan, direct or coordinate the activities of an establishment or department that provides food and beverages, managing scheduling, purchasing and acceptance and inventory, service and food preparation quality, budget and payroll, personnel training and complaints. O*NET also lists cooking, clearing tables and food and beverage service when necessary, and some menu design tasks; these overlap with adjacent positions. The occupational classification itself does not confer licensing, professional sign-off or enforcement authority, and specific duties and decision authority must be verified against local regulations and the employer's appointment.
Choose a real task from this page for a small practice project or a conversation with someone in the field. Use the planning guides to set a date, an output and feedback questions before deciding whether to continue.
Fit signals | O*NET points of focus: teamwork extremely important (97%), continuous contact with others (94%), face-to-face discussions with individuals and teams every day (93%), working indoors in an environmentally controlled environment every day (91%), dealing with external customers or the public extremely important (84%), telephone conversations every day (80%), making decisions every day (70%), leading or coordinating others extremely important (66%), very high responsibility for the work results of others (65%), standing continually or almost continually (65%). If you are willing to organise schedules and stock around fluctuating customer flow and can face dense interpersonal contact and on-site decisions and complaint pressure, the daily requirements of this occupation are closer to your way of working.
This list is for self-questioning only and does not constitute recruitment criteria, a capability score, or a conclusion evaluating food service operations and management. This page is written according to the US O*NET-SOC 11-9051.00 'Food Service Managers' (the fixed index gives this asset the Chinese name whose English rendering is 'Food service managers'; the main objects are planning, directing or coordinating the daily activities of an establishment or department that provides food and beverages).
Paper exercise | use the complete fictional one-day task below: 100 at lunch and 130 at dinner (both including banquets); two shifts each with 2 prep and 2 service staff, eight people at 4 hours each; existing stock 20, planned purchase 210, of which 10 are damaged on acceptance. Within 90 minutes produce the scheduling, inventory purchasing, cost and anomaly handover sheets and compare them against the reference answer; a purchase exceeding authorisation by 20 yuan, a shortfall of 10 on the pass and a B2 allergy menu conflict must be reported to M1, without touching real meals or personal data.
Safety work sample | the complete inputs and reference answer are in the one-day fictional task in the entry module. Submit within 90 minutes the schedule of 32 labour hours, the inventory and 230 portion requirement check, the purchase budget, the planned balance and the anomaly handover; simulated acceptance records must not be treated as authorised purchasing, nor unconfirmed meals written up as served.
Environment and pace | the workplace is restaurants and chain outlets, hotel food and beverage departments, school and institutional canteens, and banquet and catering venues. It is mostly indoors in a controlled environment (91% every day), but kitchens and banquet venues involve high heat, noise and wet and slippery differences. The work pace is determined by meal periods, banquet orders and weekend and holiday customer flow, with evening and weekend and holiday shifts common and possible call-backs (a typical working week of more than 40 hours accounts for 41%). The physical load is concentrated in continuous standing (65%) and walking (44%) and frequent interpersonal contact, while also carrying the pressure of continuous decisions and anomaly handling on budget, personnel and compliance.
Adjacent responsibilities | this occupation manages a food and beverage establishment or department; first-line supervisors focus on on-site execution, head chefs focus on dishes and the kitchen, accommodation managers focus on lodging, and general operations managers have a broader scope. Actual organisations may combine roles or cross-assign tasks, and O*NET explicitly lists menu design, cooking, service and licensing and tax and payroll document tasks for this occupation; these cannot all be excluded or sign-off authority assigned by job title alone. Specific statutory qualifications and matters beyond authority are verified separately.
Adjacent position check | compare the objects and work focus of on-site supervision, kitchen technique, accommodation operations and institutional coordination; duties may overlap and adjacent titles cannot define absolute authority boundaries. Specific recruitment, employer appointment and local rules are verified separately.
| Dimension | Primary track | Comparison track |
|---|---|---|
| Selection conditions and adjacent management responsibilities | Before choosing this occupation, compare: the real tasks (the proportion of scheduling and purchasing and cost and personnel and compliance), qualification and training paths (relevant work experience, food safety and alcohol and fire safety and service management training), shifts and pressure (evening and weekend and holiday shifts, customer flow fluctuation and complaint and employment pressure), and growth paths (moving to first-line supervisor, head chef, accommodation manager, general and operations manager, or starting a food business). Different settings (chain outlets, independent restaurants, hotel food and beverage, institutional canteens and banquet services) vary considerably and should be verified against actual recruitment and on-site experience. | Difference from accommodation and general operations managers | accommodation managers focus on lodging facilities and guest services, and general operations managers focus on the organisation's overall goals and resources; this occupation focuses on the establishment or department that provides food and beverages. The organisational level depends on the employer's appointment and cannot be inferred from the occupational title. |
| Tool assistance and authorisation boundaries | AI task exposure | digital tools may assist with scheduling and customer flow forecasting, inventory and purchasing reminders, sales and cost analysis, complaint and work order tracking, draft training materials and generating compliance checklists. But on-site supervision of food preparation and hygiene and service, personnel management and complaint handling, and judgements on alcohol regulations and fire safety compliance remain with managers and responsible persons holding the corresponding duties and authorisation; task exposure does not equal job replacement. | Responsibility boundaries cannot be inferred from the similarity of job titles: although all are food service and management positions, on-site execution supervision, dish technique, accommodation operations, overall organisational strategy and food and beverage department operations differ in authority and output. Cross-position work requires relearning processes and authorisation and compliance requirements, and the original position's judgement and sign-off authority cannot be carried over; matters involving food safety incidents, labour disputes, alcohol licensing and fire safety acceptance must be borne by the corresponding responsible parties. |
| Data thresholds and manual review | Human control points and manual review | scheduling and labour decisions, purchasing and acceptance, menu pricing and cost judgements, food preparation and hygiene supervision, complaint and labour dispute handling, and alcohol and fire safety compliance checks must be completed by managers or responsible persons holding the corresponding duties and authorisation; any forecast, reminder, report or checklist generated by a tool must be manually checked with a trace left before use. | Data and system thresholds | before adoption, verify: whether sales and inventory and payroll data can be traced back to the original shift and vouchers; the permissions and update and retention mechanisms for customer and employee information; whether scheduling and cost and loss definitions are consistent; whether systems can degrade to manual forms and retain records during network or terminal failure; and the data consistency and permission requirements for interfaces with supplier and payment and tax systems. |
| Residual responsibility and failure risk | Failure risk | unreviewed tool outputs may cause inaccurate scheduling and costs, uncontrolled purchasing and inventory, pricing and budget deviation, missed compliance checks, or treating unconfirmed employment and handling plans as established, creating food safety and compliance and financial and labour dispute risk. Before deployment, make clear who reviews and against what original vouchers. | Residual responsibility | matters that must not be released automatically: whether food preparation and hygiene and alcohol and fire safety compliance are met, whether expenditure is within authorisation and budget, handling of employment and labour disputes, the truthfulness of licensing and compliance declarations, and decisions involving closure or service interruption. No tool output equals a pass conclusion or an authorisation decision. |
| Employment definitions and practical suggestions | Practical response | first put digital tools into low-risk steps that can be rolled back and audited (scheduling and inventory reminders, sales and cost reports, complaint work order tracking, draft training materials), subject to confirmation by managers and responsible persons holding the corresponding duties and authorisation and to actual operations; decide whether to expand the scope of use based on errors and complaints and compliance incidents, and always keep manual confirmation for cost and employment and compliance judgements. | Employment evidence boundaries | the employment and wage data of this occupation must be distinguished by definition: the US figures from O*NET and the BLS are estimates under a specific statistical definition and cannot be extrapolated directly to mainland China or other regions; China uses industry category average wages as a background proxy, which does not constitute an occupational wage conclusion. Anything generated should be traceable back to the original inputs and sources, and fluent wording must not be treated as correct evidence. |
| Cross-market definitions and the China gap | Insufficient evidence: the National Bureau of Statistics publications reviewed do not list public occupational wage statistics precisely corresponding to 'food service managers'; industry averages, recruitment quotes or third-party estimates are not used as substitutes. | Cross-market definition boundaries | mainland China and the United States have different industry and occupational classification systems: mainland China publishes the average wage of employed persons in urban units by national economic industry category, without listing this occupation separately; the United States gives estimates by SOC occupation and industry. The two cannot be spliced or converted, and industry averages cannot replace occupational wages. |
| Check Chinese and US materials | US wage definition | May 2025 OEWS includes basic wages, production bonuses, commissions and tips; it excludes overtime, shift differentials, non-production bonuses and employer benefits, and does not cover the self-employed. National percentiles are not experience grades, nor are they an individual's contract income. | Mainland China wage evidence review points | this page provides only statistical definitions, industry background proxies and a register of visible gaps, and does not provide an estimated wage for this occupation. Before using any figure, first confirm whether its statistical definition (industry category / occupation), statistical period, unit of measurement and covered population are comparable with this occupation. |
forecast labour for each period by customer flow and banquet orders, prepare schedules and assign front-of-house and back-of-house job duties.
order and accept food, beverages and equipment per the menu and forecast consumption, maintain inventory records and control loss and waste.
monitor food preparation methods, portion sizes and hygiene and alcohol regulations and fire safety compliance, handling deviations with records.
monitor budget and payroll and turnover, cost the menu and set prices, and review whether expenditure is within authorisation and budget.
assess labour needs and recruit and train and schedule, handle employee issues and complete performance assessments and handovers.
receive and handle customer complaints and reservations, record sales and compliance and operational records and complete shift and handover duties.
China coverage | NBS covers employed persons in legal entities with 5 or more persons in urban areas; sole proprietors and the self-employed are outside the scope; chain, franchise or outsourced status itself does not determine coverage and the specific unit must be verified. The accommodation and food service industry average is not this occupation's statistic and does not cover all settings such as hospitals.
Insufficient evidence: no occupational wage median for food service managers that can be verified by occupation was obtained for mainland China; industry category averages are not used as substitutes.
Cross-market definition boundaries | mainland China industry average wages and US occupational wages differ in statistical object, period and definition; this page presents them separately with their limitations noted, does not perform currency conversion, and does not treat industry averages as occupational wages.
| Better suited to people willing to organise operations amid fluctuating customer flow and complaint pressure, who can take on budget and employment and compliance responsibility, and who are used to managing the floor with records and reviews. |
| First-Line Supervisors of Food Preparation and Serving Workers | Output is the shift's execution results: position staffing and meal service and service records, shift inspection and rectification records, and anomaly reporting and handover records. | Centred on on-site position execution supervision for a single shift: organise meal service and service pace per the schedule, supervise hygiene and operating standards, handle shift anomalies and hand over upward. | Better suited to people willing to lead a single shift on the floor and watch execution; those who prefer carrying overall responsibility for budget and personnel and compliance fit this occupation. |
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| Chefs and Head Cooks | Output is dishes and kitchen output: standard recipes and output, dish cost and technique records, and kitchen hygiene and output inspection records. | Centred on menus and dish design and kitchen output: developing and testing and standardising recipes, organising kitchen output and output standards, and controlling kitchen costs and hygiene. | Better suited to people who prefer dish technique and kitchen output standards; those who prefer overall responsibility for operations and finance and personnel management fit this occupation. |
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| Lodging Managers | Output is lodging operations and guest experience: room and front desk service arrangements, lodging cost and personnel records, and guest complaint and experience improvement records. | Centred on lodging facility operations and guest experience: room and front desk and reservation and lodging service arrangements, lodging cost and personnel management, and guest experience and complaint handling. | Better suited to people who prefer a lodging setting and the guest's end-to-end experience; those who prefer food service department operations and cost and compliance fit this occupation. |
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| General and Operations Managers | Output is the organisation's overall business results: departmental goals and resource arrangements, business strategy and assessment documents, and overall profit and loss and compliance conclusions. | Centred on the organisation's overall operations and strategy: coordinating departmental goals and resources, setting business strategy and assessment, and being responsible for overall profit and loss and compliance. | Better suited to people who take on organisation-level goals and cross-departmental coordination; this occupation usually focuses on the operations and compliance responsibility of a food service department. |
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| Fast Food and Counter Workers | Output is frontline service and settlement: order and meal and cashier records, shift cleaning and stocking records, and customer service and anomaly handover. | Centred on ordering and meal assembly and cashiering and counter service: taking orders and assembling meals, cashiering and change and cleaning, customer service and handover. | Better suited to people who prefer fast-paced frontline execution; those who prefer organising schedules and accounting for costs and compliance management fit this occupation. |
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Conclusion | the core difference between this occupation and adjacent occupations is 'scope of authority and outputs': this occupation plans, directs or coordinates the daily operations of a food service department and carries responsibility for budget, purchasing, menu cost and pricing, and personnel recruitment and training and compliance; first-line supervisors focus on on-site execution supervision for a single shift and specific positions; head chefs and executive chefs are responsible for menu and dish design and kitchen output; accommodation managers are responsible for lodging facility operations and guest experience; general and operations managers are responsible for the organisation's overall operations and strategy; food counter attendants (fast food and counter service) and food preparation workers and waiters and waitresses carry out frontline work. Authority and outputs differ, and judgement and sign-off authority cannot be carried across positions.
Transition | this page sets adjacent positions side by side by 'scope of authority and outputs', to help you judge which kind of food service and management setting you want to invest in long term. Whichever direction you choose, what really determines whether you can take up the work is your understanding of processes and compliance and employment requirements, your ability to organise the floor and keep records under customer flow and complaint pressure, and passing practical work and assessment accepted by the employer or supervisor; an interest questionnaire is only for raising questions.
Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Technically feasible: a task may be technically touchable by a tool, which is only a feasibility judgement and does not mean it is permitted or that the organisation has adopted it.
Institutional adoption: whether to introduce it depends on enterprise and outlet processes and food safety and alcohol and fire safety and employment compliance requirements; operational and compliance responsibility cannot be transferred by introducing tools.
Job outcomes | this page obtained no causal evidence of AI-driven job gains or losses in this occupation; outlet demand, organisation and employment can serve as verification factors, and job outcomes cannot be inferred directly from technical capability.
| Work area | Task | Current change | Human control point |
|---|---|---|---|
| Forecast labour for each period by customer flow and banquet orders and prepare schedules | Scheduling and customer flow forecasting | Scheduling systems can assist with calculations; text tools can draft explanations, and no adoption rate for this occupation was obtained. | Forecasting and review are completed by people; tools only assist with calculations |
| Order and accept food and beverages and equipment and maintain inventory and loss records | Purchasing and inventory and loss control | Inventory systems can assist with quantity records and text tools can draft purchasing notes; adoption is not proven. | Acceptance and inventory judgements are completed by people |
| Monitor preparation methods and portions and hygiene and fire safety compliance and handle deviations | Food preparation and hygiene and fire safety supervision | Digital checklists can assist with records and generative AI can only draft training materials; on-site inspection still requires people. | On-site supervision and judgement are completed by people |
| Account for menu cost and payroll and budget and set prices and review expenditure | Cost and pricing and budget accounting | Spreadsheets and finance systems can assist with calculations and text tools can draft summaries; results must be checked against the original inputs. | Cost and authorisation judgements are completed by people |
| Assess labour needs and recruit and train and schedule and assess | Personnel recruitment and training and assessment | Systems can manage training records and text tools can draft materials; recruitment and assessment still require position authorisation. | Employment decisions and assessment are completed by people |
| Receive and handle complaints and labour disputes and record and close them out | Handling customer complaints and employee issues | Work order systems can assist with tracking and text tools can draft summaries; complaints and disputes must be checked by a real person. | Communication and handling are completed by people |
| Record sales and inventory and compliance matters and complete shift and licensing handover | Records and handover and compliance declarations | Ledgers can organise records and text tools can draft formats; unverified compliance records must not be generated. | Record authenticity and declarations are borne by people |
Evidence preface | citation rules: cite only sources that can support the claims on this page; state the jurisdiction, period and statistical scope; general research based on broad occupational groups must not be used to infer individual job changes in this occupation; a technology list does not equal adoption; sources cannot replace actual on-site judgement about operations and personnel and compliance.
Process comparison | the following is the author's analysis of this occupation's scheduling and inventory, cost and budget, and complaint and training work steps, and is not an adjacent occupation comparison or actual adoption statistics; text drafts are kept separate from other digital technologies, and on-site judgements must be reviewed.
AI primarily changesAuthor exploration suggestion | scheduling and forecasting, inventory purchasing and loss accounting may be trialled with digital system assistance; this page has no measured effect of tool acceleration for this occupation and does not conflate it with generative AI.
Human responsibility remainsOn-site position supervision, output and hygiene inspection, personnel deployment and anomaly handling
AI primarily changesAuthor exploration suggestion | spreadsheets and finance systems may assist with sales, cost and budget and pricing trial calculations, and the original inputs must be verified; there is no measured efficiency or causal conclusion for this occupation.
Human responsibility remainsFinal sign-off on costs and pricing, employment and purchasing decisions, and expenditure authorisation
AI primarily changesAuthor exploration suggestion | text tools may draft complaint summaries, training materials and checklists, checking truthfulness and applicable rules; no adoption effect for this occupation was obtained.
Human responsibility remainsHandling complaints and labour disputes, judgements on alcohol and fire safety compliance, and licensing and authorisation sign-off
Responsibility preface | efficiency can be outsourced to tools, judgement and consequences cannot. The following five steps are the human responsibility points that must be preserved before and after adopting any digital tool.
Food safety and alcohol and fire safety compliance judgement: whether hygiene and temperature and allergens and alcohol and age verification and fire safety requirements are met is judged by managers and responsible persons holding the corresponding duties and authorisation; tools do not judge compliance.
Correctness of costs and pricing and budget: whether menu costs and pricing and expenditure are within authorisation and budget must be manually checked, against the original documents and shift changes.
On-site execution and personnel management: position supervision, output and hygiene inspection, schedule execution and personnel deployment and complaint handling are carried out by on-site managers and supervisors per shift rules.
Record authenticity and privacy protection: sales and inventory and employment and complaint records must reflect the real process, identifiable personal information must have its use limited, and unverified records must not be generated with tools.
Escalation and confirmation: decisions involving closure or service interruption, food safety incidents, labour disputes, and licensing and compliance declarations must be confirmed by the business owner or a responsible person holding the corresponding duties and authorisation with a record left.
Inaccurate costs and employment or missed compliance lead to food safety and labour dispute and financial risk
Control: Before deciding, manually check the original vouchers and regulatory requirements, naming the reviewer and leaving a record
Missing on-site supervision leads to unnoticed hygiene and output and safety hazards
Control: On-site supervision and inspection must be carried out by people; tools only provide the record and reminder format
Personal information and payroll data may be improperly disclosed or misused
Control: Limit use and retention periods, and do not upload sensitive materials to external services
Distorted sales and inventory and complaint and compliance records affect traceability and accountability
Control: Records must reflect the real process; generating unverified records is prohibited
Responsibility cannot be determined when food safety or labour dispute or compliance problems arise
Control: Before adopting tools, first make clear the review and handling responsible persons and leave a record
Use tools in low-risk support steps: viewing schedules, inventory and purchasing registration, organising daily sales reports; all cost and employment and compliance judgements are subject to manager review.
Use digital tools for scheduling and customer flow forecasting, inventory and loss records, and complaint and work order tracking; on-site supervision, personnel management and anomaly handling are still completed by you.
Use tools for budget and payroll and cost analysis, menu pricing trial calculations, draft training materials and generating compliance checklists; employment decisions and licensing and safety and compliance handling must be reviewed on site with a record left.
Use tools for data summarisation, definition comparison and draft training materials; food and alcohol and fire safety compliance judgements must be manually confirmed per local regulations and enterprise rules.
There is currently no verified evidence of a whole-job replacement timetable for this occupation. Text tools can assist with drafts, while scheduling and inventory systems are different technologies; organising the floor, personnel and safety compliance responsibility must still be fulfilled per position rules. A technology being able to handle a task does not mean it has been adopted or that there will be layoffs.
Source: O*NET 11-9051.00 (tasks and work context)Original source ↗
The typical BLS preparation is high school or equivalent, relevant experience and short-term training, and programming is not listed as a uniform entry requirement. Actual system operation is verified against the recruitment notice, and a tool list cannot prove the enterprise has already adopted it.
Source: O*NET tasks and typical BLS entry preparationOriginal source ↗
Author task analysis: text drafts such as handovers, training and complaint summaries may be assisted by generative AI; scheduling optimisation, rule validation and inventory forecasting are not necessarily generative AI. Adoption and effects in this occupation still require institutional evidence.
Source: ILO2025 general exposure method; the task analysis is the author's reasoningOriginal source ↗
Insufficient evidence: no verifiable statistics on job changes for this occupation in China were obtained. The US BLS projects growth of 5.8% over 2025—2035, from 344,300 to 364,200 people; this is an overall projection, not a causal AI estimate.
Source: BLS2025—2035 occupational projections tableOriginal source ↗
First make clear who reviews tool outputs, against what original vouchers, and how to fall back if errors occur, and verify food and alcohol and fire safety and employment compliance rules; cost and pricing and employment and licensing judgements must not be completed automatically by tools.
Source: NIST AI RMF (governance principles)Original source ↗
Customer and employee names and contact details and payroll and attendance data should have their use and retention periods limited; identifiable personal information must not be uploaded to external services.
Source: NIST general AI risk framework and the author's information protection suggestionsOriginal source ↗
Learning suggestion | first practise scheduling and quantity checking, acceptance and inventory, cost and budget, and complaint handover, keeping the original inputs and anomaly escalations; tool skills are subject to the target employer's systems, and generated records must not replace actual verification.
Source: O*NET task materials; the learning order is the author's suggestionOriginal source ↗
Summary | scheduling and inventory, cost analysis and text draft assistance can be explored, and the effects need institutional verification; on-site checks, personnel handling and applicable compliance responsibility are fulfilled per actual rules, and tool records cannot replace real acceptance.
Insufficient evidence: no monthly wage data for this occupation that can be verified by city or region was obtained for mainland China; recruitment quotes, industry averages or second-hand accounts are not used as substitutes.
Insufficient evidence: no monthly wage data for this occupation that can be verified by city or region was obtained for mainland China; recruitment quotes, industry averages or second-hand accounts are not used as substitutes.
Insufficient evidence: the NBS2025 wage release reviewed does not list food service managers separately; no exact Chinese occupational wage value was obtained, and industry averages are not used as substitutes.
| Education background | Preparation directions you can explore | Notes and verification suggestions |
|---|---|---|
| Junior high school and below | Kitchen hands and cleaning and service support positions | Author preparation suggestion | learn basic operations and hygiene and safety requirements under the team leader's guidance, and do not independently take on scheduling or cost or compliance responsibility. This page has no Chinese recruitment sample proving that education determines position level; training, experience and appointment must be verified separately. |
| High school or secondary vocational school | Duty supervisor and food service manager | Author preparation suggestion | build on-site organisation and scheduling and hygiene and customer service skills through on-the-job training; independently taking on manager duties requires assessment and employer appointment. This page has no Chinese recruitment sample proving that education determines position level; training, experience and appointment must be verified separately. |
| College diploma (catering, hotel or management related) | Outlet manager and operations support positions | Author preparation suggestion | leans towards scheduling and cost and process and personnel management, but pricing and employment and compliance sign-off authority must be obtained separately per position authorisation. This page has no Chinese recruitment sample proving that education determines position level; training, experience and appointment must be verified separately. |
| Bachelor's degree and above | Regional operations management, chain head office functions and food service entrepreneurship | Author preparation suggestion | these are management and professional positions; they require separately accumulated on-site and compliance and financial experience and the corresponding seniority or appointment. This page has no Chinese recruitment sample proving that education determines position level; training, experience and appointment must be verified separately. |
Statistics and setting boundaries | NBS2025 urban legal entities with 5 or more persons, accommodation and food service industry pre-tax average wage: non-private 62461 and private 55123 yuan / year, excluding sole proprietors and the self-employed, and cannot substitute for this occupation's or an individual's wage. Settings such as chains, franchises, institutional canteens and outsourcing require separate verification of the actual unit and employment form; this page has no sample of their shares. US OEWS and the projections are different programmes and are not spliced or converted across jurisdictions.
Setting verification suggestion | food service outlets allow you to learn about scheduling, acceptance and inventory, and cost duties; this page has no Chinese industry employment sample for this occupation and does not call it a statistically main employer.
Involves banquet orders and multi-department coordination, with strict timing and output and compliance requirements.
Involves standard meals and special diets and hygiene specifications, with prominent compliance and stable catering requirements.
Insufficient evidence: no causal evidence of AI adoption and wage changes for this occupation was obtained, and pay rises, pay cuts or job losses are not inferred from general task exposure; text drafts must be distinguished from other digital systems, and cost, personnel and safety handling must still be reviewed per position authorisation.
| Official annual wage, not personal take-home pay |
| Median | 69,390 US dollars is the midpoint of the national wage distribution, not a recruitment starting wage, and it does not imply that new entrants are necessarily below it. |
| Highest 10% | 90th percentile 107,640 US dollars / year (2025, BLS OEWS) | Official annual wage, not personal take-home pay | Top decile | 107,640 US dollars is the 90th percentile and cannot be used to determine personnel seniority, management scope or individual reachability. |
|---|
Pay · median annual wage：Median annual wage 69,390 US dollars (2025, BLS OEWS)；Definition | US national median； boundary | the median is the midpoint of the distribution, not a starting wage, nor does it represent any single region or employer； OEWS includes production bonuses, commissions and tips and excludes overtime, shift differentials, non-production bonuses, employer benefits and self-employment income.
Pay · 10th percentile：10th percentile 45,960 US dollars / year (2025, BLS OEWS)；Definition | lowest decile of national wages； boundary | newcomers, outlet size or an individual's starting wage cannot be identified from this.
Pay · 25th percentile：25th percentile 56,870 US dollars / year (2025, BLS OEWS)；Definition | lower quartile of the US national wage distribution； boundary | it is in the lower part of the distribution, with large differences by region and business type and outlet size.
Pay · 75th percentile：75th percentile 86,800 US dollars / year (2025, BLS OEWS)；Definition | upper quartile of national wages； boundary | it cannot be taken directly as the income of senior staff or large outlets.
Pay · 90th percentile：90th percentile 107,640 US dollars / year (2025, BLS OEWS)；Definition | top decile nationally； boundary | a wage distribution point does not identify causes or individual reachability； the top-to-bottom ratio 107640 / 45960 is about 2.34.
Distribution reading | the median is the midpoint of the distribution, not a starting wage; the top and bottom deciles 107640 / 45960 give about 2.34, and the table itself cannot identify the experience, regional or outlet causes of the gap.
Definition reading | OEWS includes basic wages, production bonuses, commissions and tips; excludes overtime, shift differentials, non-production bonuses and employer benefits, and does not include the self-employed. It is usually annualised at 2080 hours and does not equal an individual's take-home pay.
Programme reading | the wage is May2025 OEWS with national employment of 238,430 people; the projection programme has a 2025 base period of 344,300 people including 30.6% self-employed, and the two cannot be mixed as the same population.
Usage suggestion: read the median, percentiles and employment figures together and check them against the local market and target business type, and do not infer personal pay from a single figure.
| Industry | Wage median for this occupation within the industry | How to understand this value |
|---|---|---|
| Lessors of nonfinancial intangible assets (excluding copyright) | 109,790 US dollars / year (May2025, the SOC11-9051 wage median for that industry) | A high-annual-median industry example from the official interface; not a main employer, all industries or an individual wage guarantee. |
| General medical and surgical hospitals | 101,910 US dollars / year (May2025, the SOC11-9051 wage median for that industry) | A high-annual-median industry example from the official interface; not a main employer, all industries or an individual wage guarantee. |
| Furniture and home furnishings retailers | 100,250 US dollars / year (May2025, the SOC11-9051 wage median for that industry) | A high-annual-median industry example from the official interface; not a main employer, all industries or an individual wage guarantee. |
| Management, scientific and technical consulting services | 99,850 US dollars / year (May2025, the SOC11-9051 wage median for that industry) | A high-annual-median industry example from the official interface; not a main employer, all industries or an individual wage guarantee. |
Contract review suggestion | regional wages and living costs require separate local materials; national percentiles cannot be used to infer purchasing power after living costs.
Establishment verification suggestion | compare business type, service users, scale and actual shifts; the four industry wage examples do not prove that hotels or large chains are generally higher than independent outlets.
Duty verification suggestion | record cost, personnel and multi-outlet responsibility, and wage inclusions; this page has no seniority wage regression or causal study and does not assert that duties raise an income ceiling.
Definition | US employment projection base period 344,300 people, including the self-employed； boundary | the self-employed account for 30.6%, and the separate OEWS wage employee figure is 238,430 people； the whole difference is not attributed to self-employment.
Definition | US employment projection growth rate (faster than average)； boundary | a growth category is not an absolute job count and does not apply to other jurisdictions.
Definition | US employment projection openings； boundary | these are 2025—2035 annual average openings, mostly from replacement needs, and do not constitute an individual employment guarantee.
Which Holland interest type is closer to food service managers?
Holland (RIASEC) | used to understand your relative position on Enterprising, Conventional and Realistic preferences. The O*NET interest code for this occupation is ECR (Enterprising—Conventional—Realistic), corresponding to business management and leading others, working to processes and procedures and records, and hands-on activity in on-site and physical environments. A questionnaire is only for raising questions, not for judging suitability or employability.
Do not use it this way: If you clearly reject carrying budget and employment responsibility and avoid on-site decisions and customer and employee conflict, a high questionnaire score cannot change that real cost.
Test my Holland career interestsWhich Big Five traits are more relevant to this job?
Big Five reflection | usable questions for observing record checking, conflict communication and responsibility habits; this page has no validity evidence for a questionnaire in this occupation and does not assert that a particular trait adapts more easily.
Do not use it this way: Do not use 'a personality test says I am not suited' as a reason to give up or not enter the trade; rely on on-site experience and practical assessment.
View my Big Five personality traitsCan MBTI be used to judge whether I am suited to food service managers?
MBTI | typology is used for self-reflection on communication and decision preferences; this occupation requires communicating to procedures with employees and customers and suppliers and head office, and a preference does not determine competence.
Do not use it this way: Treat the type only as a reference for communication style, and do not use it to infer whether you or others can do operations and personnel and compliance management well.
Understand my MBTI preferencesCan the Enneagram tell me whether I am suited to this occupation?
Enneagram | used to observe how you react under pressure; when costs overrun or complaints or employment disputes arise, being able to check and report first as required matters more than a type label.
Do not use it this way: Do not use type labels to explain operational or employment failures; go back to whether the process, authorisation and checking were in place.
Explore my Enneagram patternsIf I am not good at maths, can I be a food service manager?
Reasoning exercise | this occupation involves scheduling, inventory, costs and anomaly identification; the complete questions on this page can be used to observe the checking process, and questionnaire scores do not replace practical work.
Do not use it this way: A high or low score cannot show whether you can learn operations and cost and personnel management; test it through actual practice and practical assessment.
Understand my intelligence and reasoning performanceDo food service managers need high emotional intelligence?
Communication reflection | check whether you can hear needs clearly and check to procedure and record during peaks, complaints and personnel conflict; this is not an emotional intelligence score or a causal conclusion about job performance.
Do not use it this way: Verification suggestion | use simulated or supervised on-site experience to observe communication and record habits; it cannot be promised that emotional intelligence scores will rise with experience.
Understand my emotional intelligence abilitiesFits better when: Has operations organisation and cost and compliance awareness and is willing to take on budget and employment and compliance responsibility
Watch for: If you find it hard to accept continuous on-site decisions and evening and weekend shifts, or are unwilling to take on cost and employment and compliance responsibility, this occupation is not recommended.
Explore related career: This occupation (food service managers) directionFits better when: Has on-site team-leading and execution-watching capability and can bear responsibility for shift results
Watch for: If you are unwilling to lead a single shift on the floor at high intensity over the long term, this direction is not recommended.
Explore related career: First-line supervisors of food preparation and serving workers directionFits better when: Has dish technique and kitchen output capability and can bear responsibility for output standards
Watch for: If you have little interest in dish technique and kitchen output standards, this direction is not recommended.
Explore related career: Chefs and head cooks directionFits better when: Has lodging operations and guest experience capability and can bear responsibility for lodging cost and personnel
Watch for: If you are unwilling to take on lodging operations and guest experience responsibility, this direction is not recommended.
Explore related career: Lodging managers directionFits better when: Has organisation-level coordination and strategic capability and can bear responsibility for overall business results
Watch for: If you are unwilling to take on organisation-level goals and cross-departmental coordination pressure, this direction is not recommended.
Explore related career: General and operations managers directionFits better when: Has fast-paced frontline execution capability and can bear responsibility for shift service and settlement
Watch for: If you are unwilling to do frontline order taking and meal assembly and cashiering, this direction is not recommended.
Explore related career: Fast food and counter workers directionWhat personality is it suited to? This occupation values responsibility, organisation and communication and compliance awareness more than any personality type; the O*NET interest code is ECR (Enterprising—Conventional—Realistic) and can serve as a starting point for exploration.
Introverts can also explore it, but suitability cannot be judged by introversion and extroversion alone; this occupation involves continuous contact with others 94% and face-to-face contact every day 93%, so the communication and conflict requirements should be experienced in practice.
What should you prepare before entering? First understand the real pace (evening and weekend and holiday shifts, customer flow fluctuation and complaint and employment pressure, a working week often over 40 hours) and prepare basic knowledge of food service and cost and food safety and alcohol and fire safety compliance; you can start as a duty supervisor or operations assistant.
Situation | O*NET66% consider decision outcomes very important, 51% consider themselves to carry very high responsibility for others' health and safety; 56% deal with unpleasant people and 45% experience time pressure and conflict at that frequency, at least once a week but not every day. The percentages are respondent distributions, not event rates or individual stress predictions.
Physical tasks | 65% of respondents answered continuous standing and 44% continuous walking, which are respondent distributions, not each person's share of working hours. Medical examinations and health certificates are verified under the applicable regulations and position, and this page does not judge personal health or capacity for work.
Is education required? The O*NET answers on the education needed by newly hired workers are high school or equivalent 30%, postsecondary certificate 21%, and associate degree or two-year programme 19%; these are shares of answers about the education needed, not the education distribution of new hires, and the Job Zone is 1-2 (SVP below 6.0); the BLS also states that several years of relevant food service work experience is usually required; actual requirements are subject to the employer's recruitment conditions.
Work and physical burden | the current BLS handbook states that some managers work more than 40 hours a week, work evenings, weekends and holidays, and may be called back at short notice; no occupational data on a 'higher injury rate' was obtained on the current page, and that assertion is withdrawn. The O*NET figures of standing 65% and walking 44% are respondent context answers; safety measures are verified against the actual site and personal long-term health is not predicted from shifts.
Career cycle and transition directions? You can grow from duty supervisor to outlet manager and regional management, or move to head chef and executive chef, lodging manager, general and operations manager and food service entrepreneurship; changing direction requires relearning processes and authorisation and compliance requirements.
Jurisdiction check | some US states or localities require food service managers to hold a food safety certification, verified with the local health department. Article 44 of China's Food Safety Law requires food production and operation enterprises to train employees, and Article 45 requires those in contact with directly edible food to undergo an annual examination and obtain a health certificate before taking up the post; the operating licence belongs to the operator, and training or a health certificate does not automatically confer pricing, employment or clinical judgement authority.
Exploration suggestion | use fictional scheduling, acceptance and cost materials to observe checking habits; real operations must meet position training, hygiene, safety and supervision requirements, and one experience cannot determine long-term fit or confer pricing, employment and compliance authority.
Typical scenario：Author's hypothetical scenario | scheduling was cut to hold down labour costs and overtime hours were not recorded truthfully, so after an employee complaint no complete attendance and payroll records could be provided.
Roles most affected：Food service managers and duty supervisors; employees and customers
Possible consequence：Improper scheduling and working hour arrangements, or untruthful attendance and payroll records, or employment procedures and overtime and leave not in compliance; labour dispute and employment compliance risk, affecting team stability and enterprise reputation
How to reduce risk：Schedule reasonably around customer flow and record hours and attendance truthfully, with employment and overtime carried out per local regulations and enterprise rules; where hours or wage disputes are found, pause immediately, check the original records and report
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Typical scenario：Author's hypothetical scenario | supplier deliveries were put into stock without acceptance against the order, and the month-end stocktake found shortages of food and beverages with loss records that did not match reality.
Roles most affected：Food service managers and purchasing staff; the enterprise and suppliers
Possible consequence：Ordering and acceptance out of control, or distorted inventory and loss records, or purchasing beyond authorisation; costs out of control and inventory shortage or overstock, affecting gross margin and cash flow
How to reduce risk：Order per the menu and forecast consumption and accept against the order, registering inventory and loss item by item; where quantities or quality do not match, isolate immediately, check the original documents and report
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Typical scenario：Author's hypothetical scenario | abnormal temperatures in freezing and refrigeration equipment were not detected in time and output with a food safety hazard was still served as normal.
Roles most affected：Back-of-house and front-of-house staff; customers and employees
Possible consequence：Inadequate management of food preparation and hygiene or temperature or allergens, or portions and standards not matching; food safety incidents and customer health risk, possibly leading to regulatory and compensation liability
How to reduce risk：Monitor preparation and output per hygiene and temperature and allergen requirements, keeping inspection and rectification records; where a safety hazard is found, stop output immediately and handle it and report to the responsible person holding the corresponding duties and authorisation
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Typical scenario：Author's hypothetical scenario | alcohol sales did not verify age as required and the fire escape was obstructed, and several compliance deficiencies were identified during an inspection.
Roles most affected：Food service managers and responsible persons holding the corresponding duties and authorisation; the enterprise and the public
Possible consequence：Alcohol sales and age verification or fire safety and equipment and licensing compliance deficiencies; administrative licensing and legal liability risk, possibly leading to penalties or suspension for rectification
How to reduce risk：Check alcohol and fire safety and licensing requirements item by item with records, with positions arranged per authorisation and certification requirements; where compliance deficiencies are found, rectify immediately and report to the business owner and competent authority per the rules
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Typical scenario：Author's hypothetical scenario | menu pricing was adjusted without accounting for costs from actual sales and inventory, and the monthly gross margin deviated sharply with pressure on wage payments.
Roles most affected：Food service managers and the business owner; the enterprise and employees
Possible consequence：Inaccurate budget and payroll and menu cost accounting or expenditure over authorisation, causing cost and pricing deviation; gross margin and cash flow deteriorate, affecting the outlet's continued operation and the payment of employee wages
How to reduce risk：Account for costs from actual sales and inventory and payroll data and review pricing, with expenditure carried out per authorisation and budget; where costs or expenditure are abnormal, check the original vouchers immediately and report to the business owner
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Typical scenario：Author's hypothetical scenario | employee conflict and customer complaints were handled only verbally without records, and once the situation escalated the handling process could not be traced.
Roles most affected：Food service managers and employees; employees and customers
Possible consequence：Employee conflict or customer complaints escalating, or an on-site safety incident not handled per procedure; service interruption and escalating complaints and personal safety and labour dispute risk
How to reduce risk：Receive and record complaints and disputes per procedure and refer them onward per authorisation, staying fair and keeping records; in cases involving threats or personal safety, act immediately and request support and report
Evidence：O*NET food service managers detailed information · O*NET food service managers detailed information
Qualification boundary | 'having been trained', 'obtaining a certificate', 'obtaining a health certificate' and 'obtaining the employer's appointment and authorisation' are four different states; the preparation items listed on this page do not equal any statutory qualification and do not automatically confer pricing, employment, closure and permit declaration authority.
| Occupational direction | Starter tasks | Evidence you can prepare | Work you can show without experience | How it differs from this occupation |
|---|---|---|---|---|
| First-line supervisors of food preparation and serving workers | Organise meal service and service per the schedule and supervise operating standards and hygiene | Team-leading experience certificate, food safety and hygiene training records | A fictional shift scheduling execution and inspection record | Focuses on on-site execution supervision for a single shift, whereas this occupation carries overall responsibility for budget and personnel and compliance |
| Chefs and head cooks | Dish testing and recipe organisation, kitchen output assistance | Culinary training records, kitchen experience certificate | A fictional standard recipe and output inspection sheet | Responsible for menus and dish technique and kitchen output, whereas this occupation is responsible for operations and finance and personnel management |
| Lodging managers | Front desk and reservation and lodging service assistance, room coordination | Lodging operations training records | A fictional lodging operations and guest experience checklist | Responsible for lodging facility operations and guest experience, whereas this occupation focuses on food service department operations |
| General and operations managers | Departmental coordination and goal tracking assistance, business data organisation | Management and finance basic training records | A fictional draft of departmental goals and resource arrangements | Responsible for the organisation's overall operations and strategy, whereas this occupation usually focuses on the food service department |
| Fast food and counter workers | Order taking and meal assembly and cashiering and counter cleaning | Customer service training records | A fictional order and meal and settlement record | Carries out frontline order taking and meal assembly and cashiering, whereas this occupation is responsible for organisation and accounting and compliance |
The BLS also states that this occupation usually requires several years of relevant food service work experience, and that some workers receive supplementary training at community colleges, technical or vocational schools or four-year institutions.
Education, experience, training, assessment and employer appointment are verified separately; this page has no comparative evidence on the explanatory power of each factor and does not claim that education only affects screening or that outcomes are mainly determined by training.
Training, certification, the annual health certificate and employer appointment are verified separately; a personal alcohol licence is not presumed necessary on the basis of the occupational title alone.
The work context emphasises teamwork extremely important (97%), continuous contact with others (94%), face-to-face discussions every day (93%), making decisions every day (70%), leading or coordinating others extremely important (66%), very high responsibility for the work results of others (65%), and very high responsibility for the health and safety of other workers (51%).
Two shifts, 11:00–15:00 and 17:00–21:00, each requiring 2 prep and 2 service staff. C1–C4 can prep and P1–P4 can serve, each person may take one shift of at most 4 hours that day, and the simulated hourly wage is 25 yuan. Fixed simulated other costs 400 yuan; taxes, depreciation and other unlisted costs are not counted.
Delivery record: of the 210 portions, 10 have damaged packaging and are awaiting isolation, and 200 meet the acceptance standard set in the task; the 10 damaged portions are not counted as usable stock. B2 adds a peanut allergy notice, but the current simulated menu contains peanuts and no safe alternative menu or reply from the responsible person has been provided.
Task outputs may be on paper or in a spreadsheet: shift / personnel / position / hours; quantity / stock / purchase / acceptance / shortfall; revenue and cost calculation; anomalies / suspension status / report to M1 / matters awaiting reply. Time limit 90 minutes. All values and rules are exercise inputs, not real outlet standards or wage levels.
For the purchase over authorisation, the damaged acceptance, the shortfall and the allergy menu conflict, write separately the suspension or isolation, the basis for checking and the report to M1 awaiting reply; you must not release them yourself or invent approval.
Deliver a one-page shift summary and four tables; mark the simulated data, what you completed and what has not been reviewed. Do not use real employee, customer or enterprise information, and do not carry out actual purchasing or catering.
Check against the reference answer on this page: 32 labour hours / 800 yuan, proposed purchase 2520 exceeding by 20, acceptable 220 short by 10 and planned balance 2940; a different schedule must still meet the position requirements of both shifts and the 4-hour limit per person.
Separately mark which steps must wait for a reply from M1, and keep the proposed plan separate from the executed status.
Review does not equal real scheduling, food safety or purchasing authorisation.
Keep the review date, opinions and actual changes; without review it cannot be signed off as passed.
Note that everything is simulated and distinguish the plan, the task acceptance record and real execution; do not display personal names or contact details.
Record the source of the task acceptance record and do not label simulated data as a measured record.
Review records | write whoever actually reviewed it; if there was no review, mark it as not yet reviewed.
| Stage | Points that may be checked | Observable evidence | Boundary statement |
|---|---|---|---|
| CV and initial screening | Food service and team-leading experience, food safety and hygiene knowledge; health certificates for those in contact with directly edible food are verified under the applicable Chinese rules, and other positions are verified separately | Training records, on-site practice, verifiable descriptions of past work | Self-assessment cannot replace a food safety and hygiene training certificate |
| Interview | Understanding of scheduling and cost and hygiene and compliance and complaint handling | Judgement on cost and compliance and conflict issues during on-site questions and answers | Scenario answers cannot replace practical work and assessment |
Output one page of the process and the items to check at each step, without inventing on-site observations.
Write down one work cost that most needs verification and the direction of enquiry; if there is no answer, keep it as pending verification.
Output the shift personnel and position and hours table, listing each person's total hours.
Output the complete formulas and units, marking planned, acceptance record and pending authorisation items separately.
| Qualification or preparation item | Who it applies to | Effect on this occupation | Whether generally required | Conditions for obtaining | Approximate investment | Limitation note |
|---|---|---|---|---|---|---|
| Education and schooling | Prospective applicants | Check the education conditions of the recruiting position | In the US the BLS typical is high school or equivalent; positions may differ | Verify against the actual notice | Per individual education plan | Education does not equal management ability or appointment |
| Relevant work experience |
Typical scope：Under the manager's guidance, completes scheduling assistance and stocking and inventory and on-site support; does not independently take on pricing or employment or compliance sign-off responsibility.
Readiness evidence：Shadowing records and manager appraisal; can restate the scheduling and cost and compliance key points.
Credential boundary：Food safety and hygiene training records.
Next moves：Follows the manager to become familiar with period customer flow and position setup and cost and compliance processes, and records the key learning points each day.
Typical scope：Independently completes processes such as scheduling and stocking, output and hygiene and compliance inspection, cost and payroll and budget accounting and complaint handling, and reports anomalies per the rules.
Readiness evidence：Scheduling and inspection and cost records for several consecutive shifts and manager review opinions.
Credential boundary：On-the-job training records; alcohol service and age verification and fire safety and employment training.
Next moves：Builds proficiency across different periods and business types, practising peak scheduling and cost control and complaint handling.
Typical scope：Handles larger-scale or multi-outlet operations and leads a team to meet goals, taking responsibility for the review and anomaly handling of cost and personnel and compliance.
Readiness evidence：Goal attainment and compliance and cost records for the outlet or region in charge.
Credential boundary：Team-leading and operations management training records; employer appointment or authorisation.
Next moves：Learns multi-outlet goals and cost definitions and personnel and compliance management, and practises cross-outlet communication and handover.
Typical scope：Responsible for operating standards and cost definitions and training and compliance management, handling cross-outlet and compliance and employment matters and coordinating with head office.
Readiness evidence：Operations, cost, compliance and safety records for the area in charge.
Credential boundary：Employer appointment; operations management and food safety and compliance training records.
Next moves：Systematically learns operating standards and cost and inventory and compliance definitions and takes part in training and process improvement planning.
Typical scope：Spot-check the execution of food preparation and hygiene and temperature and allergens and alcohol and fire safety and record it.
Readiness evidence：Inspection records and how they were reviewed.
Credential boundary：Food safety and hygiene training; no independent closure or licensing disposal authority.
Next moves：Familiar with hygiene and temperature and alcohol and fire safety determination standards and the causes of common deviations.
Typical scope：Organises position training and assessment and writes and updates training materials and operating standards.
Readiness evidence：Training records and assessment results; changes in the error rate.
Credential boundary：Training and food safety training records.
Next moves：Familiar with the skill requirements and assessment standards of each position and the types of common errors.
Typical scope：Takes part in standardising and improving operations and service processes and compiles a library of common errors and improvements.
Typical scope：Responsible for ordering and accepting food and beverages and supplies and for inventory and loss records, assisting with maintenance and registration per procedure.
Readiness evidence：Acceptance and inventory and loss records.
Credential boundary：Inventory and purchasing training; ordering, approval and contract signing authority are verified against the actual position, and the preparation items or job title are not used to assert that there is no purchasing decision authority at all.
Next moves：Learns acceptance standards and inventory turnover and loss control and storage key points.
Typical scope：Accounts for menu cost and payroll and budget and sales and gross margin and supports pricing, recording the analysis process.
Readiness evidence：Cost and pricing and budget analysis records and review opinions.
Credential boundary：Finance and cost analysis training; employer or institutional authorisation.
Next moves：Learns cost definitions and pricing methods and budget control and masters anomaly identification.
Responsible for liaising with suppliers and arranging deliveries and communicating quality and quantity anomalies, recording delivery and anomaly situations.
Learns scheduling and stocking and cost and compliance processes under the manager's guidance and takes on operations assistant and on-site support work; does not independently take on pricing or employment or compliance sign-off responsibility.
Can independently complete routine processes such as scheduling and stocking, output and hygiene and compliance inspection, cost and payroll and budget accounting and complaint handling, and reports anomalies per the rules.
Can handle larger-scale or multi-outlet operations and lead a team to meet goals, taking responsibility for the review and anomaly handling of cost and personnel and compliance.
Takes part in operating standards and training and cost definitions and compliance management and handles cross-outlet and compliance and employment matters; requires the corresponding position authorisation.
Does not establish：The employment projections include the self-employed, who accounted for 30.6% in 2025; the separate OEWS programme excludes the self-employed at 238,430 people nationally. A projection is not actual recruitment and does not apply to China or to individual recruitment.
United States · SOC 11-9051（OEWS May 2025）
Median annual wage 69,390 US dollars (median hourly wage 33.36 US dollars); percentiles 45,960 / 56,870 / 86,800 / 107,640 US dollars
Wages (median and percentiles)
The median is the midpoint of the distribution and cannot substitute for a starting wage; the top and bottom ends differ by about 2.34 times, and the causes in terms of region, experience or establishment size cannot be identified directly from percentiles.
Does not establish：OEWS includes production bonuses, commissions and tips and excludes overtime, non-production bonuses and employer benefits, and does not include the self-employed; four high-wage industry examples are listed and do not represent a main employer or personal income.
Mainland China · National Bureau of Statistics average wage of employed persons in urban units (industry categories)
Insufficient evidence: the National Bureau of Statistics publications reviewed do not list occupational wage and employment statistics precisely corresponding to this occupation; this page only registers the definitions and authorising sources and does not provide estimated values.
Industry average wage (background proxy)
Industry category average wages do not distinguish occupations, and the employment forms of this occupation (chain outlets, franchising, outsourcing and self-employment) differ considerably from the statistical definition, so they cannot substitute for occupational wages.
Does not establish：Industry definition, published annually, differing from the US occupational wage definition, with no splicing or conversion.
These are capability relationships, not automatic promotions or credential waivers.
Transfers：Scheduling, on-site coordination, operating standard inspection and anomaly handover are transferable; the specific position skills of a single shift must be verified separately.
Build next：Need to build single-shift on-site team-leading and execution supervision capability
View career profileTransfers：Purchasing and inventory, cost checking and team coordination are transferable; cooking technique, recipes and kitchen output must be practised separately.
Build next：Need to build dish technique and kitchen output design capability
View career profileTransfers：Personnel arrangements, budgets and complaint communication are transferable; rooms, front desk, reservations and lodging systems must be learned separately.
Build next：Need to build lodging operations and guest experience capability
View career profileTransfers：Departmental goals, resources and cost records are transferable; organisation-level strategy and cross-departmental duties require separate preparation.
Build next：Need to build organisation-level goal setting and cross-departmental coordination capability
View career profileTransfers：Orders and on-site service and cleaning records are transferable; counter order taking and settlement systems must be practised per position.
Build next：Need to build order taking and meal assembly and cashiering execution capability
View career profileTransfers：Food acceptance, inventory and hygiene awareness are transferable; cutting and preparation techniques must be learned separately.
Build next：Need to build food washing and cutting and cold dish and beverage preparation capability
View career profileTransfers：Customer communication, orders and service coordination are transferable; table service / order systems must be practised separately, and tips must be verified locally.
Build next：Need to build restaurant order taking and table service capability
View career profileTransfers：Customer communication, inventory and cleaning are transferable; bartending technique, age verification and local alcohol rules must be learned separately.
Build next：Need to build beverage mixing and alcohol regulation capability
View career profileFirst-line supervisors of food preparation and serving workers focus on on-site execution supervision for a single shift and specific positions; head chefs and executive chefs are responsible for menus and dish design and kitchen output; lodging managers are responsible for lodging facility operations and guest experience; general and operations managers are responsible for the organisation's overall operations and strategy; food counter attendants (fast food and counter service) and waiters and waitresses and food preparation workers carry out frontline work. This occupation carries the operations, budget, purchasing, menu pricing, personnel and compliance responsibility of the food service department, with authority and outputs different from those occupations.
Insufficient evidence: no exact Chinese occupational wage and employment values were obtained this round. The US 2025 projection base period is 344,300 people (including 30.6% self-employed), 2035 projected 364,200, growth 5.8%, average annual openings 38,800. May2025 OEWS wage employees 238,430 people with a median annual wage of 69,390 US dollars; the two programmes have different populations. OEWS wages include production bonuses, commissions and tips and exclude overtime, non-production bonuses and employer benefits.
Insufficient evidence: the NBS2025 wage release reviewed does not list food service manager wages separately. Accommodation and food service urban non-private 62461 and private 55123 yuan / year are industry background only; they cover legal entities with 5 or more persons, are pre-tax and exclude sole proprietors and the self-employed, and cannot substitute for exact occupational or individual wages.
The O*NET work context shows: teamwork extremely important 97%, continuous contact with others 94%, face-to-face discussions every day 93%, working indoors in an environmentally controlled environment every day 91%, dealing with the external public extremely important 84%, making decisions every day 70%, very high responsibility for the work results of others 65%, standing continually 65%, dealing with unpleasant people once a week or more 56%, very high responsibility for the health and safety of other workers 51%, a typical working week of more than 40 hours 41%. Evening and weekend and holiday shifts are common and call-backs are possible; reasonable scheduling and work breaks can manage the burden, but on-site decisions and complaint and employment pressure are real costs.
The impact is mainly in planning and record and reporting steps: scheduling and customer flow forecasting, inventory and purchasing and loss accounting, sales and cost and budget analysis, complaint and work order tracking, and draft training materials and compliance checklists can be assisted by tools; on-site supervision, personnel and employment decisions, complaint and labour dispute handling, and judgements on alcohol and fire safety and licensing compliance remain with managers and responsible persons holding the corresponding duties and authorisation. Task exposure does not equal job replacement.
Preparation path suggestion | the US BLS typical preparation is high school or equivalent and relevant experience (less than 5 years in the table) and short-term on-the-job training; the OOH states that food service related experience is usually built first, and some positions accept supplementary education and training. Actual education conditions may differ, and the O*NET answer on education needed is not the education distribution of new hires or a recruitment threshold. The author suggests gradually verifying through team leadership, inventory and cost work and complete simulated records, while promotion and independent decisions depend on employer appointment and local requirements.
Jurisdiction check | some US states or localities require food service managers to hold a food safety certification, verified with the local health department. Article 44 of China's Food Safety Law requires food production and operation enterprises to train employees, and Article 45 requires those in contact with directly edible food to undergo an annual examination and obtain a health certificate before taking up the post; the operating licence belongs to the operator, and training or a health certificate does not automatically confer pricing, employment or clinical judgement authority.
Common failures include: non-compliant scheduling and working hours and employment records, uncontrolled purchasing and acceptance and inventory and loss, inadequate management of food preparation and hygiene and temperature and allergens, deficiencies in alcohol and fire safety and licensing compliance, budget and payroll and expenditure over authorisation, and escalating employee conflict and customer complaints. Control points are acting per authorisation and rules with records and pausing, isolating and escalating per procedure; matters involving food safety and licensing and labour disputes are handled by responsible persons holding the corresponding duties and authorisation and by specialist positions and the competent authorities.
US 2025—2035 projected growth is 5.8%, with 38,800 average annual openings including growth and replacement, which is not an individual opportunity guarantee. You can explore first-line supervisor, head chef, lodging or general operations and food service positions; management experience does not automatically bring the target occupation's specialist skills or appointment, and self-employment also requires verification of operating licences, funding and liability.
Research process | on 2026-10-11 all O*NET11-9051 tasks, context, ECR and new-hire education questions were checked; the BLS2025 dynamic interface national percentiles and the four high-annual-median industry examples matched the original values, and the 5.8% projection, 38800 average annual openings and 30.6% self-employment were consistent. The current OOH retains the actual education, experience, shifts and local certification, and the currently unsupported high injury rate is withdrawn; the shared NBS, food law, ILO and NIST entries follow the original texts already verified in this window and are cited within their respective scopes.
This review was on 2026-10-11; the O*NET profile is 2026, wages May2025, projections 2025—2035, and NBS industry wages 2025. Historical shared register dates are retained and cannot replace this round's verification.
Source register | occupations, wages, methods, projections, Chinese industries, food regulations and general AI methods are registered separately. Author exercises and fit suggestions are not official research; citations must be checked against the specific scope of support.
Limitations：US occupational materials do not automatically imply mainland China practice licences, institutional authorisation or employer requirements.
Limitations：Certification entries are not a substitute for local licences, employment qualifications or independent disposition authority.
Limitations：Projected increments or average annual openings must not be directly interpreted as personal income or a guarantee of recruitment.
Limitations：The industry examples are a high-wage list rather than a main employer; percentiles are not experience grades; the self-employed are excluded, and the method sources are listed separately.
Limitations：Urban industry average for legal entities with 5 or more persons, pre-tax and including bonuses and employer-withheld items, excluding sole proprietors and the self-employed; this release does not list this occupation separately and does not cover all settings of the occupation.
Limitations：Not an external occupational fact source and does not replace official statistics or jurisdictional rules.
Limitations：Not a food safety, hygiene or care standard, nor evidence of AI adoption in this occupation.
Limitations：The US handbook does not replace Chinese law, individual qualifications or employer appointment.
Limitations：This PDF does not provide a detailed wage row for this occupation; the values are cited separately from the official occupational query.
Limitations：Explains only the applicable food positions and does not replace local implementation procedures, individual medical examination conclusions or US rules.
Limitations：The general ISCO task exposure method does not directly give adoption rates, individual changes or replacement times for SOC11-9051, and this page does not produce an exposure score.
Limitations：Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Insufficient evidence: no verifiable exact Chinese occupational, city or employment-form wage values were obtained. US national wages and the four high-annual-median industry examples have been verified; general AI research is not treated as an adoption rate or questionnaire validity for this occupation, and no exposure level or replacement date is given.
MBTI (English) · Big Five (English) · MBTI (Chinese) · Big Five (Chinese)
Insufficient evidence: no food service manager wage data verifiable by region or employment form was obtained for mainland China; individual quotes or second-hand accounts are not used as substitutes.
US wage evidence — market definition | BLS OEWS is a sample survey estimate representing wages reported by employers and excludes the self-employed (owner-operators of restaurants are not counted). The median represents the midpoint of the distribution and is not a starting wage, nor does it represent any single region or employer.
US wage evidence — unit of measurement | published in 'US dollars / hour' and 'US dollars / year'; the annual average wage is converted on a full-year full-time basis, and converting between hourly and annual values does not equal personal actual income, which is also affected by hours, bonuses and allowances and business conditions.
US wage evidence — occupational scope | the figures on this page correspond to SOC 11-9051 (Food Service Managers); they exclude first-line supervisors of food preparation and serving workers (35-1012), head chefs and executive chefs (35-1011), accommodation managers (11-9081), general and operations managers (11-1021), food counter attendants (fast food and counter service) (35-3023), food preparation workers (35-2021), waiters and waitresses (35-3031) and bartenders (35-3011). Wages across occupations must not be mixed.
Interest and personality data are for self-questioning only and do not constitute recruitment or performance conclusions.
Common materials: food and beverages and drinks and disposables, menus and recipes and cost cards, hygiene and alcohol and fire safety compliance documents and checklists, and protective equipment.
Menu and pricing and compliance judgements are subject to the enterprise rules valid for that shift and to local regulations.
Requirement 100+130=230 portions; 20 in stock, 210 planned to be purchased, and the purchase 210 × 12 = 2520 yuan exceeds the 2500 authorisation by 20 yuan, so report to M1 first and do not execute the purchase without authorisation. The delivery situation is the acceptance record set in the task and does not mean the purchase is approved; the acceptable 200 + the original 20 = 220, still 10 short. The 10 damaged portions are isolated, and replenishment and whether to adjust catering must be confirmed by M1.
Planned revenue 230 × 30 = 6900, food 230 × 12 = 2760, labour 800, fixed 400, planned balance 6900 − 2760 − 800 − 400 = 2940 yuan; this is not a complete net profit or money received, and unlisted taxes and depreciation must not be treated as a zero-cost conclusion. The B2 allergy notice conflicts with the peanut-containing menu, so suspend the affected meals and report to M1, and do not declare safe catering before the substitution is verified and a reply is received.
The handover should state: proposed schedule / proposed purchase, the 20 yuan over authorisation awaiting M1, the 10 damaged portions isolated, the 10 acceptable shortfall awaiting confirmation, and the B2 menu conflict awaiting confirmation. Anomalies must not be closed by re-labelling, deleting the allergy notice, faking replenishment or faking a reply.
No actual temperature thresholds, allergy diagnoses or safe alternative menus are provided; real food safety and employment conditions must be verified against local regulations, position procedures and the relevant responsible persons. All planned and withheld statuses must not be rewritten as executed.
Status boundary | false authorisation, purchasing, safe-substitution conclusions or catering records must not be generated; all amounts are simulated inputs.
| Practical work or trial work | Complete scheduling and stocking per customer flow and correctly handle complaints and anomalies | The scheduling and inspection and handling records of the trial work | Passing trial work does not equal obtaining any statutory qualification |
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| Onboarding and probation period | Comply with hygiene and alcohol and fire safety and employment and privacy procedures and report anomalies | Compliance and safety records, anomaly reporting and rectification records | Suitability and confirmation of employment are subject to the employer's assessment |
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Output the four anomaly handover tables, writing for each item the suspension, isolation, M1 and awaited reply status.
Record the actual objections and revisions, and do not pass off peer opinions as manager approval.
Output the reasons and next step for continuing, practising more or changing direction, keeping the conditions still awaiting employer verification.
| Prospective applicants |
| Build on-site and management experience |
| In the US the BLS typical is less than 5 years of relevant experience |
| Verify against the position experience and recruitment requirements |
| Per actual experience |
| Years do not equal management ability |
| Food safety training | Employees of Chinese food production and operation enterprises | Learn the food and hygiene requirements of the position | Article 44 of the Food Safety Law requires enterprises to train employees | Employer organises training and assessment | Per actual training arrangements | Does not replace on-site duties or authorisation |
|---|
| Annual health examination and health certificate | In China, those in contact with directly edible food | Meets the health management conditions | Article 45 of the Food Safety Law applies to the relevant personnel | Take up the post after the annual examination and obtaining the certificate | Per local procedures | This page does not provide medical examination conclusions and does not extrapolate a uniform US requirement |
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| Food safety certification and alcohol service requirements | The United States and actual beverage service positions | Check local certification, sales and age rules | Some US states or localities require food safety certification; alcohol rules are verified separately | Check with the local health or alcohol authority | No uniform duration obtained | Training does not equal an operating licence or position decision authority |
|---|
| Fire safety, personnel and service management training | Operations management positions | Check the position process and hazard handling | Verify against actual regulations and employer requirements | Employer training and position assessment | Per actual arrangements | Does not replace statutory acceptance or enforcement authority |
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Readiness evidence：Process improvement results and how training was implemented; changes in complaints and errors.
Credential boundary：Process and quality position training; employer or institutional authorisation.
Next moves：Builds process improvement and training delivery experience and establishes improvement and review mechanisms.
Typical scope：Responsible for food safety and alcohol and fire safety and employment compliance, sets standards and assessment and coordinates internal and external inspections and disputes.
Readiness evidence：Compliance conclusions and rectification records; team training and policy documents.
Credential boundary：The corresponding management seniority or institutional appointment.
Next moves：Improves compliance standards and the training and inspection and rectification mechanisms.
Readiness evidence：Delivery and anomaly communication records and closure status.
Credential boundary：Purchasing and coordination training; employer or institutional authorisation.
Next moves：Familiar with the supply chain and acceptance and returns and substitution requirements and establishes communication and anomaly mechanisms.
Typical scope：Responsible for the timeliness, cost, quality, hygiene and compliance and employment aspects of operations, coordinating multiple parties and handling disputes per regulations and the contract.
Readiness evidence：Operations and cost and compliance conclusions; team training and policy documents.
Credential boundary：The corresponding management seniority or institutional appointment.
Next moves：Improves the cost and operations and compliance and emergency and training mechanisms.
