satisfaction to both, the one hiring and to those who hire out. The proprietor is to remember that here the golden rule, “Do unto others, as you wish them to do to you”, is of paramount importance.
In a large concern, where much help is employed, make it a rule that what are known as “officers” (the bartenders, cashier, assistant cashier, manager, headwaiter, etc.) are to be allowed to order from the bill of fare (where there is a restaurant attached) when they eat and specify in your rules a certain amount they are entitled to order in value, perhaps from 40 to 60 cents in price. When this is not done, many employees will ruin their stomachs and, consequently, their health by over-feeding and also create a bad feeling among themselves as well as with the other help, by taking special delicacies; the result being that the proprietor is ultimately forced to make the rule he should have had at first and thus makes it very unpleasant for all the employees.
It is absolutely necessary for the proprietor to protect his people from insults or wrongful accusations by the customers. It is often the case when a patron is a little intoxicated, he may think he has the privilege of calling the employees any sort of a name, but it is then the proprietor’s duty to step in and call the man to order. If the waiter is accused of wrong-doing, it is the proprietor’s place to ascertain which one of the two is in error, and if he finds out the employee is in the right, he must defend and support him, at any risk, careless of what the results may be to himself. It is also the proprietor’s or manager’s duty to see that the “officers” eat properly, conduct themselves quietly, especially if in the public dining-room, so the guests will not be annoyed by any exhibition of bad or vulgar table manners. The boss should look after these matters with the same care he would supervise the control of his own family.
It is not the intention of declaring absolutely that any and every proprietor should do as I have written, but, naturally, use his own judgment in connection with these suggestions.
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4. RULES FOR BARTENDERS IN ENTERING ON AND GOING OFF DUTY.
When the stipulated time arrives for a bartender to quit, it is his duty to see that his bench is in perfect order, that all his bottles are filled, that his ice-box has sufficient ice in it, that all glassware is clean and everything straightened out in such a manner that when his relief arrives the latter will have no difficulty, and can immediately commence to serve customers.
When the relief takes charge, it is his duty to convince himself that nothing has been neglected, such as stock filled, bar stock replaced, empty bottles removed and the proper pressure given to the beers, whether water, air or carbonated pressure. Sufficient fruit should also be cut up ready for use and everything properly arranged to enable him to perform his duty satisfactorily. Where there is no cheque system, the cash must be properly arranged, also. This is generally done by the proprietor or the one having the management, so that there will be no difficulty in regard to the condition of the cash drawer, which is a most important point in business.
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5. FIRST DUTY IN OPENING A BAR-ROOM IN THE MORNING.
The greatest attraction of a bar-room is its general appearance. The first thing a bartender should do is to open the place, every morning, promptly, on the minute, at the hour it is understood the salon begins business. First give the place a perfect ventilation and immediately after prepare your ice-water ready to meet the first demand. Put the porter to work, have him properly clean up the bar-room and water-closet floors without unnecessary rising of dust. After the floor is cleaned, have all the cabinet work, counter, cigar case, ice boxes, ceiling, chandeliers and globes (when necessary) cleaned and dust thoroughly, the glasses and mirrors polished and the windows washed. But only a moist sponge should be used on the fine cabinet woods which are then to be dried gently with a towel. The use of a great amount of water will injure the panels of wood-work especially. The silverware and glassware should be in perfect condition, clean towels supplied to closets, and napkins, towels, “wipers” and hand-towels to the bar. Then, turn your attention to the bottles containing liquors, mixtures, etc.; see that they are filled and corked and those required for ready use placed on ice. Go to work on your bench, place all the glassware on top of the counter, but use as little space as possible, to give yourself plenty of room to wait on customers who might come in at that time. Next, give the bench a thorough scrubbing or washing and, afterward, wash your glassware well in clean water and place those that belong there back on the bench. After having your bar and all bottles cleaned and polished, see that your wines and liquors are cool and pleasant and in a proper condition. Have the ice boxes on the bench filled with fine-broken ice and stored with the necessary goods. Cut up the fruits – oranges, pineapples, berries, and lemon-peel for cocktails – that may be needed during the day. The bartender should have this part of his work done as quickly as possible and make his appearance behind the bar, neat and clean, as soon as his work permits him, not looking half-dressed, in his shirt-sleeves and in a general untidy appearance that is likely to drive away customers.
The filling of the glasses with ice water is an important item. In placing the glasses before a customer they should be clean and perfectly filled, but the best way is to hand out a clean, empty tumbler and a pitcher of ice water, allowing the customer to help himself.
Don’t let the porter forget the water-closet seats, urinals, and wash-stands and to put plenty of toilet paper, soap, etc., where needed. It is of importance to obtain the services of a first-class porter, as his work requires intelligent managing. A cheap man is worthless.
For disinfecting I recommend the use of hot water, containing common (wash) soda and, after thorough cleansing to create a good, sweet odor, the use of a piece of natural or artificial ice, the size of the bowl or basin. If it is thrown in, there is great danger of the breakage of the bowl and, consequently, only a man of sensible judgment should be employed to do this kind of work.
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6. WHY BARTENDERS SHOULD HAVE THEIR OWN UNION FOR PROTECTION AND ASSOCIATION.
In many long years of experience, I have tried several times to start an organization for the mutual benefit and protection of bartenders. The first attempt was made about 1875, in New Orleans, in an effort to procure for them sufficient wages, to give them a good, decent living, proper hours of labor and for their general elevation as members of society. The effort at that time resulted unfortunately for the reason, principally, that the old, skilled bartenders, who retained the same situation for years, had passed away – men who supported well themselves, their families, and their clubs – and, in their stead, was a younger element on this avocation who, not knowing their work thoroughly, were careless and indifferent and unable, drifted about from one place to another. The consequence was that they never became members of the club, and would not have been of benefit, had they done so. Under such circumstances, it was impossible to organize a beneficial society.
At the present time it is entirely different, for the reason that our business is regulated by prescribed rules; and bartenders should now have an association of mutual support, as well as the people of any other avocation. Nearly every man in the hotel and restaurant business belongs to some club or protective society; the cooks have their unions; the pastry cooks also a home and an association; the waiters have an organization; and there does not exist any valid reason why the bartenders should not have a similar combination. I claim that the last-named are as much entitled to certain rights as is the skilled mechanic and laborer, and this for many reasons. As we all know, the bartenders, as a rule, have never, with but few exceptions, had regular working hours. Neither have they had a regular and fixed salary paid according to their skill and knowledge of the business. It is perfectly natural that a poor bartender, with little understanding of his vocation, could not have the same amount of wages a superior one working in first-class houses. Still, if this man is of good character and reputation and honest, he could very readily become a very