Chapter 14 Systems Approach to a Foodservice Organization

Food Service Model (FSM)

Input, control, transformation, feedback, memory output

Transformation FSM

Management process, functional subsystem, linking processes

balance

ability to maintain organizational stability under changing economic, political, social and technological conditions

transformation

action or activity to change inputs in to outputs

memory

all stored information that provides historical records of a systems operations

interface

area where two systems come in contact with each other

hierarchy

characteristics of a system that is composed of subsystems of lower order and a suprasystem of a higher order

permeability of boundaries

characteristics that allow the system to be penetrated by the changing external environment

system

collection of interrelated parts

subsystem

complete system within its self that is part of a larger system

management functions

component of the transformational process that includes planing, organization, staffing, directing and controlling

functional subsystem

components of the transformation process that includes procurement; production; distribution and service; and safety, sanitation and maintenance

model

conceptual simplification of a real life situation in which extraneous information is excluded and analysis is simplified

dynamic equilibrium

continuous response and adaption of a system to its internal and external environment

interdependency

each part of a system affects the performance of other parts of the system

control

element in systems model that ensures resources are used effectively and efficiently in accomplishing organizational objectives, ensures that the organization is functioning with in legal and regulatory constraints and provides standards to be used in evaluation of operations

input FSM

human(labor, skills), materials(food, supplies), Facilities(space, equipment), operational(money, time, utilities, information)

resource

human, material, facility and operational inputs to the food service system that are transformed into outputs

boundaries

limits of the system that set the domain of organizational activities

external control

local, state and federal regulations and contract with outside companies

output FSM

meals(quality, quantity), customer satisfaction, employee satisfaction, financial accountability

communication

oral, written or computer-generated information to be used to transmit decisions and other information

open system

organization that are in continual interaction with the environment

control FSM

plans(standing, single use)(goals, objectives, standards, policies, procedures, programs), contracts, laws and regulations (local, state, federal)

internal control

plans, goals, standards, policies and procedures of the organization

feedback

process by which a system continually receives information from its internal and external environment

linking process

processes of decision making, communication and balance needed in the transformational process

memory FSM

records(finical, personal, forecasting)

output

result of transforming an input into an achievement of a system's goal

equifinality

same or similar output can be achieved by using different inputs or by varying the transformation process

environmental scanning

search for and acquisition of information about events and trends external to the organization

decision making

selection of a course of action from a variety of alternatives

environmental factors

things outside the system that can impact the operations of a system

synergy

working together can create greater outcomes than working individually