domain 3 RD exam (management)

meals per labor hour formul

# meals produced / # hours worked

Labor turnover rate equation

# of employees terminated and replaced / total positions in department x 100 high turnonver rate =high labor costs (replacement, hiring, training)

performance appraisal (review) 1. merit rating 2. checklist 3. critical incident 4. self-assessment

1. scale 1-5 2. unique questions (y/n) lower level positions 3. focusing on pos and neg behaviors in the past 4. done by the employee themselves

leadership effectiveness model Hersey Blanchard Johnson

How you lead depends on who you are leading and their abilities to follow. T,S,P,D (turkey sandwiches provide deliciousness) t=tell =low readiness employees=low competence and confidence S=sell = low to moderate readiness employees= low competence, more confident P=participate= moderate to high readiness employees= more competent and less confidence D= delegate= high readiness employee= highly confident, and competent

Systems Approach to Management + Characteristics to open systems; 1. interdependence of parts 2. integration 3. synergy 4. dynamic equilibrium 5. equifinality 6. permeability of boundaries 7. interface

a system of interrelated subsystems 1. 1 part effects performance of another 2. view all parts as being part of one unified whole 3. by working together, you have greater impact than seperate 4. adaptability (if expectations are increased need to learn to adapt) 5. can achieve an output through more than one input (warm milk example) 6. how set are the rules? (customer comes in at 1101 and you close at 11) 7. 2 systems or subsystems come in contact with each other (SLP and RDs)

NPI (National Provider Identifier)

a unique 10-digit identification number issued to health care providers

queuing theory

balances the cost of waiting in line with cost of preventing waiting in line through increased service.

Semi-variable costs

both fixed and variable labor, maintenance, utilities

5 communication channels; downward upward horizontal diagonal informal

downward=boss to employees (memos, meetings) upward=employees to boss (open door policy, suggestion boxes) horizontal=between departments (nutrition and nursing) diagonal=direct btwn departments (ordering clerk in foodservice sends directly to purchasing department) informal=one person to the other

Mintzberg's Managerial Roles; informational interpersonal decisional

informational- process info (monitor(searches for info to become more effective), disseminator (transmits info to subordinates), spokesman(transmits info to people inside and outside)) interpersonal- providing info (figurehead, leader(responsible for work of the staff, hiring, and traininig), liaison (dealing with those inside and outside the organization) decisional- disturbance handler; negotiator, entrepreneur) NOTE first step in problem solving is to recognize and analyze problem then determine workable solutions, gather data, choose solutions take action

Unemployment Compensation Law

inisurance against loss of income mist be employed for specific time, able and willing to work, unemployed throug no fault of own

workmans comp

insurance covering employers liability for the costs of any accident incurred by an employee while on the job.

inclusion

intentional ongoing effort to ensure that diverse people wiith different identities can fully participate in all aspects of work. create a more level playing field

Emergency preparedness plan; table top drill

involves simulated emergency situations to test emergency plans.

cultural humility

involves the ability to maintain an interpersonal stance that is open to others ini relation to aspects of culture identity that are important to the client/employee

FTE equation

labor hours worked per week divided by 40 hour normal work week

indirect (fixed) costs

not affected by sales volume, day to day activity, require for business to exist ex. rent, taxes, interest on debt, insurance, depreciation

Types of budgets operating capital cash

operating= income and expenses (food and labor) capital= facilities, equipment, improvements, repairs, expansions cash= cash inflow and outflow

Fair labor standards act (pro) equal pay act

outlawed child labor, set minimum age, established 40 hour work week

Labor management relations act/taft hartley act (anti)

specified unfair labor practices and outlawed closed shops

types of benefits statutory compensatory supplementary

statutory- payment required by law (injury or unemployment) compensatory- compensation to reward you; PTO, free food supplementary- health insurance

manager skills (4)

technical- understanding of and proficiency in a specific kind of activity. Most important at lower levels of management human- ability to work effectively as a group member, interpersonal (important at all levels but imperative a lower levels of management.) conceptual- ability to see organization as a whole (importance increases at higher rank of management) Hard- skills can be taught, soft skills must be developed and nurtured

span of control

the optimal number of subordinates a manager supervises or should supervise newly higher workers = narrow span (need more supervision/managers) highly trained/motivated = wide span (fewer managers)

Scientific Management (taylor)

work centered, robotic, focus on physcial aspects of the job (assembly line, manufactoring) - not human aspects

Blake and Mouton leadership grid team management

(9,9) high concern for people, high concern for production

2 basic functions of planning 3 types of planning

-makes; policies- boundaries you must operate in (see RD consults in 24 hours) procedures- chronological sequence of the day (how to run the dish-machine) -short range- 1 year or less (operational budget) (labor, food) -long range- up to 5 years (performance improvement, goals, objectives and translating into work programs) -strategic planning- how best way to achieve long term goals. conduct SWOT analysis (ex: decrease hospital length of stay)

McClellands achievement/power/affiliation theory

-people have 3 needs; the need to achieve, need for power, and need for affiliation. by helping employees reach these needs they will have more satisfaction with the job.

Basic function of Organizing: org chart

-shows how employee fits into the org -solid line = positions of authority -dotted line = advisory (staff) doesn't show degree of authority at each level

financial ratios liquidity ratios net worth ratios turnover ratios

-uses formulas to analyze an org's financial position (use data from statements and compares organizations with similar ones) 1. assess ability to meet short term debt (pay bills when due), (current assets and current liabilities 12 mo) 2. assess ability to meet long term debt, solvency. debt to asset ratio 3. shows current effectiveness of inventory control; are you efficiently using the assets to produce more income

Blake and Mouton leadership grid impoverished management

1,1 no care for people or production

Blake and Mouton leadership grid country club management

1,9 friendly, only cares about people not production

5 methods to establish line items within a budget 1. traditional 2. zero-based 3. fixed 4. flexible 5. performance

1. aka incremental. uses this years budget +inflation factor 2. begins at 0, must justify each expense. Planning orientated 3. prepared at 1 level doesn't change throughout the year 4. adjusted to various levels of operation with varying levels of sales and revenue (closing a floor for renovations) 5. what it cost to perform an activity (supervise a trayline)

obstacles to performance appraisals 1. halo effect 2. a+ leniency of error 3. error of central tendency

1. judge on most noticeable positive trait 2. leniency of error - rate everyone higher than they deserve 3. rate everyone as average

6 work simplification procedures (of organizing) 1. motion economy 2. occurrence sampling 3. flow diagram 4. cross charts 5. process charts 6. operation chart

1. motion economy = tells employees how to use their body 2. Occurrence sampling = observing randomly to determine % time idle vs time wasted 3. flow diagram= path of workers during a process (tray line) 4. cross charts = equipment placement, movement between equipment 5. process charts= steps involved using symbols 6. operation chart= movement of hands (pick 1 step in a process and breaks down by hand)

union shop closed shop open shop agency shop

1. must join union after being hired 2. must be a union member before hiring 3. choose if you want to or not 4. dont have to join but still have to pay for it

disciplinary action

1. oral 2. written 3. suspension 4. dismissal

5 functions of management

1. planning 2. organize 3. staffing 4. directing 5. controlling

Managerial Powers (french and Raven) 1. reward power 2. coercive power 3. position/legitimate power 4. expert power 5. referent power

1. you have power because you have the ability to reward 2. have power bc you have abilty to punch 3. have power bc of your position 4. b/c of your knowledge you have power be of your personality and charisma ideal to be= expert and referent (ER)

relief workers can cover the "days" off of ____ FT workers each week.

2.5

meals per labor hour example 20 FTE produced 2700 meals during 1 40-hour week. How many meals were produced per hour?

20FTE x 40hrs= 800hrs 2700meals/800hrs = 3.38 meals per labor hour

Blake and Mouton leadership grid middle road management

5,5 reflects a moderate amount of concern for both people and production

Pareto Analysis (80/20 rule)

80% of an output is a result of 20% of an input. focuses on the vital few cuases that if corrected can improve quality and have the greatest impact. (bar chart). work on the tallest bar that occurs most frequently most effects have relatively few causes

Blake and Mouton leadership grid authority -compliance management

9,1 high concern for production, low concern for people

income statement

P&L, revenue and expenses shows operating results over a period of time (dynamic) presents income(revenue), expenses and profit (or loss or break even) over the course of the budget period analyzes operational effectiveness

Traditional/classic Management follows scalar principle

TSA task structure authority follows scalar principle - clear and unbroken lines job focused, not fun, impersonal and unity of command- each is accountable to only one superior

mission vs vision statement

Vision= goals and aspirations, talks FUTURE, effect, something to be accomplished Mission= core purpose, PRESENT, cause, something to be pursued

licensure

a state agency issues a license to individuals who meet qualifications to practice RD get a title protection division - that prevents unlicensed from practicing

determining staffing needs; acute care conventional meals PLH school foodservice meals PLH

acute = 3.5 schools= 15

CAQH proview

an online credentialing portal that a provider can elect to share with multiple health plans or payer organizations; it eliminates the need for multiple insurance credentialing submissions

norris-laguarrdia act (pro)

anti-injunction act (prevents employer from forcing new employees to sign agreement to not join a labor union)

Leadership styles; autocratic consultative bureaucratic participative/democratic laissez faire/free rain

autocratic - obedience, no questions allowed (sometimes needed in time sensitive) consultative- allows input from others but 1 person makes the decision bureaucratic- by the book participative/democratic- involves others, guides and encourage group to make decisions laissez faire/free rain- allows group to make decisions (workers have no direction)

cultural sensitivity

being aware of similarities and differences among various cultures as you engage in active communication with other communities

accounting principles 1. cash basis 2. accrual basis

cash = recognizes a transaction at the time the cash is taken in or release accrual = recognizes revenue when earned and expenses when incurred (regardless of when the actual cash is received or dispersed)

Chain of command

command from top to bottom

Systems approach to management

considers the entire organization when making a decision input ---> transformation ---> output input= labor and skills, materials, supplies, facilities, money, time, utilites transformation= linking, decision making, communication, managing (PODCE) functional subsystems, production distribution, service output= financial accountability, meal quantity and quality, customer and employee satisfaction

inventory turnover rate

cost of sales (food cost) / average inventory cost high ratios indicate limited inventory is being kept low ratios indicate large amounts of money are being tied up in stock

NCQU national committee for quality assurance

credentialing used to assess and verify qualifications of healthcare provider

Fiedler Contingency approach (situational leadership)

depends on the situation they are dealt with highly favorable or highly unfavorable situations= task oriented(autocratic) (time crunch) moderately favorable situations = relationship oriented (participative) (longer periods of time)

Functions of directing

distributing work load/delegating tasks, coordination links activities of various departments w/i the org. manager must have clear understanding of what they want done, give specific instructions motivate, provide traiining, require complete work, establish adequate controls.

Decision making; Delphi technique

don't meet in person, consensus of experts

job specification

duties involved, conditions, qualifications (degrees/experience)

resource allocation

efficient allocation of people, materials, and equipment to meet the needs of the operating system. CPM critical path method, helps plan and control the operation.

Likert management of conflict; four basic systems of organizational leadership

either job centered or employee centered job centered= exploitative, autocratic (job centered-makes all descisions) benevolent, autocratic (job centered, minor decisions made by workers) consultative (employee centered, gain some confidence) participative (employee centered, trust and responsibility) participative= most effective

ouchi (theory z)

employees are the greatest assests, there is high mutal employer loyalty. everyone involved in decision makinig is affeted by that decision (consensus decision making)

management by objectives (MBO) - drucker

established goals and objectives with employees Participative

to determine the actual number of employees needed multiply the number of full time positions by (____) to get thh number of relief workers needed to cover 365 days per year.

example : you have 20 full time positions : 20x .55= 11 relief employees FT employees (20) + relief (11) = 31 total employees

capital budget

facilities, equipment, cost of improvements and repairs, expansion, replacements *includes expenditures who's return are expected to last beyond 1 year

food cost per meal formula food cost formula

food cost per month/ # meals per month food cost = beginning inventory minus ending inventory. plus food purchases

Decision making; fishbone/ishikawa

helps identify all the potential/probable causes and selects the best cause which contributes to the problem/effect

Hawthorn Studies (elton mayo)

if you involve people in the process they become more productive (placebo effect-special attention improves behavior)

operating budget

income and expenses forecast of revenue, expenses 1st step= forecast sales or revenue (income) portion then budget expenditures (labor, food, operating expenses)

Fair employment practice law

makes it illegal to ask about a candidates race, religion, sex, national origin, age, marital status

peter principle

may promote someone to a level of incompetence (negative concept, should not do)

Controlling /evaluating 1st step is

measures current performance against standard performance; determines what goals have been met note= establish qualitative and quantitative standards (what is expected to happen)

Decision making; Nominal group (delbecq)

meet as a group, brainstorm, record, discuss. then rank and vote note= prioritized decisiion making

absolute FTE=

minimum # of employees needed to staff the facility -counts productive hours (hours actually works)

food costs and how to control

most readily controlled item, subject to the greatest fluctuation menu planning- most important (food cost) type of services- buffet vs a la carte purchasing methods- group buying? receiving control- weigh in and check items against invoice storage and production control (EP vs AP) standardized portions

civil rights act

prevents discrimination based on race, color, national origin; prohibits SEXUAL HARRASSMENT--overseen by EEOC

equal employment opportunity act

prevents discrimination in employment based on race, color, religion, sex, national origin, POLITICS--overseen by EEOC

net profit

profit shown after all expenses have been deducted from sales

gross profit

profit shown after deducting raw food and beverage (COGS) from sales (revenue)

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - maintenance factor (hygiene) dont motivate but can prevent motivation. if not present at work can cause disssatisfaction (ex; money, relationships, benefits, working conditions) motivational factors= enrich the job/add to self actualization (ex; achievement, accomplishment, recognition, growth, responsibilites, opportunites)

cash budget

purpose is to determine if funds with be available when needed

1st step in problem solving

recognize and analyze problem

general ledger

records and reports transactions categorized by account numbers (summary of all expenses and revenue for the month by category (meat, fruit, dairy)

job description

reflects required skills and responsibilities; matches applicants to job, orientation and training, employee appraisal

profit margin

reflects the portion of sales volume remaining after paying all expenses net profit/sales (revenue) net profit = profit after all expenses have been paid

labor management reporting and disclosure act/ Landrum Griffin

regulate internal union affairs, set code of conduct for unions

expectancy theory - Boom, Vroom

rewards self motivators, employees must believe that effective performance leads to certain rewards, and that rewards offered are attractive

National labor relations act- Wagner act (pro union)

right to join a labor union created the national labor relations board which listens to claims of unfair labor practices

Maslows Hierachy of Needs

says people have 5 needs that need to be met in a specific order to be motivated 1. physiological = air, water, food, sleep, clothing 2. safety (personal security, employment, health,property) 3. love (friendship, initimacy, family, belonging) 4. esteem (respect, status, recognition, strengh, freedom) 5. self actualization (desire to become the most that one can be)

balance sheet

shows financial condidition of a particular date (static) -lists assets- (goods and products owned) - cash, inventory, accounts receivable (amounts owed to you) -list liabilities- amounts owed to others assets = liabilities + capital (equity, owners interest) also analyzes operational effectiveness *quick way to view financial condition

adjusted FTE

takes into account the benefit days and days off

cultual competence

the ability of systems to provide care to patients with diverse values, beliefs and behaviors including the tailoring of health care delivery to meet patients social culture and liguistic needs

Mcgregor theory X & Y

theory X = motivate your employee through fear and coersion bc people hate their job (authoritative) theory Y= peoepl are positive about work and like working. respond with participative leadership, dont need to threaten.

situational leadership style Tannenbaum and Schmidt leadership continuum

there is a range of leadership behaviors that depend on teh degree of authority by the manager and amount of freedom from the employee (leadership depends on situations) tells decisions, sells decisions, discusses decision, asks for input on decision, collaborates, delegates responsiblity for desicion.

Collective bargaining- one person represents a group of people to bargain with

union/shop steward= an employee who represents fellow employees as the union rep steps 1. bargaining (between shop steward + management) 2. mediation (neutral person settle differences, not binding) 3. arbitration (conduct hearing to resolve; binding) NOTE unions can negotiate working condicitions, vacations, holidays but not person requirements

direct (variable) flexible costs

varies directly with changes in sales; directly involved in services to customer (food, china, silverware, laundy, uniforms)

daily food cost report (food cost percentage)

what % was spent on sold food daily food cost/daily income= food cost percentage