FN 313 Exam 3 SG (Chap 7 8 9 14)

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8. What are the three basic types of skills that managers need? Why are they important?***

--3 Very important skills for Mgt below: --CHT 1. Conceptual 2. Human 3. Technical Management Skills: -These skills are important b/c we want employees to respect us as FS mgt. lest poor performance occur then poor service less satisfaction. Thus we need to have these skills to aid in gaining respect and running the operation smoothly. Managers need three basic skills - technical, human and conceptual. • A skill as an ability that can be developed and that is manifested in performance. 1. Technical Skill. A technical skill involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques. • Such skill requires specialized knowledge, analytical ability, and expertise in the use of tools and procedures. • You have to know how the operation is done in every way. You have to know how to take on other roles like bein the cook, dishwasher, prepper, etc. Employees will respect you more if you are willing ot step in and help. Ex. know the budget, procurement side of the process as well. 2. Human Skill. Human or interpersonal, skill concerns working with people and understanding their behavior. • Human skill, which requires effective communication, is vital to all the manager's activities and must be consistently demonstrated in actions. • Key to good operation: is effective communication skills. 3. Conceptual Skill. Conceptual skill is the ability to view the organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts. • Conceptual skill also involves the ability to understand the organization within the environmental context; a good example is the relationship of the organization to other similar organizations and to suppliers within the community.

4. What are standards?***

-my words: the quality a buisiness wish to meet based on a set of guidelines. The standards are constant and are like standardized recipes and practices to ensure the FS is following code.

9. What is OSHA?

Bonus info: Employee Safety: Safety 1. Occupational Safety & Health Act 2. Fire Safety 3. Personal Protective Equipment (PPE) 4. Employee Safety Programs Workplace Violence

1. Occupational Safety and Health Act (OSHA) • Congress passed the Occupational Safety and Health Act in 1970. • The purpose of the act is "to assure, so far as possible, every working man and woman in the Nation safe and healthful working conditions, and to preserve our human resources." 2. Fire Safety • More fires start in foodservice than in any other kind of business operation. • Oxygen, fuel, and heat are required to start and sustain a fire; most fires start with the mishandling of fuel and heat. • Suppressing a fire typically focuses on reducing or eliminating oxygen or the source of the fuel for the fire Note: Ex. towel fire or grease fire. 3. Personal Protective Equipment • Personal Protective Equipment (PPE) items are used to help protect the foodservice worker from injury or illness. • Examples of PPE use include: wearing protective glasses and rubber gloves when deliming the dish machine to protect the eyes and hands from harsh chemicals; using stainless steel mesh gloves when cleaning the slicer to prevent cuts; or wearing asbestos arm guards when working over a hot grill. 4. Employee Safety Programs • Insurance companies can be an important safety resource in which the service is either included in the premium or is available at a small charge. • This service includes establishing a safety program or reinforcing an existing one. • Some insurers conduct audits for the operation and help with employee training by providing safety manuals or films and videos. • A comprehensive safety audit includes a thorough inspection of the facility from the sidewalks in. • Almost every restaurant that has installed a facility self-inspection report has reduced accidents significantly and has had sizable savings on insurance premiums. 5. Workplace Violence • Workplace violence is defined by the National Institute of Occupational Safety and Health (NIOSH) as violent acts directed toward persons at work or on duty. • Workplace violence includes verbal or written threats, threatening body language, physical assaults, or aggravated assaults. • The likelihood of workplace violence is increased in organizations such as restaurants and similar foodservice operations that work with the public, have an exchange of money taking place in the organization, and deliver service.

Bonus info/slide: Market Research Detials

1. Problem definition: know what we're doing to increase sale, when there is a new prouct and meeting the goal is desired 2. data collection: ex. how much product was sold previously 3. data analysis: analyze the details. 4. Recommendatoin: based on what others recommend. ex. bringing back Mcrib at best times of yr to be sold. 5. Report preparation --need 3 things with it: Objectivity: do research open minded, unbiased. Accuracy: we have statistical info and numbers to show results Thoroughness: where we ask the general popu. of their thoughts. (we need lots of people.

Bonus info: Types of Management:

1. Top Manager: like a corporate world manager. (ex. the top CEO) 2. Middle Management: those who are on the organization level. (ex. FS manager like the dietary manager with smaller staff below them) (Walmart ex. the mgt over the CSMs or the department managers but are not the locations' manager). They don't make all the big decisions. 3. Front Line Managers: they work in the trenches with the workers (ex. head cook or for Walmart ex. CSM)

3. Review management functions

5 Management FunctionsPlanning =>Organizing =>Staffing=>Directing =>Controlling --POS DC The five management functions are planning, organizing, staffing, directing, and controlling. • Managers perform these functions in the process of coordinating activities of the subsystems of the organization. 1. Planning. Plans establish organizational objectives and set up procedures for reaching them. [See Slides 9-7 to 9-8] (think "what do we want to accomplish) 2. Organizing. Organizing is the process of grouping activities, delegating authority to accomplish activities, providing for coordination of relationships, and facilitating decision-making. (how are we going to do it and train people to do it) 3. Staffing. Among the most critical tasks of a manager is staffing, the recruitment, selection, training, and development of people who will be most effective in helping the organization meet its goals. [See Slide 9-9] 9we need to know how to get the best people) 4. Directing. Directing is the human resources function particularly concerned with individual and group behavior. (its the interaction b/t employees and the demands mgt has for them). • All managing involves interaction with people and thus demands an understanding of how we affect and are affected by others. • When managers direct others, they use that understanding to accomplish tasks through the work of other members of the organization. 5. Controlling. Controlling is the process of ensuring that plans are being followed. (takes all the info of what we planned, double checks what we did and determine DID IT WORK? Like in the FS model). • It involves comparing what should be done with what was done and then taking corrective action, if necessary.

3. Review centralized vs. decentralized tray assembly

1. Centralized Meal Assembly-prepped prior to being given to customer. It facilitates the manner so the food is only had led once, good portion controlled, served directly to customer, common with cafeterias and restaurants. 2. Decentralized Meal Assembly ************************************** Centralized meal assembly (details) a. Food items are prepared and assembled on trays before being transported to other locations for service. b. Centralized assembly has the advantages of eliminating double handling of food and facilitating supervision of meal assembly because the activity takes place in one location rather than throughout the facility. i. In addition, centralized assembly allows for standardization of portions, uniformity of presentation, and decreased waste. Key Summary Points: Centralized Service • Minimal handling of food after preparation. • Served directly to customer close to kitchen. • Cafeterias, restaurants • Portion control, temperature control, batch cooking can control quality. Decentralized meal assembly (details) c. The food products are produced in one location and transported to various locations for assembly at sites near the customer. d. Equipment to maintain proper temperatures—food warmers, hot food counters, and/or refrigerated equipment—must be provided at each location. i. Because some foods, such as grilled or fried menu items, do not transport or hold well, some cooking equipment may be available in the service units for these difficult-to-hold foods. Key Summary Points: Decentralized Service• Prepared in bulk and transported to remote locations for final assembly and delivery to customer. • Can improve quality if certain factors are managed: - Specialized equipment to maintain temperature • Trays • Carts • Vehicles - Additional small food service prep areas may be needed • Adds a food safety risk - becomes a CCP in a HACCP system! --this one can decrease labor costs.

1. Efficiency vs. effectiveness

1. Efficient and effective use of these resources to produce desired results is a requisite for a viable organization. - Efficiency is "doing things right"—you have the procedures down to a science. All actions are done correctly. - Effectiveness is "doing the right things" ---doing the correct actions. And have to do the right things as requested. - Robbins, Decenzo, and Coulter- managerial efficiency is the ability to get things done correctly, getting the most output from the least amount of input. Managerial effectiveness is the ability to choose appropriate objectives Effectiveness is the heart of accountability—must be in check to be effective.

3. Connection between/difference in HACCP, CCPs, and SOPs

HACCP is the planned principles that helps find problems and prevents them. CCP (Critical Control Point) is like our markers that we think of to help us determine whether there may be a problem that we need to address before matters get out of hand. SOPs (Standards of Operating Procedures) are the written steps/instructions that are to be carried out as normal facility practices to already prevent a problem from occuring. (ex. steps to handwashing posted in kitchen). *************************************** Details below: HACCP Plan Principles Conduct a hazard analysisDetermine the critical control pointsEstablish critical limitsEstablish monitoring proceduresEstablish corrective actionsEstablish verification proceduresEstablish recordkeeping and documentation procedures Note :HACCP seeks to find problems and prevent them. HACCP+ Hazardous Analysis Critical Control Point"it came about b/c of NASA and astronauts. There are 7 parts to it. In November 1992, NACMCF defined seven widely accepted principles to consider when developing a HACCP plan: 1. Principle 1: Conduct a hazard analysis. 2. Principle 2: Determine the critical control points. 3. Principle 3: Establish critical limits. 4. Principle 4: Establish monitoring procedures. 5. Principle 5: Establish corrective actions. 6. Principle 6: Establish verification procedures. 7. Principle 7: Establish recordkeeping and documentation procedures. 1. Hazard Analysis• "What could go wrong?" - Physical, chemical, microbiological• A hazard is an unacceptable contamination of food• Flow of food - all ingredients from point of delivery to point of service• Degree of risk determined• Quality not a concern, SAFETY 1. Identify CCPs• All recipes have at least one CCP Note: it's the specific points we look at in recipes/production, etc. WE need to make certain precautions to prevent the possible problem. • A critical control point (CCP) is a step(s) in production in which loss of control would result in an unacceptable safety risk or a point (in the flow of food) where a hazard can be reduces or eliminated.• Ask 4 questions:- Are there preventive measures that exist to control the hazard?- Will the proposed step reduce risk to acceptable level?- does the Hazard at this point pose a significant risk?- Will hazard be controlled at later step?• CCPs are measurable. For example: you can take temperature of a food at final cook time 2. Establish Critical Limits (CCL) • Criteria that will eliminate the hazard should be determined - Cooking temperatures- pH- Time of exposure- Aw- Oxygen level • Should be based on a referenced source (e.g.Food Code)• Reasonable and realistic -note: consider and remember the temps of meats b/c they can also cause problems (Remember FATTOM). 3. Procedures to monitor CCP• Monitor- Track trends- Identify when deviations occur and employ corrective actions- Documentation generated 4. Corrective action• Procedure followed when deviation occurs• 3 purposes: - Determine what procedure was followed- Correct cause and control CCP- Maintain records of correction(s) 5. Effective record-keeping system• Need records• If it wasn't written, it wasn't done• Keep simple, easy to maintain• Temperature logs• Equipment maintenance• Recipes Note Needed for all HACCP plans in one log, in one place. Make sure temps are logged. At the end of each month they should also be looked over and put into a binder. 6. Verify • Check to see if Standards of Practice (SOPs)and CCPs are properly identified • Review written records to ensure corrective actions are taken• Internal and external audits—done by workers and workers from other companies willing to do external audits. Pg. 239 has an SOP ex for handwashing. SOP Def. written, step-by-step instructions for routine tasks. note: in the work field we need to be able to determine what HACCP practices should be taken in our workplaces and make sure to log repairs in log book too.

4. Review categories of service

Categories of Service: Service Categories -service of food and beverage is the most diverse part of FS. Service can be categorized in a variety of ways; in fact, a number of combination services exist, such as table service, counter service, self-service, tray service, take-out service, and delivery. 1. Table Service • Table service is a very common form of service in the commercial segment of the industry. • Table service can be very simple or extremely elaborate; its distinguishing characteristic is service by a waitperson. • In most table service operations, a hostess, host, or maître d'hôtel is responsible for seating guests in the dining room. • Waitstaff personnel take orders from customers and deliver meals. • Often separate bus staff are responsible for refilling beverages and clearing and cleaning tables. [See Slide 7-6] (this one depends on the type of place) 3 Types of Table service (american, french, & Family styles): • The most common method of table service in the United States, often referred to as American-style service, involves plating the food in the kitchen or service kitchen and then presenting it to the guest. • In more elaborate service, often referred to as French style, food is prepared at the table—as with bananas Foster or steak Diane. • Another type of table service is called family style, in which food is brought to the table on platters or in bowls by the waitstaff and then passed around the table by guests. a. At Home (Traditional) • Family (Compromise) style of service is served by host plating meals at table, serving diners, then cuing when to begin eating • American Style (most informal)and is when serving bowls are placed at table, pass to right, host cues time to begin eating• Blue Plate - plates served from kitchen b. Commercial (Restaurant) • Family Style is the American style of service • American Style is when plates are served to diners from kitchen (known as Blue-Plate service) 2. Counter Service • Counter service often is found in ex. diners, coffee shops, and other establishments in which patrons are looking for speedy service. • People eating alone can join others at a counter and enjoy the companionship. • Counter arrangements provide not only fast service for a customer but also efficiency for the establishment. (Note: it is also less labor involved, less labor cost, cheaper to run) • The counter attendant is usually responsible for taking the orders, serving the meals, busing dishes, and cleaning the counter and may even serve as cashier except at peak periods. (one person does a lot of work here. 3. Self-Service • Self-service foodservice operations cover a wide spectrum; cafeteria service is one of the most commonly used forms. • In self-service, the customer chooses what they want from displayed food items or service counters and goes to a central point to pay for the items. [See Slide 7-7] (note: it saves money, labor cost is low, you just pay for food). Ex. aquarium, hospitals, buffet. Details: • Cafeteria service is one of the most commonly used forms; other self-service operations include buffets, vending machines, refreshment stands in recreational and sports facilities, and mobile foodservice units. • Cafeteria service is characterized by advance preparation and self-service or employee-served of most, if not all, menu items. • It is the predominant form of service used in onsite foodservice and employee-feeding operations. • Quick service is used to describe service situations where the customer comes to a central ordering/pickup location to order and pay for food. • Service staff take the order and collect payment for the order and then the order is assembled and given to the customer. • In some cases the service staff assemble all or parts of the order; in other situations separate staff are used to take orders/collect payment and assemble orders. • In some quick-service operations, the guest is given a number and their order is delivered to their table. • Drive-through service is a form of quick service in which the customer places an order from their vehicle and "drives through" a designated area to pay for and pick up their order. • Buffet service has enjoyed increasing popularity in recent years in all types of foodservice. • A buffet is a type of service where guests obtain all or a portion of their food from a buffet table. • Buffet service enables a facility to serve more people in a given time with fewer employees. • The usual procedure in commercial operations is for guests to select the entrée, vegetables, and salad from the buffet table before going to the dining table set with flatware, napkins, and water. • Vending machines, dubbed the silent salesperson with a built-in cash register, annually move billions of dollars of products and services to customers around the world. • Even though the external customer communicates only with the vending machines, employees, the internal customer, work behind the scenes to ensure that customer needs are being met. 4. Tray Service • Tray service, in which food is carried on a tray to a person by a foodservice employee, is used primarily in healthcare institutions and for in-flight meal service in the airline industry. • Room service, in which food is served on a tray or on a cart in a customer's hotel or motel room, is a variation of tray service. (ex. hospital, LTC. Food is on tray when delivered. Airlines used to do it.) 5. Takeout Service • One of the rapidly growing areas of foodservice operations is takeout service. • American consumers are cooking less at home in part because of an increase in number of family members who work outside of the home and the pressure to balance work and family life. • Takeout service allows consumers to purchase food at one location and then enjoy that food in a location of their choice. (it's a convenient thing at fast food places). • 6. Delivery Service • Delivery service is another rapidly growing aspect of foodservice operations. • Delivery service involves transporting prepared food items from the foodservice operation to the customer. • Typically, delivery service is either to a customer's home or office location and a fee often is charged for this service. • One challenge foodservice operators face in the delivery process is ensuring that proper food temperatures are maintained during the delivery process.

5. What are the four characteristics of service and how do they impact marketing in foodservice operations?***

Characteristics of Services: Intangibility Inseparability Perishability Heterogeneity The problems of service marketing are not the same as those of goods marketing. • A look at the four basic characteristics of service marketing—intangibility, inseparability of production and consumption, perishability, and heterogeneity—explains why services generally are sold before they are produced, and goods generally are produced before they are sold; moreover, services marketing has a more limited influence on customers before purchase than goods marketing. 1. Intangibility. Generally, intangibility of services is defined in terms of what services are not; they cannot be seen, touched, tasted, smelled, or possessed. (its the "curb appeal) • Services are performances and, therefore, intangible; products are tangible; however, services do have a few tangible attributes. 2. Inseparability. Inseparability of production and consumption is related to intangibility. (and everything is connected to FS)ex. good service may have workers offer drinks or anything else. • Services are normally produced at the same time they are consumed. • For example: the knowledge and efficiency of the waitstaff in taking the order and serving the meal, the desire of the bartender to mix a drink exactly the way the customer wants it, and the concern of the maître d'hôtel that the customer is satisfied. 3. Perishability. The perishability of services means that those services cannot be stored for future sale. • Unused capacity cannot be shifted from one time to another. • Because service is produced and consumed simultaneously, it is perishable. • The service supplier must try to regulate customer usage to develop consistent demand throughout various periods. -overstaffing may cause loss of money. it impacts whether people stay or leave 4. Heterogeneity. Heterogeneity of service is concerned with the variation and lack of uniformity in the performance of people. • This is different from the poor service caused by an insufficient number of staff; rather, it is fluctuations in service caused by unskilled employees, customer perceptions, and the customers themselves. (there are differnt types of people with various skilled levels, ex. one hard worker and one lazy worker. they both impact service. • Variations might occur between services within the same organization or in the service provided by one employee from day to day or from customer to customer.

4. Review importance of cleanability and sanitation of equipment

Clean: def. free of physical soil and with an outwardly pleasing appearance. Sanitary: def. free of disease causing organisms and other contaminations. -Clean: free from debris with no particles on it. -Sanitary: kill off what can't be seen to prevent microbial growth. A properly designed foodservice facility is basic to maintain a high standard of sanitation. • The first requirement for a sanitary design is cleanability, which means the facility has been arranged so that it can be cleaned easily. • Equipment and fixtures should be arranged and designed to comply with sanitation standards, and trash and garbage isolated to avoid contaminating food and attracting pests. • For a facility to be clean is not enough; it must also be sanitary. • Although the two words are often used synonymously, they are different: • Clean means free of physical soil and organic matter. • Objects may look clean on the surface but may harbor disease agents or harmful chemicals. • Sanitary means "the application of cumulative heat or chemicals on cleaned food contact surfaces that, when evaluated for efficacy, is sufficient to yield...a 99.999% reduction of representative disease microorganisms of public health importance" • In other words - sanitary is free of disease-causing organisms and other contaminants.

11. What is contamination? Describe the three categories related to food and provide examples of each.

Contamination def. presence of harmful substance in food. Food Spoilage and Food Contamination Food Spoilage: unfit for human consumption due to chemical or biological causes (contamination) Three forms of contamination: Ø1. BiologicalØ2. ChemicalØ3. Physical Contamination def. presence of harmful substance in food. 1. Biological Contamination• 76 million cases, 5000 deaths each year• >$7 billion losses per year• More than half related to mishandling of food• Pathogens are microorganisms that are harmful and can cause illness or death and are classified as:a- Bacteriab.- Virusesc-Parasitesd- Fungie- Natural toxins 2. Physical Contamination• Nonfood particles contaminate food product • Metal shavings, glass chips, chips from dishware• Staples, tape, paper • Fingernails, hair, dirt, bones, jewelry, fruit pits 3. Chemical Contamination• Food service chemicals (pesticides, detergents, sanitizers) -Excessive additive, preservative, and spice addition to recipes- MSG • Metal and acid reaction (copper) • Toxic material contamination- Cadmium, lead ex. soda and copper together make a toxic chemical together b/c of a Metal Acid reaction. so we don't want acidic foods placed in bad metal cans in order to avid this reaction. -make sure no extra spices or things are added in. ************************ Biological contaminants in detail: Controlling Foodborne Microorganisms • Carbohydrate and proteins• 4.6-7.5 pH• 41°-135°F (5°-57°C)• Limit time• Some need O2, others do not• Aw of 0.85 or less FATTOM: Food: the type often hints to the type of bacteria nearby. Ex. chicken=salmonella. Acidity: most bac. Prefer neutral or basic pH (see range above). But if under 6.9 pH it's acidic (most don't like that). High pH=basic (7.1 and over), pH=7 neutral, low pH=acidic (6.9 & below). Time: "thermal death time" the time and temp need to be monitored during this time in order to keep bac. From growing or to kill them when doing things like heating up eggs kills off any bac remaining. (time cooked and b/t setting out or freezing all can affect bac growth.) Temp: beware the danger zone (see above) Oxygen: we need to limit it b/c a lot of bac are AEROBIC and like to grow on foods exposed to O2. (there are some that are anaerobic: no O2 needed to grow). Best policy: limit O2 and you limit to eradicate the bac. Moisture: limit moisture (mostly connected to fungi, molds, yeasts, etc). More moisture= more bac. Ex. put strawberries in a cake then let cake set out of fridge for a week=fuzzy cake that you no longer wish to eat is the result. Bacteria 3 Most common bac in US with food: 1. Campylobacter Campylobacter jejuni -it attacks new growing cells. • Campylobacteriosis is one of the most common causes of gastroenteritis• Introduced into food supply from animal flesh • Onset 3-5 days, 1-4 days duration • Symptoms: Diarrhea, fever, nausea, abdominal pain, headache • Source: Raw poultry, beef, and lamb, unpasteurized milk, unchlorinated water, raw vegetables (hint: uncooked meat or dirty substance like milk water or veggies) (also in outer portion of steak which is why outside needs to be cooked to 165, but inside is okay at 140). • Prevent: avoid cross-contamination, cook foods thoroughly 2. Salmonella • Salmonellosis is an infection (no toxin, not a spore former) • Source: Animals and humans are primary carrier, water, soil (Eggs and chicken is what we normally think of.), ground beef is at risk too. • 6-48 hrs onset, 2-3 days duration • Symptoms: Abdominal pain, headache, N & V (ie. Nausea & vomiting), fever, diarrhea • Poultry, meat and meat products, milk, eggs and products made with these ingredients • Prevent: cook poultry 165°F, quick cooling, avoid cross-contamination, good hygiene 3. Escheria coli Escherichia coli • Four classes of the enterovirus E. coli: 1- Enterotoxigenic E. coli 2- Enteropathogenic E coli 3- Enterohemorrhagic E. coli 0157:H7--is the most common one 4- Enteroinvasive E.coli • Onset: 12-72 hrs. and 1-3 days duration • Source: Intestinal tracts of humans and animals (cattle), not washing hands after bathrm. • Symptoms: Bloody diarrhea, severe abdominal pain, N & V (nausea/vomiting), fever • foods often affected: Raw and undercooked beef, imported cheeses, raw milk, cream pies, mashed potatoes, and other prepared foods • Prevent: cook thoroughly (160°F), potable water, avoid fecal contamination, good hygiene • Bacterial growth curve - Lag phase - Log phase - Stationary phase - Death phase • Conditions of food, pH, temperature, atmosphere, and time all affect this curve (THINK FATTOM PROPERTIES) Bacterial Growth Curve pH value• pH (H ion concentration) 0-14 scale• 7 is neutral, bacteria can grow 4.6-9.0 Thermal Death Time• Heat resistance of bacteria• Time at a specific temperature and other factors affect bacteria's resistance to heat, want to kill vegetative cells or spores • Bacteria need about 2-4 hours to produce enough bacteria to cause illness, double in 15-30 min. • Toxins cannot be destroyed by heat, so must control bacterial population (they are made by bacteria. Once formed heat, freezing, nothing can really get rid of them. That is why if we control bac we can limit the toxin. • Freezing does not kill; bacteria lie dormant Oxygen and Moisture• Bacteria are classified as aerobic or anaerobic, indicating they will reproduce with or without oxygen. Heat treated, oxygen controlled =>shelf stable. • Foods with higher moisture % content and water activity (Aw) can support bacterial growth - Salt, sugar can reduce Aw - Dehydration and freezing can lower Aw Bacterial growth: 0.85-1.0 Yeast growth: 0.87-0.91 and some 0.60-0.65 Mold growth: 0.80-0.67 and some 0.60-0.75 Potentially Hazardous Foods• Protein (N) containing - Hamburger, chicken, fish, seafood, eggs, milk, yogurt, soft cheeses, cottage cheese (meats/protein foods). • Carbohydrate containing - Fruit - Heat treated vegetables • Sprouts, garlic in oil, mushrooms

2. What is HACCP and when is it utilized?***

Hazard Analysis Critical Control Point (HACCP). Def. is the systematic analysis of all process steps in the FS subsystems, starting with products from suppliers and ending with consumption of menu items by customers. HACCP is used to monitor the process of things like tray assembly to ensure everything is correct, from temps to preventing physical and biohazards from enter food. When is it used? It is also utilized during centralized and decentralized tray assembly and at all parts of the FS subsystems of Transformation to ensure safety.. And it is involved in keeping customers and workers safe. (see in chap 8 too).

7. What is corporate culture?***

Corporate Culture—there are different types. Corporate culture, or organizational culture, is defined as the shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together. Note: you can tell the mgt and the culture in different places of whether rit is nice, bad, there's a dictator, or there is freedom for innovation, and you can tell whether things are a mess. • Positive cultures have the following qualities in common: 1. Integrity: Building trust between people in the organization 2. Bottom-up style of management: Involving employees as part of the team (and hear all folks out) 3. Having fun: Finding ways both at work and outside of work for fun 4. Community involvement: Participating in community service programs (it's a nice plus) 5. Emphasis on physical health and fitness: Practicing a belief that a sound mind goes along with a sound body.

5. Review cross-contamination; ways to prevent

Cross-contamination: def. transfer of microorganisms from one food product to another. -ways to prevent as well: don't use the same cutting boards for produce to meat. (it its a cassorole to be cooked its okay if things touch). Wash hands after bathroom, or cracking eggs, or washing strawberries. -every item, equipment, hands, people, food has possibility of being contaminated and contaminating another thing. Ways to prevent: wash hands, let sick workers stay home, ensure water is clean, make sure food is cooked/cooled/stored correctly. -need to make sure food supplies is delivered and stored in safe amount of time to preserve food from contamination. ********************************************* • Food safety criteria to check in receiving include: • Meat: 41°F or below; bright red color; firm, nonslimy texture; no odor; intact and clean packaging • Poultry: 41°F or below; no discoloration; firm; no odor; frozen or packed in crushed, self-draining ice • Fish: 41°F or below; bright red gills and bright shiny skin; firm flesh; mild ocean or seaweed smell; bright, clear full eyes; frozen or packed in crushed, self-draining ice (it should not be slimy, sticky, or smelly) • Shellfish: live on ice or at temperature of 45°F or below; shucked at internal temperature of 45°F or below; mild ocean or seaweed smell; unbroken shells; closed shells if alive; shellstock identification tags (packer's name, address, and certification number) on container (manager must date when the last shellfish was served and then keep tags on file for 90 days from date) • Shell eggs: temperature of 45°F or below; no odor; clean and unbroken shells • Liquid, frozen, dried eggs: must be pasteurized and have a USDA inspection mark • Dairy: temperature of 41°F or below; milk must be pasteurized and comply with FDA Grade A standards; cheese with typical flavor, texture, and uniform color • Canned goods: can and seal in good condition (no swollen ends, leaks, dents) • Dry goods: intact packaging (no holes, tears, punctures, water stains) • Produce: temperature of 41°F or below for fresh cut greens, melons, tomatoes, or other processed produce

1. What is distribution and service; differences between***

Distribution: def. movement of food from production. Service: presentation of food to the customer. Distribution: getting food from production to customers. (details below) 1. Type of production system in use—ex. quick serve tray service, buffet service 2. Degree of meal preassembly prior to service—ex. on site vs away from site (commissary) 3. Physical distance between production and service—ex. fast food, is very close, commissary use has foods very far away (there's a need to keep foods at temp). 4. Amount of time between completion of production until the time of service—need good production schedule. Watch the temps on foods, and follow HACCP to prevent microbial growth. Service (Details): -Service of food and beverage is the most diverse part of FS. Service can be categorized in a variety of ways; in fact, a number of combination services exist, such as table service, counter service, self-service, tray service, take-out service, and delivery. (see later slide for details on service types) As the time between the completion of production and the time of service increases and/or the distance between the two increases, the options for distribution practices and equipment also increase.

6. Review types of service controls

Double check notes. Service mgt: def. philospophyy, thought process, set of values, adn attitudes adn methods that focuses managers on the importance of service. TQM def. based on the assumption that all quality standards and measures should be customer referenced adn help employees guide the organization to deliver outstanding value to customers. Paradigm: mental freme of reference that dominates the way people think and act. Other class notes: Total Quality Service (TQM): service is part of TQM piece. It starts with internal customers to have good service. (The gold standard) Cross training of workers (it can help improve service of customers) is needed so everyone can respect and understand each hob and so workers may buy into the company. It allows everyone to understand the stressors of others so no one will trouble another since they all understand the rough work.

6. Review emerging management issues, focusing on globalization

Emerging Management Issues Social Responsibility (pg 288) Globalization Social Responsibility • Social responsibility is an organization's responsibility to society that extends beyond its profit generation. --a. Economic Responsibility: where we have to pay bills. b. Law Responsibiliity: where laws are put forth so we pay the minimum wage and follow the law. c. Ethical Responsibility: no stealing from competition or workers. d. Discretionary Responbility: might do for others. ex donations of time or money at an event to promote business. • Globalization • Advances in communication and information technology and ease of foreign travel have resulted in a much more global society; as a result, economic, political, cultural, and environmental events in one part of the world can greatly impact those living in another part of the world. [See Slide 9-20]. Globalization Implications of Globalization: 1. Economic--know how international trading laws consult or consult with experts on them. 2. Sociocultural--important with organization here or elsewhere b/c we deal with lots of people from different countries. 3. Political/LegalAdvances in communication and information technology and ease of foreign travel have resulted in a much more global society; as a result, economic, political, cultural, and environmental events in one part of the world can greatly impact those living in another part of the world. (look to make sure we know who we are dealing with on a global level. And make sure to not be deceived or rioting in other countries. • Globalization has implications in economic, political/legal, sociocultural, and technological environments. 1. Economic environment. The economic environment includes the economic system of a country, the level of economic development in a country, the exchange rate of its currency, and the type of trade agreements in place. • The economic environment impacts the ease of international commerce between nations. 2. Political/Legal environment. The political and legal environment impacts globalization; often trade barriers are established to control the production and sale of product. • Trade barriers include tariffs, subsidies, and quotas. • Countries with unstable political systems, those experiencing terrorism, and those with internal violence can be at risk for limits to globalization. • The legal system and types of business laws in a country can impact the ease of globalization as well. 3. Sociocultural environment. The sociocultural environment includes the culture and values that exist in each country; many differences can exist. [See Slide 9-21]

Bonus info: Planning

Extra Info: Dimensions of Planning: Dimensions of planning. Their purpose is to outline what we need to consider when planning. The four dimensions of planning are: repetitiveness, time span, level of management and flexibility. 1. Repetitiveness. Standing plans, or plans for repetitive action, are used over and over again; sometimes there is a single-use plans, also called single purpose, are not repeated but remain as part of the historical records of the organization. This one is the majority of the plans 2. Time span. The time span for planning refers to short-range versus long-range planning. (consider what we need accomplish in the time frame we are given). • Short-range, or operational, planning typically covers a period of 1 year or less; for example, the operating budget for a year. • Long-range planning in most organizations encompasses a 5-year cycle; however, a longer time span may be essential for some aspects of planning, such as a major building program. 3. Level of management. A relationship exists between the hierarchy of plans and the level of management involved in the planning effort (See Figure 9-11 in text). • Generally, top managers, who function at the policy-making level of the organization are responsible for broad, comprehensive planning involving goals and objectives. • Middle managers, at the organizational or coordinative level, are responsible for developing policies • First-line (a.k.a. front-line) managers at the technical or operational level are responsible for developing procedures and methods. 4. Flexibility. One of the major considerations in planning is the permissible degree of flexibility. • Long-range planning involves decision making that commits resources over an extended period of time. • Rapidly changing technology, competitive and market situations, and political pressures make forecasting extremely difficult. *********************************** Hierarchy of Plans Plans establish organizational objectives and set up procedures for reaching them. • Planning is defined as determining in advance what should happen; planning is essential as a manager organizes, staffs, directs, and controls. • Hierarchy of plans (See Figure 9-6 in text). The initial plans are the goals and objectives of the organization, thus providing the basis for objectives of the various subsystems. • --note: as subsystems go down, it gets more specific and there are more pieces and steps to them too. 1a. Goals represent the desired future conditions that individuals, groups, or organizations strive to achieve. 1b. Objectives are merely goals, or end points, and set the direction for all managerial planning. • Once objectives are determined, specific plans such as policies (that act as central guides to help meet goals), procedures (anything in operation for how to do it. Ex. procedures in place for how to do dishes), and methods (relate to one stepof how to do the job right which leads back to objectives) can be established for achieving them in a more systematic manner. • Policies are the guidelines for action in an organization, and procedures and methods define steps for implementation.

1. What is foodborne illness and how is it prevented?***

Foodborne illness:-it's when their is a large amount of bacteria in someone that makes them sick (it takes incubation time, a little longer, perhaps hrs, days, or weeks). Foodborne intoxication: is caused by toxins formed in food prior to consumption (the toxin is from the bacteria. the baceteria are not the ones making you sick. their toxin is). -shorter time frame. the toxins in foods cause the illness. hint: if the timing of getting sick is fast=toxin, if slow= bacteria. -prevention is done by good sanitary practices (ex. washing hands), cooking foods to the right temps and cooling foods correctly. Temps to heat foods (from handout): beef, pork roasts steaks, etc.=145'F Ground meats: 160'F Ground poultry: 165'F Uncooked/freshed/smoked ham: 145'F Fully cooked ham to reheat: 145-165'F (depends on the type) All poultry: 165'F Eggs: 160'F Fish/Shellfish: 145'F Leftovers: 165'F Casseroles: 165'F Cooling of foods: 165-70'F over 2hrs or prep 70-41'F within 4 hrs of prep. -ice baths, ice wands, or other equipment types can be used to cool or heat food. Fridge: ready-to-eat foods on top of fridge, raw seafood, fish eggs, raw steak, raw pork, raw ground meat, poultry on the bottom

Bonus Info: Organization Types

Hint: Traditional: "I'm your leader" Innovative: "we all have a say in decision" In traditional organization: the job is clearly defined that each person is to work integration (is coordination of jobs/tasks) and delegation of authority. Innovative: is where EVERYONE is empowered. there is social ability where everyone feel they belong. self-fulfillment where everyone wants the best and to buy into the place. In summary, traditional has a clearly defined head manager with specific roles they lead and no one else necessarily has the say in how they handle things. innovative is more where everyone has a say and mgt is there to facilitate change and make sure things get done rather then being the one making all the decisions. (perhaps its more like teamwork based). Organizational StructureOrganizations: 1. Traditional 2. Innovative An organization is defined as a group of people working together in some form of coordinated effort to attain objectives. • An ideal organization results in the most efficient use of resources. • The organization structure is based on the objectives that management has established and on plans and programs to achieve these objectives; different types of structures will be required for traditional and new organizations, each with different objectives. • The Traditional Organization [See Slide 9-11] • The Innovative Organization [See Slide 9-12] 1. The Traditional OrganizationOrganization chart and job descriptions or position guideDifferentiation or departmentalizationIntegrationDelegation of authorityAdministrative systems One of the primary reasons for organizing in the traditional organization is to establish lines of authority, which create order. • The traditional organization frequently is defined in terms of the following: • Organization chart and job descriptions or position guides—pattern of formal relationships and duties. • Differentiation or departmentalization—assignment of various activities or tasks to different units or people of the organization. • Integration—coordination of separate activities or tasks. • Delegation of authority—power, status, and hierarchical relationships within the organization. • Administrative systems—guidance of activities and relationships of people in the organization through planned and formalized policies, procedures, and controls. 2. The Innovative OrganizationEmpowered Decision MakingSociabilityNew Bases of Management PowerPersonal ConsiderationTeam-Based with Group RecognitionSelf-FulfillmentFlat HierarchyEmphasis on Vision & ValuesManagers as Change AgentsTechnologically Savvy In innovative organizations, employers are challenged to improve the quality of work life and to develop a corporate, or organizational, culture. • Innovative organizations are characterized by several general precepts: • Empowered Decision Making: Employees, not just managers, are involved in decision-making. • Sociability: A sense of belonging to the organization is created for all members. • New bases of management power: A shift has occurred from use of only downward authority to inclusion of upward and lateral lines of authority and input. • Personal consideration: Greater recognition is given to the importance of individual employees, not just the job they perform. • Team-based with group recognition: Formation of teams of employees and/or managers working together to accomplish goals with more emphasis on team rather than individual recognition. • Self-fulfillment: Employee job satisfaction and sense of accomplishment is more valued. • Flat hierarchy: The number of managerial levels has been reduced. • Emphasis on vision and values: Companies are finding it more important to formulate clear visions and values to which employees can commit themselves. • Managers as change agents: Change is viewed as a critical component in organization success, and managers are expected to stimulate and facilitate change. • Technologically savvy: Effective use of all forms of technology and a presence on the Internet are necessary components of organizations.

Management

Management- process of integrating resources for accomplishment of objectives. Robbins, Decenzo, and Coulter- the process of coordinating work activities so that they are completed efficiently and effectively by working with and through other people. Part of the transformation process of turning inputs into outputs. Includes- planning, organizing, staffing, directing, and controlling; uses resources within the organization In the systems context, management was described as a process for accomplishment of objectives, implying, therefore, that accountability is an integral aspect of the managerial role.

Bonus info: Market Research

Market Research: Problem definition=>Data Collection=:> Data analysis=>Recommendations=>Report Preparation The foundation of a successful marketing plan is research. •Only through research can proper judgments be made about the best combination of product, distribution, promotion, and price. •Market research can help an establishment succeed, rather than merely survive, by attracting new customers, keeping up with trends, and tailoring menus to meet customer Needs. •The American Marketing Association defines marketing research as the function that links the consumer, customer, and public to the marketer through information that is used to identify and define marketing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process. • Objectivity, accuracy, and thoroughness are important when conducting research. • Objectivity—conducted in an unbiased, open-minded manner; conclusion based on data and analysis. • Accuracy—use of research tools that are carefully constructed and implemented. • Thoroughness—ensuring that the sample represents the population; a questionnaire, if used, is pretested; and the analysis of data is statistically correct. • The marketing research process, as shown above (see Figure 14-4 in text), consists of five steps for logically solving a problem: problem definition, data collection, data analysis, recommendations, and preparation of the report. • Foodservice managers conducting marketing research should think about each of these steps and tailor them to fit the problem.

2. Review variables related to market segmentation

Market Segmentation Segmentation Variables: -Geographic -Demographic -Psychographic -Behavioristic Market segmentation is the process of dividing a total market into groups of people with similar needs, wants, values, and buying behaviors. • A market, in the context used here, is not a place but rather a group of people; as individuals or organizations, the group needs products and possesses the ability, willingness, and authority to purchase them. • A market segment is a mixture of individuals, groups, or organizations that share one or more characteristics, which causes them to have similar product needs. • Choosing the correct variable for segmenting a market is important in developing a successful strategy; variables have been grouped into four categories for the segmentation process: geographic, demographic, psychographic, and behavioristic. 1. Geographic Variables. Geographic variables include climate, terrain, natural resources, population density, and subcultural values that influence customers' product needs. (ex. region, school, state) • In addition, the size of the region, city, county, or state and whether the area is urban, suburban, or rural have an effect on the market. • Population in these areas, customer preferences, and spending patterns also need to be considered in marketing decisions. 2. Demographic Variables. Demographic variables consist of population characteristics that might influence product selection, such as age, gender, race, ethnicity, income, education, occupation, family size, family life cycle, religion, social class, and price sensitivity. (ex. target a certain amount of people of a certain age or whether they are highly educated). • Only those demographic variables pertinent to the population segment under consideration must be ascertained. 3. Psychographic Variables. Psychographic variables include many factors that can be used for segmenting the market, but the most common are motives and lifestyles. (ex. involves the social class. higher social class can have higher prices then lower classs=. • When a market is segmented according to a motive, it recognizes the reason a customer makes a purchase. • Lifestyle segmentation categorizes people according to what is important to them and their mode of living. 4. Behavioristic Variables. Behavioristic variables are the basis of some feature of consumer behavior toward and use of a product. (this is where we determine where we want customers to come back everyday (ex. fast food) or once a year (ex. big fancy resturant) They include variables such as purchase volume, purchase readiness, loyalty, and shopping behavior.

10. What are MSDS sheets?

Material Safety Data Sheets (MSDS) Lists identity and physical property information about the chemical, precautions for safe handling and use, physical and health hazards, emergency and first-aid information, when the MSDS sheet was prepared, and contact information of the manufacturer; required by OSHA.

2. Common microorganism for causing foodborne illness

Microorganisms def. organism so small it requires a microscope to be seen. 3 Most common bac in US with food: 1. Campylobacter 2. Salmonella 3. Escheria coli O157:H7 (of the E. Coli). Details: 1. Salmonella spp. • Salmonellosis is an infection (no toxin, not a spore former) • Source: Animals and humans are primary carrier, water, soil (Eggs and chicken is what we normally think of.) • 6-48 hrs onset, 2-3 days duration • Symptoms: Abdominal pain, headache, N & V (ie. Nausea & vomiting), fever, diarrhea • Poultry, meat and meat products, milk, eggs and products made with these ingredients• Prevent: cook poultry 165°F, quick cooling, avoid cross-contamination, good hygiene 2. Campylobacter jejuni • Campylobacteriosis is one of the most common causes of gastroenteritis• Introduced into food supply from animal flesh• Onset 3-5 days, 1-4 days duration • Symptoms: Diarrhea, fever, nausea, abdominal pain, headache • Source: Raw poultry, beef, and lamb, unpasteurized milk, unchlorinated water, raw vegetables (hint: uncooked meat or dirty substance like milk water or veggies) • Prevent: avoid cross-contamination, cook foods thoroughly 3. Escherichia coli • Four classes of the enterovirus E. coli: - Enterotoxigenic E. coli- Enteropathogenic E coli- Enterohemorrhagic E. coli 0157:H7- Enteroinvasive E.coli • Onset: 12-72 hrs. and 1-3 days duration• Source: Intestinal tracts of humans and animals (cattle)• Symptoms: Bloody diarrhea, severe abdominal pain, N & V (nausea/vomiting), fever• foods often affected: Raw and undercooked beef, imported cheeses, raw milk, cream pies, mashed potatoes, and other prepared foods• Prevent: cook thoroughly (160°F), potable water, avoid fecal contamination, good hygiene ************************************ Other Bacterial Pathogens • Shigella spp .• Listeria monocytogenes • Staphylococcus aureus (toxin) • Clostridium perfringens (toxin) • Bacillus cereus (toxin) • Clostridium botulinum (toxin) • Vibrio paraheaemolyticus, vibrio vulnificus (toxin) • Yersinia enterocolitica, Yersinia pseudotuberculosis (toxin) Sometimes mold, yeasts get involved.

Bonus info on other Food Biological Contamination Agents (to add with the bacteria that are mentioned above).:

Other Bacterial Pathogens • Shigella spp. • Listeria monocytogenes--in deli meat and processed cheeses. (pregnant women, elderly, and kids need to watch out with this one). • Staphylococcus aureus (toxin) • Clostridium perfringens (toxin • Bacillus cereus (toxin) • Clostridium botulinum (toxin)--bac produced the toxin for botulism and it is hard to get rid of. (if cans are dented or the seal is bad, send cans back to supplier b/c we can't afford the risk). • Vibrio paraheaemolyticus, vibrio vulnificus (toxin) • Yersinia enterocolitica, Yersinia pseudotuberculosis (toxin) Other Pathogens: Viruses=small pathogens, not a complete cell. • Norwalk virus . -needs living host to survive. -due to poor hygiene. -occurs on cruise ships, rapidly spreads from host to host. - 65% of nonbacterial infections, 21 million illness, over 800 deaths - Sea Sick: The Norwalk Virus Strikes 2007- Gastroenteritis Outbreaks Leave Passengers on Cruise Ships Feeling Queasy 2008 - Norovirus 'Norwalk virus' stomach virus: US hit by new monster stomach bug spreading around globe 2013 -prevetion: WASH HANDS & WATCH OUT FOR CONTAMINATION SOURCES. http://www.cdc.gov/norovirus/index.html • Hepatitis A -longer incubation time. involves: fever, jaundice, affects the liver, etc. - 15-50 d incubation, contagious; heat destroys so cold foods culprit - O'Charley's acknowledges hepatitis outbreak in Georgia O'Charley's Incorporated says two of its restaurants in Georgia were involved in a recent rash of hepatitis A linked to green onions. 2003 § Small pathogens § Need living host to survive and multiply § Water can carry/spread§ Personal hygiene Other pathogens: Fungi/Molds: Grow in wide range of substrates Wide range of temperatures Visible by the naked eye Yeasts: -over population of them=spoiled food, sour taste, no major illness with them. they may not taste as good if overloaded. it is the easist to see. it shouldn't cause too much illness, but it may be in a spoiled state. Spoil foods, but do not cause illness Important to fermentation industry (beer, wine, bread) - desirable flavors Undesirable flavors Other: Natural Toxins -Toxins are produced by microorganisms -Heating, freezing, curing does not kill them! -Must control bacterial growth ex. fish at bad temp: histamine is produced which can cause an allergic reaction.=Scombroid Poisoning. (also algae can also be toxin. -Department of Commerce is over the waters to be fished in and moniter algae blooms to prevent fish getting the toxin. • Histamine (scombroid poisoning from tuna, mackarel, mahi mahi) causes allergic reaction • Ciguatoxin, saxitoxin, brevetoxin, and domoic acid (marine algae contaminate fish) • Mushroom toxins Prions: very bad, do not eat. they are infectious particle, that usually goes after the brain and affects the entire brain. ex. prion: BSE • Transmissable spongiform encephalopathy (TSE) - Bovine (BSE) in cattle---"mad cow disease" - Scrapie in sheep- Chronic wasting disease in deer and elk - Creutzfeld Jakob disease (CJD) in humans Other pathogens: PRIONS PROteinaceous INfectious particle Glycosylated protein molecules found in brain cell membranes Transmissible between species -long term=10 years incubation period Ataxia, dementia, death

8. What is PPE?***

PPE= "Personal Protective Equipment" • Personal Protective Equipment (PPE) items are used to help protect the foodservice worker from injury or illness. • Examples of PPE use include: wearing protective glasses and rubber gloves when deliming the dish machine to protect the eyes and hands from harsh chemicals; using stainless steel mesh gloves when cleaning the slicer to prevent cuts; or wearing asbestos arm guards when working over a hot grill. ex. gloves, mask, goggles, apron, oven mittens) ex. Protective glasses, rubber gloves, mesh gloves, arm guards, biohazard protective gear

7. Review patterns of customer service

Patterns of Customer Service 1. Freezer 2. Factory 3. Friendly Zoo 4. Quality Customer Service: gold standard. Achieving quality customer service requires excellence in both the procedural and personal dimensions of customer service. (we want customers to keep coming back) • The model of quality service describes four basic patterns of customer service: • Freezer. A pattern of service in which there is poor procedural and personal service; it conveys the message, "We don't really care about you." (poor service and poor workers attitude). This one is really poor, workers don't care. Nothing is kind or nice about it). • Factory. A pattern of service that is skewed toward procedural efficiency; service may be timely and efficient but employees are cold and impersonal, leaving customers with the impression, "You are a number. We are here to process you as efficiently as we can." Procedure is fast an efficient, portion control is great. But it is very impersonal (very poor) the staff treat each customer like a number. • Friendly Zoo. A pattern of service in which employees are very friendly, genuine, and caring, but service is slow, inconsistent, and disorganized; it sends a message to the customer that "We are trying hard, but we don't really know what we are doing." (bad service, poor procedure. you never know what to expect, but the people are friendly and the best workers) • Quality Customer Service. A pattern of service in which both personal and procedural dimensions are handled well; it conveys the message, "We care about you, and we deliver." (gold standard). This one has best service, best worker attitudes and do the job right.

3. Products vs. services

Products: goods, services, or ideas Services: (tend to be intangible) the 4 elements required for Marketing Mix: The 4 Ps. Product--tangible (if not service) Price Promotion Place To manage marketing activities, managers must deal with variables relating to the marketing mix and the marketing environment. • The marketing mix is defined as the specific combination of marketing elements used to achieve an organization's objectives and satisfy the target market. • The marketing mix decision variables are product, price, place, promotion, and other factors over which an organization has control; these variables are constructed based on buyer preferences. • Product. A product can be a good, a service, or an idea. • Even though the manufacturing of products is not a marketing activity, research on customer needs and product designs is. • Price. Price is the amount of money charged for a product. • Price competition has become very common in foodservice operations. • Marketing managers usually are involved in establishing pricing policies for various products because consumers are concerned about the value obtained in the exchange. • Promotion. This element is used to facilitate exchanges by informing prospective customers about an organization and its products. • Promotion is used to increase public awareness about a new product or brand; also, it is used to renew interest in a product that is waning in popularity. • Place. In marketing, place refers to the location, the place where food or services are offered. • Increasingly, food is prepared elsewhere.

Chap 8 Safety, Sanitation, & Maintenance

Questions 11

Chap 14: Marketing Foodservice

Questions 5

Chap 7 Distributions & Services

Questions 8

Chap 9 Management Principles

Questions 8

7. What is risk management?***

Risk Management -Its purpose is to determine where, what or how something could go wrong and how to prevent it *it's similar to HACCP. What Can Go Wrong? =>What Will We Do? => How Will We Pay For It? Safety, sanitation, and maintenance are important components in preventing accidents and illness in foodservice operations; they also are key components of what has become known as risk management. • Risk is defined as the possibility of loss or injury; Risk management is a discipline for dealing with the possibility that some future event will cause harm to an organization. • The Nonprofit Risk Management Center (2002) suggests that risk management basically involves answering three questions: • What can go wrong? • What will we do? • To prevent harm from occurring in the first place • To deal with the aftermath of an "incident" • If something happens, how will we pay for it?

4. What is situation analysis? Marketing strategy?

Situational analysis: def. identification of marketing opportunities and challenges. Marketing strategy The selection and analysis of a group of people, identified as a target market, which the organization wants to reach; includes the creation and maintenance of an appropriate marketing mix that will satisfy those people. The Marketing Plan--typically short-middle in length (1yr or less, or 2-5yrs) Types of Plans Control & Evaluation Integration of Plans A marketing plan is a written document or blueprint governing an organization's marketing activities, including the implementation and control of those activities. • Marketing planning is a systematic process involving the assessment of marketing opportunities and resources, the determination of marketing objectives, the development of a marketing strategy, and planning for implementation and control. • Types of Plans. Marketing plans can be categorized according to duration, scope, and method of development. • Marketing plans typically are developed for 1 year and are considered short range; medium-range plans from 2 to 5 years are sometimes used; and those over 5 years, long-range marketing plans, are seldom developed. • Short- and medium-range plans are more detailed and more geared to the operation than long-range plans. • The method of development of plans may be bottom-up, top-down, or a combination of the two. • In the bottom-up approach, information from employees is used to establish objectives, budgets, forecasts, timetables, and marketing mixes. • In the top-down approach, top management directs and controls planning activities. • Integration of Plans. Integration of marketing is necessary if the product, distribution, promotion, and price elements of the marketing mix are to be synchronized. • An integrated marketing plan is one in which all the various components are unified, consistent, and coordinated. • A clear organizational mission defines an organization's type of business and place in the market. •a. The mission is involved each time products or services are added or deleted or new target markets are sought or abandoned. (consider what is the mission that infuses into other things for this company)? • A marketing plan must show stability over time to be implemented and evaluated correctly. (over time we want to acommplish.) • Control and Evaluation. • Control. Control is as necessary in marketing as in managing all facets of the foodservice organization. • The manager should establish performance standards for marketing activities based on goals of the organization. --swat analysis is done for strengths, weakeness, opportunites, threates. (what do we see, that will enable us to improve the product?) "control": we want control aspect over marketign so we have boundaries of what will be done more. • Evaluation. Sales analysis can be used for evaluating the actual performance of marketing strategies. (its how we can tell we succeed) • A sales analysis is the detailed study of sales data, either volume or market share. (it's used to show whether we did better or worse.) • Price increases and decreases affect total sales figures and need to be considered in the analysis. • Market share is stated as the percentage of industry sales for a product. • The rationale for using market share is to estimate if sales changes occurred because of the organization's marketing strategy or from uncontrollable environmental factors. • The assumption is that industry sales decrease when restaurant sales decrease and market share remains constant.

5. How does span of management differ amongst organizations?***

Span of management, often referred to as span of control, is concerned with the number of people any one person can supervise effectively. (the more workers there are the harder it is). Span of mgt: def. Span of management (span of control) Number of employees that can be effectively supervised by one manager. • Several factors are involved in determining the proper number: 1. Organizational policies. Clearly defined policies can reduce the time managers spend making decisions; the more comprehensive the policies, the greater the span of management. (the clearer these are the more people can manage.) 2. Availability of staff experts. Managers can have increased span if staff experts are available to provide advice and services. (employees who know their stuff helps reduce training needed in that area. 3. Competence of staff. Well-trained workers can perform their jobs without close supervision, thus freeing competent managers to expand their span of management.(better training helps them work more efficiently). (increased span) 4. Objective standards. In organizations with objective standards and standardized procedures, workers have a basis by which to gauge their own progress, thus allowing managers to concentrate on exceptions. (helps make things easier. Ex. standardized recipes. The same procedures. The same way you wash the dishes daily). • As a result, larger spans are possible. 5. Nature of the work. Less complicated work tends to require less supervision than more complicated work. • Generally, the simpler and more uniform the work, the greater the possible span. 6. Distribution of workforce. The number of areas where supervised workers are on duty may inhibit severely a manager's ability to visit all work sites. The greater the dispersion of workers, the shorter is the span..

2. Review roles of managers

Summary: Interpersonal, Informational, and Decisional role. Managerial Roles: (Figure 9-4) --good communication is needed. The formal authority of a manager gives rise to interpersonal, informational, and decisional roles. 1. Interpersonal Roles. Interpersonal roles of figurehead, leader, and liaison focus on relationships. a. The figurehead role has been described by some management experts as the representational responsibility of management. • By virtue of a manager's role as head of an organization or unit, ceremonial duties must be performed and may involve a written proclamation or an appearance at an important function. b. The manager in charge of an organization or unit also is responsible for the work of the staff; this constitutes the leader role. • Functions of this role range from hiring and training employees to creating an environment that will motivate the staff. c. The manager also must assume the interpersonal role of liaison by dealing with people both inside and outside the organization. • Managers must relate effectively to peers in other departments of the organization and to suppliers and clients. 2. Informational Roles. The informational roles of a manager are those of monitor, disseminator, and spokesperson. (ex. the middle mgt who tells the department how to do things) a. As monitor, the manager constantly searches for information to use to become more effective. • The manager queries liaison contacts and subordinates and must be alert to unsolicited information that may result from the network of contacts previously developed. b. In the disseminator role, the manager transmits information to subordinates who otherwise would probably have no access to this information. • An important aspect of this role is to make decisions concerning the information needs of staff members. c. The spokesperson role of the manager is closely akin to the figurehead role. • In the spokesperson role, the manager transmits information to people inside and outside the organization or unit. 3. Decisional Roles. The decisional roles include those of entrepreneur, disturbance handler, resource allocator, and negotiator. a. As entrepreneur, the manager is the voluntary initiator of change. • The entrepreneur role may involve, for example, a decision to change the menu after networking with other restaurateurs or customers. b. In the role of disturbance handler, the manager responds to situations that are beyond his or her control. • In this role, the manager must act because the pressures of the situation are too severe to be ignored; for example, a strike looms, or a supplier fails to provide goods or services. c. As resource allocator, the manager decides how and to whom the resources of the organization will be distributed. • In authorizing important decisions, the manager must be mindful of the needs of the unit while considering priorities of the overall operation. d. In the negotiator role, the manager participates in a process of give-and-take until a satisfactory compromise is reached. • Managers have this responsibility because only they have the requisite information and authority to develop complex contracts with suppliers or less formal negotiations within the organization. --Note: mgt in Food service is the hardest jobout there. Perhaps they are figuring out new recipes. Beware breeches in contract. They need to be able to forecast properly and not over/underproduce.

1. What is a target market?

Target market def. customer with common characteristics for which an organziation creates products/services. Target market: is the people we are focusing on. The customers. The question is from what marketing segmentation is being used to define the location our customer is from (geographic, demographic, psychographic, behavioralistc, are they female or male. etc.

5. Review types of authenticity

The US economy has moved from one based on commodities to one in which value is gained by experiences. • In the experience economy, consumers are looking for authenticity. • There are five genres of perceived authenticity; businesses should be more successful if they incorporate authenticity in their strategic planning: 1. Natural authenticity. Perceived as authentic because it is in its natural state, not artificial or synthetic • For example, organic foods and handmade soap, made from scratch items. 2. Original authenticity. Perceived as authentic because of its original design or being first of its kind, not a copy • For example, the iPod and Coca-Cola in glass bottles 3. Exceptional authenticity. Perceived as authentic because what they do is done exceptionally well, executed individually (*it's something the company does well. Like a brand preference) • For example, Nordstrom's, Ritz-Carlton, and Cuban cigars. Or like brands of cars. 4. Referential authenticity. Perceived as authentic because of the inspiration from human history or shared memories (ex. Golden arches=mcdonalds, or mermaid logo=starbucks. You know it b/c the symbol is tied to the company). • For example, the Chinese tea ceremony and neon lights in Las Vegas 5. Influential authenticity. Perceived as authentic because of influence exerted on others, calling human beings to a higher goal (involves influence on others. Like supporting local animal shelters through funding makes people happy and want to spend money there). • For example, Hard Rock Café's "Save the Planet" sustainable slogan and Eden Alternative elderly housing memory clue: NOE RI

Bonus info: The following major components should be included in a best-practices foodservice safety program:

The following major components should be included in a best-practices foodservice safety program: 1. Management commitment • Managers model safe behaviors, show concern and investigate employee injuries, modify work environment as needed to make it safer • -practice what they preach. 2. Employee involvement • Employees attend safety meetings, view posted safety information, follow safe practices • Have a way for employees to voice their concerns. 3. Communication • Communication of required safety behaviors/practices and suggestion boxes and meetings as ways to share safety concerns 4. Education and training • Orientation to safety, on-the-job training for safe behaviors • -this should continuously be done. Whether small meeting or on bulletin board, or posted someone. Education must constantly occur. 5. Injury reporting and treatment • Forms and process for reporting injuries, mechanism for reviewing injury reports and implementing corrective action as needed 6. Return to work policies • Detailing process/procedures for clearance to return to work • -(note: we need to be careful so it doesn't get taken advantage of). 7. Safety program • Employee involvement, policies/procedures detailed, training. 8. Safety audits and inspection • Conduct routine, formal inspections of operation to assure safe working environment; audit corrective action completion. • Ex. doing audits in long term care facilities.

Bonus info: Marketing Philosophies:

The marketing concept is a management philosophy about how an organization views customers and the sale of their product. • In marketing terms, a product is a good, service, or idea. • Marketing philosophies have been categorized into five concepts: 1. Manufacturing/production concept—based on the belief that customers favor products that are available and highly affordable; thus, companies should focus on production and distribution efficiency. 2. Product concept—based on the belief that customers prefer existing products and product forms; thus, companies should develop good versions of these products.n (ex. predone stuff like boxed mac and cheese) 3. Selling concept—based on the belief that customers will not buy enough of the organization's product unless the organization undertakes a large selling and promotion effort. 4. Marketing concept—based on the belief that organizations should determine the needs and wants of target markets and deliver desired satisfaction more effectively and efficiently than competitors. 5. Societal marketing concept—based on the belief that organizations should determine needs and wants of target markets and deliver desired satisfaction more effectively and efficiently than competitors in a way that maintains or improves the consumer's and society's well-being. (SUSTAINABILITY here)

Bonus slide: for Sanitary Practices

Types of Cleaners • Cleaners are chemicals that are used remove food, dirt, and other deposits. Four types of cleaners are commonly found in foodservice operations: 1. Detergents • Used to remove dirt from surfaces (floors, walls, counters, equipment) 2. Abrasive Cleaners • Contain abrasive agent to help more difficult to remove dirt 3. Degreasers • Used to remove grease from surfaces (ovens, grills, hoods) 4. Delimers • Used to remove mineral deposits (dishmachines, steam wells) Managing Solid Waste—SUSTAINABILITY HERE 1. Recycling 2. Composting 3. Combustion Solid and semisolid products, such as food waste, paper, cardboard, metal, and plastic, that are being discarded from a foodservice are termed solid waste. • Generally about 60 to 70% of the solid waste discarded from a foodservice operation is service-related. 1. Service waste includes food, napkins, straws, and condiment packaging. • The remaining 30 to 40% is from the food production and preparation areas. • Foodservice managers are encouraged to develop integrated waste management systems that include source reduction, recycling, and waste combustion to reduce the amount of waste going to landfills. 1. Recycling is the act of removing materials from the solid waste stream for reprocessing into valuable new materials and useful products. • Many of the traditional packaging materials, including paper, metals, plastic, and glass, can be recycled. 2. Composting is the controlled application of the natural process of organic degradation. • Any organic material, including food waste and paper or cardboard that has been contaminated with food, can be composted. • A commercial composting plant accelerates natural biodegradation, converting mixed organic waste to a nutrient-rich soil conditioner in great demand in agriculture and horticulture. 3. Combustion, or incineration, is a form of solid waste recycling in which the energy value of combustible waste materials is recovered. • Modern waste-to-energy plants reduce the volume of waste going to landfills by 80 to 90% while generating electricity and revenue for users.

6. Review accidents, causes of

What is an accident? An accident is frequently defined as an event that is unexpected or the cause of which was unforeseen, resulting in injury, loss, or damage; an accident is also an unplanned event that interrupts an activity or function. • Although they may or may not be the result of negligence, many accidents can be prevented. Accident (details)• Unexpected event resulting in injury, loss, or damage• Causes of accidents are mostly controllable, and result of human error, and overexertion and result in a variety of accidents: - Impact accidents (34%)- Sprains/strains (34%)- Cuts/punctures (18%)- Burns (10%), bruises (10%)- Fractures (7%)- Other (21%) • Prevention is key!!! What ways are established to prevent such unexpected events (ie. accidents) from occuring? Answers below: Employee Safety: Safety 1. Occupational Safety & Health Act (OSHA) 2. Fire Safety 3. Personal Protective Equipment (PPE) 4. Employee Safety Programs 5. Workplace Violence

Spoilage

denotes unfitness for human consumption due to chemical or biological causes

Extra curious note: Food Protection: measures to reduce risk.

• For example, the FDA Center for Food Safety and Applied Nutrition developed food security preventive measures guidance for food processors and retailers. • The guidance documents identify measures that can be taken by foodservice operators to minimize the risk of food being subjected to tampering or criminal or terrorist actions. • The Dietary Manager's Association offers the following suggestions for food protection: • Awareness—be alert to unusual activity in and around your operation • Know who is at the facility (watch out for bioterrorism) • Procurement—use reputable suppliers and inspect deliveries carefully • Access—control access to foodservice operation (control of FS should be done by trained and good employees). • Personnel Management—screen applicants carefully and document, post, and enforce employee schedules (do background checks) • Monitoring—observe employees and customers and check less used areas • Planning—have detailed response plans in place that include call lists • Education—educate employees on the role they need to play in helping monitor and report unusual occurrences

8. What steps should a manager take to handle a complaint? Review service recovery steps.***

• How the service recovery is handled is much more important to customers than the original failure. • A company's ability to recover from a service failure impacts customer likeliness to return to that operation. • This seven-step gracious problem-solving process to help increase the potential for a positive service recovery: • 1The service provider LISTENS carefully to the complaint or problem. (no matter whether it's justified or not. Sometimes you have to rain them in) • 2The service provider REPEATS the complaint or problem to get acknowledgment that the customer has been heard correctly. • 3Somewhere along the way, the service provider APOLOGIZES to the customer, regardless of who is responsible for the problem or complaint. (even if the complaint is not valid). • 4The service provider ACKNOWLEDGES the guest's feelings (anger, frustration, disappointment, etc.). • This is an important step that helps establish a nondefensive problem-solving approach. • 5The service provider MAKES problem solving a two-way process by asking the customer how he or she would like the problem resolved. • 6The service provider EXPLAINS what action can be taken to solve the problem or revert a wrong into a right. • 7The service provider SAYS "thank you" to the guest for bringing the problem or complaint to his or her attention. Possible memory trick: (LRA AME ST. YOU)—think Laura Amy S.. ThankYou

FN 313 Exam 3 SG (Chap 7 8 9 14)

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