Food Service Management Exam 1

Describe 7 types of traditional power in leadership.

(1) Legitimate-power from formal position held in organization. Induces compliance because he/she has the right to give directions by virtue of his/her position (2) Reward-power comes from ability to reward others (pay, promotions, job assignments) (3) Coercive- power comes from the authority of the leader to punish those who do not comply (fire, demote, threaten, give undesirable work assignments) (4) Expert- power held by those considered to be competent in their job. Knowledge gained through education or experience and a demonstration of ability to perform are sources of expert power. Power is gained because of the respect others have for their abilities (5) Referent- power gained because of a person's charisma. A person with high referent power is generally well liked and admired by others; thus the leader can influence others because of this identification and admiration (6) Information- based on the leader's possession of or access to information that others perceive as valuable. This power influences others either because they need the information or want to be a part of things. (7) Connection- power based on the leader's connections with influential or important persons inside or outside the organization. Power comes from people who aim to gain favor Expert power and referent power (charisma) tend to be related to subordinates' satisfaction and performance. Coercive power (ability to punish) is the most negative. Expert and legitimate power appear to be the most important for compliance.

Define/describe corporate culture.

(organizational culture) shared philosophies, values, assumptions, beliefs, expectations, attitudes and norms that knit an organization together.

List/describe the three levels of management and the general responsibilities at each level.

-First line (example supervisor)generally are responsible for supervising operating employees and do not supervise other managers. They are responsible for the day-to-day operational activities and function at the technical core. -Middle (example FSD)May refer to more than one level in an organization, depending on the complexity of the organization Primary responsibility is to coordinate activities that implement policies of the organization and to facilitate activities at the technical level They direct the activities of other managers and sometimes those of functional employees They facilitate communication between levels -Top managers (example CEO) Develop the vision of the organization's future Responsible for overall management of the organization Establishes operational policies Guides the organizational interactions with the environment

List personal characteristics that are needed for someone to be a truly effective leader. (George and Jones sumarized)

-George and Jones (2002) summarized several research projects and proposed the following as traits that showed the strongest relationship to leadership: Intelligence Task-relevant knowledge Dominance Self-confidence Energy-activity level Energy-activity level Tolerance for stress Integrity and honesty Emotional maturity

List the components of TQM.

-Intense focus on the customer -Concern for continual improvement -Focus on process -Improvement in quality of everything the company does -Accurate measurement -Empowerment of employees

Describe the 4 situational and contingency theories of leadership.

-Leadership Continuum--Each type of behavior is related to the degree of authority used by the manager and the amount of freedom available to subordinates. -Contingency Approach The most favorable situation for a leader is when they are well liked by the members (good leader-member relations), have a powerful position (high position power) and are directing a well-defined job (high task structure). The most effective styles: Highly favorable situations - a task-oriented leader seems to be more effective. The group is ready to be directed and is willing to be told what to do. Moderately favorable situations - a relationship-oriented leader tends to be more effective because cooperation is more successful than task-oriented leadership for this particular group. Highly unfavorable situations - a task-oriented leaders seems to be more effective. The group welcomes the opportunity of having the leader take the responsibility for making decisions and giving directions. -Leader Effectiveness Model--no one leadership style is best for all organizations, use the one that will best fit your employees and your situation -Path-Goal Leadership Model

Describe the concept of leadership and what elements make a foodservice manager an effective leader.

-Leadership-the process of influencing the activities of an individual or group in efforts toward goal achievement -Leadership is a function of the leader, the follower, and other situational variables. L=f(l,f,s). (Hershey, Blanchard, and Johnson 1996) -Dynamic and effective leadership is a major attribute that distinguishes successful and unsuccessful organizations -Leaders are those who are willing to assume significant leadership roles and who have the ability to get the job done effectively -The effective leader is one who is able to influence to strive willingly for group objectives -Definition: the ability to create an environment in which members of the organization are motivated to help the organization achieve its goals. An effective leader influences others. -Every organization has formal and informal leaders. Formal - have formal authority to exert influence on others Informal - exert considerable influence because of special skills or talents. -Both types of leaders exist in every organization and both, because of their influence, can help an organization meet its goals. -Most people can increase their effectiveness in leadership roles through education, training, and development.

List personal characteristics that are needed for someone to be a truly effective leader (Maxwell)

-Maxwell (1999) identified 21 personal characteristics that he believed were needed for someone to be a truly effective leader. Character Charisma Commitment Communication Competence Courage Discernment Focus Generosity Initiative Listening Passion Positive Attitude Problem solving Relationships Responsibility Security Self-discipline Servanthood Teachability Vision

Differentiate between morale, job satisfaction and motivation.

-Morale-related to group attitudes -Job satisfaction-closely related to motivation, an individual's feelings and beliefs about his/her job (satisfaction=person's attitude in a situation, largely determined by conditions in the environment and in the situation). Doesn't necessarily lead to greater performance. Dissatisfaction is related to turnover. Satisfied workers don't think about quitting. -Motivation-reflects a person's drive to perform (determined by needs and goals)

List/describe 5 theories of motivation and describe how these theories can be utilized in human resource management.

-Need Hierarchy (Maslow's Hierarchy of Needs): The triangle that Janet stressed in class--our motivation is determined upon the degree to which our needs are currently being met (A Safety need may need to be satisfied completely before a social need can even become a motivator) Prepotent need: a need that is dominant over all others. -Achievement-power-affiliation theory: emphasizing needs that are learned and socially acquired as the individual interacts with the environment. (pg 301) -Two-Factor: Herzberg's theory which focuses on the rewards of outcomes of performance that satisfy needs. Motivators (related to actual satisfaction), and Hygiene/Maintenance factors (do not actually cause motivation, but they will keep employees there..) People will complain about them if they are NOT there, but they will not be motivated in their work unless the identifies motivators are present. -Reinforcement-Skinner-outcomes determine behavior -Expectancy: (Vroom, Porter, and Lawler): based on belief that people act in such a manner as to increase pleasure and decrease displeasure. People are motivated to work if they believe their efforts will be rewarded and if they VALUE the rewards that are being offered.

List/describe the functions of management.

-Planning: determining in advance what should happen -Organizing: Process of grouping activities, delegating authority to accomplish activities, providing for coordination of relationships, and facilitating decision making. -Staffing: Management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished. -Leading/ Directing: Function of directing human resources for the accomplishment of objectives -Controlling: Process of ensuring that plans are being followed. (POSLC)=CLOPS functions

Differentiate between the traditional and the new organization.

-Traditional: Organization chart and job descriptions or position guides, departmentalization, integration, delegation of authority, administrative systems. Establishes lines of authority which creates order. -Innovative "new" organization: Includes empowered decision making, sociability, new bases of management power (lateral not all up and down), personal consideration (greater recognition on person not just job), team based recognition, self-fulfillment, flat hierarchy, managers as change agents, technologically savvy

List/describe the three basic types of skills needed by all managers.

1) Technical 2) Human or Interpersonal 3) Conceptual

List 6 techniques that can be used to develop leadership skills.

1. 360-degree feedback - evaluative input form subordinates, peers, supervisors 2. Networking - inside & outside organization 3. Executive coaching - one-on-one with a coach to assess strengths, weaknesses and plan 4. Mentoring - help form experienced colleagues 5. Job assignments - hold positions of leadership 6. Action planning - pursue learning and reflection

Describe 8 dysfunctional or defensive behaviors that can occur when an employee becomes frustrated because their needs are not being met or they are unable to achieve their goals.

1. Withdrawal 2. Aggression 3. Substitution-when an individual puts something in the place of the original object...if a foodservice employee bypassed for promotion seeks leadership positions in other organizations. 4. Compensation 5. Revert or regress 6. Repression 7. Projection-When an individual attributes his or her own feelings to someone else. Example: when a foodservice worker who is displeased about a rule or policy tells the supervisor how upset other employees are about it rather than admit personal dissatisfaction. 8. Rationalization: example: Baker who blames the oven for poor baking outcome.

Describe 4 ways in which departments can be organized.

1.Functional: organization unites are defined by the nature of the work. 2.Produce and service: all activities required in producing and marketing a product/service are under the direction of a single manager. 3..Geography: occurs in organizations that maintain physically dispersed and autonomous operations or offices. 4.Customer: division by type of customers served

Describe what is meant by horizontal division of labor.

A horizontal division of labor groups employees at similar levels in the organization allowing them to work together more easily. Employees are cross trained to handle multiple jobs (decreases boredom, improves QWL) Goal is to create a flexible, more quickly reacting organization. Less bureaucracy.

Describe span of management and the factors that determine what the span should be.

Also referred to as span of control; concerned with the number of people any one person can supervise effectively. Factors include: Organizational policies: clearly defined policies reduce the time managers spend making decisions. Availability of staff experts: managers have increased span if staff experts are available to provide advice and services. Competence of staff: well-trained workers can perform their jobs without close supervision, thus freeing managers to expand span of management. Objective standards: organizations with objective standards/standardized procedures give workers a basis by which to gauge own progress and managers only have to focus on exceptions. Nature of the work: less complicated work requires less supervision. Distribution of the workforce: number of areas where supervised workers are on duty can inhibit the manager's ability to visit all work sites.

Describe formal authority and acceptance authority.

Authority: delegated down the hierarchy of the organization Acceptance authority: authority based on the employee's acceptance of that authority Also good to know→ responsibility: obligation to perform an assigned activity or see that someone else performs it.

Discuss leadership styles in relation to productivity and subordinate performance.

Autocratic- makes most decisions Laissez-faire- allows the group to make decisions Democratic- guides and encourages the group to make decisions--early research: most desirable and productive. Current research: various styles are effective in different situations Exploitative autocratic Benevolent autocratic Consultative Participative

List/describe 6 organizational characteristics which are depicted by the organizational chart.

Basic relationships of positions and functions Specifies formal authority Communication network Activities performed by a position; usually broadly described in the title Relative status of a position; distance from the top is an indication Prescribed formal interactions; lines between positions are an indication

Describe the tools used for process improvements such as benchmarking, the plan-do-check-act cycle, cause and effect diagrams, control charts and pareto analysis

Benchmarking: comparison against best performance in the field. Assists managers in identifying areas on which to focus improvement efforts. Press Ganey associates, Inc is a company that collects and prepares comparative analyses on pt. Satisfaction ratings in hospitals (as an example). Plan-do-check-act cycle: Model for coordinating process-improvement projects--four equal quadrants. Developed by Walter Shewhart--statistician.FOCUS-PDCA is an adapted version (pg. 35) Cause and Effect Diagrams: Also known as Ishikawa or fishbone diagrams (pg. 31-32). Illustrate what is influencing outcomes. A wa to identify factors that may be contributing to a problem. Control Charts: Graphical record of process performance over a period of time. Control limits (in the form of 2-3 standard deviations from mean) utilized to identify issues. See figure 2-8 on page 34 for an example. Pareto analysis: the 80/20 rule. 80% of a given outcome is most often dependent on a 20% input. Named after Vilfredo Pareto--"most effects come from relatively few causes". Manager should focus on these few causes. Pg. 31

What is continuous quality improvement?

Continuous quality improvement: involves reviewing operations on a routine basis with the goal of finding ways to continually improve the processes in and outcomes of that operation. A focused management philosophy for providing leadership, structure, training, and an environment to improve all organizational processes continually.

Describe Covey's recommendations for personal change.

Covey's has recommended 7 Habits of Highly Effective People 1.Be proactive 2.Begin with the end in mind 3.Put first things first 4.Think win/win 5.Seek first to understand... then be understood 6.Synergize 7.Sharpen the saw (renew physical, mental, social, emotional, and spiritual dimensions)

What is the role of Disseminator?

Disseminator - transmits information to subordinates who otherwise would probably have no access to this information. Need to make decisions concerning the information needs of staff members. Manager is responsible to disseminate information that helps staff members become well informed and more effective.

What is the role of Disrubance handler?

Disturbance Handler - manager responds to situations that are beyond his or her control. A good manager attempts to avoid crisis situations, but sometimes disturbances may arise and they must deal with the crisis. i.e. a strike looms or supplies fail to deliver.

Describe the emerging management issues that we are seeing: Economic environment

Economic environment: includes the economic system of a country, the level of economic development in a country, the exchange of its currency, and the type of trade agreements in place; this impacts ease of international commerce between nations.

Describe the emerging leadership competencies including emotional intelligence, social intelligence and metacognition.

Emotional intelligence: the extent to which a person is in tune with his/her own feelings and the feelings of others and can manage his/her emotions well in relationships with others. Ability to integrate emotions and reasons in such a way that emotions are used to facilitate reasoning and emotions are managed with reasoning. Involves self-awareness skills. Social intelligence: the ability to use social perceptiveness and behavioral flexibility to determine the requirements for leadership in a particular situation and select the appropriate response. Metacognition: the ability to learn and adapt to change (analyze one's ability to define and solve problems and find ways to improve - self-awareness of one's strengths and limitations).

What is the role of Entreneur?

Entrepreneur - voluntary initiator of change

What is the role of Fiqurehead?

Figurehead - representational responsibility. i.e. greeting groups of people, signing completion form for training.

List/describe the ten roles of managers.

Figurehead, leader, liasison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator (all these are types of interpersonal, informational and decisional roles) Think: Fred the (fiqurehead Leader (leader) Loved (liasison) Monitoring (monitor) Different (disseminator) Spokespersons (spokeperson) Eating, (entrepreneur) Disturbing the (Distubance handler) Resource (resource allocator) Negotiators (negotiator)

Describe the following quality standards: ISO 9000, Professional Practices in College and University Food Services, JCAHO.

For JCAHO: -Address performance xpectations in several areas (including HR, infection prevention, medication management, provision of care, etc.) see pg. 37. -Focus on what an organization DOES, not what it has. -Are developed in consultation with healthcare experts, providers, measurement experts, purchasers, and consumers. ISO 9001:2008: 5, but related international standards on quality management. Devleoped by the International Organization for Standardization. Worldwide, nongovernmental federation. Generic Management Standards: -General Requirements for the Quality Management System -Management Responsibilities for Quality Policies and Customer Focus and Satisfaction -Resource Management -Product Realization -Measurement, Analysis, and Continual Improvement Professional Practices in College and University Food Services: (NACUFS) Developed a manual to use as a tool for professional development, self assessment, and continuous quality improvement. Contains objective principles and practices in more than 100 areas, such as (professionalism, organization, planning, marketing, operational standards, HR, food safety, etc.) see page 36 for more information.

Describe the emerging management issues that we are seeing: Globalization

Globalization: the interaction among people and organizations of different nations. Most effective perspective is to have a geocentric attitude, which focuses on finding the best approach regardless of its national origin.

Describe Lewin's model for organizational change.

He felt that to make change, an organization had to unfreeze the status quo, make the change to a new state, and then refreeze the organization. 2 forces in place: 1)forces for change & 2) resistance to change. He feels these need to be balanced.

Define Quality of Work Life.

How work is organized by the manager and how jobs are designed Work is seen as "part" of your life. Managers look at fulfilling that part. Guidelines: 1.Decision made at lowest part of the level 2.Teams of employees are responsible for doing a project 3.Help employees grow skills/build people 4.Quality is a focus 5.Safety is emphasized 6.Feedback is giving

Describe the differences between "historical managers" and TQM managers in regard to managerial roles.

Imagine a triangle with the 3 levels of managers levels. The traditional "historical" organization is a pyramid with first-line managers as a base To implement TQM, the pyramid must be inverted with the first-line managers and employees as the base -Top management roles change to planners, coaches and facilitators. They should support and guide the supervisors and employees -Managers are now (in TQM) asked to create an environment that encourages all employees to solve problems and make improvements that empowers them to implement solutions.

Define motivation

Inner force that activates or moves a person toward achievement of a goal"...Needs--->drives---->Achievement of goals

Describe the following basic skill of being a manager-Technical

Involves an understanding of, and proficiency in, a specific kind of activity. Requires specialized knowledge. i.e. foodservice manager must understand quantity food production and operation of equipment.

Define job satisfaction and describe why job satisfaction is an important concept in the management of human resources.

Job satisfaction is an individual's feelings and beliefs about his or her job. Largely determined by conditions in the environment. Job satisfaction is different from Morale--job satisfaction is focused on individual attitudes, whereas Morale is focused on attitude of the organization as a whole. Research has demonstrated that increased job satisfaction is related to OCBs (Organizational Citizenship Behaviors)--voluntary behaviors that are above and beyond the call of duty.

Describe the behavioral concepts of leadership.--> Leadership Practices inventory

Kouzes and Posner (2002) Developed as a tool for measuring practices they found common in leaders. Their work proposes that successful leaders exhibit five best practices: •Challenging the process - leaders take risks, innovate, and experiment •Inspiring a shared vision - leaders invent the future and enable others to become excited about this vision. •Enabling others to act - leaders encourage team work and collaboration end empower others; believed to be the most significant of the five practices. •Modeling the way - leaders lead by example •Encouraging the heart - leaders recognize the work of others and encourage others when they become exhausted, frustrated, or disenchanted.

What is the rold of Leader?

Leader - manager is responsible for the work of the staff. He is responsible for the hiring and training of the employees, creating a motivating environment

Describe the behavioral concepts of leadership.--> Leadership Grid

Leadership Grid two dimensions: concern for people, concern for production 81 possible leadership styles 5 basic styles generally discussed: •Impoverished management - exertion of minimum effort to get required work done is appropriate to sustain organization membership. •Authority-Obedience (produce or perish style) - efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a degree. •Middle-of-the-Road Management - adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. •Country Club Style - thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. •Team Management - work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect. Designed as a framework for enabling managers to identify their own management styles and to develop a plan for moving toward a team management style of leadership. The Leadership Grid was expanded following years of research to include two additional styles: •Paternalistic management - in which reward is promised for compliance and punishment threatened for noncompliance Opportunistic management - the style the leader believes will return him or her the greatest personal benefit.

What is the role of Liaison?

Liaison - dealing with the people either within or outside the organization. i.e. other departments, suppliers and clients.

Differentiate between line authority and staff authority.

Line position is in the direct chain of command that is responsible for the achievement of an organization's goals. They have formal authority created by organizational hierarchy. Staff authority is based on expertise in specialized activities and they typically provide expertise, advice, and support to the line positions. Staff managers can't command line except when they exercise authority over people in their own department or have authority that exceeds the line in restricted areas of activity.

Describe the emerging management issues that we are seeing: Management practices

Management practices: several commonplace policies like behavior modeling (manager behaves the way they expect employees to behave), open door policy (encouragement for employees to come to their office with ideas, concerns, and questions), and managing by walking around (managers walk through operations on a regular basis to talk with employees and supervisors)

Describe the current trends in the power of leadership.

Managerial authority is diminishing and new tools of leadership are emerging. The new managerial work consists of looking outside an area of responsibility to find opportunities and of forming teams from relevant disciplines to address them. Work involves communication and collaboration across functions, units, and other operations with overlapping activities and resources. title and rank are less important knowledge, skills and sensitivity to mobilize people and motivate them to do their best will be more important

Describe McGregor's Theory X and Theory Y to human nature

McGregor-one of two concepts of human nature are predominant, one negative one positive. Managers assume this is how employees view work and how they can be motivated -->Theory X- suggest that motivation will be primarily through fear and that the supervisor will be required to maintain close surveillance of subordinates if the organizational objectives are to be attained Managers with this theory are more autocratic. They tend to control their subordinates more closely not giving them free reign Work inherently distasteful to most people Most people are not ambitious, have little desire for responsibility and prefer to be directed Most people have little capacity for creativity in solving organizational problems Motivation only happens at the physiological and security levels Most people must be closely controlled and often coerced to achieve organizational objectives --> Theory Y- emphasize managerial leadership by permitting subordinantes to experience personal satisfaction and to be self-directed Leadership style is more participative May consider flexible hours, job enrichment, participative decision making and abandonment of time clocks Basis for improved management and organizational performance Work is natural as play, if the conditions are favorable Self-control is often indispensable in achieving organizational goals The capacity for creativity in solving organizational problems is widely distributed in the population Motivation occurs at the social, esteem, and self-actualization levels, as well as at the physiological and security levels People can be self-directed and creative at work if properly motivated

What is the role of Monitor?

Monitor - constantly searching for information to use to become more effective. i.e. queries liaison contacts and subordinates. Collects information and discerns implications for its use.

What is the role of Negotiator?

Negotiator - process of give and take until a satisfactory compromise is reached. i.e. complex contracts with suppliers or less formal negotiations within the organization

Describe the implications of leadership theories.

No one best style exist (a range of leader behaviors can be effective or ineffective) L = f (l, f, s) AKA: Leadership = (leadership, follower, situation)

Describe the behavioral concepts of leadership.--> Ohio State Leadership Studies

Ohio State Leadership Studies Two dimensions of leader behavior emerged from their research. Consideration - indicates behavior that expresses friendship, develops mutual trust and respect, and develops strong interpersonal relationships with subordinates. Leaders who exhibit consideration are supportive of their employees, use their employees' ideas, and allow frequent participation in decisions. 2. Initiating Structure-indicates behavior that defines work and establishes well-defined communication patterns and clear relationships between the leader and subordinate. Leaders who initiate structure emphasize goals and deadlines, give employees detailed task assignments, and define performance expectations in specific terms leaders usually have a mix of both dimensions. leaders high in initiating structure and consideration for people tended to have higher performing and more satisfied subordinates than did others. They also concluded that the relationship between these dimensions and leader effectiveness depends on the group.

Describe the mission statement, the training standards, the culture, the core values (Predict) and the Continuous Improvement Process (insights) used by USU Dining Services.

PREDICT Passion Respect Empowerment Dedication Integrity Continuous Improvement Teamwork

Describe Argyris's Maturity Theory.

People develop to mature adults over the years. Healthy personalities move along a continuum from immature to mature Many jobs are not designed to support mature persons. They encourage passivity, dependence, and subordinate behaviors, so employees overall act more immaturely (Mickey Mouse jobs equal Mickey Mouse people) A mature workplace should challenge employees, allow them to grow and mature as individuals while contributing to the organization. This helps people use their potential. If a job is routine, repetitive, boring, unchallenging immature behavior may follow. Managers should try to enrich jobs to be highly motivating and exciting Immature behaviors: passive, dependence,behave in a few ways, erratic shallow interests, short time perspective, subordinate position, lack of awareness of self Mature behaviors: Increased activity, independence, capable of behaving in many ways, deeper stronger interests, long time perspective (past and future), equal or subordinate position, awareness and control over self

Describe the emerging management issues that we are seeing: Political and legal environment

Political and legal environment: impacts the globalization through trade barriers that control production and sale of products; includes tariffs, subsidies, quotas

Describe the emerging management issues that we are seeing: Politics

Politics: art or science of influencing others or holding control; exists in every organization and techniques include the acquisition of favors that must be repaid, alliances, conviviality, constituency building, and currying favor.

Give an example of positive and negative motivation.

Positive definition: A driving force toward some object or condition. Obtaining a trophy for accomplishing something Negative definition: A driving force AWAY from some object or condition. Reducing intake of trans fats to prevent heart disease.

What is Quality Assurance? (QA)

Quality Assurance: procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service

Differentiate between quality assurance and process improvement programs.

Quality assurance is a procedure that is focused on maintenance of certain standards whereas the process improvement programs are based on philosophies in which processes are constantly being refined.

Define the following terms: quality, benchmarking.

Quality: characteristics of a product or service that bears on its ability to satisfy stated or implied needs and a product or service that is free of defects Benchmarking: comparison against best performance in the field

Contrast the behavioral and situational theories of leadership.

Reciprocal approaches to leadership focus more on the interactions among leaders and their followers than on the characteristics of the leaders themselves.

*What is reengineering?

Reengineering: radical redesign of business processes for dramatic improvement

What is the role of Resource Allocator?

Resource Allocator - decides how and to whom the resources of the organization will be distributed.

Describe the role that JCAHO plays in improving quality management in hospitals.

Sets standards for and accredits healthcare organizations. Evaluates and accredits morge than 20,500 healthcare organizations and programs in the US...approximately 80% hold a JCO accreditation. Created high standards and evaluates hospitals based upon those high standards.

What is the Six Sigma?

Six Sigma: data-driven approach for improving quality by removing defects and variations in processes

Describe the emerging management issues that we are seeing: Social responsibility

Social responsibility: an organization's responsibility to society that extends beyond its profit generation. Includes economic, legal, ethical, and discretionary responsibilities.

Describe the emerging management issues that we are seeing: Sociocultural environment

Sociocultural environment: includes the culture and values that exist in each country; nine dimensions are assertiveness, future orientation, gender differences, humane orientation, individualism vs. collectivism, in-group collectivism, performance orientation, power distance, uncertainty avoidance

What is the role of Spokesperson?

Spokesperson - manager transmits information to people inside and outside the organization or unit. i.e. manager must keep the administrator well informed about the problems in the dietetics department. School foodservice director should provide information to a variety of groups, such as parents, the school board and students.

Describe what is meant by strategic thinking and the steps in the strategic management process.

The process of synthesizing information from internal and external environments to create an integrated perspective for guiding the organization. Environmental scan: assesses internal and external environment through SWOT analysis (Strengths, Weaknesses, Opportunities, Threats); includes analysis of stakeholders and competitors Strategy formation: includes a review (and possibly revision) of a company's vision, mission, values, and objectives Strategy implementation: involves determination of strategic direction for the company and implementing strategies that help the company gain competitive advantage (cost leadership, differentiation, focus) Evaluation and control: assessing whether changes have occurred in the organization's internal or external strategic position and determining whether controls are in place to ensure progression

What is Total quality management? (TQM)

Total quality management: management philosophy in which processes are refined with goal of improving performances in response to customer needs and expectations

Describe the behavioral concepts of leadership.--> University of Michigan Leadership Studies

University of Michigan Leadership Studies Employee orientation--more concerned about human relations Production orientation--more concerned about performance & technical characteristics of job Findings oh high producing sections: Receive general rather than close supervision from their supervisors Spend more time in supervision Give general rather than close supervision to their employees Be employee oriented rather than production oriented. Continuum of Leadership Styles Exploitive autocratic - employees are motivated by fear, threats, and punishment and seldom by reward. All decisions are made by top management. Benevolent autocratic - only minor decisions made by employees. Communication upward is generally ignored. consultative - information flows up and down, but all major decisions come from the top Participative - operates on a basis of trust and responsibility. Employees discuss their job with their superiors. Communication flows up, down, and laterally. Decision making is spread evenly through the organization. Findings: Participative is most effective style of management. Full involvement of employees in the process of establishing goals and making job-related decisions.

Describe what is meant by vertical division of labor.

Vertical division of labor is based on the establishment of lines of authority. In addition to establishing authority at various levels of the organization, vertical division of labor facilitates communication flow. Chain of command - the chain of command has clear and distinct lines of authority that need to be established among all positions in the organization. The chain of command has clear and distinct lines of authority. It has 2 components: Unity of command - employees report to only one manager. Scalar principle - there is a clear and unbroken line of authority that extends from the bottom to the top position in the organization.

Recognize that self-awareness is the starting point in leader development. Describe how StrengthsFinder can be used for self-awareness. Be able to differentiate between a talent and a strength. Be prepared to describe your personal talent themes.

When you are self-aware of your talents themes, you can work on them so that they can be strengths. Talents are what you are naturally inclined to act/be (what you were born with) and strength is more like a well developed talent.

Who's awesome?

YOU ARE!

Describe the following basic skill of being a manager-Human or Interpersonal

b) Manager's ability to work effectively as a group member and to build cooperative efforts as a leader within the group he or she leads. Working with people and understanding human behavior Communication is an important aspect of this skill Skillfulness in working with others must be a natural, continuous activity that involves being sensitive to the needs and motivation of others in the organization.

Describe the following basic skill of being a manager-Conceptual

c) Ability to view the organization as a whole and to recognize how various parts depend on one another and how changes in one part affect others. Decisions must be made recognizing the impact on the whole organization Need to understand the organization within the environmental context.

Describe primal leadership.

motional task of leader comes first. Draws heavily on emotional intelligence. Empathic listening and resonance Leadership styles: (6) Visionary - articulates where organization is going; attunes the vision to the values of the employees. Coaching - works one-on-one with employees to identify strengths and weakness; sets career goals. Affiliative - emotional needs of employees; nurtures personal relationships Democratic - gains input from others for decision-making Pacesetter - drive to succeed based on high standards of excellence Commanding - issues orders; use on in crisis situation