Functions & Characteristics of Management

individual organization

An individual's motivations stem from energizing forces within the [blank] (needs, attitudes, interests, and perceptions) and within the [blank] (rewards, tasks, coworkers, supervisors, communication, and feedback).

scalar principle

authority and responsibility flow in a direct line from the highest to lowest level of the organization.

procedures

detailed guidelines for planned activities that occur regularly, sometimes called SOPs: standard operating [blanks] (e.g., a written handwashing [blank]).

Human Relations Theory

developed by Professor Elton Mayo in the 1920s in response to limitations of classical theory to prove that people are as important to productivity as machines!

interdependency

the elements of a system interact with each other:

strategy formulation

various methods that may be employed to help managers develop a strategy for the organization.

Employee/staff schedules

(tool of management) are created in response to needs of the organization; In foodservice, the manager must consider jobs to be done, efficiency, menu patterns, food preparation, quantity of food needed, labor needed and labor available, regularity of work load, and more:

scalar principle unity of command line and staff principle

Classical theory contributed many principles to the successful division, coordination, and administration of work activities, including:

scientific management human relations theory

Early theories of leadership include [blank], in which a leader's role was to motivate employees with rewards of money, and [blank] theory, in which a leader improved productivity by showing an interest in the employee as an individual.

feedback hierarchy of systems interdependency wholism

Important systems theory concepts are [blank], [blank of blank], [blank], and [blank].

change management

In this era of constant change, an understanding of [blank] is critical to leadership effectiveness.

no, it is counterproductive in the long-term

Is fear an effective motivational tool?

power

Leaders acquire [blank] from their ability to reward and punish, position in the organization, expertise, and personal characteristics; is used to influence the behavior of others.

survival social needs self-actualization

What are the three tiers of motivation according to Abraham Maslow?

interpersonal informational decisional

Managerial roles impact the need for these skills. Roles may be classified as [blank] (figurehead, leader, liaison), [blank] (monitor, disseminator, spokesperson), and [blank] (entrepreneur/initiator, disturbance handler, resource allocator, negotiator):

interpersonal informational decisional

Managerial roles may be classified as [blank](figurehead, leader, and liaison), [blank] (monitor, disseminator, and spokesperson), and [blank] (entrepreneur or initiator, disturbance handler, resource allocator, and negotiator).

1. Technical skills 2. Human skills 3. Conceptual skills

Managers need varying degrees of three main skills, depending on their level of management:

technical, human, and conceptual

Managers need varying degrees of three skills, depending on the level in the hierarchy at which the manager is working.

slide 34 Maslow McClelland Herzberg Skinner Vroom

Motivational Theories

line line and staff functional

Organizations may be structured on a [blank], [blank and blank], or [blank] basis.

P = Planning O = Organizing S = Staffing D = Directing/Leading Co = Controlling /Coordinating R = Reporting B = Budgeting

POSDCoRB

line authority

Pros to this approach include clear understanding of authority, direct placement of responsibility, and expedient decision-making. Conversely, cons include overload for the person/people at the top of the organization.

staff authority

Pros to this approach include support for upper management AND line workers. Cons include the potential creation of conflict if authority is not clearly understood.

False

T or F: What motivates the manager will motivate the staff.

the planning function

The [blank] function involves a sequence of steps, including writing a vision, philosophy, slogan, mission, strategic plans, intermediate plans, policies, procedures, schedules, and rules; it then requires implementation, follow-up, and control of the plans.

managers

The basic functions performed by [blanks] are planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

Classical Theory

The basic tenets are focused on tasks, structures, and authority: there is one best way to do each job; there is one best way to design an organization; and the organization should be arranged in a rational and impersonal manner.

1) determine and define objectives 2) analyze and classify work to be done 3) describe in detail work to be done 4) determine and specify the relationship between and among workers and management.

The four basic steps necessary to develop the framework of an organization's structure are to...

classical or tradition human relations management science or operations research modern or systems approach

The four important and predominant theories of management are [blank or blank], [2 blanks], 2 blanks or 2 blanks], and the [blank or blank] approach.

employee/worker engagement

The goal of motivation is [blank]: an employee's involvement with, commitment to, and satisfaction with work.

Human Relations Theory

This theory introduced several new organizational and managerial perspectives including: seeing the behavioral sciences as integral to the organization, viewing the organization as a social system, recognizing the existence of informal organization/social groups, and noting the positive effects on morale and productivity by involving employees in planning and decision-making.

1. Determine and define objectives (part of the strategic plan) 2. Analyze and classify work to be done 3. Describe the work or activity in terms of the employee (job descriptions) 4. Determine the relationship of workers to management and to each other (authority and accountability). See an example of an organizational chart below.

To create this formal structure (organizing), the following steps generally take place: (4)

False. Money appears to be a good motivator only in the very short term—once received, it no longer motivates.

True or False. Money is a good motivator.

False. You can't make someone do something they don't want to do; the goal is to create a working environment that fosters self-motivation.

True or False: it is possible for a manager to motivate an employee.

False. While it may be effective in the short term, it is counterproductive in the long term.

True or false: fear is a good motivator.

oral written visual aids body language facial expressions gestures actions

Types of communication include: (7)

organization charts job description job specifications work schedules

Useful mechanical or visual tools of management are: (4)

strategic plans

[2 blanks] for businesses are written by top management—either quarterly, annually, or every few years. They often involve input from all members of the organization, and require analysis of a company's strengths, weaknesses, opportunities, threats, resources, environments, etc.

strategic management

[2 blanks] is a system of management that requires balancing demands imposed by internal and external factors with the overall functioning of the organization; It uses resources in a manner that meets goals and satisfies values of the organization

Classical management

[2 blanks] theory contributed a number of principles to the successful division, coordination, and administration of work activities: the scalar principle, delegation, unity of command, the functional principle, and the line and staff principle, among others.

line and staff principle

[blank] authority is responsible for achieving organizational goals (marketing, sales, production), while [blank] is responsible for supporting the organization and the line (personnel, research, etc.)

effective communication

[blank] communication means that there is successful transfer of information, meaning, and understanding from a sender to a receiver.

Planning

[blank] involves outlining the activities required to accomplish the objectives of the organization and the most effective ways to do these—it determines the direction of the organization.

Planning

[blank] involves writing a vision, philosophy, slogan, mission, strategic plan, intermediate plans, policies, procedures, schedules, and rules. It also involves implementing, controlling, assessing, and modifying plans.

leadership

[blank] is the activity of influencing other people's behavior toward the achievement of desired objectives.

strategic management

[blank] management requires that managers steer the organization through strategic change under conditions of complexity and uncertainty.

communication

[blank], or the constant development of understanding among people, is central to leadership effectiveness.

Leaders

[blanks] acquire power from their ability to reward and punish, position in the organization, expertise, and personal characteristics.

program evaluation and review technique (PERT)

a management tool for planning and controlling operations:

slogan

a short, memorable statement of "who we are":

strategic plan

a written document used to guide decision-making that assesses the current state of the organization and what it should do to achieve its mission, goals, and objectives.

Contingency approach

an approach to management based on the belief that activities should be adjusted to fit the situation while still viewing the organization as a system:

strategic thinking

an ongoing process in which significant events are dealt with in a comprehensive manner, which involves focus on both internal and external environments with the goal of matching internal capabilities with external opportunities and threats.

slide 33

basic motivational principles in the workplace include:

Management Science/Operations Research

combines ideas from classical and human relations theories; emphasizes research and quantitative analysis to guide management decisions.

management information systems (MIS)

computerized data processing to facilitate management functions

Line Authority

each individual is responsible to the person ranking above him or her on the organizational chart. Growth can occur vertically, or can occur horizontally by creating various departments or divisions (with vertical authority within the division).

unity of command

each person should report to only one supervisor

supervision

encompasses coordinating, directing, and leading the work of employees to accomplish the organization's goals:

Modern Theories

evolved to address complexities in today's organizations. These integrate ideas from prior management theories with an understanding that there can be few static and universal management principles.

Classical Theory

focuses on "top-down" organizational structure with clear division of labor. The interests of the organization take priority over the interests of the individual.

policies

guides for decision-making to ensure that actions are consistent with the organization's strategy and objectives.

budgeting

includes fiscal planning, accounting, and financial controlling. In foodservice, it requires measuring outputs, quality, food and labor costs, workers' time, and more:

directing

is a continuous process of making decisions, conveying them to subordinates, and ensuring appropriate actions:

motivation

is an energizing force that arises: internally from a person's needs, wishes, talents, attitudes, interests, and perceptions; as well as externally from the organization, including tasks, rewards, co-workers and supervisors, communication, and feedback:

motivation

is expressed through communication and reinforced by feedback:

Engagement

is influenced by clarity of expectations, work relationships, potential for growth and advancement, and more.

management

is the function of running an organization by effectively and efficiently integrating and coordinating resources in order to achieve desired objectives:

Coordinating

is the functional activity of interrelating the various parts of a process to create a smooth workflow. Division of work is usually accomplished through departmentalization: specialization by function, product, client, geographic area, number of people, or time:

organizing

is the management function that involves the development of the formal structure through which work is defined, divided, and coordinated in order to meet the organization's objectives.

staffing

is the personnel function of employing and training people and maintaining favorable work conditions; It requires matching job requirements with people who have the necessary skills, and involves effective hiring, placement, promotion, transfer, job design, training, supervision, decision-making, performance evaluation, and discipline:

Reporting

is the task of keeping supervisors, managers, and subordinates informed through the use of records, reports, inspections, evaluations, and other methods; Records are kept for regulatory purposes, benchmarking (comparing to industry standards), and comparison with data from prior years.

slide 35 scientific management human relations approach Theory X Theory Y Situational Management

leadership theories

functional authority

limited authority is delegated to an individual for a specific segment of activities (e.g., authority for menu-planning, purchasing, etc.).

operating plans

plans for a period of time (generally a year) that provide a framework for implementation of the strategic plan and include procedures, schedules, and budgets.

single-use plans

plans that are to be used only once (in foodservice, this might be for a catered event or a special function).

standing plans

policies and procedures that do not change over time.

Attention to productivity

research indicates that most people work at 50-60% efficiency, but with appropriate motivation, supervision, work conditions, etc., this may be increased by as much as 20%—contributing to the difference between success or failure of an organization; this important function of directing is called:

staff authority

staff specialists aid the "lines" (refer to line authority) in an advisory capacity (e.g., personnel directors, R&D specialists).

1. Identifying the values and the goals/objectives driven by those values. 2. Assessing the external environment for opportunities and threats. 3. Assessing resources and capabilities. 4. Identifying company components (organization system and subsystems) and their relationships. 5. Developing the management and decision-making structures.

steps within the strategic management organization inlcude: (5)

important strategic management concepts

strategic planning, strategic thinking, strategy formulation, total value, strategic success, and systems framework are:

strategic success

the achievement of goals and objectives—but a temporary phenomenon that must be continuously worked on!

Chaos theory

the complex and unpredictable dynamics of systems that recognizes that organizational events are rarely controlled; suggests that as systems become more complex, they become more volatile, require more energy, and thus need more structure for stability.

total value

the contribution that management can make to the organization, customers, products, and stakeholders. In foodservice, quality, service, and pricing bring value to an organization.

philosophy

the organization's set of core values for attaining the vision:

vision

the organization's view of the future:

mission

the summary of the organization's purpose, customers, product, and service:

Slide 30 and 31

the three basic requirements for effective leadership, according to Peter Drucker:

Improv theory

the use of improv techniques and skills to enhance business communication:

Wholism

the whole of an entity is more than the sum of its parts:

McGregor's Theory X and Theory Y

these theories are based on the idea that a leader's attitude toward employees has an impact on job performance and may lead to different management strategies.

Delegation of responsibility

this important function of directing, which, to be effective, must include both detailed instructions AND authority to carry out responsibilities:

situational management theory

this theory holds that effectiveness as a leader depends on the characteristics of the leader and the subordinates as well as the situational variables involved.

the contigency theory of leadership

this theory holds that there is no one "best" style of leadership but that style must be adjusted to fit the situation.

job specifications

this tool of management are written statements of the minimum standards that must be met by an applicant for a specific job:

organization charts

this tool of management graphically represent the groupings and relationships of positions and functions within the organization; They illustrate lines of authority, but do not indicate degree of authority or show informal relationships.

work schedules

this tool of management outline work to be done, procedures to be used, and times schedules to be followed for a specific job:

job descriptions

this tool of management provide an organized list of duties, skills, and responsibilities required in a specific position; These should be written for every position, and can aid in hiring, orientation and training, performance appraisal, establishing pay rates, defining authority, and more:

Line Authority Staff Authority Functional Authority

types of organizational structures in foodservice include:

rules

written statements for what must be done or must not be done (e.g., the [blank] that handwashing must be done each time a foodservice employee returns to the production area).