RD Exam: Management of Food and Nutrition Programs and Service

To determine food cost

# MEALS SERVED, FOOD PURCHASES, FOODS REMOVED FROM INVENTORY Example: food cost per meal Inventory as of June 1: $36250 Inventory as of July 1: $34375 Foods purchased in June: $52390 Meals served in June: 134000 [($36250 - $34375) + $52390]/134000 = $0.40 per meal

Meals per labor hour

# meals produced/# hours worked (1) Determine how many hours worked (if given in full-time equivalents, multiply by 40 if per week, multiply by 8 if per day

Exam question: If raw food cost is $2.00 what is hidden cost?

$0.20 (10% of raw food cost)

Thresholds for evaluation

(% numbers) level at which a stimulus is strong enough to signal need to respond; then begin process to determine why threshold was crossed

Staffing patterns

(1) ACUTE CARE CONVENTIONAL: 17 MINUTES PER MEAL OR 3.5 MEALS PER LABOR HOUR (2) Extended care facilities: 5 meals/labor hour (3) Cafeteria: 5.5 meals/labor hour (4) School foodservice: 13-15 meals/labor hour (5) These reflect averages and are only used as guides, do not need to know these numbers (6) When determining meals served, consider meal equivalents. If it takes as much labor to produce 6 nourishments as it does 1 meal, then 6 nourishments are equivalent in labor to 1 meal. (7) MEAL EQUIVALENT IS A MEASURE OF PRODUCTIVITY DEFINED AS THE AMOUNT OF ALL FOOD SALES DIVIDED BY THE AVERAGE COST OF A TYPICAL (PROTOTYPE) MEAL

Staff - advisory; specialists

(1) Advise and support the line, but NOT involved in day to day operations (2) Personnel Director, Consultant Dietitian in a Nursing Home

Cost/effectiveness analsis

(1) Assume that the goal of the project is worthwhile (2) QUESTION TO RESOLVE IS WHICH METHOD OF INTERVENTION IS THE MOST EFFECTIVE (IN TERMS OF VALUE) IN ACHIEVING THE GOAL (3) COMPARES COSTS OF ALTERNATIVE STRATEGIES (4) Analysis utilizes outcomes research (4a) Shows what works best, for whom, and at what cost? (4b) Systematically considers clinical, cost, and patient outcomes of various interventions to determine which ones are effective and which are not (4c) Used to predict the level of outcome that can reasonable be expected from a given intervention (4d) Must assess the effectiveness of a nutrition intervention against one or more reasonable alternatives and determine the value of health care resources consumed when each alternative is used

Performance evaluation

(1) Best use of an employee evaluation is to improve their performance by providing feedback (2) Criteria - evaluative dimensions against which an employee's behaviors are measured; performance expectations that the employee strives to attain

Catering

(1) Can become a profit center for any foodservice operation (2) Reliable past records are essential (3) Records must be complete and accurate (FORECASTING)

Protecting against unfair employer practices

(1) Cannot interfere with formation or administration of labor organizations; CANNOT THREATEN EMPLOYEES OR ASK THEM ABOUT THEIR UNION ACTIVITIES (2) Cannot discriminate against employees in hiring or tenure because of union activity or because they have filed charges against the company (3) Cannot interfere with right to bargain collectively; cannot refuse to bargain

Payback period

(1) Determines the length of time it will take for the cash inflows from a project to equal the initial cash outlay (how much time it will take for an investment to pay back the organization for the investment) (2) ADD UP THE COSTS OF THE SERVICE. ADD UP COSTS SAVED BY USING NEW SERVICE. DIVIDE COSTS OF SERVICE BY DOLLARS SAVED. (3 steps for payback period)

Cause and effect (fish) diagram - portrait of a problem

(1) Focuses on different causes of a problem; categorizes related to factors to make their influence more observable (2) WHAT ARE THE CAUSES OF THE EFFECTS (RESULTS) YOU ARE SEEKING? (3) Series of connected arrows, each representing an important factor (4) Technique to increase worker involvement in decision-making (5) Example: how can we create a successful in-service? -causes: interesting topic, knowledgeable speaker, interested attendees -effects: sound info, pleasant experience Causes------>Event--------->Effects If the inservice is unsuccessful look at the possible causes. What influences the outcome?

Management approaches traditional or classical approaches

(1) Formal structure that organizes and administers the work activities (2) Coordination is main responsibility of management (3) Focus on tasks, structure, authority (4) Scalar principle - authority and responsibility flow in a direct line vertically from the highest to lowest echelons (5) UNITY OF COMMAND - EACH IS ACCOUNTABLE TO ONLY ONE SUPERIOR (6) Criticisms - too mechanistic; doesn't see group interactions and decision - making processes

Budget development purpose

(1) Gives manager a basis for CONTROL - estimate of future needs (2) Must be flexible and adjustable according to changes (3) Usually reviewed monthly

Functional - serves as both line and staff

(1) Has limited authority over a segment of activity because of specialized knowledge, units are defined by the nature of the work. The responsibility of purchasing may be given to a head purchasing agent who oversees that function in all departments

Disciplinary actions/grievances

(1) If non-unionized, grievances are settled informally by employee and supervisor IF UNIONINZED, THE CONTRACT STATES A WRITTEN FORMAL GRIEVANCE PROCEDURE

Strategic marketing

(1) Long term overall view of marketing in the organization in which resources are allocated and objectives set after defining the market (2) Selection and analysis of a target market; creation and maintenance of an appropriate marketing mix

Employee rights

(1) May join together to bargain as a group (2) Can strike for better working conditions (3) Can join a union whether or not it is recognized by management

Controlling/evaluating

(1) Measure present performance against standard performance (2) Document both process and outcome evaluations

Work simplification procedures examples

(1) Motion economy - reduce motions and time required (2) WORK (ACTIVITY, OCCURRENCE) SAMPLING - OBSERVE RANDOM SAMPLES (*INTERMITTENT* OBSERVATIONS) TO DETERMINE PERCENTAGE OF TIME WORKING OR IDLE (3) Pathway chart or flow diagram - scale drawing showing path of a worker during a process (5) Process charts - steps involved in process using symbols (6) CROSS CHARTS: EFFICIENCY OF EQUIPMENT PLACEMENT, STUDIES WORK MOTIONS, SHOW NUMBER OF MOVEMENTS BETWEEN PIECES OF EQUIPMENT **pieces of the day **Know that these are work simplification procedures

Retention of employees

(1) Organizational culture is the shared philosophy, beliefs, expectations and attitudes that hold an organization together (2) To develop a good relationship between management and staff (a) Have a written mission statement (b) Have integrity and build trust (c) Train workers well and reward good performance (d) Find ways to have fun, at work and outside of work

The business plan

(1) Organize the planning process - mission statement, what you will offer, why (2) Diagnose the situation - what is currently offered, target market, price (2a) use SWOT to analyze findings (strengths, weaknesses, opportunities, threats) (3) Set goals and objectives (4) Develop operating plan - dates, resources, costs, deadlines (5) Develop a financial plan (6) Write the document: business name and legal entity, mission statement, description of business, goals, reasons; action plan-calendar of events (what you plan to accomplish when), business summary-describes your products and services

Personnel information/compensation

(1) Promotion - to a job involving higher pay, status, performance needs (a) Can serve as an incentive for improved performance (b) Basic criteria - merit, seniority (c) May cause resentment in those bypassed

Work simplification procedures features

(1) Purpose: eliminate unnecessary parts of job and those that add no value (2) LOOKS AT SMALLEST PARTS OF THE JOB (HAND MOVEMENTS, STEPS TAKEN) (3) Increases productivity and decreases cost

Contingency or situational leadership - Fiedler

(1) Responds to external environment (2) Methods that are highly effective in one situation may not work in another (results differ because situations differ). Management must identify which techniques will work in a particular situation at a particular time. Have to identify what will work best. (3) Most favorable situation: task-oriented, well-liked leader, directing a well-defined job

Expectancy theory - Beer Vroom

(1) Rewards serve as motivators only under certain circumstances (2) EMPLOYEES MUST BELIEVE THAT EFFECTIVE PERFORMANCE LEADS TO CERTAIN REWARDS (3) EMPLOYEES MUST FEEL THAT REWARDS OFFERED ARE ATTRACTIVE, some might like travel, others hate it (4) Path-Goal-Theory - Evans,House (a) Focuses on leader's effect on employee's motivation to perform (b) Motivation to behave in a particular manner is the result of an expectation that a behavior will result in a particular goal and how strongly a person desires the goal "Expect a reward from vroom vroom, like beer."

Social vs business marketing

(1) Social: use of marketing principles to advance a social cause, idea or behavior (change a behavior) (2) Business: filling customer's needs or desires (give customer what they want, Ex: McDonalds adding salads to the menu)

McClelland's achievement-power affiliation theory

(1) Suggests that all people have three needs: the need to achieve, need for power, and a need for affiliation (2) The achievement motive is a desire to do something better or more efficiently. People with this need tend to gravitate towards sales and management positions. They are task oriented and can manage themselves. (3) The need for affiliation is the desire to be liked by others (4) Those with a need for power enjoy competition and seek confrontation

Systems approach

(1) System is an organized whole composed of interdependent parts (2) Two parts of theory (a) AN OPEN SYSTEM INTERACTS WITH EXTERNAL FORCES (CUSTOMERS, SUPPLIERS, GOVERNMENT AGENCIES). EXTERNAL FORCES HAVE AN IMPACT ON THE ORGANIZATION AND THE ORGANIZATION HAS AN IMPACT ON THE ENVIRONMENT. THIS MAKES THE SYSTEM OPEN AND INTERACTIVE (b) Impact of changes within an organization: A CHANGE IN ONE PART AFFECTS OTHER PARTS. Change trayline by 30 minutes changes everyone's schedule. (3) This operational analysis gives the manager information to use in decision-making that involves conflicting objectives of different people or departments in an organization

Management by Objectives (MBO) - Drucker

(1) TYPE OF DEMOCRATIC MANAGEMENT THAT PROVIDES CONTROL FROM WITHIN (2) Establish performance goals WITH employees (participative) (a) Gives higher incentive value (b) Overall control achieved through self-control by employees (c) Management stresses accomplishments and results (3) PARTICIPATIVE LEADERSHIP MBO - democratic - participative "MBO ---> PDC PDC = participative, democratice, control within"

Methods to establish line items within budgets

(1) Traditional (incremental) (2) Zero-based budget (ZBB)

Scientific management - Taylor

(1) WORK-CENTERED: WORKERS MUST WORK AT FASTEST PACE POSSIBLE AND AT MAXIMUM EFFICIENCY; SYSTEMATIC APPROACH TO IMPROVING WORKER EFFICIENCY. Think assembly line (2) Structure work situation to minimize motivation needed by supervisor (3) Find the best way of performing tasks (4) FOCUS ON PHYSICAL ASPECTS OF THE JOB. Doesn't care about how employee feels. "T-Young is a slave driver."

Marketing process and plan

(1)FIRST STEP: IDENTIFY A NEED THAT IS NOT BEING FILLED (MARKET NICHE) (2) Market place: where a service will be offered (3) Market segmentation (4) Market niche (5) Positioning statement (6) Target market (7) Marketing objectives (8) Marketing strategy (9) Product mix (10) Develop the marketing mix

Likert - management of conflict

(1)Four basic systems of organizational leadership (a) Exploitive, autocratic: job-centered (b) Benevolent, autocratic: job-centered (c) Consultative: employee-centered (d) Participative: employee-centered (2) PARTICIPATIVE - MOST EFFECTIVE; EMPLOYEES WORKED UNDER GENERAL SUPERVISION, THE BOSS DELEGATED AUTHORITY, AND IT WAS EMPLOYEE-ORIENTED; DECISION-MAKING SPREAD EVENLY THROUGHOUT THE ORGANIZATION; FULL INVOLVEMENT OF EMPLOYEES IN SETTING GOALS MAKING JOB-RELATED DECISIONS "Likert likes to participate."

Example: a foodservice has seven 40 hour employees, five 20 hour employees, and three 16 hour employees. How many FTE's are involved?

(7)(40) + (5)(20) + (3)(16) = 428 hours 428 hours/40 hours = 10.7 FTEs

Rate-based indicators

(COMPARATIVE RATE INDICATOR) (1) WHAT WILL HAPPEN WITH THE BEST CARE (2) 95% HIGH-RISK PATIENTS ARE ASSESSED WITHIN 24 HOURS (3) 95% OF TRAYS ARE DELIVERED INTO PATIENT'S ROOMS WITHIN 10 MIN OF ARRIVAL ON THE FLOOR (4) HAVE THRESHOLDS BETWEEN 1-99%

Referent power

(PERSONALITY, CHARISMA) BASED ON DESIRE TO IDENTIFY WITH OR IMITATE THE INFLUENCER, HOW WELL YOU ARE LIKED

Family and Medical Leave Act 1993

(a) APPLIES TO PUBLIC AGENCIES AND PRIVATE AGENCIES EMPLOYING >50 WORKERS (b) *UP TO 12* WORK WEEKS OF *UNPAID, JOB-PROTECTED* LEAVE DURING ANY 12 MONTHS FOR: BIRTH OR PLACEMENT OF A CHILD FOR ADOPTION, TO CARE FOR AN IMMEDIATE FAMILY MEMBER, OR MEDICAL LEAVE FOR A SERIOUS HEALTH CONDITION (c) WHEN YOU RETURN YOU ARE GUARANTEED AN EQUAL JOB BUT *NOT THE SAME JOB*

Taft Hartley Labor Act - Labor Management Relation Act 1947

(a) Balanced powers of labor and management; amended Wagner Act (b) Outlawed the closed shop; limited union shop to one year (c) Government can obtain injunction against strikes that endanger national health or safety (d) SPECIFIED UNFAIR LABOR PRACTICES FOR THE UNION

Selling prime cost method

(a) CONSIDERED RAW FOOD COST AND DIRECT LABOR COST INVOLVED IN MAKING THE ITEM (b) PRIME COST = RAW FOOD COST + DIRECT LABOR COST (1) Determine price factor (mark-up) (1a) Add desired food cost percentage to percentage of direct labor cost (1b) Divide total into 100 (2) Selling price = prime cost x price factor (markup factor)

Accounting methods

(a) Cash basis - recognizes a transaction at the time the cash is taken in or released (b) Accrual basis - recognizes revenues when earned and expenses when incurred (regardless of when the actual cash is received or dispersed)

Selection process: application, screening

(a) Compare skills, knowledge, education with job requirements (b) Pre-employment testing, background and reference checks (c) Types of interviews (1) STRUCTURED (DIRECTED): use checklist to preplanned strategy; gives same information on all; minimizes personal biases (2) UNSTRUCTURED (NON-DIRECTED): no definite checklist; more participation from applicant; "Tell me about your last job"; sales, counseling (because communication matters in these jobs), management. CONVERSATION

Americans with Disabilities Act 1992

(a) Covers employers with 15 or more employees (b) Must provide "REASONABLE ACCOMODATIONS" - remove barriers, have WIDE AISLES (36"), install ramps, lower shelves and phones, rearrange tables and chairs, FLASHING ALARM LIGHTS (c) To comply, job description must specify "essential" job functions

Measure present performance against standard performance

(a) Determine whether goals have been reached (b) On-going process (c) Shows strengths and weaknesses, solves problems (d) Steps (1) ESTABLISH QUALITATIVE AND QUANTITATIVE STANDARDS (very important concept point Ex: Before you can assess time of trays you have to determine time of trays to compare it against) (2) Measure performance (3) Compare to standard (4) Take corrective action (e) Types of control: production, quality, quantity

Outcome management systems

(a) Evaluate the effectiveness and efficiency of an entire process (1a) Effectiveness refers to the degree to which an exchange helps to achieve your objectives (2a) Efficiency refers to the minimization of resources you must spend to achieve that desired level of exchange (b) Data is collected and analyzed in a TIMELY manner so that performance can be adjusted and improved (c) Findings are compared with past levels of performance and other standards or benchmarks of optimal performance (d) GOAL IS TO IMPROVE QUALITY OF SERVICES OFFERED BY IMPROVING THE OUTCOMES OF OUR INTERVENTION

Productivity management

(a) Evaluation tool, measuring efficiency and providing data to enhance decision-making regarding resource allocation (b) productivity is the efficiency with which a production or service activity converts inputs into outputs, expressed as ratios (1b) inputs (resources) - labor, money, materials, facilities, energy (2b) outputs (units of service) - meals, patient days, consults (3b) labor minutes worked per day, trays per minute, consults per labor hour (c) To increase productivity increase the output or decrease the input (d) MEALS PER LABOR HOUR

Resources

(a) FEDERAL REGISTER: NOTICES OF PUBLIC HEARINGS, PROPOSED AND FINAL RULES, AGENCY DECISIONS, PUBLISHED WEEKLY; LISTS CHANGES IN USDA FOOD PROGRAMS (b) Congressional Record: info from floor, NO HEARINGS lists bill with sponsors and action, issued daily when Congress is in session (c) Congressional Index: weekly update; identifies bill with sponsor and committee

Operating budget

(a) Forecast of revenues, expenses, and profit for a specific period of time (b) FIRST STEP: FORECAST SALES OR REVENUE (INCOME) PORTION (first step in any budget**) (c) Then budget expenditures (labor, food, operation expenses) related to the projected level of revenue

Public relations within the community

(a) Good press relations, lobbying (b) Create and place newsworthy information to attract attention (c) Build and retain relations with legislators and government officials

Obstacles to effective appraisals

(a) HALO EFFECT: JUDGE ON MOST NOTICEABLE POSITIVE TRAIT (b) LENIENCY OF ERROR: RATE EVERYONE HIGHER THAN THEY DESERVE (c) ERROR OF CENTRAL TENDENCY: RATE EVERYONE AS AVERAGE **NEED TO KNOW THE DIFFERENCE

Managerial attributes that distinguish SUCCESSFUL organization from others

(a) Have a bias for action - FIX IT, DO IT, SOLVE IT (b) Be close to your customers - learn from them (c) Autonomy - be a risk taker; try new ways to get the job done (d) Productivity through people; treat with respect and dignity (e) MANAGEMENT SHOULD BE HANDS ON (participative) AND VALUE DRIVEN(explain why their job is so important): EXPLAIN YOUR VALUE SYSTEM TO YOUR EMPLOYEES The best managers have these attributes

Organizing functions

(a) Identify tasks and activities, divide tasks into positions (b) Establish relationships among all other functions of management

Other unionization

(a) Injunction: court order to prevent someone from doing something (b) Management must be present at bargaining sessions (c) Before a change in policy can be made, it requires that 50% of the union voting plus one are in favor of the change (d) In general, seniority is used for promotion, schedules, layoffs

Stages of legislative process

(a) Legislation enters as a bill or a resolution. The bill is sent to committees which schedule public hearings where testimony is taken from bill's sponsors. NUTRITIONIST CAN PRESENT VIEWS HERE or in earlier planning stages. The committee revises bill during a markup session and put into final form. If approved it is sent to Rules Committee for debate. IT NEEDS APPROVAL FROM BOTH HOUSES (HOUSE OF REPS & SENATE) AND THE PRESIDENT. Differences between the two Houses are worked out in a Joint House-Senate Conference Committee, ultimately passing a recognition bill. (b) APPROPRIATIONS ($) BILL MUST BE PASSED TO PROVIE FUNDING (attaches money to legislation) (c) Formulate regulations that interpret and operate the law (1c) A federal regulation interprets a law and provide details and rules that put the policy into effect: carries the force of a law but it is easier to change. (2c) REGULATIONS ARE WRITTEN BY STAFF MEMBERS OF THE AGENCIES CHARGED WITH ENFORCING THE REGULATIONS

Fair Labor Standards Act 1938

(a) MAY BE CALLED MINIMUM WAGE OR WAGE HOUR LAW; SET MINIMUM WAGE (b) FOR OVERTIME WORK (OVER 40 HR IN 1 WEEK) MUST PAY TIME AND ONE-HALF (c) Minimum wage - listed at Bureau of Labor Standards (d) AMENDMENT - EQUAL PAY ACT 1964 - PROHIBITS DISCRIMINATION OF BASIS OF SEX (e) DONATED (TOLERATED) TIME - COMPENSABLE - MUST BE PAID (employee comes to work early and you let them then you must pay for that work) (f) Child labor laws regulate work hours and duties of children (1f) In foodservice, students can handle and clean cutters and slicers only if enrolled in food-related programs (g) OCCUPATIONS EXEMPT FROM MINIMUM WAGE AND OVERTIME REQUIREMENTS: EXECUTIVE, ADMINISTRATIVE, PROFESSIONAL, OUTSIDE SALESPERSON ***MUST KNOW ALL OF THIS

Delegation is the distribution of work to qualified people

(a) Manager must have clear understanding of what they want done; give specific instructions; motivate; provide training; require complete work; establish adequate controls (b) Barriers to effective delegation - manager's reluctance to delegate (1b) Feel they can do better themselves, feel a loss of power, may be too disorganized to plan ahead, lack of confidence to subordinates

Conflict resolution methods: compromise

(a) Managers try to resolve conflict by finding middle ground (b) Each party acheives some of its objectives and sacrifices others (c) MAY BE WEAK METHOD - DOES NOT USUALLY LEAD TO A SOLUTION THAT CAN BEST HELP THE ORGANIZATION (d) Solution reached will simply be one that both parties can live with

Performance evaluation procedures

(a) Merit rating: scales with assigned point values (b) Checklist: rater records performance; does not rate it (1b) uses list of questions or statements to be answered yes or no (c) Critical incident: record incidents of positive and negative behavior (d) Self-assessment: employee may become more involved and committed; employee participation may help clarify their role and reduce role conflict

Document both process and outcome evaluations

(a) Outcome-oriented: end result or consequence of program, change in attitude, knowledge, ultimate indicator of quality measuring in the actual health status of the client, or skills of an employee (b) Process-oriented: did the process produce the desired results? (c) Document employee education and training (c1) Keep records of all materials used in orientation (c2) checklist; date, content of sessions; continuing education sessions

Develop the marketing mix

(a) PRODUCT - A GOOD, SERVICE, AN IDEA *SIGNATURE BRANDS* REFER TO UNIQUE ITEMS YOUR BUSINESS HAS DEVELOPED (b) PLACE (c) PRICE (d) PROMOTION - TO INCREASE OR RENEW AWARENESS, *SHORT* TERM (d1) Publicity, news releases - provide info about your product sent to local media, radio, TV (d2) Direct mail packages - promotes services or products to target market (d3) Paid ads - buy space (d4) Personal visits - good as follow-up to direct mail (d5) Public visibility (d6) Communication with those in your referral network (d7) Run a contest

Civil Rights Act 1964

(a) Prevents discrimination on basis of race, color, religion, sex, national origin; prohibits sexual harassment (b) Overseen by the EEOC (Equal Employment Opportunity Commission)

Marketing analysis

(a) Process of identifying a need, assisting potential clients in recognizing that need, and filling that need (b) Marketing channel: exchange of ownership - producer --> processor --> distributor --> supplier --> customer (c) The product or service is anything you offer in exchange for money or something else of value

Cash budget

(a) Projects revenues and expenses, showing inflow and output of cash (b) Purpose is to determine if funds will be available WHEN NEEDED Ex: Dish washer will die in October, cash budget will tell you if you can buy a new one

Benefits

(a) STATUTORY - PAYMENT REQUIRED BY LAW TO ENSURE INCOME IN EVENT OF UNEMPLOYMENT, INJURY OR DEATH (MUST BE PROVIDED) (b) Compensatory - benefits or pay for time not worked (c) Supplementary - life and health insurance

Compensation

(a) Salary: earnings of managerial and professional personnel (b) WAGES: HOURLY EARNINGS OF EMPLOYEES COVERED BY THE FAIR LABOR STANDARDS ACT

Planning time span

(a) Short range or operational planning: covers a period of 1 year or less; usually the operating budget; projected in days, weeks, months (b) Long range planning: up to 5 year cycle, focus on goals and objectives (1b) requires a mission statement of long range vision (c) Strategic planning: concentrates on decisions, not plans. Strategic = way in the future 10+ years (1c) Broad technological and competitive aspects; sets direction for organization. (2c) SWOT ANALYSIS: STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS

Communication

(a) Transmitting and receiving information to bring about a desired action (b) Feedback (response) tells you whether or not the correct message has been received (c) Barriers: words not mutually understood, poor voice quality, illegible handwriting (d) LISTENING SKILLS ARE ESSENTIAL

Lean

(a) USING LESS HUMAN EFFORT, LESS SPACE, LESS CAPITAL AND LESS TIME TO MAKE PRODUCTS EXACTLY AS THE CUSTOMER WANTS WITH FEW DEFECTS (b) Example: use videotaping and stopwatches to capture work being done. Reorganize workflow, duties and practices. Can reduce food costs, increase efficiency and customer satisfaction.

Positive discipline practices

(a) Use punishment as a last resort; punishment must fit the crime (b) THE GOAL IS TO *CORRECT* THE BEHAVIOR AND SAVE THE EMPLOYEE (c) BE SURE EMPLOYEE IS AWARE OF THE SEVERITY OF THE PROBLEM AS WELL AS THE ORGANIZATION'S STANDARDS (WAS THE EMPLOYEE PROPERLY TRAINED) (d) CORRECTIVE DISCIPLINE SHOULD BE METED OUT IN PRIVATE (e) COMPARE THE EMPLOYEE'S PERFORMANCE WITH DEPARTMENT STANDARDS RATHER THAN TO ANOTHER EMPLOYEE (f) To reprimand constructively, show the employee how to improve their performance

Styles - listed in DECREASING order of control

**must know the order** all highlighted (1) Autocratic - demands obedience, most control, needed during a crisis (2) Consultative - asks for input, but makes final decision alone. Gives up a little control but still in full charge of making decisions. (3) Bureaucratic - by the book, follows procedures to the letter (4) Participative - emerging trend in management. Encourage workers to participate in decision-making. Uses quality circles: small group of employees who meet regularly to identify and solve problems. Sharing power with your team, currently thought to be the best (5) Free rein (laissez faire), least control ACBPF Amber Clock Beat Peter Frank

Operating costs

12-18% of budget - utilities (ELECTRICITY [operating cost]), laundry, cleaning

Reward power

ABILITY TO REWARD ANOTHER FOR CARRYING OUT AN ORDER, GIVEN INCENTIVES, PRAISE TO REINFORCE CERTAIN BEHAVIORS

Conceptual skill

ABILITY TO SEE ORGANIZATION AS A WHOLE (a) IMPORTANCE INCREASES AT *HIGHER* RANKS OF MANAGEMENT (Ex: foodservice director)

Human skill

ABILITY TO WORK EFFECTIVELY AS A GROUP MEMBER (a) IMPORTANT AT ALL LEVELS BUT IMPERATIVE AT *LOWER* LEVELS OF MANAGEMENT

Workman's compensation

ADMINISTERED BY STATE (a) Insurance covering employers liability for the costs of any accident incurred by and employee in connection with their job (b) Must finish a safe place to work, competetn supervision, instructions

Advocacy

AGGRESSIVE FORM OF ACTION; PLEAD CAUSE OF A GROUP (a) Know facts and arguments for and against the issue (b) Be realistic - usually results in compromise (c) Lobbying - activities aimed at influencing public officials and legislators

Exam question: Kitchen manager asked by employee to rearrange kitchen to better assist needs. Do you do it?

ALWAYS assess first "I'll have to think about it."

Sunk costs

Already incurred and cannot be recouped by a new decision or alternative; cost involved in studying merits of a new computer

Differential costs

Amount of increase or decrease in cost when you compare alternative choices; difference in costs between two delivery systems

Union steward

An employee who represents fellow employees as the union (not someone who is outside) The steward does not get extra pay for serving

Exam question: Example of an employee breaking rules

Answer how do you handle it

Liquidity ratios

Assess ability to meet short term debt

Labor turnover rate example

At the end of a six month period, there are 80 positions in the department. During that time, 18 employees were terminated and replaced. What is the labor turnover rate? (18/80) x 100 = 22.5% turnover

Expert power

BELIEF THAT THE INFLUENCER HAS SOME RELEVANT EXPERTISE THAT THE SUBORDINATE DOES NOT; PROVIDES CREDIBILITY

Horizontal communication

BETWEEN DEPARTMENTS (NUTRITION AND NURSING), OR BETWEEN PRODUCTION AND SERVICE WITHIN THE NUTRITION DEPARTMENT

Know the difference

BETWEEN STRATEGIC MARKETING AND SOCIAL VS BUSINESS MARKETING

Pareto chart

Bar chart of issues Tackle the biggest problem first

Exam question: Foodservice director gives directions to chef. What kind of power?

Be able to ID power

Landrum-Griffin, Labor Management Reporting and Disclosure Act 1947

Bill or rights for union members; regulates internal union affairs

Concentric model of organization

CIRCULAR (1) Improves representation of dynamics of personnel relationships because functions are centered around individuals, not above and below them (2) Eliminates above and below concepts (3) Presents an organization without loose ends

Inventory turnover rate

COST OF SALES (FOOD COST)/AVERAGE INVENTORY COST = INVENTORY TURNOVER RATE Measures how often an inventory is consumed and replenished. A turnover rate of 2-4 times per month is often desirable. High ratios indicate a limited inventory is being kept. Low ratios indicate large amounts of money are tied up in stock.

Cost of sales

COST OF THE RAW FOOD AND BEVERAGE SOLD (cost of what you're selling)

CONTINUOUS quality improvement

CQI Integral part of TQM (a) Emphasizes organization and systems rather than individuals (b) Ideal that systems and performance can ALWAYS IMPROVE (c) Uses outcome assessment

Herzberg's two factor theory: Motivators

Call forth energy and enthusiasm, JOB ENRICHMENT -achievement, personal accomplishment, recognition, responsibility, participation in decision-making, opportunity for growth and advancement

Conflict resolution (management role)

Conflict is inevitable, sometimes necessary for the organization to survive, often leads to solutions Task of a manager is not to suppress or resolve all conflict but to manage it to minimize its harmful aspects and maximize its beneficial aspects

SOPP Standards of Professional Performance

DESCRIBES A COMPETENT LEVEL OF *BEHAVIOR* IN THE PROFESSIONAL ROLE (6 DOMAINS OF PROFESSIONALISM) (1) PROVISION OF SERVICES, APPLICATION OF RESEARCH, COMMUNICATION AND APPLICATION OF KNOWLEDGE, UTILIZATION AND MANAGEMENT OF RESOURCES, QUALITY IN PRACTICE, COMPETENCY AND ACCOUNTABILITY

SOP Standards of Practice in Nutrition Care

DESCRIBES IN GENERAL TERMS A COMPETENT LEVEL OF NUTRITION CARE PRACTICE AS SHOWN BY THE NCP (PROBLEM-SOLVING METHOD USE TO THINK CRITICALLY AND MAKE DECISIONS TO PROVIDE SAFE, EFFECTIVE, HIGH-QUALITY NUTRITION CARE.) (1) STANDARDS INCLUDE DIABETES CARE, ONCOLOGY NUTRITION CARE, BEHAVIORAL HEALTH CARE, NUTRITION SUPPORT, MANAGEMENT OF FOOD AND NUTRITION SYSTEMS, SPORTS DIETETICS, AND EDUCATION OF DIETETICS PRACTITIONERS, PEDIATRIC NUTRITION, AND NEPHROLOGY CARE.

Market segmentation

DIVIDE MARKET INTO GROUPS OF PEOPLE WITH SIMILAR PRODUCT NEEDS (a) Demographic variables: age, gender, race, education, income (b) Geographic variables: urban, suburban, climate, resources, cultural values (c) Psychographic (psychology): social class, lifestyle (what is important to them and their mode of living), motive (the reason customer makes a purchase) (d) Behavioristic: occasions, loyalty

Job specification

DUTIES INVOLVED, CONDITIONS, *QUALIFICATIONS* (EDUCATION, EXPERIENCE); WRITTEN FOR EACH JOB (a) USED IN SELECTION AND PLACEMENT OF EMPLOYEES (HIRING NOT TRAINING) (b) DOES NOT HAVE DETAILED INFORMATION AS TO WHAT TO DO OR TIME INVOLVED

Six Sigma

Data-driven approach for improving quality by REMOVING DEFECTS AND THEIR CAUSES. Sigma is a statistical unit of measurement used to define standard deviation. Achieving Six Sigma (6 standard deviations from the mean) means THERE IS VERY LITTLE VARIATION IN A PROCESS. Helps organizations focus on developing and delivering near-perfect products and services. If you can determine how many errors occur in a process, you can systematically determine how to eliminate them and get as close to zero as possible.

Directing and coordinating

Delegation Communication

BE Example

Determine the BE using the following info: FC: $50,000 SP: $5.00 VC: $3.25 BE Point = $50,000/($5.00-$3.25) = 28572 averaged priced meals To break even you need to sell 28,572 average priced meals. If you sell less than this, you lose money. If you sell more, you make money.

Prime cost method example

Determine the selling price using the prime cost method. Raw food cost: $1.80 Food cost percentage: 0.333 Labor cost: 5 minutes at $12/hour Labor cost percentage: 0.467 (a) Raw food cost $1.80 + labor cost $1.00 = prime cost $2.80 (b) Food cost % + labor cost% = 80%, 100/80 = 1.25 markup factor (c) Selling price = $2.80 x 1.25 = $3.50

Cost/benefit analysis

Do the benefits exceed the cost? Should we do this? (1) DETERMINE WHETHER THE GOAL OF THE INTERVENTION IS WORTHWHILE IN TERMS OF COST (2) THE VALUE OF THE BENEFITS DERIVED FROM THE INTERVENTION MUST OUTWEIGHTTHE COSTS (3) State objectives clearly and quantifiable (measured $) (3a) Calculate benefits (3b) Calculate total costs of program (3c) Calculate benefit/cost ratio

Conflict resolution methods dominance and suppression

Dominance and suppression: repress conflict rather than settle it; creates a win-lose situation (1) Forcing: "I'm the boss. Do it my way." No argument, may lead indirect and destructive expressions of conflict. (2) Smoothing: more diplomatic; manager minimizes the extent of disagreement and tries to talk one side into giving in (3) Avoidance: manager avoids taking a position; no-one is satisfied; pretends to be unaware that a conflict exists or postpones action repeatedly (4) Resolve conflict by majority vote: can be effective if members regard the procedure as fair

Separation

EITHER VOLUNTARY OR INVOLUNTARY TERMINATION OF AN EMPLOYEE (a) AN EXIT INTERVIEW CAN HELP IDENTIFY PERSONNEL RELATED PROBLEMS Separation = termination

Storage and production control

Edible portion (EP) vs. As purchased (AP) You purchase an 18 lb ready to cook turkey at $0.68/lb. The AP price is $12.24. After cooking and slicing, edible portion is just 9.9 lbs. To determine the EP cost per pound, divide the purchase cost by the edible weight. Raw purchase cost (AP) $12.24/Cooked edible weight 9.9 = EP cost/lb $1.24

Hospital foodservice positions cover a 7 day week

Employees work 5 days and have 2 days off. A RELIEF WORKER COVERS THOSE 2 DAYS OFF AND CAN ALSO WORK A 5 DAY WEEK. SO A RELIEF WORKER CAN COVER THE "DAYS OFF" OF 2.5 FULL TIME WORKERS EACH WEEK. 5/2 = 2.5 ^^^^^the ONLY answer to those types of questions

Conflict resolution methods: integrative problem solving

Everyone together tries to solve the problem (a) Conflict is converted into a joint problem solving situation (b) Parties openly try to find a solution they can all accept

Exam question? RD to patient, what power is used?

Expert power

Selling price factor method

FACTOR PRICING METHOD - TRADITIONAL METHOD, MARKUP METHOD (a) MARK-UP IS THE DIFFERENCE BETWEEN THE COST AND THE SELLING PRICE (b) 100/FOOD COST PERCENTAGE = MARK-UP FACTOR (c) Mark-up factor x raw food cost = selling price (d) "HIDDEN COST" OF 10% MAY BE ADDED TO FOOD COST TO COVER UNPRODUCTIVE COSTS (LOSSES IN PREPARATION, COOKING, SERVING, UNAVOIDABLE WASTE)

Food cost per meal

FOOD COST PER MONTH/# MEALS PER MONTH

Food cost =

FOOD PURCHASES PLUS FOODS REMOVED FROM INVENTORY OR BEGINNING INVENTORY MINUS ENDING INVENTORY, PLUS FOOD PURCHASES

Downward communication

FROM DEPARTMENT HEAD DOWN THROUGH THE RANKS OF WORKERS (CHAIN OF COMMAND), USE PROCEDURE MANUALS, POLICY STATEMENTS

Upward communication

FROM WORKERS UP TO DEPARTMENT HEAD; *OPEN DOOR POLICY*, SUGGESTION BOXES, GRIEVANCE PROCEDURES Much more difficult channel, but important! (a) PROVIDES EMPLOYEES AN OPPORTUNITY TO HAVE A SAY IN WHAT HAPPENS IN THE ORGANIZATION (b) MANAGEMENT NEEDS TO RECEIVE VITAL INFORMATION FROM LOWER LEVELS

Operating and enforcement agencies that carry out the law

FTC: FEDERAL TRADE COMMISSION - REGULATES CONTENT OF FOOD ADS; ENFORCES TRUTH-IN-LABELING; CHALLENGES PRODUCT CLAIMS WHEN PRODUCT CROSSES STATE LINES FDA: FOOD AND DRUG ADMINISTRATION - ENSURES SAFETY OF SOME DOMESTIC AND IMPORTED FOOD PRODUCTS FCC: FEDERAL COMMUNICATIONS COMMISSION - LICENSES RADIO AND TV

Management approaches human relations (behavioral theory)

Focuses more on employees (1) Uses behavioral sciences, workers exist in social groups (2) Employee participation in decision-making is essential (3) Improves moral and productivity (4) THEORY Z (OUCHI) - THE VALUE OF THE COMPANY IS THE PEOPLE (participative leadership) (4a) EVERYONE WHO WILL BE AFFECTED BY A DECISION IS INVOLVED IN MAKING THE DECISION (CONSENSUS DECISION-MAKING) "Mr. Ouchi loves humans and their behaviors."

Inventory turnover rate example

Food cost for June $37380 Average inventory cost $17500 $37380/$17500 = 2.136 The inventory turned over 2.1 times that month

Audit

Formal study that retrospectively monitors performance (1) Way to document appropriate care patterns and for identifying areas needing improvement; DID PERFORMANCE MEET THE STANDARDS? <--purpose of audit

Decide on the target market

GROUP OF PEOPLE OR PLACES WITH SIMILAR WANTS OR NEEDS WITH THE POTENTIAL FOR PURCHASING YOUR PRODUCT

During interview you can ask

HAVE YOU WORKED HERE BEFORE UNDER A DIFFERENT NAME? ARE YOU LEGAL/WORKING AGE?

Work schedule

HOUR BY HOUR TRAINING TASKS AND TIME

HIPAA

Health Insurance Portability and Accounting Act - 1996 Allows employees to transfer coverage of existing illness to a new employer's insurance plan

Transactional vs transformational leaderships

How leaders and followers and influence each other (reciprocal approaches to leadership)

Positioning statement

How you would like the marketplace to view your product

Pareto charts

ILLUSTRATE THE RELATIVE IMPORTANCE OF PROBLEMS Work on tallest bar first = biggest problem (1) Work on the TALLEST BAR or problem that occurs most frequently; correcting the "vital few" problems will have the greatest impact on quality (2) 80-20 rule: 80% of a given outcome results from 20% of an input (80% of sales come from 20% customers)

Selling price factor pricing method example

If the food cost percentage is 30, and the raw food cost of the item is $0.18, what is the selling price using the factor method? 100/30 = 3.3 (mark-up factor) 3.3 x $0.18 = $0.59 selling price If including hidden costs: 3.3 x (0.18+0.018) = $0.65 selling price

Hawthorne studies - Western Electric - Elton Mayo

If you involve people in the process, they become more productive (a) Productivity due to: employees were given SPECIAL ATTENTION were involved in an interesting experience, and were well-treated by supervisors (b) Work breaks increased productivity PLACEBO EFFECT (SPECIAL ATTENTION IMPROVES BEHAVIOR) Hawthorne ---- Mayo ---- Special attention ---- placebo

Managerial roles

Informational role Decision making/problem solving Conflict resolution

Legislative process

Interaction between the legislative, executive and judiciary branches (a) THE LEGISLATIVE BRANCH (CONGRESS, SENATORS, REPRESENTATIVES) MAY INTRODUCE AND ENACT A LAW AND CAN OVERRIDE A VETO BY THE EXECUTIVE BRANCH (b) THE EXECUTIVE BRANCH (PRESIDENT) MAY VETO LEGISLATION OR SIGN IT INTO LAW (c) THE JUDICIARY MAY DISCARD A LAW IF IT CONSIDERS IT IN VIOLATION OF A PERSON'S BASIC RIGHTS AND FREEDOMS

Know the difference between

Job analysis Job description Job specification Work schedule Job breakdown Job enlargement Job enrichment

Exam question: Definition like questions about job spec/desciption/analysis etc

Know the difference between these

FTE/YEAR

LABOR HOURS WORKED THAT YEAR / 2080

Informal channel (grapevine)

MEETS SOCIAL NEEDS OF GROUP chatter/gossip

Diagonal communication

MINIMIZES TIME AND EFFORT EXPENDED IN ORGANIZATIONS (a) BETWEEN FUNCTIONS DIAGONALLY PLACED (ORDERING CLERK IN FOODSERVICE SEND REQUESTS DIRECTLY TO PURCHASING DEPARTMENT, NOT THROUGH FOOD SERVICE CHANNELS) Hospitals ordering of paper goods

Absolute FTE

MINIMUM NUMBER OF EMPLOYEES NEEDED TO STAFF THE FACILITY; *COUNTS PRODUCTIVE HOURS (HOURS ACTUALLY WORKED*

Job enlargement

MORE *SIMILAR TASKS* TO ALLEVIATE BOREDOM Job enlargement just gives more tasks to increase business, doesn't add purpose

Profit margin

MOST COMMONLY USED ASSESSMENT OF OVERALL FINANCIAL EFFICIENCY (1) REFLECTS THE PORTION OF SALES VOLUME REMAINING AFTER PAYING ALL EXPENSES NET PROFIT (aka PROFIT AFTER ALL EXPENSES HAVE BEEN PAID)/ SALES DOLLARS (aka REVENUE) (2) Revenue includes income from patients, cafeteria sales and catering sales

Food costs

MOST READILY CONTROLLED ITEM (1) Menu planning - most important (2) Type of service - selective menu reduces waste and cost (3) Purchasing methods - group buying reduces costs (4) Receiving control - weigh in and check items against voice (5) Storage and production control (6) Standardize portions to control costs; keep records of employee meals

Procurement, receiving, storage

MOU (memo of understanding) with vendors, list of companies that supply food, name and ID of delivery persons; delivery routes, days, times; inspect loading dock for suspicious materials

To determine the actual number of employees needed

MULTIPLY THE NUMBER OF FULL-TIME POSITIONS BY 0.55 (129/236) TO GET THE NUMBER OF RELIEF WORKERS NEEDED TO COVER 365 DAYS PER YEAR. (a) If you have 20 full-time positions: 20 x 0.55 = 11 relief employees (b) Employees + relief employees = total number required. 20 + 11 = 31 total employees needed (c) Another approach: multiply 1.55 x the number of employees. 20 x 1.55 = 31 total employees needed

Herzberg's two factor theory: Maintenance

Maintenance (hygiene) factors (satisfiers, dissatisfiers) ---if present and perceived as good = satisfiers ---if lacking or perceived as negative = dissatisfiers and will interfere with work ---do NOT produce motivation, but can prevent motivation from occurring ---hygiene factors: fair wage, insurance, retirement benefit, supervision, schedule, working conditions, interpersonal relationships on the job ---maintain minimal level of need satisfication

Organizational change theory

Managers serve as catalysts for change (1) Conditions necessary to change (transform) a department (a) LEADER RECOGNIZES THERE IS A NEED TO MAKE A CHANGE (proactive) (b) Leader helps followers recognize this need by raising their level of dissatsifaction (c) Followers are shown that the present situation does not meet their needs or that it conflicts with their values (2) Leader depicts a future that appeals to the values, needs and aspirations of followers (leader defines a vision) (3) Successful change requires: unfreeze the status quo, change to a new state, refreeze to make the change permanent

Work schedules

Master Shift Production schedule Know the difference between these 3

Unionization

Means of collective bargaining (1) Union membership (a) Check-off is the deduction of union dues from pay (b) UNION SHOP - MUST JOIN *AFTER* BEING HIRED (c) OPEN SHOP - CAN JOIN UNION OR NOT (d) CLOSED SHOP - MUST BE MEMBER OF UNION FIRST *BEFORE* HIRING (UNION AND CLOSED SHOPS ARE ILLEGAL IN PUBLIC EMPLOYMENT aka government jobs) (e) Agency shop - all workers must pay agency fee, but NOT required to join union (f) Right to work laws - illegal to fire an employee who refuses to join a union even if contract has a union shop clause

Nominal group technique - Delbecq

Modification of brainstorming (1) More structured and controlled than an ordinary brainstorming group (2) Has authoritative leader, controlled interactions, closely focused goals, rigid enforced procedures, responses, responses strictly controlled by leader (3) Often sit in horseshoe formation; silent generation of ideas by participation (4) ROUND ROBIN REPORTING: LEADER RECORDS IDEAS (one at a time each is asked for an opinion) (5) GROUP RANKS ITEMS IN PRIORITY ORDER; VOTE FOR FINAL DECISION

Leadership Grid - Blake, Mouton, McCanse

NEED TO KNOW THE ORDER (1) Plot's leader's concern for people (employees) vs. their concern for production (2) Scale of 1-9; is to low concern, 9 is high concern 1,9 Country club management (top left) --Employee centered --Seeking approval and acceptance, comfortable, friendly atmosphere 9,9 Team management (top right) --High concern for BOTH people and production; common stake in purpose. --**Most desireable style of management Middle-of-the-road management (5,5) 1,1 Impoverished management --Exert minimum effort to get work done desire to hang on. Low concern for people and production 9,1 Authority, obedience --Focus on PRODUCTION, managing tasks domination, mastery, control people are commodities like machines, care most about getting job done

Coercive powers

NEGATIVE SIDE OF REWARD POWER, *INEFFECTIVE* IN MOTIVATING BEHAVIOR CHANGE, MAY CREATE RESISTANCE ---ABILITY TO PUNISH ANOTHER FOR NOT CARRYING OUT REQUIREMENTS ---USED TO MAINTAIN MINIMUM STANDARD OF PERFORMANCE Coercive: ineffective--->punishment Punishment is ineffective

Indirect (fixed) costs

NOT AFFECTED BY SALES VOLUME (NUMBER OF PEOPLE SERVED), NOT DIRECTLY EVIDENT IN DAY TO DAY ACTIVITIES, REQUIRED FOR BUSINESS TO EXIST EVEN IF IT PRODUCES NOTHING, CANNOT BE READILY CHANGED (a) Rent, taxes, interest on debt, insurance, depreciation (b) Stay fixed within a range of sales volume

Zero-based budget (ZBB)

NOT THIS YEAR'S EXPENSES PLUS AN INFLATION FACTOR (much more planning) (a) Begin at 0. Must justify each expense (b) Example: PPBS - Planning, Programming, Budgeting System (b1) past dollar allocations are NOT the basis of projections (c) Planning oriented

Exam question: question will given an example of communication

Need to be able to identify what type of communication

Organizational chart concentric model

No distinct top or bottom so employees don't feel "above" or "below" other employees

BE in sales volume

Number of $ you need to bring into break even FC/ [1- (VC/sales)] = BE Example: FC: $25000 VC: $60000 Sales: $100000 $25000/ [1-($60000/$100000)] = $62,500 To break even you must bring in $62,500 in sales.

Disaster planning

ONE GALLON OF WATER/PERSON/DAY FOR MINIMUM OF 3 DAYS (water recommendation)

Collective bargaining steps

ORDER MATTERS (1) BARGAINING BETWEEN UNION AND STEWARD MANAGEMENT (2) IF THAT FAILS: MEDIATION - NEUTRAL PERSON HELPS SETTLE DIFFERENCES; DECISION *NOT* BINDING (3) IF THAT FAILS: ARBITRATION - HEARING TO DISSOLVE A DISPUTE DURING AN IMPASSE; DECISION IS USUALLY BINDING. FINAL STEP IN BARGAINING. 1. Bargain 2. Mediate 3. Arbitrate "Bowel Movement Ass"

Delphi technique

Often how medical research happens (1) DESIGNATED TO PROBE EXPERT MINDS IN A SERIES OF WRITTEN INTERVIEWS FROM WHICH SOME CONSENSUS IS SOUGHT (2) PARTICIPANTS *DO NOT* MEET (not physically together) "Delphi is an expert at interviewing."

Types of budget

Operating Cash Capital Fixed Flexible Performance

Organizational structure

Organizational chart: shows how the employee fits into the organization (1) Shows relationship of positions and functions (2) DEPICTS LINES OF AUTHORITY SHOWN WITH SOLID LINES (3) ADVISORY (STAFF) POSITIONS SHOWN WITH DOTTED LINES (4) Not shown: degree of authority at each level, informal relationships

Illegal Immigration Reform and Immigrant Responsibility Act 1996

PLACES LIMITATIONS ON PERSONS WHO REMAIN IN THE USA LONGER THAN PERMITTED BY THEIR VISA AND/OR WHO VIOLATE THEIR NONIMMIGRANT STATUS

Functions of management

PODCE Planning Organizing Directing Controlling and evaluate (together)

Net profit

PROFIT SHOWN AFTER ALL EXPENSES HAVE BEEN DEDUCTED FROM SALES

Gross profit

PROFIT SHOWN AFTER DEDUCTING RAW FOOD AND BEVERAGE (COST OF SALES) FROM SALES (REVENUE) Cost of sales from revenue

Peter Principle

PROMOTE SOMEONE TO A LEVEL OF *INCOMPETENCE* Do not follow this principle. Ex: Terrific diet aid promoted to foodservice not a good idea, you've set them up to fail

PDCA or PDSA

Plan, Do, Check, Act or Plan, Do, Study, Act Falls under TQM (1) PROBLEM SOLVING TECHNIQUE FOR IMPLEMENTING TQM (2) Plan what is to be done, do it, check (study) the results, act on the positive and negative results and return to first step to develop an improved plan

Exam question: What items would be on a capital budget?

Plant facilities, equipment, cost of improvements and repairs (service, maintenance contracts), expansions, replacements

Capital budget

Plant facilities, equipment, cost of improvements and repairs (service, maintenance contracts), expansions, replacements Items that are expensive and last a long time (a) Includes expenditures whose returns are expected to last beyond one year

Equal Employment Opportunity Act 1972

Prevents discrimination in employment based on race, color, sex, national origin, political affiliation, EEOC (Equal Employment Opportunity Commission)

Age Discrimination Employment Act 1967

Prevents discrimination to age

National Labor Regulations Act - Wagner Act 1935

Pro labor act (a) Guaranteed right to organize and join labor unions (b) Gave union the right to be the bargaining agent (c) CREATED THE NATIONAL LABOR RELATIONS BOARD NLRB (1c) LISTENS TO CLAIMS OF "UNFAIR LABOR PRACTICE" "Wagner = pro labor"

Rights and regulations provided by law

Protection against unfair union practices (1) Cannot force employees to join unions unless legal union shop exists (2) Cannot pressure employees to force other employees to join, or discriminate against those who do not join (3) Cannot refuse to bargain collectively with employer, engage in secondary boycotts, charge excessive fees, or cause an employer to pay for services not performed

Job description

REFLECTS REQUIRED SKILLS AND RESPONSIBILITIES (a) MATCHES APPLICANTS TO JOB, ORIENTATION AND TRAINING, EMPLOYEE APPRAISAL

According to Maslow which would be a motivator?

Raised self esteem

Sentinel event indicator

SERIOUS EVENT THAT REQUIRES FURTHER INVESTIGATION EACH TIME IT OCCURS; UNDESIRABLE BUT AVOIDABLE EVENTS (1) 0% FOOD POISONING; DISH MACHINE AREA FLOOR IS DRY 100% (2) 100% ONCOLOGY PATIENT ARE FED WITHIN 5 DAYS (3) THRESHOLD OF EITHER 0% OR 100% (*NEVER OR ALWAYS*)

Master schedule

SERVES AS OVERALL PLAN; DAYS ON AND OFF, VACATIONS; BASIS FOR DEVELOPING WEEKLY SCHEDULES

Asset management, turnover ratios

SHOWS CURRENT EFFECTIVENESS OF INVENTORY CONTROL; ARE YOU EFFICIENCY USING THE ASSETS TO PRODUCE MORE INCOME? PURPOSE OF TURNOVER RATIO

Profit and loss statement (income statement)

SHOWS OPERATING RESULTS OVER A PERIOD OF TIME (a) PRESENTS THE INCOME (REVENUE), EXPENSES AND PROFIT (OR LOSS OF BREAK-EVEN) OVER THE COURSE OF THE BUDGET PERIOD (b) Also known as the revenue and expense statement

Shift schedule

STAFFING PATTERNS FOR A PARTICULAR OPERATION; POSITIONS AND HOURS WORKED, NUMBER OF DAYS WORKED PER WEEK, RELIEF ASSIGNMENTS

Job analysis

STUDIES ALL ASPECTS OF JOB, DONE BY WORKER AND THEIR SUPERVISOR (a) CONDUCTED *FIRST* TO COLLECT INFOR FOR JOB DESCRIPTION

Position (legitimate) power

SUBORDINATE ACKNOWLEDGES THAT THE INFLUENCER HAS THE RIGHT TO EXERT INFLUENCE DUE TO POSITION (JOB TITLE)

Exam question: using the following data determine the net profit, the gross profit, and the profit margin

Sales: $127771 Cost of sales: $54779 Salaries: $31324 FICA: $4380 Benefits: $8191 Utilities: $3697 Supplies: $4272 Depreciation: $16579 Taxes: $2324 Gross profit: $127771 - $54779 = $72992 Net profit: $127771 - $54779 (all expenses) = $2225 Profit margin: $2225/$127771 = .02

Exam question: What do you do first in evaluating?

Set the standard (qualitative or quantitative)

Balance sheet

Shows financial condition as of a particular date (a) LISTS ASSETS (GOODS AND PRODUCTS OWNED) - CASH, INVENTORY, ACCOUNTS RECEIVABLE (AMOUNTS OWED TO YOU) (b) Lists liabilities - amounts owed to others (c) Assets = liabilities + capital (equity)

Professional standards of practice

Standards of Practice (SOP) and Standards of Professional Performance (SOPP) are tools for credentialed dietetics practitioners to use in professional development (as guides for self-evalution and to determine the education and skills needed to advance an individual's level of practice). They are not regulations, but may be used to determine competency. Practice-specific SOP and SOPP are Generalist, Specialty and Advanced levels.

Decision making/problem solving role

Steps - recognize and analyze and assess the problem; determine workable solutions; gather data; choose solutions; take action; follow-up the action Different techniques 1. Nominal group technique - Delbecq 2. Delphi technique 3. Cause and effect (fish) diagram - portrait of problem 4. Pareto charts 5. Queuq - queing theory These are ways to make decisions and solve the problem

Disciplinary action

Steps taken to CORRECT undesirable behavior. Start at the top behavior. (1) Oral warning - discuss nature, cause, corrective actions; temporary in record (2) Written warning - repeat violation or as first action if warranted; permanent in employee record (3) Suspension - forced leave of absence without pay; permanent record (4) Dismissal

Motivational theories and strategies

Supply a personal incentive for the worker

Cost of profit pricing

THIS GUARANTEES A CERTAIN PROFIT WITH EACH SALE (a) Price the product to ensure a predetermined percentage of profit (b) Profit is established as a cost (c) Method (1c) Add up all costs (including profit cost) as percentages (2c) To find the targeted food cost percentage, subtract the total from 100% (3c) To determine the selling price of the item: total food cost/desired food cost percentage

Production schedule

TIME SEQUENCING OF EVENTS REQUIRED TO PRODUCE A MEAL; EMPLOYEE ASSIGNMENTS AND MENU ITEMS; QUANTITY TO PREPARE AND THE TIMING. BASICALLY WHAT TO DO WHEN. Tearoom schedule assigning what workers to do at what time. Ex: At 10:30am Ben will put bread rolls in oven, at 11:00am Jen will toss salad.

Adjusted FTE

Takes into account the benefit days and days off

Managerial skills

Technical Human Conceptual **NEED TO KNOW THE DIFFERENCE

Daily food cost report (food cost percentage)

Tells you what percent of the income was spent on the food sold (purpose of the calculation)

Exam question: Must an employee join a union?

The answer is no, ask about shops answer according to definition

Budget projections

The budget for this year includes the following: Sales: $1,500,000 Labor cost: 35% of income Food cost: 40% of income Operating costs: 15% of income The budget for next year will increase by the following: Labor costs: 7% Food costs: 8% Operating costs: 2% WHAT IS THE PROJECTED BUDGET FOR NEXT YEAR? (1) DETERMINE ACTUAL COSTS FOR THE YEAR Labor cost = 1,500,000 x 0.35 = $525,000 Food cost = $1,500,000 x 0.40 = $600,000 Operating cost = $1,500,000 x 0.15 = $225,000 (2) MULTIPLY TIMES EXPECTED INCREASE FOR NEXT YEAR THEN ADD THAT TO ORIGINAL COST Labor cost = $525,000 x 0.7 (7%) = 36750, $36750 + $525,000 = $561,750 labor cost for new budget Food cost = $600,000 x 0.08 = 48000, $48000 + $600,000 = $648,000 Operating cost = $225,000 x 0.02 = $4500, $4500 + $225,000 = $229,500 (3) Total all costs $561,750 + $648,000 + $229,500 = $1,439,250

Exam question: Which requires a FLEXIBLE budget?

The one with CHANGE IN NUMBERS

Exam question: If sales were at $40,000 in this graph? (break even is $600,00)

Then organization is losing money

Transfer

To another job at approximately the same level with basically the same pay, status, performance requirements (a) Permits placement of employees in jobs where need for their services is greatest, or in jobs they prefer

TQM

Total Quality Management (1) Involves continuous improvement of orgniazational processes, resulting in high quality products and services (b) Three elements (1) Customers/clients - true judges of quality (2) Culture -environment created that establishes quality as a top priority (3) Counting - measurement of what constitutes a high quality service or product and what needs improvement

Meals per labor hour example

Twenty FTE produced 2700 meals during one 40 hour week. How many meals were produced per labor hour? 20 FTE x 40 hours = 800 hours 2700 meals/800 hours = 3.38 meals per labor hour If they ask for meals per minute determine meals per hour and then divide by 60

Technical skill

UNDERSTANDING OF AND PROFICIENCY IN A SPECIFIC KIND OF ACTIVITY (a) MOST IMPORTANT AT *LOWER* LEVELS OF MANAGEMENT (i.e. overseeing work minute to minute such as a tray line manager)

Job enrichment

UPGRADES JOB BY ADDING MOTIVATING FACTORS (a) INCREASES NUMBER OF TASKS AND CONTROL THE EMPLOYEE HAS OVER THE JOB (b) MASLOW AND HERZBERG MOTIVATOR (ADVANCED TRAINING) Job enrichment makes the job more meaningful

Labor turnover rate

USES # OF NEW EMPLOYEES AT END OF PERIOD (NUMBER OF EMPLOYEES (SEPEARATED) TERMINATED AND REPLACED/TOTAL POSITIONS IN DEPARTMENT) X 100

Traditional (incremental)

USES EXISTING BUDGET AS A BASE AND PROJECTS CHANGES FOR THE ENSUING YEAR IN RELATION TO THE CURRENT BUDGET (budget for 2015 + more money) (a) Usually begins with this year's expenses plus an inflation factor (b) Control oriented (c) Prepared at one level of sales or revenue

Managerial Traits

Use of authority, power and influence (1) Influence (2) Power (reward power, coercive power, position [legitimate] power, expert power, referent power (3) Successful mangers are sensitive to the source of their power and are aware of the risks and benefits of using each kind

Direct (variable/flexible) costs

VARIES DIRECTLY WITH CHANGES IN SALES (REVENUE); DIRECTLY INVOLVED IN SERVICE TO CUSTOMER (a) China, silver, food, uniforms, laundry, repairs, benefits

Job breakdown

WHAT TO DO AND HOW TO DO IT - NO TIME LIMITS

Exam question: The floor is wet and the meat slicer is uncovered. What do you address first?

Wet floor, more people can slip on it

Informational role

YOU FIND AND SHARE INFORMATION (a) Monitor role - constantly searching for information to become more effective (b) Disseminator - transmits information to subordinates (c) Spokesman - transmits information to people inside and outside

Payback period example

You have invested in new hardware and software that will reduce the labor hours needed to complete a task. What is the payback period? Hardware: $3500 Software: $2400 Staff instruction: $1000 Labor hours saved: 6 per week at $20 per hour (1) Add up the cost of the service: $3500 + $2400 + $1000 = $6900 (2) Add up costs saved by using new item. 6 hours/week @ $20/hr = $120 saved per week (3) Divide costs of service by dollars saved. $6900/$120 = 57.5 weeks to PAY BACK the cost of service. In 57.5 weeks, you will have recouped the money spent.

Monitoring

accounting procedures, indicators

Influence

action that will cause a change in behavior or attitude of another

Flexible budget

adjusted to various levels of operation with VARYING LEVELS of sales or revenues throughout the year (changes in patient of customer count) (a) Closing a floor for renovation (b) Gives dollar range for low to high levels of predicted activity

Transformational leader

agents of change (a) INSPIRE FOLLOWERS TO BECOME MOTIVATED TO WORK TOWARDS ORGANIZATIONAL GOALS RATHER THAN PERSONAL GAIN; BUILDS ON AND EXTENDS TRANSACTIONAL LEADERSHIP (b) Cultivation of employee acceptance of the group mission (c) Leaders and followers raise one another to higher levels of motivation and morality (c1) it changes followers - they are able to grow, and become leaders (c2) Leads to low staff turnover, increased morale, team spirit Transformational leaders are participative leaders "TRANSFORMS followers/leader through inspiration and motivation."

Work schedule is usually include

an 8 hr work day, 30 min lunch break, and 1-2 15 minute breaks

Turnover

an employee leaves and someone takes their place If nobody takes their place then there is no turnover

Exam question: shows the leadership grid with an X in the corner

and you must indicate if that focuses on people or production

Calculate benefits

any outcome attributable to the project (1) Direct -Change in diet or food habits as a result of counseling -Change in functioning of body due to altered diet intake (weight change, reduced constipation due to high fiber diet, reduction of hypertension due to weight loss) -Value is determined by measuring the cost of treatment alternatives needed due to absence of improved food habits (2) Indirect: saving of physician's time and other resources due to the prevention or reduction in severity of a disease (decrease in admissions or length of stay)

Net worth ratios

assess ability to meet long term debt

MacGregor (X and Y Theory)

attitude of the manager toward employees has an impact on job performance (based on manager's assumptions as to how employees view work) (1) THEORY X: PEOPLE INHERENTLY DISLIKE WORK AND WILL AVOID IT IF POSSIBLE; AUTHORITARIAN, WORK-CENTERED; WORKERS PREFER TO BE CONTROLLED AND DIRECTED BY PRESSURE; MOTIVATION THROUGH FEAR; NEGATIVE, AUTOCRATIC (2) THEORY Y: WORK IS AS NATURAL AS PLAY OR REST; MANAGEMENT SHOULD ARRANGE CONDITIONS SO WORKERS CAN ACHIEVE GOALS BY DIRECTING OWN EFFORTS POSITIVE, PARTICIPATIVE

Planning

basic function of management. (1) Objectives: predetermined; towards which management directs its efforts (1a) serve as motivators, provide direction (2) Policies: guides that define scope of permissible activity (3) Procedures: daily operations

Job raise, job security =

basic needs

Semi-variable costs

both a fixed and variable component (a) A portion of the cost will remain fixed regardless of changes in sales volume (b) LABOR, MAINTENANCE, UTILITIES (c) These are divided into fixed and variable components before doing break-even analysis

Calculate FTE

by dividing total number of hours used in operating the foodservice for a period of time by the normal workload hours of one employee

Transactional leader

calrifies roles and responsibilities; uses rewards and punishments to achieve goals (a) Engage in a bargaining relationship with their followers (b) Leader and follower have separate but related purposes; they are not bound together in pursuit of common goals (c) Leader tells employee what they need to do to obtain rewards, and takes corrective action only when employees fail to meet performance goals

Cost benefit studies

cost/benefit of nutrition education and intervention

Food cost percentage equation

daily food cost/daily income = food cost percentage Example: The cafeteria income for Tuesday was $640. Food cost for the day was $265. What is the food cost percentage? $265/$640 = 41.4% of the income was spent on the food sold

Exam question: performance evaluation

definition questions, know the differences

Performance budget

details what it costs to perform an activity (how much to supervise the cafeteria) Mini budget inside big budget

Maslow's hierarchy of needs

determinants of behavior, motivated by the desire to satisfy specific needs (1) BASIC NEEDS (a) PHYSIOLOGICAL (SURVIVAL NEEDS) - FOOD, CLOTHING, SHELTER. (PAY, BENEFITS, WORKING CONDITIONS, SCHEDULE) (b) SECURITY AND SAFETY (INSURANCE, RETIREMENT PLANS, JOB SECURITY) (2) HIGHER HUMAN NEEDS (motivators) (a) SOCIAL (ORGANIZED ACTIVITIES) (b) SELF-ESTEEM (JOB TITLE, PRAISE, REWARDS, PROMOTIONS) (c) ***SELF REALIZATION, SELF-ACTUALIZATION (REALIZING YOUR POTENTIAL GROWTH USING CREATIVE TALENTS); ADVANCED TRAINING, *JOB ENRICHMENT* WHEN THE BASIC NEEDS ARE MET, THE HIGHER NEEDS BECOME MOTIVATORS. If basic needs aren't covered, you will not be able to motivate them.

Promotion pricing

done for a SHORT time (a) Sale or special price is done to increase sales during a slow period

Security

doors/windows locked when not in use; surveillance cameras on docks, security personnel

FTE

full time equivalent

Labor hours worked includes

full-time and part-time workers

Product mix

group of items you will offer

Unemployment compensation

insurance against lost income (1) Must be employed for specific time, able and willing to work, unemployed through no fault of their own; employers pay tax on payroll (2) EACH STATE HAS OWN LAWS THAT DEFINE BENEFITS IN ACCORDANCE WITH MINIMUM FEDERAL STANDARDS State run program

Value analysis

is a process of investigating all aspects of a service with the goal of discovering and eliminating unnecessary costs without interfering with the effectiveness of the service. For example, you may purchase a software program with very involved nutrient analysis capabilities. But if you would only use it on a rare occasion, a simpler version may have been a better choice. Basically are you spending the money wisely? In food service, it is the relationship between the price paid for an item and its usefulness. It is used in evaluating existing product specifications. It could be used to determine how to resolve an issue with an unpopular menu item. How can it be altered, so the value will increase?

Graph BE

is where the total cost line crosses the revenue (sales) line (a) The BE is $600,000. If the income is less than $600,000 there is a loss. If the income exceeds $600,000 there is a profit. Total cost line crosses the sales line

Loss leaders

items priced lower to draw people in in the hope that they will purchase other items at normal mark-ups Ex: 40% off shoes leads customer in, may lose some profit on those shoes but then customers buys the shoes and regular priced socks so you're making profit

Exam questions: Concerning the theories exam will say according to philosophers name

know the name that goes with the theory and how that theory works

FTE/day

labor hours worked per day / 8 hour normal workload

FTE/week

labor hours worked per week / 40 hour normal work load

Labor costs

less controllable than food costs

Recruiting

locate most qualified person for the job (a) Sources; internal (promotions, transfer, rehire), external (ads, agencies, unions) (b) FAIR EMPLOYMENT PRACTICE LAW - MAKES IT ILLEGAL TO ASK ABOUT A CANDIDATE'S RACE, RELIGION, SEX, NATIONAL ORIGIN, AGE, MARITAL STATUS (AFTER HIRE, CAN ASK) You can ask after hired, but he can choose to never tell. Can only ask about ability to job when hiring.

Indicators

measurement tool that monitors and evaluates important aspects of patient care and management functions (a) Serve as flags to direct attention to specific issues (b) Not intended to be direct measures of quality, but describe events, complications or outcomes

Efficient allocation of people, materials and equipment

meet the needs of the operating system (can lead to most savings) (a) CPM, Critical Path Method, helps plan and control an operation (1) Identified the most critical activities, to best allocate limited resources

Financial status

monitoring, evaluation and control

Herzberg's two-factor theory

motivation and maintenance approach (same as Maslow)

Information in personnel records

must be kept confidential

Market niche

need you are trying to fill

Line =

needed for day to day

BE

number of average meals sold

Span of control

number of individuals or departments under the direction of one individual (1) NARROW SPAN- more level are created; need more managers; NEEDED WITH NEWLY HIRED PERSONNEL (2) Wide span - fewer levels and fewer managers are needed, used with highly trained, highly motivated workers

Meals per labor hour equation

number of meals produced/number of hours worked = meals per labor hour

Collective bargaining

one person represents a group of people to bargain with the employer. (a) Strategies: get opposition into a good fram of mine, make "blue sky" demands or ask for twice what you expect to get, then bargain down

Staff =

only called when needed

On exam questions about FTE

pay attention to if they're asking for absolute or adjusted

Exam question: Asks about sentinel event

pick the one that causes the most harm to the most people to address first

Breakeven point

point at which sales revenue (income) will exactly cover fixed and variable costs (1) BE in number of units sold BE = FC (FIXED COSTS)/SP (SELLING PRICE) - VC (VARIABLE COST) You can get all 3 of these as answers, FC, SP, VC, BE, just need to manipulate formula

Fixed budget

prepared at one level of sales or revenue (no expected major change in patient or customer count during the year) No change

Improvement processes use criteria

professionally developed statements that describe desirable health care processes or outcome (a) Structure - environmental and personnel factors, policies, budget (b) Process - procedures used, sequence of activities (assessment, documentation in medical record, distribution of food) (c) Outcome (end result) - measurable result of your intervention; measures success of failure of process of care provided includes time frame Ex: glucose coming to a normal level (1c) Anthropometric, biochemical data (2c) "Based on survey results, customer are satisfied with meals: (d) Characteristics of criteria (RUMBA) (1d) RUMBA: relevant, understandable, measurable, behavioral, achievable

Marketing objectives

quantifiable, attainable goals

Queue - queing theory

queue=line (1) Develops the relationships involved in waiting in line (snake line/curving line is less frustrating) (2) Used in analyzing flow of customers in a cafeteria (2a) balance cost of waiting lines with cost of preventing waiting lines through increased service

General ledger

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

Marketing strategy

route chosen to reach goals

Production and service

safe food practices followed, issued foods checked, hands washed, authorized personnel prepare and serve food

Personnel should be

screened, addresses and numbers updated, ID badges, orientation session, practice drills. The plan should be posted and updated, emergency numbers and warning signals listed, evacuation route posted, OSHA and HAZMAT numbers posted, location of emergency doors, supplies, menu; water safety supplies; backup storage for computer records.

SP

selling price of averaged-priced meals

Chain of command

shows command relationships from top to lowest level (1) Begins with one person and extends downward

FC

total fixed costs

Financial ratios

use of formulas to analyze an organization's financial position (a) Formulas use data from financial statements (1) Compares organization with similar ones (2) Compares ratios with those projected or with preceding ratio

VC

variable cost per averaged price meal

Break even increases

when costs increase

Organizational chart

who reports to whom Report to person above you

During formula questions

write formula down first to get your focus