113 final

trayline example

800 bed facility Take note of trayline stats that the manager mentions this is huge for service youtube video on slide

process improvement/analysis tools

Benchmarking (comparing one's performance to 'best in class') Cause and Effect Diagrams Pareto Analysis Flow Charts Control Charts Scatter diagrams

service management

Challenge for managers - For the customer - eating out may be a onetime special event while for the foodservice worker serving is a repetitive, mundane occurrence Good service is essential- 90% of dissatisfied customers will shift to the competition Dissatisfied customers will tell others (yelp) Manager techniques Cross-training Cater to local customers

counter service

Counter attendant responsible for taking the orders, serving the meals, busing dishes, and cleaning the counter Common in diners and coffee shops Customers often are eating alone Advantage - fast service

DOWNTIME acronym

D - Defects O - Over production W - Waiting - reduce downtime always working N - Nonused talent T - Transportation I - Inventory M - Motion - work efficiently E - Excess processing - dont want extra steps - buying bulk butter when serving individually

Trayline Example

200 bed facility Take note of the diet clerk youtube video

How would a foodservice director evaluate a new menu item?

A foodservice director may evaluate a new menu item in a multitude of ways including a variety of sensory tests. They can use discriminatory or acceptance sensory tests and all the variations of those two. What the organization uses depends on their organization goals. Acceptance might be for an organization that is serving fast food. Analytical might be used for a 5-star restaurant because their customers will be pickier.

Meals per productive hour

A. subtract the non-productive hours and calculate as usual B. typical ratio might be that 10% of total hours are non-productive; subtract 10% of your FTE and calculate as usual

attitudinal learning

Attitudinal learning defines employee feelings or attitudes in a work situation . Job requirement that employees have a certain attitude toward participants, staff, and family members.

acute care food service

Patients are hospitalized for short periods (3-5 days) Short menu cycles (1 week cycle is common) ( every monday same food, every tues same, etc) Non-select menu vs. selected menu (more popular for pts) High acuity patients (many medical conditions) Therapeutic diet orders - Regular, Low sodium, Heart Healthy, Renal, Carbohydrate Controlled, Mechanical Soft, Dysphagia, etc. usally hospitals have 8-10 different diets

compensation: merit increases

Pay raises that are based on employee performance. These raises change the base pay rate permanently. Often, a position has a salary range to accommodate incremental merit increases.

management funcitons

flows from planning, organizing, staffing, directing, controlling staffing is one of most critical steps

Patterns of Customer Service

freezer- nothing good. not efficient, and bad customer service. factory - very efficient and food gts out quickly, but service is horrible. customers feel like theyre a number friendly zoo - opposite of factory. staff is super friendly, but back of house is not good quality customer service - the ideal. where facility is most efficient and friendly. food gets out as required and service staff is nice and freindly

FTE

full time equivalents one FTE = 8 hours a day, 40 hours a week = 2080 hrs/year someone who works 20 hrs/week = 0.5 FTE

financial accountability - menu engineering

horse is high demand, low profit - hamburger would be this star is high demand high profit dog is low demand, low profit - consider cutting from menu puzzle is low demand, high profit

directing

how we effect and how are we are effecting others

customer satisfaction

if customers are satisfied it depends on many factors --think service and atmosphere

performance review

if problems, dont wait a year. work on it continuously if person doesnt agree wtih review they need someone to talk to

continuing education

Educational activities that are conducted by an external organization and that take place outside of the workplace. e.g. trade shows, educational workshops or seminars, college or university courses sometimes getting graduate degree is considered, but not as common for dietitians sometimes money for dietitians to get specializations nestle offers continuing educaiton opportunies

food production flow in restaurant

picture on slide 4 procure ingredients, then produce it, then distribute to customer server takes food directly fro mcook and deliver to customer little to no distribution needs

rationalization

provide an explanation for a shortcoming that is more easy for the real reason. Blame the pan and not the fact they weren't paying attention

managerial levels on test

pyramid - top to bottom: -top managers -middle managers -first line managers -nonmanagerial employees top has least amount of employees bottom has most amount

structured interview

questions are pre-determined - everyone gets same questions

staffing

recruit, staff, train, develop Management function of determining the appropriate number of employees needed by the organization for the work that must be accomplished.

competencies

see employees are competent, dont just show them- have them do it to make sure it translates active training start with passive, then do active/competency

trayline simulation

youtube video

management

• Definition: management has been described as the process of coordinating work activities so that they are completed efficiently and effectively by working with and through other people Process of integrating resources for accomplishment of objectives. • Important- management's goal is to achieve the goals and objectives of the organization. • Management falls under the transformation portion of the foodservice systems model

hiring process

• Recruitment sourcing - inside vs. outside the operation •Application/screening • Checking background and references • Interviewing - structured vs. unstructured (beware of personal bias) • Hiring decision • Physical Examination • Orientation • Probationary period (important for hiring supervisors/managers)

legal impact of human resource managemetn

• Review and be familiar with Table 12-3 page 361 - DO THIS • Illegal to discriminate during hiring based on a person's race, color, sex, pregnancy, religion, national origin, age, disability or genetic information.

Theories of motivation

•There are various constructs that can help those in leadership roles understand human behavior. An effective leader can create an environment in which members of the organization are motivated to contribute to organizational goals and changes. •Leadership surrounds the foodservice system and provides a sense of direction for the system

4. Two-Factor Theory

•Two-factor theory of work motivation developed by Herzberg (1966) •Focuses on the rewards or outcomes of performance that satisfy needs Identified two sets of rewards or outcomes: those related to job satisfaction and those related to job dissatisfaction •Factors related to satisfaction = motivators; related to the environment or content of the job •Factors related to dissatisfaction = maintenance or hygiene factors; related to the environment or context of the job

in-services

Educational activities that are designed to update and introduce employees to new issues or topics pertinent to their jobs and organization, or to review and refresh employees on material that is already known. They usually occur at the workplace and during work hours. many different relevant topics - how to use 3 compartment sink, sanitation and safety, how to use new equipment, etc fire training and CPR takes longer

Different Types of Operations Require Different Amounts of Distribution

Food Product Flow in Conventional Hospital Foodservice Procurement - Production - Hot Holding - Meal Assembly - Transportation - Service to customer (Gregoire pg 67) - usally in hospital, you do all of a floors trays at the same time. not one tray at a time Food Product Flow in a foodservice operation using bulk reheating Procurement - Production - Chilling/Chilled Storage - Bulk Reheating - Hot Holding - Meal Assembly - Service to Customer - more complicated

distribution example

Food Product Flow in a Hospital with centralized tray assembly and decentralized reheating Procurement - Production - Meal Assembly - Transportation - Meal Reheating - Service to Customer

Trayline Audit Activity have to do for finals

Food and beverages served should match the menu Only circled items are included on tray D = Diet Find the errors in tray 1 (mechanical soft/ ground texture) 2 (Heart Healthy, 2000 kcal CHO controlled diet) 3 (Renal) go through this on final

Major Challenges of Distribution

Food must be kept at the proper temperature Critical for food safety (HACCP) Monitor temperatures at each point -maintain temperature -limit time the food is in temp danger zone -monitor temps at each point in distribution Quality must be maintained - important for satisfaction food safety is number one concern

policy

General guide to organized behavior developed by top-level management.

achievement of goals

Goal achieved = need met, motive reduced, new goal established •Positive goals are seen as desirable; they're the object of directed behavior, e.g. an employee's desire to do the best job possible •Negative goals are undesirable; behavior is directed away from it, e.g. an employee trying to avoid criticism •Goals depend on a person's past experiences, physical capabilities, values, accessibility of the goal, and their self-perception

objectives

Goals, or end points; set the direction for all managerial planning.

organization

Group of people working together in a structured and coordinated way to achieve goals.

Why is motivation important?

Highly motivated employees in foodservice and other organizations can: •Contribute to increases in performance •Decrease attendance issues (e.g. absenteeism, tardiness) •Prevent/reduce turnover, grievances, low morale Effective managers should understand human behavior to predict or change the future. •In a FS environment, this could help determine how many hires to make during peak seasons or holidays.

calculating FTEs

How many FTEs do you need to feed 100 people, 3 meals/day? » (Industry suggests you should be able to produce 3.5 meals per hour) 3.5 meals per hour = 17 labor minutes/meal (60 divided by 3.5 = 17) 300 meals/day X 17 minutes/meal = 5,100 minutes/day. 5,100 minutes/day divided 60 minutes/hour = 85 hours/day needed to produce 300 meals. multiply # of FTEs and multiply by 1.1 to get what you need

technical skill

Involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques. Human (or interpersonal) skill Concerns working with people and understanding their behavior

organizing

Management function of grouping activities, delegating authority, and coordinating relationships, horizontally and vertically.

planning

Management functions of determining in advance what should happen.

Maslow's vs. Herzberg's models of motivation

Maslow's theory identifies needs or motives, while Herzberg's theory identifies how goals & incentives satisfy those needs. The figure on the right illustrates the similarities between the two theories. Though Herzberg's theory isn't esteemed as highly as Maslow's, it has made an impact on managers' awareness of the need to increase motivation in the workplace. Similarities b/t two theroies Mazlows physiological, social and safety needs are similar to the toehr ones maintenetice factors Esteeem needs straddle both maintenecne and motivation factors because esteem involves status and recognition which can be accomplished by achievemetns Mazlows self actualization needs are similar to herzbergs motivational factors

What happens if needs or goals aren't met?

May display dysfunctional or defensive behavior: •Withdrawal •Aggression •Substitution •Compensation •Revert or regress •Repression •Projection •Rationalization Though everyone relies on defense mechanisms to some extent, supervisors can minimize them by encouraging constructive behavior instead.

knowledge learning

Most food service employees need to know more than basic facts about food preparation and safety. Employees need to understand the reason(s) they are doing something . Employees also need to know how to use facts to make decisions and solve problems.

span of management (span of control)

Number of employees that can be effectively supervised by one manager.

employee orientation

Orientation The process of introducing a new employee to an organization, job, and work unit. Orientation to the job Outline of the day Introduction to staff Tour of the workplace Guidance in use of equipment Explanation of duties orientation is very important -in depth. introduced to organization, unit, job -could be to hospital, nutrition, etc want orientation to have some structure -helps make sure everthing is covered -orient to staff theyre working with - not just you -guidance on how to use equipment

compensation: single rate

Pay raises that are universal and given to all employees either on an anniversary date or on an annual basis. It rewards employees equally, as long as their work falls within the standard range. Should not be used in organizations where worker productivity varies. Used often in unionized settings. This pay increase results in a permanent adjustment in the base pay rate. makes it harder to convince employees to improve. less motivating because they get a raise either way

staff position

Position intended to provide expertise, advice, and support for line positions

classification of labor hours

Productive hours: Worked hours Overtime On-call hours worked Continuing ed Orientation/training Non-productive: Vacation Holiday Sick time Jury duty Work injury Paid leave Paid hours include both productive and non-productive hours

personnel actions

Promotion - a change in assignment to a job at a higher level Higher pay/status and requires more skills Demotion - a change in job assignment to a lower organizational level Less skill, responsibility, status and pay -sometimes employees decide to demote if dont like new position Transfer - moving an employee to another job at the same level in the organization Same pay and status Separation - voluntary or involuntary termination of an employee Training and counseling should considered before termination

quality

Quality is defined by the customer through his/her satisfaction Quality of foodservice operations needs to be improved on a continual basis Quality INCREASES - customer satisfaction DECREASES - cycle times, costs, errors and reworks Control subsection of the foodservice systems model needs to be excellence, everythign otherwise needs to be improved -falls under control of foodservice system model

rules

Specification of action, stating what must or must not be done.

know your audience

Start your in -service preparation by describing you audience » Education level (grade level of information) » Ability to focus (time) » Years of experience (increased need for real life practical examples, increases the # of questions you need to be prepared to answer) » Motivation

self service service

Takeout Service Takeout service allows customers to purchase food at one location and then eat the food in a location of their choice. Delivery Service Delivery service involves transporting prepared food items from other foodservice operation to the customer's home or office A fee is charged for the service Challenge - ensure proper temperature during transport Meal delivery service Provides customers with pre-proportioned ingredients and recipes. Customers have to cook the meals (i.e. Blue Apron, Hello Fresh) "Home cooked meal" quicker

policies

The guidelines for action in an organization.

responsibility

The obligation to perform an assigned activity or see that someone else performs it

quoted benchmarks

find gold standard in industry and compare to your own facilitiess numbers clinical dietetics is 9-10 pts a day Meal equivalents/Labor hours Minutes labor/total meals Total meals served/day divided by labor hours/day Trays/minute Payroll cost/meals served Sales/square foot FTEs/day or FTEs/week Food cost % Labor cost % Clinical consults/patient day

Training techniques

Demonstrating - trainer perorming the task that trainees must learn (passive). Shadowing - trainees follow mentor while mentor performs duties (interpersonal, passive) Instructing - trainees are given verbal or written directions on how to perform a task with no demonstration (passive - good for reference later but will also need some kind of demonstration ) Supervised performance - trainees perform the task while supervised by the trainer (active - increases information retention ) Role playing - trainees perform job tasks while trainer plays the role of the customer/patient (active )

distribution

Distribution involves getting food from production to the point of service Some foodservice operations require little to no distribution (i.e. restaurants) In contrast, distribution may be a major concern (i.e. hospital foodservice) depending on type of operation, you may have a lot or a little distribution restaurant is littel distribution a hospital will have a big distribution

appraisal interview

Emphasize strengths Avoid recommendations about changing personal traits Discuss both behaviors that are appropriate or need changing Concentrate on opportunities for growth Make plans for change/growth achievable within the time period compliment sandwich is common

acute care food service cont'd

For facilities that use patient selected menus one option is a paper menu system Blank menus are modified by the DTR to meet the physician/RD ordered diet Menu delivered to patient Patient or family completes the menu Returned menu is reviewed by the DTR and corrected to met the diet order if necessary Meals are often assembled in the kitchen on Trayline (centralized assembly)

compensation: pay for performance

Incentive pay programs that may be used alone or in combination with other compensation plans to reward employees based on performance. These are one-time incentives that do not change the base pay rate. Annual Bonus - One type of pay for performance that is earned at the end of the year for outstanding performance during that year. It usually results from meeting a pre-established goal. This is a one-time bonus that does not change the base pay rate. Variable Pay - A compensation plan in which an employee receives a base salary or hourly wage and then an added bonus based on performance. Sometimes applied to whole departments or groups. pay for performance works really well to get employees motivated Cash Award - A pay for performance plan that awards cash to employees for being creative, innovative, helpful, or just good citizens. Example, finder's fee for a new employee. It is usually a one-time award. Employees may also be awarded for skill development.

Equipment for Transport

Insulated carts Electrically heated or cooled carts Split -tray carts that heat one side and cool the other side Automated Guided Vehicles

job motility

Job Mobility - The ability of an employee to change jobs within the organization. Upward Mobility - When an employee is promoted to a higher position in an organization. Downward Mobility - When an employee reverts to a previous or lower position in an organization. Lateral Move - When an employee takes a new position at the same organizational level as the former position. This is sometimes done so the employee can learn new skills.

characteristics of effective performance appraisal systems

Job-related criteria Performance expectations Standardization Continuous open communication Performance review timeline Due process

How to Handle Service Failure

LISTEN - listen carefully to complaint REPEAT - Repeat complaint and get acknowledgement from customer APOLOGIZE -Apologize regardless of whose responsibility the mistake was ACKNOWLEGE - acknowledge the guests feelings (anger, disappointment, ect.) MAKE - Make the customer involved in problem solving EXPLAINS - explains what action will be taken to solve the problem THANK YOU - says thank you to the customer for bringing up the problem

Manipulative Learning or Hands -On Skill Development

Manipulative learning emphasizes the skilled use of hands in tasks such as cutting, chopping, and garnishing foods . If food service employees assist participants at meals, feeding techniques also require manipulative skills.

orientation to organization

May be conducted in groups or individually Introduction to organizational philosophy/mission Explanation of benefits package Tour of entire facility Orientation Packet - An information packet handed out during an orientation that may include such items as information on benefits, a map of the facility, a list of commonly used telephone numbers and Internet addresses, a copy of the organization chart, etc. - many online now but will need to print some for some employees

outputs

Meals -Primary output = quantity and quality of meals produced Customer satisfaction Employee satisfaction Financial accountability

trayline

Menu is placed on a tray with utensils Conveyor belt carries the tray from start to finish Foodservice workers add menu items to the tray along the way (hot entrees, hot sides, cold sides, desserts, and beverages). A specialty person is trained in therapeutic diets (i.e. DTR, diet clerk or Dietitian) checks each tray at the end of the line to make sure it matches the menu card (always here for this) Finished tray is placed in an insulated delivery cart to be delivered to patient (or rethermed off site)

Person minutes per tray

Now that you've calculated the trays per minute and the person minutes per tray for each facility's trayline As the manager, which would you pick from a budget standpoint? pick less ppl- the 200 pt bed from a food safety standpoint? faster is better (800 bed) dont care how much is spent on labor. want it done quicker from a food quality standpoint? quicker is better (800 bed) faster is better quality when have large facility have to pay more person per minute even though small facility is going slowly, trayline is only 39 min. no push to add more workers bcuz person per min is already fast bcuz less pts

financial accountability

Outcome of food systems model Control cost and generate revenue Keep financial records and communicate financial status to stakeholders maximize revenue

continuing education may be subsidized in several ways

Paid days off to attend courses/events paid for by employee Payment of course/event costs by employer Tuition reimbursement for college/ university courses

quantity of meals

Produce meals in sufficient quantities Impacts financial performance & customer satisfaction Ingredients Preparation techniques Quality can be measured by: Taste Quality of ingredients Portion size Methods of preparation Service Quality attributes = microbiological, nutritional and sensory if ingredients or prep techniques are not adequate then meals will be lower quality use standardized recipes be very specific with your specifications when ordering food because supplies will provide you lowest quality and cheapest do unannounced checks of food pests, incorrect, recipes, foodborne illness

productivity indicators ON RD EXAM

Productivity - A measure of the efficiency of a person, system, etc., in converting inputs into useful outputs. Indicator - Measurable variable used as a representation of an associated factor or quantity. Some foodservice indicators: » Labor hours per meal = Number of labor hours/number of meals » Labor minutes per meal = Labor hours per meal X 60 minutes per hour » Meals per labor hour = Number of meals served/Labor hours for same time period. » Food cost %; Labor cost % » Cost per serving

challenges in foodservice management

Rapid employee turnover » Contrast between new employees and long term employees Different educational and cultural backgrounds Different learning styles Limited time and resources for training

service

Service is the presentation of food to customers There are many categories of service. Some service requires highly skilled workers while other types of service require no employee presence.

tray assessment

The Tray Assessment Form is used to test a "dummy" tray (or a test tray) for food temperatures, accuracy, portion sizes, appearance and quality of the food It allows the supervisors to identify areas for improvement and to track corrective action

self-service

The customer choose what they want from displayed food items and goes to a central point to pay. Examples Cafeteria service Buffets Vending machines Refreshment stands at sports facilities Cafeteria service Food prepared in advance Items are self-served with employee assistance for some items Common in any kind of on-site foodservice Self busing - customers bus their own trays and dishes Advantage - reduced labor cost, able to serve a large number of people quickly Disadvantage- food allergies/intolerance; food waste Emphasis placed on food display and marketing of menu items Buffet Service Type of service where guests obtain all or a portion of their food from a buffet table and then eat at the facility. Guest can select from many entrees, vegetables, sides and desserts Flatware, napkins and drinks are on table Advantage - Able to serve many people with less employees. Customers like the idea of all you can eat

determine seat turnover

To determine seat turnover: divide customers per meal by number of seats. If you have 150 customers and 100 seats (150/100), seats turnover = 1.5 times during the meal period Example: The cafeteria is open for 3.5 hours. Seats turn over 1.5 times per hour. You need to seat 250 customers. How many seats do you need? Multiply 3.5 times 1.5 to get the number of people that can be served from "one seat." Then divide the 250 customers you need to serve in that time frame by that number. 3.5 x 1.5 = 5.25 can be served from one seat 250/5.25 = 48 seats needed

Employee Training Musts

Training is on an ongoing job for all foodservice workers and managers. Learning new techniques takes time. Usually more than one training session is required Follow up with employees who need one-on-one instruction Reinforce training sessions Document all training (competency = hands-on skill demonstrated)

disciplinary procedures

Unrecorded oral warning Oral warning with notation in an employee's personnel file Written reprimand Suspension Termination Remember: disciplinary action is a consequence of an employee's behavior. Not a result of a personality conflict with the supervisor!

orientation to the job

Written job analysis and job duties may be provided Mentor - A person whom one with less experience may consult for advice and guidance. mentor does same position, but more experience Orientation Checklist - A document that lists all of the items that are to be accomplished or introduced during a new employee orientation. - helps to make sure they go through everythign they need to

lean

- Using less human effort, less space, less capital and less time to make products exactly as the customer wants with fewer defects than occur in mass production. on trend right now in hospitals and non-commercial foodservice based on toyotas way of making cars in 1990s lower inventory, less labor, less manufacturing space, less equipment and able to make quality product primary focus is to reduce waste DOWNTIME acronym used

substitution

- replacing something else for original object, so if dietary aide passed up for promotion, might look for leadership position in a different job

importance of trained personnel

1. Patient Safety - employee trained on therapeutic diets, allergies, 2. Customer satisfaction - ppl dont liek it if they get food they didnt ask for 3. Quality assurance -

practice question: During trayline, staff produce four trays per minute and 180 trays each meal. Three meals are served each day. The line has six employees. How many labor hours are needed to staff the trayline ? » A. 2.25 » B. 4.50 » C. 6.00 » D. 13.50

180 trays/4 = 45 min/trayline 3x meals = 135 min * 6 employees/60 min =13.5 hrs to staff trayline

strategic planning

A continuous and systematic process in which people make decisions about intended future outcomes, how outcomes are to be accomplished, and how success is measured and evaluated.

performance appraisal

A tool used by managers to evaluate personnel and to help employees identify their strengths as well as areas that need improvement. helps to motivate employees typically every year needs to be in person per diem -dont have specific NTE -on call, come in when needed -common when have certain amount of employees needed as manager, need to come out time to do these in person Timing is often specified by organizational policy Usually, a standard evaluation document is completed - Deals with whether employee met goals established at previous review Manager meets with employee to discuss documents

Centralized vs De-centralized Meal Assembly

Centralized meal assembly - trays are assembled for service at a central location close to the main production area. The trays are then transported to other locations for service to the customer Ex. Trayline -hospital would be centralized - very efficient, can be done quickly with core group of staff Decentralized meal assembly - food products are produced in one location and transported to various locations for assembly at sites near the customer Disadvantage- Food warmers, hot food counters and/or refrigerated equipment must be provided at each location. many staff needed at each location Advantage- less time between meal assembly and service allowing for last minute changes to meet patient preferences. less time can also increase quality. -sometimes school foodservice is like this. tray assembly at the school -assembly done at the school

procedures

Chronological sequence of activities; define steps for implementation

compensation: COLA

Cost of Living Adjustments (COLAs) Pay raises that are based on inflation rates and are used to keep an employee's purchasing power intact despite economic changes over time. These raises change the base pay rate permanently these are different depending on decisions

employee discipline

Discipline - action against an employee who fails to conform to the policies established by the organization Reasons for discipline Availability for work issues Job performance issues Personal conduct issues Appearance issues takes a skilled manager to do this effectively have them understand policies and also keep supporting them be effective, ask mentors about how to do this

vocabulary for sensory tests

pg 53 in textbook

types of learning

Training involves three types of learning, each essential for food service employees to master: Knowledge or intellectual Attitude or emotional Manipulative or hands on skill development when training, you need to attack all kinds of learning styles

practice question 200 pt bed facility Start time: 11:15 End time: 11:54 Trayline duration (minutes): Number of trays: 200 Number of workers:7 Trays per minute: Person minutes per tray:

Trays per minute: 200 / 39 = 5.1 Person minutes per tray: (7 x 39) / 200 = 1.4

practice question 800 patient bed facility Start time:11:15 End time: 12:30 Trayline duration (minutes) Number of trays: 800 Number of workers: 25 Trays per minute: Person minutes per tray:

Trays per minute: 800/75 = 10.7 Person minutes per tray: (25*75)/800 = 2.3

in-service types

Two general types: Brief work-related training sessions that occur in the workplace Longer, more extensive training sessions that require time off from duties and often occur off-site

table service

Very common in commercial foodservice Host seats guest - wait staff takes order & delivers meals - customer eats at the restaurant - bus staff removes dishes - American - Style: food is plated in kitchen French - Style: food is prepared at table Family - Style: food brought to table on large serving platter and customers serve themselves Banquet - preset menu and service Well trained and courteous waitstaff are essential to a successful table service operation In upscale restaurants - the waitstaff job is highly specialized, a true art = career Service can be very simple or extremely elaborate (Denny's vs. The French Laundry)

1How would you measure a document customer satisfaction?

Walk-through audits, mystery shopper reports, talking with guests, customer surveys, customer comment cards, focus groups, exit interviews, plate waste

1When producing a quality menu, what production standards are assumed to be followed (Chapter 15)?

When producing a quality menu, taste, quality of ingredients, portion size, methods of preparation, and service should be considered. Quality ingredients and product standards are important for ensuring that food products meet the organizations goals. Quality of ingredients should be maintained through all steps of the process requiring control at procurement, production, and service. There should be a standardized recipe and menu that is followed by everyone to ensure same quality of product. Standardized recipes define the standards of quality for a standard recipe, while also defining precise production methods, menu items, and product yield.

•Needs:

physical or psychological deficiencies •Physical needs: food, water, shelter •Psychological needs: esteem, affection, power

What would be the most appropriate process improvement tool to use in each of the following situations (Chapter 2)? a. Develop an understanding of the steps necessary to complete a task b. Identify the unnecessary activities in a complex procedure c. Categorize causes of problems into materials, labor, methods, and machines d. Show variance around the mean of a process e. Demonstrate the effect of process improvement on variability of the outcome f. Identify the most promising input to address in a process improvement project g. Demonstrate visually the effect of changing one variable on a second variable

a flowchart b Value stream map c Cause and effect diagram d Control charts e Control charts f Pareto analysis g Scatter diagram

continuous quality management

a focused management philosophy for providing leadership, structure, training and an environment in which to improve continuously all organizational processes. more recent term always trying to improve the quality can improve productivity and time and delivery of late trays. reduces costs

quality assurance

a procedure that defines and ensures maintence of standards within prescribed tolerances for a product or service older term. output oriented. define actual results compared to standards

practice question: Calculate the minutes of labor needed per meal for a facility with the following data: Position Hours worked Cook I 80 Cook II 80 Relief cook 64 Aide I 80 Aide II 80 Relief aide 64 Supervisor 80 Number of meals served Jan 1 to Jan 14 = 2,505 meals

add all hours 528 hours * 60 min = 31680 of labor/2505 meals = 12.6 min of labor per meal

management styles and techniques

autocratic, consultative, bureaucratic, participative, laissez-faire

staffing - human resources planning

basic hiring on the strategic plan of organization • Forecasting - number, type, and qualifications • Job Description- list of tasks, duties and responsibilities of a job - Job title, description of job (identification), duties • Job Duties - statement of job duties -Very specific, arranged in order of importance and/or chronological order • Job Analysis - systematic way of determining the duties and tasks of the job • Performance standards - defined desired result (i.e. quality, quantity, timeframe) - want to catch all mistakes - wanting dietitian to see 9 pts a day

Bureaucratic management

by the book, follows procedures to the letter

non-financial incentives

can be very motivating Special parking place News release Certificates, plaques, trophies Workplace displays recognizing group achievements ex: drawing of thermometer to represent sales goals and progress Verbal praise (often in a public forum) Additional training in the workplace Departmental subscriptions to journals Openness to staff suggestions

regress

childlike behavior as response to unfavorable situation

why should i send my staff RDs and DTRs to the food and nutrition conference and expo?

picture on page 5

benchmarking

continuous, systematic management process used to measure work process, products and services. - Goal: Organization and comparison and improvement. Benchmarking helps the organization take action and improve its performance. helps compare your organization to others

middle managers

coordinate activites direct authority to first line managers communicate with top managers help creat and implement policies ex: dietitians

importance of accurate staffing

direct effect on labor costs indirect effects on employee satisfaction, absenteeism, overtime (not to mention stress) as staff become aware of bad routine in scheduling, then they call off on those busy days where its understaffed

participative management

encourages workers to participate in decision-making. helpful for managing professionals -can take into accaount organization goals -often times can manage themselves -have technical skills

controlling

ensuring plans being followed assess what needs to be done and taking corrective action to make sure shit happens

Consultative management

feedback from middle managers is consider however the top manager makes final decision • Best interests of employees and business are considered can be very motivating for employees

job satisfaction (motivators) vs job dissatisfaction (maintenence or hygiene factors)

job satisfaction: • Achievement • Recognition • Responsibility • Advancement • The work itself • Potential for growth job dissatisfaction • Pay • Supervision • Job Security • Working conditions • Organizational policies • Interpersonal relationships on the job Employees can be dissatisfied by absence of maintenance factors, but their presence doesn't cause motivation • Factors that are internal to the job are a major source of motivation and job satisfaction; their absence not highly dissatisfying Having a better pay rate may not lead to better motivation figure 10-3 in book or slide 16 on ppt

unstructured interview

manager has general idea of questions, different for everyone. carful of own personal bias in this type of interview even with jiving with person -> might not lead to best employee

autochratic management

manager makes all decisions regardless of subordinates opinions • Decisions reflects the opinions and personality of the manager with foodservice workers you are more likely to be autochratic because they want more black and white answers

employee satisfaction

managers greatest influence is on work situation - all tests employee performance, individuals they work with, the pay, minimal effort on personality chart on page 5 of pdf

motivational theories

maslow - hierarchy of needs • McClelland • Power - affiliation theory • Herzberg • Motivation and maintenance approach • MacGregor • Theory X; Theory Y • Expectancy theory • Plan-Goal Theory PICTURE IS MASLOW'S

withdrawl

may bcome less involved in work. No longer care to be punctual or show up to shifts and may quit

aggression

might directly attack source of frustration or another employee. Employee slamming pots and pans bcuz mad at supervisor

compensation

might look for something else

managerial efficiency and effectiveness

need to have authority, accountability, responsibility

are top managers going to have technical skills?

no, they will have more conceptual and interpersonal skills

job standard chart

page 7 of pdf example. dont memorize

clinical productivity indicator

patient contacts per hour worked = No. of patient/resident contacts per clinical labor hours worked. pts are more satisfied with more contact with diet aide. think giving food in room vs pt only getting trays

top managers

small group of exectives oversee management results

staffing vs scheduling

staffing - determination of appropriate number of employees needed by operation - figure it out by job analysis, forecasting scheduling - correct # of workers on duty at a specific time - assignment of employees to specific hours and tasks - can be difficult to do - dont want too many ppl or too little - schedule determined by staffing needs

first line managers

supervisors supervise employees day to day operations a lot of technical skills, train effectively, how to run dishes, etc

managerial skills

technical, interpersonal, and conceptual skills needed skill is manifested and devloped technical -are you able to go in and prepare meals that the cook can prepare. can you do tray line interpersonal - effective communicator that can work with people conceptual - ability to view organization as a whole. can recognize that various parts work with each other to be effective and efficient

purposes for performance appraisals

to review performance since last review to evaluate the achievement of goals set at the last review to identify strengths and areas for growth to serve as teh basis for pay increases, for some, noncontractural employees to set goals for the next period

product evaluation

very important, evaluate meals science measures texture, flavor, and appearance of food products analytical - chefs, professionals that test taste and quality of product affective - untrained consumers testing product The last step in recipe develop = sensory test Discriminatory Acceptance dont introduce new menu item before its tested -can they tell difference b/t two samples (discriminitory) -do they like the product (acceptance)

techniques to assess customer satisfaction

walk through audits -pros: cheap, done by manager, cheap -cons: time consuming talking with guests -pros: cheap, you can assess customer service (how they feel atmosphere and service), gain a lot of input, input on many topics, can guide to topics you want reviewed -cons: people can be less straight forward with their answers customer comment cards -pros: cheap, minimal labor -cons: people only comment when really happy or mad, less neutral comments, few questions on card, information is not representative of all customers exit interviews -pros: can ask every customer for feedback, cheap -cons: difficult to conduct because customer ready to leave, may not want to share information regarding their experience, mystery shopper reports -pros: detailed and helpful -cons: expensive because hiring professional customer surveys -pros: get representation of every diner, can reach customers in a multitude of ways (internet, phone, restaurant), can use multiple surveys with different forms of questions -cons: takes time to develop, data may not represent all customers focus groups -pros: can gather detailed information, can guide conversation, -cons: must be able to randomly select, might not represent all customers, time consuming, might be expensive plate waste -collect waste and determine info on this pro:use this to evaluate new item con: labor intensive, time consuming,

projection

when someone attributes their feelings to someone else. If they disagree about a new policy, they go to supervisor and says someone else doesn't like it

6. Reinforcement Theory

•Also called "behavior modification" or "operant conditioning" because it explains how the consequences of a past action influence future actions Over time, people learn that certain behaviors are associated with either positive or negative outcomes •People prefer positive outcomes, so they're more likely to avoid behaviors that illicit negative outcomes (avoidance reinforcers) •Positive reinforcers: pay increases, promotions, recognition •Reinforced behavior more likely to be repeated than behavior that is not reinforced (Skinner, 1971) Past action influence future actions Not all reinforces are positive - for exdo things in reason of fear of getting introuble

5. Expectancy Theory

•Attempts to explain behavior in terms of an individual's goals, choices, and expectation of achieving these goals (Porter & Lawler, 1968; Vroom, 1994) •Assumes people can determine the outcomes they prefer and make realistic estimates of their chances of attaining them People are motivated to work if they believe their efforts will be rewarded (expectancy) and if they value the rewards being offered by the org. (valence) •The factors of expectancy + valence determine motivation. Both must be present for a high level of motivation; one factor alone doesn't ensure motivation •High valence + low expectancy ≠ high motivation •Low valence + high expectancy ≠ high motivation •Employee motivation is influenced by their assessments of the probability that certain behaviors will lead to attaining a goal. Accounts for differences among employees Employees Can have same role, but perform differently Ppl motivated to work if they believe they will be rewarded If employee knows there is a good chance to be promoted to being a manager, but not interested in position, then this employee wont be motivated

Achievement motive

•Characterized by a desire to do something better or more efficiently than it has been done before Traits: •Responds to goals •Seeks challenges with attainable goals and moderate risk •Greater concern for personal achievement than rewards •Desire feedback on performance •Takes personal responsibility for finding solutions to problems •Maintains high energy level; willing to work hard •Able to manage themselves; gravitate toward managerial positions More achievement motivated people are more likely to become managers

Power motive

•Concerned with influencing people Behaviors: •Enjoys competition where they can dominate •Desires acquiring and exercising power or influence over others •Seeks confrontation with others •Power can be positive or negative; seeking power to achieve results versus seeking power for personal benefits Want power and want to exercise that power over others

What is motivation?

•Definition: Motivation is the inner striving conditions (wishes, desires, and drives) that activate or move a person (Berelson & Steiner, 1964). •Process of motivation can be viewed as a causative sequence: -needs -> drives or motives -> achievement of goals

2. Existence relatedness growth Theory

•More simplistic model of human needs proposed by Alderfer (1972) Human needs grouped into three categories: •Existence - basic needs for existence (food, water, shelter, safety) •Relatedness - involvement with family, friends, co-workers, employers •Growth - desire to be creative, productive, and complete meaningful tasks Introduced the frustration-regression principle: if higher-level growth needs aren't met, the employee will become frustrated and regress to lower-level relatedness or existence needs.

motives

•Motives are the "why" of behavior Definition: A motive is something within an individual that prompts a person to action •Example: a FS worker may want to become a manager within two years. Their motive would be what drives them to show up on time to all their shifts, to cover shifts when one of their teammates calls out, and to be more productive.

3. Achievement-Power-Affiliation Theory

•Needs that are learned and socially acquired as individuals interact with the environment (McClelland, 1985). Holds that all people have three needs, but at varying levels for each: •Need to achieve •Need for power •Need for affiliation Important for managers to recognize the differences in needs amongst employees •E.g. a FS employee with a high need for achievement would respond best to feedback or more responsibilities

1. Need hierarchy Theory

•Proposed by Maslow in the 1940s Suggests that people are motivated by their desires to satisfy specific needs, which are arranged in the following ascending order: •Physiological - needs of the human body to sustain life (pay, working environment) •Safety - needs concerned with protection from physical or psychological harm (insurance, retirement plans, competent leadership, safe work environment) •Social - needs for love, affection, and belonging (friendly coworkers, team picnics and parties, organized employee events) •Esteem - needs relating to feelings of self-respect and self-worth, as well as respect and esteem from one's peers (promotions, job responsiblieies, praise, rewards) •Self-actualization - needs elated to one's potential or to the desire to fulfill one's potential (opportunities for personal growth or advancement) •A satisfied need no longer a motivator Each of these needs in the picture is proponent, meaning it is dominant over all higher-level needs until it has been partially or completely satisfied

Affiliation motive

•The desire to be liked by others and to establish/maintain friendly relationships Characteristics/behaviors: •Want to be liked by others •Seek to establish and maintain friendships •Enjoy social activities •Join organizations •Those with greater affiliation needs are more likely to respond positively to warmth or support from their peers

Intrinsic vs. Extrinsic Motivation

•Where does motivation come from? •Intrinsic motivation: comes from within the individual and is driven by the interest in, enjoyment of, learning from, and/or satisfaction from a task being done •Extrinsic motivation: comes from factors outside of the individual such as pay, coercion, or competition The ultimate state of intrinsic motivation: being in a state of "flow," where one is completely absorbed and concentrated on the activity for its own sake (Csikszenmihalyi, 1990) •To achieve a state of flow, an individual must have a high skill level for the task, and the task must present a high challenge level •Employees who experience this state of flow are more productive, less stressed, and more satisfied with their jobs These show what motivates ppl and why our motivators differ b/t ppl