Food SS Organization and Management Exam 1

USU Food SS Mission Statement

"Creating an Excellent College Experience."

Authority

delegated from the top level to lower levels of management and is the right of the manager to direct others and take actions because of his or her position in the organization.

Improve Quality of Work Life

improve QWL include: -Decisions are made at the lowest possible level Teams of employees are responsible for a complete job -Technical and social potential of employees and the organization is developed -Quantity and quality control are components of production -Safety and health of employees is emphasized -Immediate feedback of information required to perform a job is available. -Problems are solved by teams, but responsibility for decisions is shared by all levels of the organization

Mission Statement

the current purpose of the department; the reason why it exists. Schiller - "a public statement that defines the organization's commitment to a quality initiative". Is a statement (or statements) that describe the intended role of the institution. Helps ensure that all employees share a purpose and common ideals. Organizations should have departmental mission statements that reflect the institution's values, visions, and mission while specifying the goods and services that are offered so that the scope of services is clearly understood. ie "Our mission is to engage competent staff who work effectively with others within and outside the hospital so that they are able to offer high-quality food and nutrition services by meeting the needs and expectations of the patients, employees, and guests of the facility. Effective nutrition intervention and patient education are offered to inpatients and outpatients. High-quality food services are provided for inpatients, staff, and welcomed visitors. Goals represent the desired future conditions that individuals, groups, or organizations strive to achieve.

Janet's Management

the process of coordinating work activities so that they are completed efficiently and effectively by working with and through other people.

Management Skills / Conceptual Skill

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

Motivation

All of those inner striving conditions described as wishes, desires, and is an inner force that activates or moves a person. A process by which individuals are stimulated to act on their innermost needs, desires, and drives.

Achievement-Power- Affiliation

All people have three needs: A need to achieve a desire to do something better or more efficiently than it has been done before responds to goals seeks a challenge personal achievement is more important than rewards or success. desires concrete feedback on performance takes personal responsibility for finding solutions to problems high energy level and willingness to work hard these people tend to gravitate toward managerial and sales positions; are task oriented and work to their capacity A need for power enjoys competition with others desires to have power and influence over others seeks confrontation with others positive power is essential for a manager to accomplish results through the efforts of others in organization negative power is seeking power for personal benefits (may be detrimental) A need for affiliation desire to be liked by others and to establish and maintain friendly relationships wants to be liked by others seeks to establish and maintain friendships enjoys social activities joins organizations McClelland says we have a degree of each of these needs but the level of intensity varies. Managers should recognize these differing needs in dealing with employees: an employee with a high need for affiliation would probably respond positively to warmth and support, whereas an employee with a high need for achievement would tend to respond to increased responsibility or feedback.

Delegation

Assigning jobs to specific individuals Authority and responsibility are transferred to lower-level personnel Failure to delegrate is common. Delegration takes much time and effort to communicate to others. Delegation is important to develop the potential in others; frees up time of managers To delegate: specific tasks assigned clearly; sufficient authority granted; responsibility must be created

Approaches to Quality Improvement

Benefits: Quality is important for the financial success of a business as well as the satisfaction of its customers. The most important factor predicting the success of a business is the quality of its products and services. Companies using TQM practices had higher profitability, greater customer satisfaction, better employee relations, and increased market share than companies that did not use TQM.

Continuous Quality Improvement

CQI: A focused management philosophy for providing leadership, structure, training, and an environment in which to improve continuously all organizational processes

Culture Checklist

Caring culture checklist -Have a written mission statement -Remind employees of the mission statement -Have a hands-on style of management -Foster open relationships between management and employees -Empower hourly employees -Give incentives for superior performance -Recognize superior performance -Give employees an ownership stake in the business. When employees understand that the overall success of the operation depends on them, management must then support and guide them to help them reach their workplace goals.

Functional Manager

Functional manager is responsible for only one area of the organizational activity such as procurement, production, service, or sanitation

TQM Quality Control

Goals and objectives provide the basis for defining quality standards, which in turn are used for developing policies and procedures for quality management/process improvement. The key to a TQM program is continuous monitoring and evaluation to determine if the quality is being maintained in all aspects of operations. Feedback mechanisms are critical to providing information

Quality Function Deployment (QFD)

Helps organizations transform the Voice of the Consumer into a product or service

History of Quality Improvement

History: Concerns about quality began in the 1940s with the advent of WWII. American statisticians E. Edwards Deming, Joseph Juran, and W.A. Shewhart developed new methods for managing quality in wartime industries that had to produce high-quality armaments with a largely unskilled labor force. The thought was that if inventories were kept low, good relationships with suppliers were made, and jobs were performed more efficiently, then better-quality products would be produced at lower cost. Deming - the intellectual father of TQM - 14 point system Create consistency of purpose toward improvement of products and services Adopt the new philosophy of quality Crease dependence on inspection to achieve quality End the practice of choosing suppliers based solely on price Improve constantly and forever the production and service systems Institute extensive training on the job Shift focus from production numbers to quality Drive out fear Break down barriers among departments Eliminate slogans and targets for the workplace Eliminate numeric quotas for the workforce Remove barriers that rob employees of pride or workmanship and eliminate annual rating or merit systems. Institute a vigorous program of education and self-improvement for everyone Make sure everyone in the company is put to work to accomplish the preceding 13 points. After the war, the US reverted back to prewar manufacturing practices that depended on large inventories, labor-intensive production processes, and top-down management. Japan After the war, the Japanese were committed to rebuilding their country by following the teachings of Deming, Juran, and Shewhart. Their priority was to change customers' associations of "made in Japan" with poor quality.

TQM Cycle

Identifying a problem Determining causes Developing measurable improvement Selecting the best solution Implementing the solution Collecting data Refining the solution Repeat the cycle Taco Bell / FACT - fast service, accurate orders, clean restaurant, right temperature.

Political/ Legal / Sociocultural Environments

Political and Legal Environment Often trade barriers are established to control the production and sale of product. Tariffs, subsidies and quotas. Control with unstable political systems, those experiencing terrorism, and those with internal violence can be at risk for limits of globalization. Legal system and type of law also affect the countries abilities to ease the globalization laws. Sociocultural Environment - cultures and values differ greatly around the world. i.e. differences in assertiveness and toughness versus caring and tenderness; being future-oriented; gender differences (status of females); humane orientation; individualism vs collectivism; in-group collectivism; performance orientation; power distance; uncertainty avoidance.

Political Techniques

Politics - the art and science of influencing others or holding control; exists in every organization Political techniques that might exist in a foodservice operation: -Acquisition of favors that must be repaid - expectation that when one does a favor for another, one day the favor will be returned. -Alliances - when several individuals agree that they will support each other on issues of mutual interest, creating strength in numbers. -Conviviality - using one's friendliness with others for political strength -Constituency building - getting many individuals in an organization to unite behind a single person to increase that individual's influence related to an issue -Currying favor - gaining the approval of superiors to provide political advantages in interactions with others.

Procedures and Methods

Procedures and methods define steps for implementation.

Coordination

Process of linking activities of various departments in the organization Horizontal interaction ie nursing and dietary

Purpose Specific Surveys

Purpose Specific Surveys: 1. New Menu Items 2. Proposed new concepts 3. Proposed new policies 4. Focus Groups 5. Exit Surveys

Managing Quality

Quality is critical to the success of a foodservice operation. Achieving quality outputs requires attention to the quality of inputs and the quality of the transformation process.

Quality

Quality means a lot of things to a lot of different people. Characteristics of a product or service that bear on its ability to satisfy stated or implied needs A product or service that is free of defects The quality of the food and service is defined as meeting or exceeding the expectations of the customer as if promised by the restaurant. -Quality is not a program; it is an approach to business -Quality is defined by the customer through his or her satisfaction. -Quality is aimed at performance excellence; anything less is an improvement opportunity. -Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework.

Reengineering

Radical redesign of business processes for dramatic improvement Focuses on improving processes that are core to a business rather on individual tasks completed by individual employees Taco Bell example: before reengineering, the average Taco Bell restaurant had only 30% of its floor space as customer seating. By reengineering their process for preparing food offsite, Taco Bell stores increased their customer space to 70% of total space, decreased their labor needs by 15 hours/day, and increased the capacity of their kitchens from $400/hr to $1500/hr. Grew from $500 million to $3 billion in 10 years.

Strategic Planning

Strategic planning - 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. Strategy is the thread or underlying logic that holds a business together. The organization weaves purposes and policies in a pattern that unites company resources, senior management, market information, and social obligations. Meaning comes from Greek stratego, meaning to plan to defeat an enemy through effective use of resources. Businesses must develop a competitive edge over its rivals by planning the effective use of personnel, materials, facilities and operational resources. Businesses often use strategic and long-range planning synonymously.

Team / Matrix Division

Team division of labor - involves the entire organization being made up of work groups or teams rather than the more formal organizational structure. The teams design and do the organization's work; there is no managerial hierarchy involved. Matrix - often used for special projects. Experts from a variety of departments are brought together to work on a specified project. When finished, return to their areas.

Skill

an ability that can be developed and that is manifested in performance.

Responsibility

an obligation to perform an assigned activity or see that someone else performs it. A person accepts responsibility - it cannot be delegated or passed to another. The obligation remains with the person who accepted responsibility.

Manager

anyone who is responsible for people and other organizational resources

Span Of Management

-Organizational policies - clearly defined policies can reduce the time a manager spends making decisions -Availability of staff experts - if more staff experts, managers can manage more people -Competence of staff - well-trained employees free managers to manage more -Objective Standards - if standards and procedures are well defined, workers can gauge their own progress, freeing managers -Nature of the Work - less complicated work requires less supervision; greater the span -Distribution of workforce - if employees are working at different sites, it lessens span -Leadership style and personality of manager -Technology available -Level of education and skilled training - which is true of foodservice; this means a narrower span may be more appropriete If narrow span of mgmt, need more levels in an organization - more managers Wider span of mgmt, need less levels -- fewer managers See figure 9-18 for a graphical representation of this - tall organizations and flat organizations In 1938 Graicunas and others though the number is 5-6

Training

1. Set the Standard If it isn't written down - it doesn't exist Policies and Procedures 2. Train to the Standard Hands-on and by the Standard 3. Maintain the Standard "You can never change what you allow to happen" Manage by being there

Companies are responding to change to TQM by:

1. creating smaller organizational units 2. forming cross-functioning teams 3. empowering employees to make decisions 4. reducing the number of organizational levels 5. emphasis on vision/values 6. ways to take advantage of the internet

Six Sigma

A disciplined, data-driven approach for improving quality by removing defects and their causes Achieving Six Sigma means that a process cannot produce more than 3.4 defects per million opportunities Sigma is a Greek letter for a statistical unit of measurement used to define standard deviation. Six sigma is six standard deviations from the mean, meaning that very little variation in process occurs. Average company performance in the US is three sigma. Six sigma programs are designed using the DMAIC approach to quality improvement. Managers Define the project goals Measure the current performance of the process Analyze and determine causes of defect Improve the process by eliminating defects Control future process performance Standardize the process for the future.

Organization

A group of people working together in a structured and coordinated way to achieve goals Organizing is a basic human characteristic

Horizontal Division

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

Quality Assurance

A procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service Programs began in the 1970s Are output oriented includes the process of defining measurable quality standards and then putting controls in place to ensure that these standards are met. Compare actual results with standards. Is a reactive process Predicated on follow-up and inspection and finding error after the fact.

Brand Promise

A succinct statement of the tangible and intangible benefits provided by the ideal brand experience - needs to be developed with awareness of what is important to customers, and to be put into practice to help make decisions in all aspects of the business. - The making of a great brand promise is truly a statement recognizing how you want the customer to feel.

Benchmarking

Comparison against best performance in the field By benchmarking, managers can identify areas on which to focus improvement efforts. Many companies and some professional organizations compile date to assist organizations with this comparison. Example: Press Ganey Associates, Inc., is a company that collects and prepares comparative analyses on patient satisfaction ratings in hospitals. Several items on their survey are related to patient foodservice (External) Express Program evalutaes and compares employees within a business to improve other employee performance (Internal)

TQM Components

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

Theories of Constraints

Concentration on exploiting and elevating constraints that slow production or service A constraint is anything in the organization that keeps the organization from reaching its goals. Constraints could be physical, like the capacity of a machine or individual worker, or could be nonphysical, such as demand for a product or company policies. Steps: Identify the constraints Employees and managers would work to exploit and elevate (break) the constraint This means to explore ways to improve or support the process causing the constraint without major expense or upgrades. Elevating the constraint means taking whatever action is necessary to eliminate it.

Continuous Improvement

Continuous Improvement - Insights Plan: "I can't fix what I don't know is broke" 1. Transactional Surveys 2. Periodic Surveys 3. Purpose Specific Surveys 4. "Talk to the Director"

P.R.E.D.I.C.T

Core Values of USU Food SS: Passion Respect Empowerment Dedication Integrity Continuous Improvement Team Work

Corporate Culture

Corporate Culture Corporate culture is so important that every owner or manager should learn what it is and how to use it. Definition - the shared philosophies, values, assumptions, beliefs, expectations, attitudes and norms that knit an organization together. Every company has a culture, but it is not always well defined. The most successful companies have adopted a positive culture - one that values its employees and treats them as part of a team. Qualities of positive cultures include: -integrity - building trust between people in the organization -Bottom-up style of management - involving employees as part of the team -Having fun - finding ways both at work and outside of work for fun -Community involvement - participating in community service programs -Emphasis on physical health and fitness - practicing a belief that a sound mind goes along with a sound body

Departmentalization

Departmentalization - divide up the work to allow for specialization Grouping jobs according to some logical arrangement Departments can be organized by: -Function: production, sales and finance; logical; group like functions -Product and Service: All activities to produce and market a product are under one manager;this duplicates function. Each division has marketing, production, etc.; not common in foodservice -Geography: regional managers for national restaurant chains -Customer: contract foodservice company has divisions for schools, colleges and healthcare. -Other types: time or shift

Top managers (CEO)

Develop the vision of the organization's future Responsible for overall management of the organization Establishes operational policies Guides the organizational interactions with the environment

Kaizen

Emphasis on continuous and small, incremental improvements in process on a daily basis rather than large, revolutionary changes Japanese word meaning "good change" Focused on teamwork, discipline, improved morale, quality circles (small groups of employees who work together on quality improvement projects) and suggestions for improvement. 5 S program Sort - tidy area Set in Order - create order by having a specific location for everything Shine - clean and inspect work area Standardize - standardize best practices in the workplace Sustain - have discipline to maintain improved practices

Innovative Organization

Employers are challenged to improve the quality of work life and to develop a corporate or organizational culture. Employees today are concerned about a full-time job, but also day care, pregnancy leave, and family leave Characterized by: Empowered decision making - employees are involved in decisions Sociability - sense of belonging for all members New bases of management power - not just downward authority, but also upward and lateral Personal consideration- more consideration to individual employees Team-based with group recognition - teams work together to accomplish goals; more emphasis on team recognition than individual recognition Self-fulfillment - employee job satisfaction and sense of accomplishment is more valued Flat hierarchy - number of managerial levels has reduced Emphasis on vision and values - companies formulate clear vision and values to which employees commit themselves to Managers as change agents - change is a critical component and managers are expected to stimulate and facilitate change. Technologically savvy - effective use of all forms of technology and a presence on the Internet are necessary components of organizations

Roles of Manager / Decisional Roles

Entrepreneur - voluntary initiator of change Disturbance Handler - manager responds to situations that are beyond his or her control. A good manager attempts to avoid crisis situations, but sometimes disturbances may arise and they must deal with the crisis. i.e. a strike looms or supplies fail to deliver. Resource Allocator - decides how and to whom the resources of the organization will be distributed. Negotiator - the process of giving and take until a satisfactory compromise is reached. i.e. complex contracts with suppliers or less formal negotiations within the organization

Two Factor

Factors related to job satisfaction are called motivators. Motivators factors are related to the environment or content of the job. They include: Achievement Recognition Responsibility Advancement The work itself Potential for growth Factors related to dissatisfaction are called maintenance or hygiene factors These include: Pay Supervision Job security Working conditions Organizational policies Interpersonal relationships on the job

Roles of Manager/ Interpersonal Roles

Figurehead - representational responsibility. i.e. greeting groups of people, signing completion form for training. Leader - manager is responsible for the work of the staff. He is responsible for the hiring and training of the employees, creating a motivating environment Liaison - dealing with the people either within or outside the organization. i.e. other departments, suppliers and clients.

Expectancy

Increased effort will lead to increased performance. Increased performance will lead to increased rewards. This theory assumes people can determine the outcomes they prefer and make realistic estimates of their chances of attaining them. This theory is based on the belief that people act in such a manner as to increase pleasure and decrease displeasure. People are motivated to work if they believe their efforts will be rewarded and if they value the rewards that are being offered. This is Valence.

Dysfunctional or Defensive Behaviors

Individuals are not always aware of their needs. if we are blocked in attempts to satisfy our needs, we may become frustrated and exhibit dysfunctional or defensive behavior. On occasion, we all display defensive behavior as a protective function. A manager needs to understand and have empathy for employees exhibiting these behaviors because they are methods of coping with frustration. Defensive behavior can be minimized if supervisors encourage constructive behavior. Dysfunctional or defensive behaviors: -withdrawal - exhibited by apathy, excessive absences, lateness or turnover may be used to avoid frustrating situations -aggression - a direct attack on the source of frustration or on another object or party -substitution - an individual puts something in the place of the original object (ie an employee that is bypassed for a promotion may seek leadership positions outside of work) -compensation - goes overboard in one area or activity to make up for deficiencies in another -regression - regress to childlike behavior as a way of dealing with an unpleasant situation ("horseplay" in the dish room) -repression - repress frustrating situations and problems (forget instances that cause frustration) -projection - individual attributes his/her own feelings to someone else (if upset about a situation, will tell the supervisor how upset another employee is rather that admit personal dissatisfaction)

Management Skills / Technical skill

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

Joint Commission

Joint Commission The healthcare segment of the foodservice industry was the first to give impetus to the establishment of formalized TQM programs. Independent, non-profit organization that sets standards for and accredits healthcare organizations. Mission - to continuously improve the safety and quality of care provided to the public through the provision of healthcare accreditation and related services that support performance improvement in healthcare organizations. Approx 80% of all hospitals. Standard development is an ongoing, dynamic process In 2004 greater focus on tracing the care of specific patients as they moved through the healthcare system. Dietetic services are incorporated throughout the manual now - used to be separate. Accreditation is voluntary. Receive accreditation for 3 years. Unannounced visits by reviewers

Keys of Excellence

Keys of Excellence The School Nutrition Association developed these to provide quality standards for Child Nutrition Programs (CNPs) Contain indicators of quality in four areas: administration, communication and marketing, nutrition and nutrition education, and operation. CNPs can do an online self-assessment of their program using the Keys. Can earn a designation as a District of Excellence in Child Nutrition.

Line / Staff / Authority/ Administrative

Line position (connected together) Indirect chain of command that is responsible for achievement for an organization's goals Typically produce product or services Ie manager of patient foodservice Staff position ( on the side) Provides expertise, advice, and support for line positions Tend to function in assisting or advising roles Identify 4 of them on org chart: Coordinator Dietetic Internship; QA Dietitian Mgmt; Systems development dietitian; clerical staff Authority Line authority is formal authority Generally, staff provides expertise and counsel to line managers. There are exceptions; Quality control manage identifies the problem with the microbial count. They may have functional authority over managers in their unit. Administrative Intensity More staff positions = more admin intensity

Long Range Plan ( 5 Years) Short Range Plan ( 1 Year)

Long range planning begins with an assessment of current conditions and projections about changes. Overhead Premising phase the basis for the plan is considered in terms of the mission and opportunities of the organization. Planning phase consists of developing long-range goals and objectives, short-range objectives and action plan logically leading to the implementation of the long-range plan.

Malcolm Baldrige Award

Malcolm Baldrige Award US national quality award. Est. 1987 by Pres. Reagan Criteria: Leadership Strategic planning Customer and market focus Measurement, analysis, and knowledge management Human resource focus Process management Business results

Management Skills / Human or interpersonal skill

Manager's ability to work effectively as a group member and to build cooperative efforts as a leader within the group he or she leads. Working with people and understanding human behavior Communication is an important aspect of this skill Cannot be a sometime thing. Skillfulness in working with others must be a natural, continuous activity that involves being sensitive to the needs and motivation of others in the organization.

Market / Command Economy

Market economy - supply and demand in the marketplace drive what is produced Command economy (gov't controlled) is one in which a central planning agency determines what is produced when it is produced, who can produce it, and in what quantities it will be produced.

Middle Managers (foodservice director)

May refer to more than one level in an organization, depending on the complexity of the organization Primary responsibility is to coordinate activities that implement policies of the organization and to facilitate activities at the technical level They direct the activities of other managers and sometimes those of functional employees They facilitate communication between levels

Roles of Manager / Informational Roles

Monitor - constantly searching for information to use to become more effective. i.e. queries liaison contacts and subordinates. Collects information and discerns implications for its use. Disseminator - transmits information to subordinates who otherwise would probably have no access to this information. Need to make decisions concerning the information needs of staff members. Manager is responsible to disseminate information that helps staff members become well informed and more effective. Spokesperson - manager transmits information to people inside and outside the organization or unit. i.e. manager must keep the administrator well informed about the problems in the dietetics department. School foodservice director should provide information to a variety of groups, such as parents, the school board and students.

Motivation and Work Performance

Motivation is concerned with the causes of human behavior. One of the responsibilities of the manager is to motivate employees to work towards organizational and departmental goals and objectives. Managers need to understand human behavior in an attempt to influence the behavior in the work environment and predict the future. Highly motivated employees in a food service or any other organization can elicit substantial increases in performance and decreases in such problems as absenteeism, turnover, grievances, low morale and tardiness.

Theories of Motivation

Need Hierarchy Achievement-Power-Affiliation Two-Factor Expectancy Reinforcement

Needs -> Drives or Motives -> Achievement of goals

Needs produce motives that lead to the accomplishment of goals or objectives. Needs: needs can be physical or psychological: physical needs include food, water, shelter psychological needs include esteem, affection or power. Motives are the "whys" of behavior. They determine the general direction of an individual's behavior. Hersey and Blanchard (1988) explained a motive as something within an individual that prompts that person to action. Motivation can be either positive or negative: positive is a driving force toward object or condition and negative is a driving force away from object or condition Achievement of the goal satisfies the need and reduces the motive. Goals can be positive (do best job possible) or negative (to avoid blame)

Objectives

Objectives are endpoints and set the direction for all managerial planning. Once objectives are determined, specific plans such as policies and procedures and methods can be established for achieving them. The desired endpoints and measurable short-term increments to be achieved

Pareto 80/20 Rule

Often called the 80-20 rule because 80% of a given outcome typically results from 20% of an input Pareto - an economist - suggested that most effects come from relatively few causes.

Division of Labor

Organizing is basically a process of division of labor, which can be divided either vertically or horizontally or in a matrix format Organizing improves the efficiency and quality of work. Organizing produces a synergistic effect ( the units or parts working together can produce more impact than by operating separately)

Parity Principle

Parity principle - authority and responsibility must coincide; that is, management must delegate sufficient authority so subordinated can do their jobs. At the same time, subordinates can be expected to accept responsibility only for those areas within their authority.

Participative Management

Participative management is essential to QWL. -Goal is to move toward self-managed teams - become very cohesive and high performers -Empowers employees to participate in decisions about their work and employment conditions. -Not a new concept - new to be acted on -Managers and employees must realize that if the organization is to survive, they must work together to reduce costs and avoid becoming victims of foreign and domestic competition. good leader-member relations are important

Periodic Surveys

Periodic Surveys: 1. Customer Satisfaction Surveys -Gap Analysis -Benchmarking and improving 2. eNPS - Employee Net Promoter Score

Project Planning

Plan-do-check-act Gantt Charts

Management Functions

Planning Organizing Staffing Leading Controlling

Planning

Planning is determining in advance what should happen Standing plans ensure uniformity of operations throughout the system. Plans (the outcome of planning) -Establish organizational objectives -Set up procedures for reaching them -Provide for acquiring and committing resources -Assigning members their activities -Provide standards for monitoring performance of the organization and taking corrective action when necessary. Ie plan menu. This becomes the basic plan that indicates the organization of the food preparation unit (organizing), the number of employees (staffing), and assignments of employees (leading), and the quality and cost of the product (controlling).

Policies

Policies are the guidelines for action.

Maslow Need Hierarchy

Self Actualization Esteem Needs Social Needs Safety Needs Physiological Needs Each need is prepotent or dominant over all higher-level needs until it has been partially or completely satisfied. A prepotent need is one that has greater influence over other needs. A satisfied need is no longer a motivator. Most foodservice directors do not directly control compensation and benefits offered. However, they can reward good performance with promotions and regular salary increases. You can make sure the dept. is a pleasant and safe place to work.

Social Responsibility

Social Responsibility An organization's responsibility to society that extends beyond its profit generation. Authors differ, though, on specifically what these responsibilities to society entail. Carroll (1979, 204) -Economic - must produce goods and services of value to society and that allow the organization to pay its creditors and stockholders - "must do" -Legal - must follow laws imposed by government - "have to do" -Ethical - responsibility to follow generally held beliefs about behavior in society - "should do" -Discretionary - the responsibility to voluntarily do good for others - "might do" Faville (2006) reported that 83% of consumers indicated they trust a company more if it is socially/environmentally responsible and DaSilva (2004) found that 90% of Americans considered switching to another company's products to punish bad corporate behavior.

Standing Plans and Single Use Plans

Standing plans - are plans for repetitive action. They are used over and over again. Single-use plans - are called single purpose are not repeated again but remain part of historical records of the organization. Standing plans result in policies, operating procedures, methods, and rules, all of which are primary cohesive force connecting the various subsystems of the organization. An advantage of standing plans is that it ensures uniformity of operations throughout the system. On the negative side, standing plans may create resistance to change.

General Manager

The general manager is responsible for the activities of a unit

Tapered Concept of Authority

The tapered concept of authority (fig. 9.17) holds that the breadth and scope of authority become more limited at the lower levels of an organization. Rush-Pres example - the manager with the broadest scope of authority is the associate director for foodservice administration; each succeeding level has a narrower scope.

Traditional Organization

The traditional organization is defined in terms of the following: Organizational chart and job descriptions or position guides - patterns of formal relationships and duties Differentiation or departmentalization - assignment of various activities or tasks to different units or people of the organization Integration - coordination of separate activities or tasks Delegation of authority - power, status and hierarchical relationships Administrative systems - planned and formalized policies and procedures and controls

Management Practices

There are many management practices that have become commonplace in foodservice operations. Behavior modeling - "do as I do" Modeling the behavior you expect from your employees; how you treat customers; food safety practices, how you talk to employees Open door policy Manager is approachable Management by walking around Mgr walks through operation talking to employees and supervisors Having fun FISH! A remarkable Way to Boost Morale and Improve Results. Collins (2001) identified having fun as one of the most important characteristics of successful companies.

TQM Managerial Levels

To implement TQM, the pyramid must be inverted with the first-line managers and employees as the base This is because they are the most important in the organization because they are producing menu items and serving customers. Top management roles change to planners, coaches and facilitators. They should support and guide the supervisors and employees The goal is to satisfy the customers with the food and service. This is not possible if the employees who prepare and serve the food are not excited.

Trade Agreements

Trade agreements - a free trade agreement means that there are no trade barriers, such as tariffs, among participating countries. Example Trade Agreements WTO: World Trade Organization - 140 countries around the world - trade, banking, insurance, telecommunication, and tourism NAFTA: North American Free Trade Agreement - created a free trade agreement among Canada, Mexico, and the US. Eliminated most tariffs between 3 countries; simplified shipping across borders and set more stringent health and safety standards. EU: European Union; 27 European countries, formed a free trade area among the member countries and common trade policy for non-member countries. ASEAN: Assoc of Southeast Asian Nations; 7 countries who are working to liberalize trade and reduce tariffs among the member nations. APEC: Asia Pacific Economic Cooperation; 18 states working to facilitate freer trade in that region.

Transactional Surveys

Transactional Surveys: 1. Catering with Invoices 2. Kiosks in certain locations 3. Flyers with QR Codes 4. Net Promoter Scores - NPS ( Want to Improve)

Managing "Quality" USU Food SS

USU Food SS: -Brand Promise -Training -Culture -Continuous Improvement - Insights Plan

USU Food SS Culture

Understanding your employees -Making them part of Something Bigger than "Flipping Burgers" -Part of a team -Important Part of the University

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. Essential steps: Identify which features create value for internal or external customers Document the value stream (sequence of activities that create value) Improve flow (eliminate things that interrupt flow) Let the customer pull the product or service through the process (provide product or service only when customer wants it) Perfect the process

Vertical Division

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

Data Collection and Analysis

Ways to Track: Check sheets Histograms Control charts Scatter diagrams

Process Analysis

Ways to Track: Flowcharts Failure Mode and Effects Analysis (FMEA) Value Stream Map

Leading

What makes a leader effective? Our knowledge is still limited. Leading involves directing and channeling human effort for the accomplishment of objectives. Leading is concerned with creating an environment in which members of the organization are motivated to contribute to organizational goals and changes. Leading is the process of creating a work environment in which people can do their best work.

Accountability

a state of being responsible to one's self, to some organization or even to the public.

Effectively

achieving goals successfully doing the right things choose appropriate objectives; selects the right things to accomplish certain ends

Efficiently

achieving goals wisely doing things right getting most output with least input

First-line managers

generally are responsible for supervising operating employees and do not supervise other managers (food service supervisors) They are responsible for the day-to-day operational activities and function at the technical core.

Value Statement

many organizations develop a value statement, which is a useful tool for communicating and simplifying the principles that guide employees at all levels. Principles and ethics that apply to all levels of plans

Management

transforming inputs of the foodservice system into outputs and A process whereby unrelated resources are integrated into a total system for accomplishment of objectives

Vision Statement

where the department will be in the future. This is essential so that managers and staff can plan how to arrive at the future destination. Needs to foster genuine commitment and enrollment, rather than compliance. Senge - "people excel and learn not because they are told to but because they want to" Needs to foster genuine commitment and enrollment, rather than compliance.