Chapter 1- Systems Approach to a Foodservice Organization

- can assist in making plans avoiding repetition of past mistakes

Analysis

- is the vehicle for transmitting decisions

Communication

- ensures that organization is function within legal and regulatory constraints

Control (this provides standards for evaluation of operation)

The expanded systems model includes:

Control, memory, environmental factors and feedback

- is continuous response and adaptation of a system to its internal and external environment

Dynamic equilibrium

- means that a same or similar output could be achieved by different inputs or varying transformation processes

Equifinality

- includes processes by which a system receives information from its internal and external environment

Feedback (if used it assist the system in adjusting to needed changes such as customer comments)

- is often referred to as white tablecloth restaurants, characterized by a high level of attentive table service, expensive-looking furnishing and decor and fine cuisine

Fine Dining Restaurant

Inputs of the foodservice system are - and - resources, transformed to produce the output. the 4 M's include:

Human and physical resources men, materials, money, and minutes

- is defined as any human, physical, or operational resource required to accomplish objectives of the system

Input

- is the reciprocal relationship of the parts of a system.

Interdependency (each part mutually affects the performance of the others)

- allows the system to be penetrated or affected by the changing of external environment

Permeability of boundaries

A -, is a complete system in itself but not independent, is an interdependent part of the whole system.

Subsystem

- involves any action or activity used in changing input into output

Transformation

- defines the limits of a system and permeability allows the system to interact with the environment

boundaries

learns form the past recognizes constraints of present

builds on past and present

- are designated to attract middle-income individuals who enjoy dining out, but do not want the formal atmosphere and high price found in a fine dining restaurant.

casual dining restaurant

foodservice operations commonly are categorized as either - or - foodservice

commercial onsite

the - includes food services in which selling food for profit is the primary activity of the business.

commercial segment

- occurs when a firm is able to create more economic value for consumers than its competitors

competitive advantages

views organization as part of larger systems

comprehensive

three bases for strategies for strategic managment:

cost leadership, differentiation, focus

- Have the challenge of running outlets from snack bars to fine restaurants, individualized customer service occurs regularly.

country club restaurants

- can reduce a firm's competitive advantage

environmental threats

- involves assessing changes in strategic position and determining if the organization is progressing satisfactorily toward objects

evaluation

- control consists of local, state, and federal regulations and contracts with outside companies

external

- provide waited table service for customers, style and ambiance of full-service restaurants varies greatly from casual to dine dining

full-service restaurants

evaluates creative ideas in a sequential process

hypothesis driven

vision for where the organization is/should be going

intent focused

- control consists of plans including the goals, objectives, standards, policies and procedures

internal

- also called quickservice, is designed to provide a limited number of food items to a customer in a relatively short period of time

limited service (limited menu)

goes beyond here and now and looks into the future

long-term oriented

- provides historical records of the system's operation

memory

The - is considered the most important internal control of a foodservice system.

menu

the - provides food services as a secondary activity for the business in which the foodservice is located.

onsite segment

Foodservice systems are viewed as - systems

open

tales advantage of unanticipated opportunities

opportunistic

employee satisfaction is another important - of the foodservice systems.

output

- is the result from transforming the input

output (this represents achievement of the system's goal)

all - are internal controls of the system and may be standing or single use.

plans

a systems approach to managing a foodservice operation involves creative, intuitive strategic thinking

strategic management

interface between two subsystems within an organization is likely to be characterized by -

tension