Chapter 1- Systems Approach to a Foodservice Organization
Hierarchy
Characteristics of a system that is composed of subsystems of a lower order and a suprasystem of a higher order.
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
open systems
Organizations that are in continual interaction with the environment.
Environmental Scanning
Search for and acquisition of information.
Strategic management
a systems approach to managing a foodservice operation involves creative, intuitive strategic thinking
Sustainability
ability to meet needs of today without compromising future generations ability to meet needs.
Transformation
action or activity used in changing inputs into outputs.
Plans
all - are internal controls of the system and may be standing or single use.
Memory
all stored information that provided historical records of the system's operations.
Permeability of boundaries
allows the system to be penetrated or affected by the changing of external environment
Limited service (limited menu)
also called quickservice/fastfood, is designed to provide a limited number of food items to a customer in a relatively short period of time
Input
any human, physical, or operational resource required to accomplish objectives of the system
Interface
area where two systems or subsystems come in contact with each other.
Analysis
can assist in making plans avoiding repetition of past mistakes
Environmental threats
can reduce a firm's competitive advantage
System
collection of interrelated parts or sub subsystems unified by design to obtain one or more objectives.
Subsystem
complete system within itself that is part of a larger system.
Model
conceptual simplification of a real situation in which extraneous information is excluded and analysis is simplified .
Menu
considered the most important internal control of a foodservice system.
Dynamic equilibrium
continuous response and adaptation of a system to its internal and external environment. Call also be called "steady state"
External
control consists of local, state, and federal regulations and contracts with outside companies
Internal
control consists of plans including the goals, objectives, standards, policies and procedures
The expanded systems model includes:
control, memory, environmental factors and feedback.
Three bases for strategies for strategic managment:
cost leadership, differentiation, focus
Casual dining restaurant
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.
Interdependency
each part of the system affects performance of other parts of the system.
Control (this provides standards for evaluation of operation)
ensures that organization is function within legal and regulatory constraints
Hypothesis driven
evaluates creative ideas in a sequential process
Onsite foodservice
food services operations in which sale of food is secondary to the goal of the organization; typically not-for-profit
Commercial onsite
foodservice operations commonly are categorized as either - or - foodservice
Commercial foodservice
foodservice operations in which sale of food is the primary activity and a profit is desired.
Long-term oriented
goes beyond here and now and looks into the future
Country club restaurants
has the challenge of running outlets from snack bars to fine restaurants, individualized customer service occurs regularly.
Greenwash
inaccurate or misleading information distributed by an organization, etc. so as to present an environmentally responsible public image.
Tension
interface between two subsystems within an organization is likely to be characterized by -
Evaluation
involves assessing changes in strategic position and determining if the organization is progressing satisfactorily toward objects
Communication
is the vehicle for transmitting decisions
builds on past and present
learns form the past recognizes constraints of present
Boundaries
limits of a system that set the domain of organizational activity.
Competitive advantages
occurs when a firm is able to create more economic value for consumers than its competitors
Fine Dining Restaurant
often referred to as white tablecloth restaurants, characterized by a high level of attentive table service, expensive-looking furnishing and decor and fine cuisine
Integration
parts are blended together into a unified whole. Leads to synergy.
Entrepreneur
person who creates and assumes risk for a new venture or business.
Feedback (if used it assist the system in adjusting to needed changes such as customer comments)
processes by which a system continually receives information from its internal and external environment
Full-service restaurants
provide waited table service for customers, style and ambiance of full-service restaurants varies greatly from casual to dine dining
Output (this represents achievement of the system's goal)
result of transforming input into achievement of a system's goal.
Equifinality
same or similar output could be achieved by different inputs or varying transformation processes
Opportunistic
tales advantage of unanticipated opportunities
Environmental factors
things outside the system that can impact the operation of the system.
Comprehensive
views organization as part of larger systems
Intent focused
vision for where the organization is/should be going
Synergy
working together can create greater outcomes than working individually.