RD Domain III- Food Service Management

Likert - management of conflict

(1)Four basic systems of organizational leadership (a) Exploitive, autocratic: job-centered, make all decisions (b) Benevolent, autocratic: job-centered, decisions made by workers (c) Consultative: employee-centered, gain some confidence (d) Participative: employee-centered, (2) PARTICIPATIVE - MOST EFFECTIVE; EMPLOYEES WORKED UNDER GENERAL SUPERVISION, THE BOSS DELEGATED AUTHORITY, AND IT WAS EMPLOYEE-ORIENTED; DECISION-MAKING SPREAD EVENLY THROUGHOUT THE ORGANIZATION; FULL INVOLVEMENT OF EMPLOYEES IN SETTING GOALS MAKING JOB-RELATED DECISIONS Likert = participative

What responsibilities are included in the organizing and staffing function of management?

Done after managers develop objectives and plans to achieve them. Includes: identifying tasks and grouping activities, delegating authority to accomplish activities, establish relationships among other functions of management

What tasks are included in the controlling/evaluation function of management?

Ensures the plan is being followed Determine if goals have been reached, solves problems, shows S and Ws *this is an ongoing process

What are FTEs

Full-time equivalent employees 8 hrs. x 5 days x 52 weeks = 2080

Types of work schedules

Master schedule- serves as overall plan, vacay, days on and off Shift schedule- for a particular operation, a piece of the day, ex; dishwasher, tray line Production schedule- time sequencing of events required to produce a meal, what to do when

What is a meal equivalent?

Measure of productivity -defined as amount of all food sales divided by average cost of typical (prototype) meal

Managerial attributes that distinguish successful organizations from others

bias for action, learn from customers, be a risk taker, treat people with respect, hands on management

Employee motivation leads to _______ and employee engagement leads to _______, _______, and _________.

employee engagement; employee retention, customer satisfaction, and improved team performance

Fish diagram (cause and effect)

focuses on different causes of the problem

Democratic leadership

guides and encourages group to make a decision

Maslow's Hierarchy of Needs

have to satisfy basic needs before higher level needs Basic needs: physiological: pay, benefits, schedule security: insurance, retirement plan, job security Higher needs: social = belonging self-esteem: job title, praise, rewards, promotions self-realization: advancement, job enrichment

Management traits

influence, power, accountability, responsibility, awareness of power

What is the basic function of management?

planning

What are the functions of management?

planning, organizing, staffing, directing, controlling

What are the Gulick 7 basic functions of management?

planning, organizing, staffing, directing, coordinating, reporting, budgeting. POSDCORB

Bureaucratic Leadership

when everything is done according to the plan

Participative Leadership

a leadership style in which the leader consults employees for their suggestions and input before making decisions *Emerging trend in leadership

Path-Goal Theory

a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Scientific management

find the best way to perform tasks no human aspects, only focus on physical aspects of the job

Which level of management is responsible for staffing?

line managers

FTE/day

(labor hours worked / day) / 8 hour normal work load

4 steps on controlling/evaluation function of management

1. Establish quant and qual measures 2. Measure performance 3. compare to standard 4. Take corrective action

Expectancy Theory (Beer, Vroom)

-rewards serve as motivators only under certain circumstances -employees must believe that effective performance leads to certain rewards -employees must feel that rewards offered are attractive

Human relations/behavioral theory

-uses behavioral sciences, workers exist in social groups -employee participation in decision making is essential -improves moral and productivity -Theory Z (Ouchi); the value of the company is the people, everyone who is affected by the decision is involved in the process of making the decision

Steps in the Staffing Process

1. Define organizational objectives and policies 2. Plan human resources 3. Recruit and select 4. Orient, train, and develop 5. Appraise performance 6. Compensate

Time spans of different management plans

1. Short range or operational planning- covers up to 1 year. usually the operating budget projected in weeks, days, months. 2. Long range- up to a 5 years includes goals and objectives. Must have mission statement 3. Strategic planning- for the future. SWOT analysis. a continuous process

Ways to simplify work (procedures)

1. purpose: eliminate unnecessary parts 2. Look at smallest parts of job: motion (steps taken), occurrence (% idle vs. working)

_______ employees are needed to cover full-time positions

1.55

What is a typical work schedule?

8 hour day, 30 min lunch break, 1-2 15 min breaks

Hawthorne study

= Mayo A study that showed workers' performance improves when they are singled out and given special attention and asked for their feedback. placebo effect = special attention improves behavior

Systems approach

A holistic and analytical approach to solving complex problems that includes using a systems philosophy, systems analysis, and systems management *Change in one part affects many other parts

MBO (management by objectives)

A system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. *Participative + democratic leadership

Four ways of acculturation

Assimilation- total immerse, forget old culture Integration- new + old culture Separation- only old culture Deculturation- do not accept new or old culture

Leadership effectiveness model: Hersey, Blanchard, Johnson

How you lead depends on who you are leading and their ability to follow

Interdependency of parts

Integration: parts are blended together Synergy: units working together more powerful than working alone Dynamic equilibrium: steady state Equifinality: similar outputs with different inputs Permeability of boundaries: allows system to be affected by external environment Interface: where two systems or subsystems come together

Decision making methods

Nominal group- rank ideas in order, vote for final decision Delphi- consensus of experts, do not meet fish diagram Pareto analysis queue theory

What are the outcomes in planning function of management?

Objectives/goals- made by top management Policies- made by middle management Procedures/methods- made by first line management Budgets- short (1 year), long (5 years), future (SWOT)

Inputs are?

The resources: labor, money, materials, facilities, energy

Interpretating lines on an org chart

Solid lines = lines of authority Dotted lines = advisory (staff) positions, not involved in day to day operations ex. Consultant RD in NH

What is the gold standard on the leadership grid?

Team management: high concern for both people and production

What is the span of control?

The number of immediate subordinates one commander or leader can effectively control, supervise, or direct. Narrow = need with new employees (more managers, more levels) Wide = good with highly motivated and highly trained workers (less managers, less levels)

Outputs are?

The units of service: meals, patient days, consults what we are counting

What does the directing function of management involve?

This function involves directing and channeling human effort for the accomplishment of objectives. Particularly concerned with individual and group behavior. delegating

Transactional vs. Transformational Leadership

Transactional: leaders and followers are separate ACTING, autocratic Transformational: Leaders and followers work together to FORM one, participative

Contingency Approach (Fiedler)

a model of leadership that describes the relationship between leadership styles and specific situations

What is a table top drill?

a simulated emergency situation to test emergency plans.

McClelland's Theory of Needs

a theory that states achievement, power, and affiliation are three important needs that help explain motivation

Absolute vs Adjusted FTE

absolute = hours actually worked (minimum number of employees needed to staff the facility) adjusted = takes into account benefits and days off, will be a bigger number

What is a SWOT analysis?

analysis of strengths, weaknesses, opportunities, and threats

Consulative Leadership

asks for input, but makes decision alone

MacGregor Theory

attitude of manager toward employees has impact on performance X- people dislike work. negative, authoritative Y-people like work, management arranges conditions so workers achieve goals- positive, participative

intercultural communication

communication that occurs in interactions between people who are culturally different

What is delegation?

distribution of work to qualified people Barriers to delegation? reluctance to delegate, disorganization, lack of confidence in subordinates *delegate to lowest competent level

Organizational Communication Channels

downward- top to bottom (emails, memos, town hall, etc.) upward- open door, bottom to top, suggestion boxes horizontal- between departments, RD to Nursing diagonal- saves time, between functions FS to purchasing department informal- gossip, the grapevine

Open systems are?

effective and efficient

Peter Principle

every employee within a hierarchy tends to rise to his or her level of incompetence *negative concept

Which powers are important for compliance?

expert and legitimate

Which powers are related to a subordinates' performance and satisfaction?

expert and referent

3 managerial roles

informational- FIND and SHARE info a. monitor, disseminator, spokesman interpersonal- leader, hiring, training b. leader and liaison decisional c. negotiator, problem solve, analyze problems

What are the major components of a system?

input, transformation, output How to transform inputs to outputs? linking (communication), managing, and building function subsystems (production, service, distribution)

FTE/week

labor hours worked per week / 40 hour normal work load

FTE/year

labor hours worked that year/2080

Autocratic leadership

leadership style that involves making managerial decisions without consulting others *for crisis control, when quick decision is needed

free-rein leadership

leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives

Which food service equation is used to determine staffing needs?

meals produced/labor hour acute care needs most labor hours and school foodservice the least

Types of charts used in work simplification procedures

motion: reduce motions, be natural and rhythmic occurrence sampling: observe random samples to determine idle time pathway or flow: shows path of worker during a process Operation chart: movement of hands, using both hands simultaneously process: steps involved using symbols cross: efficiency of equipment placement, work motions, # of movements between equipment

What type of feedback is immediate?

oral

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

How to determine number of relief workers needed

relief workers: # full time positions x 0.55 total number of employees: 1.55 x full time positions

Types of power

reward- give incentives coercive- give punishment legitimate- job title expert- viewed as competent referent- charismatic

Successful managers are?

sensitive to the source of their power and are aware of the risks and benefits of using each kind

3 Management Skills

technical- low level of management human- working with group, all levels but low level esp. conceptual- see org as a whole, high level of management.

Pareto Analysis

technique for classifying problem areas according to degree of importance, and focusing on the most important 80-20 rule: 80% of outcome results from 20% of input

What is emotional intelligence?

the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.

What is productivity?

the efficiency with which a production or service activity converts inputs into outputs, expressed as ratios (meals produced/labor hr)

Queuing theory

the mathematical study of waiting lines

Traditional/classical

there is one best way to complete every job formal structure Scalar principle: authority and responsibility flow in a direct line Unity of command: each accountable to only one superior Cons: too impersonal and mechanistic

Management theories

traditional/classical, human relations/behavioral, systems, scientific, management by objectives

How do you increase productivity?

↑Output or ↓input