Download What`s Next? Worksheet #9 Management Principles 1. Define the

Problem: What’s Next?
Worksheet #9 Management Principles
1.
Define the term organization.
A group of people working together in a structured and coordinated way to achieve
goals.
2.
Using a college and university foodservice, describe a situation in which
management would act: With efficiency: Purchasing the best quality product at the
best price.
With effectiveness: Having a Comment Box available in the cafeteria for student
comments and then posting responses to those comments for all students to see.
3.
How do the general responsibilities of the 3 levels of management differ?
First line managers, such as a chef, are responsible for the daily operations such as
getting the meal out. Middle managers, for example, a production manager, direct
and coordinate the work of the chef and other production employees. The middle
manager is also concerned with enhancing communication between the lower and
upper levels of the organization. Finally top management, such as the Director of
the foodservice operation, controls the organization by setting vision and creating
operating policies.
4.
The text states, “Inverting the pyramid provides a model for an organization
committed to TQM implementation.” What do you think is meant by this statement?
Total Quality Management is a management philosophy in which the organization
focuses on customers (both internal and external) by identifying and satisfying their
needs and expectations. Employees participate in identifying problems and finding
solutions to improve the organization’s overall performance. To make this happen
the first line manager and employee are the most imperative because they are
closest to the customer; they prepare and serve the food directly to the customer.
Thus inverting the pyramid and encouraging participation from first line managers
and employees is what creates a TQM organization. Middle and top managers then
provide support and guidance.
5.
Define the general responsibilities of the following managers:
General: Responsible for the activities of the foodservice organization.
Functional: Responsible for only one area of the organization (for example, in a
college and university setting, the commuter/retail cafeteria or the residential
cafeteria or the production manager or catering manager).
6.
Briefly discuss characteristics of the manager’s roles in each of the following
categories, based upon Mintzberg’s research. Interpersonal: This encompasses the
roles of figurehead, leader, and liason. In the figurehead role, the manager would
act as the head performing ceremonial and signing functions and represent the
organization at events. As a leader the manager is responsible for human resource
functions, motivation, and influencing others to meet the goals of the organization.
Finally as a liaison the manager deals with people both within and outside the
organization to build his/her own information system.
Informational: In this role of communication, the manager monitors and discerns
information received from various contacts and communication channels,
disseminates this information to the appropriate staff using the most suitable
communication channels, and is the spokesperson for transmitting the information
within and outside the organization.
Decisional: One of the manager’s major roles in the organization is decision making.
In this role the manager acts as an entrepreneur by initiating change in the
organization; as a disturbance handler; makes decision on how best to allocate
resources; and finally as a negotiator participating in a give and take until a
satisfactory compromise is reached.
7.
How does Katz describe the following management skills?
Technical: Understanding of, and proficiency in, a specific kind of activity, often the
mechanics of the job. For example, management must understand food flow, the
basic principles of quantity food production, and have basic culinary and equipment
skill to manage a foodservice operation and the employees who work within that
foodservice.
Human: Since managing is getting things done through others, management must
have the ability to work with and communicate with others and understand their
behavior. Katz also notes human skill is made up of both leadership and the ability
to work with and in groups.
Conceptual: Means the ability to view the organization as a whole, the
interrelationships within the system, and to understand the role of both the internal
and external environment.
8.
Indicate how the above skills vary dependent on level of management.
9.
Describe each of the 5 functions of management.
1. Planning—determining in advance what will happen. Creating goals, objectives,
policies, procedures, and methods are part of this function.
2. Organizing—the process of grouping activities, delegating authority to
accomplish activities, and coordinating relationships (people and jobs) to
accomplish the goals, objectives, and activities of the organization.
3. Staffing—recruitment, selection, training, and development of employees in the
organization.
4. Directing—Interacting and directing those in the organization to accomplish
tasks which will meet the organization’s goals.
Skills and Levels
First line Managers
Middle Managers
Upper level
Technical
All 3 levels require technical skill, with first line managers requiring extensive skills
to supervise production and line employees.
Uses technical skill to evaluate the operation and its employees and to fill in
whenever necessary due to crisis.
While still required (to move up the career ladder), the executive position does not
require daily application of these skills, rather a conceptual knowledge of the skills
to aid in planning.
Human
All levels require this skill.
Even more human skill is necessary for this level as middle managers must lead
their own staff as well as work with other people within the organization as a whole
and with external groups.
Must be able to deal effectively with people inside and outside the organization.
Conceptual
Conceptual skill is required at this level, with the need increasing for each
management level.
Additional conceptual skill is required at this level.
The greatest conceptual skill is required at this level of management to make broad
based decisions.
5. Controlling—Process of ensuring the plans (created in the first function) are
being followed.
10. Using a foodservice or hospital organization of your choice, present an example of an
organizational goal and objective. Example: School Food Program Goal: To provide a
healthy, well balanced meal which meets the standards of food safety.
Objective: To serve meals which meet the student’s likes and dislikes in conjunction
with USDA nutritional requirements. Objective: To prepare and serve meals which
meet food safety standards.
11. Using this same organization, identify one policy that the organization might create
along with the supporting procedure(s). Refrigerator temperatures will be checked
each morning and at the end of the day. Temperatures will be recorded on the
refrigerator temperature log.
12. How and when would an organization use a:
Standing plan—would be used for planning organizational objectives which will be
repeated over and over. For example, a standing plan would be developed to check
temperatures: who (position); what (refrigerator temperatures); when (time of day);
how (temperature log).
Single-use plan—plans which are not repeated but become part of the historical
record of the organization. For example, how temperatures would be checked for an
end of the year summer feeding BBQ which is to be catered outdoors.
13. Why would a food and nutrition organization benefit from both short and long- range
plans?
All food and nutrition organizations will use short and long-range planning. For
example, short-term plans must be in effect to provide meals over the next year in a
college and university foodservice. During this time long- range plans could be in
process to add a new operation like a kiosk in the library so that students will have
more accessible food selections. Long range planning assesses the current conditions
and projects changes for improvement.
14. Describe how strategic planning is different from long range planning?
Long range planning tends to focus on the organization’s goals and objectives,
translating these into work programs. Strategic planning focuses on what the
organization can ideally do to improve its performance and even market share by
assessing both the internal and external environment.
15. Review Figure 9.11. Explain the relationship between the hierarchy of planning and
the 3 levels of management. In general the lower levels of planning such as
establishing procedures, methods and specific steps are completed by first-line
management; policies are created by middle management (how tos); and the goals
and objectives of the organization are created by upper management (why the
organization exists).
16. Define span of management/control and list 3 things that impact it.
Span of management/control: The number of employees that can be effectively
supervised by one manager.
1. Organizational policies—the more comprehensive the policies, the greater the
span of control can be for management.
2. Competence of staff—more skilled and trained staff will not require as much
close supervision.
3. Nature of the work—less complicated work requires less management oversight.
17. Distinguish between the following terms:
Authority: The right of the manager to direct others and to take action because of
the position held.
Responsibility: An obligation for performing a certain activity. For example, a
manager accepts responsibility to delegate work to others and an employee accepts
responsibility to perform the job assigned.
Delegation: Process of assigning job activities to specific individuals within the
organization.
Accountability: responsibility accepted to perform the tasks assigned.
18. If you were delegating a task to an employee serving on the tray line in a hospital or
nursing home, identify the 3 elements to be included for this delegation to be effective. 1.
Clearly outline the specific tasks to be accomplished.
2. Give the tray line employee the opportunity to complete the assigned tasks
without being subjected to oversight by other subordinates.
3. Empower the employee to make appropriate decisions based upon the customer’s
expectations. For example, if an item on the tray line does not
adhere to quality expectations, the employee should take the responsibility to ask
the cook for a substitution.
19. Differentiate between line and staff personnel.
Line staff is usually involved with the daily food service functions of getting the meal
out and is in a linear responsibility relationship. Staff personnel (usually upper level
management) serve in an advisory capacity to line managers.
20. In an organization that utilizes TQM, how can empowerment blur the division of line
and staff?
When empowerment is given (the ability of the employee to make his/her own
decisions in accordance with the job description), the employee functions as both
line (performing daily operational functions) and as staff (advisory capacity).
21. Describe how a clinical nutrition manager would utilize the steps in the staffing
process, beginning with recruitment and selection, when hiring a new dietitian.
Recruit—by placing an advertisement in the paper or advertising in the state
dietetic association jobs listing.
Selection—after reviewing submitted resumes, select appropriate dietitians to
interview who match the job ad. After the interview process, select the dietitian who
best meets the job requirements and matches the job description.
Orientation—orient the new dietitian to the hospital and to the responsibilities of
the job. Training and development—provide training where necessary to
improve/enhance skills and provide opportunity for career advancement.
22. The text states the “traditional view of the organization is centered on chain of
command, negative sanctions, and economic incentives.” How does this compare to
leading in today’s organizations? The traditional view of the organization is
completely different from today’s leadership styles. Leaders focus on increasing
upward communication and interpersonal relationships by forming working teams.
Teamwork encourages participation and strengthens involvement in meeting
organizational goals rather than employees just focusing on receiving a paycheck.
23. How does the controlling function of management lead to a new requirement for
planning?
Controlling means the manager compares what should be done (according to the
plan) with what was actually accomplished and taking corrective action if needed.
This may mean the creation of new policies or other controls or could even mean the
development of a new plan of goals and objectives for the organization.
24. Compare 2 characteristics of the traditional organization with the new organization.
25. Why could participative management enhance quality of work life?
By empowering employees to participate in decisions about work and employment
conditions, trust and respect are developed. The work life is enhanced, leadermember relations are positive and committed, and good relations are favorable to
the accomplishment of the organization’s goals.
26. In your own words, define leadership:
The process of influencing others (individual or group) to achieve the goals of the
organization.
Justify why team-based leadership and self-managed teams would contribute more
effectively to quality of work life. Usually when people work together under positive
conditions which include involvement in the decision making process, teams become
very cohesive and achieve high performance.
27. How could management in the food and nutrition department of a large, urban
teaching hospital work to change and enhance the organizational culture? Using the
example of improving Press Ganey scores—management could create teams which
would focus on improving patient satisfaction by being given the task to review the
latest scores and create a plan to improve them. For example, if Press Ganey scores
indicate that courtesy of service is low, hosts/hostesses could team together with
middle managers and build a cohesive working group which would enhance trust.
The team could be given the task to problem solve how the host/hostesses job could
change to improve courtesy of service to the patient. Some possibilities might
include changing job descriptions, changing work schedules, providing customer
service training, or interfacing differently with the nursing department.
Management could carefully select potential employees with a strong customer focus
and provide training to enhance customer service skills. In
Traditional Organization
New Organization
Lines of authority clearly delineated and follow formal top/down channels
Working teams where employees participate in the decision making process about
work and employment conditions
Focus is on the tasks to be accomplished
Focus is on the employees (technical and social aspects are both considered) and
how all can work together to meet the goals of the organization
addition, rewards could be provided such as monetary or social, fun opportunities
like a dinner out with the team.
28. Using the parity principle, give an example of the relationship of authority and
responsibility.
A manager in a school food program is given authority by the Director of the School
Food Program to supervise the production employees in the manager’s school to
prepare and serve the planned menu. In turn the manager must accept the
responsibility to prepare the menued items (rather than creating her own menu),
follow standardized recipes and appropriate production methods, and incorporate
quality standards into service.
29. Why could a horizontal division of labor, versus a vertical one, more positively
impact today’s organizations? Flattening the organization emphasizes teams and
encourages participative management.
30. If you were the director of a school food program, how would you justify the use of
cross training? Cross training allows employees to fill any required job, giving the
director added flexibility in scheduling and enhancing skills of all employees. In
addition it decreases boredom and prevents an employee from the daily drudgery of
certain jobs (like pot washing).
31. Differentiate between the following terms:
Formal authority: Comes from one’s position in the organization (for example at the
top or bottom of the organization).
Acceptance authority: Means the manager may have formal authority based upon
position, but this authority is effective only if the employee accepts it.
32. Why are basic technical skills in foodservice included in the food and nutrition
major? How does this interrelate with authority of competence? To manage a
foodservice system and to organize, staff, and direct employees, management must
possess technical knowledge, skill, and experience. Management must understand
procurement, production methods and have a working knowledge of equipment in
order to direct others. Authority of competence says exactly this—that management
must be knowledgeable— not hold the position in name only. Food and nutrition
majors must develop knowledge and skill in basic foodservice operations in order to
direct the work of any health care, foodservice, or community organization.
33. Define departmentalization and briefly describe 3 ways in which departments can be
organized:
Departmentalization: “the process of grouping jobs according to some logical
arrangement.”
1. Functional—grouped according to the nature of work performed (for example,
production, service, sanitation, catering).
2. Geographical—determined by the region or territory (for example northeast,
western).
3. Customer—divided by the type of customer (for example patient, visitor/staff,
outside contracts).
34. How does authority differ between line and staff positions?
Line authority is formalized depending on the organizational chart or hierarchy.
Staff authority is based upon expertise; often staff authority is advisory or is limited
only to the area of expertise.
35. List one strength and one limitation of organizational charts.
Strength: Clearly defines to whom one reports and for whom one is responsible.
Limitation: The degree of authority is not indicated.
36. The text states “Coordination is a major component of organization structure.” Justify
this statement. In a foodservice system management is responsible for bringing
together the people and resources in the functional subsystems (procurement,
production, delivery and distribution, and safety and sanitation) to produce and
serve meals which are satisfactory to the customer. This process must also
coordinate and work harmoniously with the menu.
37. Define the following terms of management practices:
Behavior modeling: Modeling the behavior expected (“do as I do”).
Open door policy: Management is always available and approachable anytime the
employee needs to meet.
Managing by walking around: Management does not stay in an ivory tower office,
rather he/she is out in the operation during meal preparation and service talking to
employees and availing themselves to other management staff.
38. The management portion of the food service systems model is at the center of the
transformation process. Why do you think it was not placed as part of the controlling
function of the systems model?
The management functions of planning, organizing, staffing and directing, are at
the heart of the system, the most important functions that managers perform. They
are interwoven with the foodservice functional sub-systems of procurement,
production, delivery and distribution, and sanitation and safety. The controlling
function, while vitally important, is so much more limited with its focus on plans,
contracts, and laws and regulations. Management’s job is to establish vision;
therefore management needs to be at the center, not at the top of the foodservice
systems model.