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Domain 3: Management of Food and Nutrition Programs and Services > A. Functions of Management > Flashcards

A. Functions of Management Flashcards

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1
Q

Functions of management include:

____
____
____
____ and ____

A

Plan
Organize
Direct
Control and Evaluate

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2
Q

______ is the basic function of management; everything else depends on this.

A

Planning

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3
Q

_____ ______ or operational planning covers period of 1 year; Usually the operating budget.

A

Short range or operational planning

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4
Q

______ _____ planning covers up to a 5 year cycle. Focuses on goals and objectives. Requires a mission statement of _____ _____ vision.

A

Long range planning

Long range vision

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5
Q

This type of planning concentrates on decisions, not plans. Uses SWOT analysis - strengths, weaknesses, opportunities, threats.

A

Strategic planning

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6
Q

In disaster planning, __ gallon of water/person/day for minimum of 3 days is appropriate.

A

1

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7
Q

Shows how employee fits into organization; relationship of positions and function.

Solid line depicts line of authority.
Dotted line depicts advisory positions.

A

Organizational chart

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8
Q

-_______ (advisory): advise and support the line, but not involved in day to day operations.

–_______: serves as both line and ______ (advisory).

—Line worker

A

Staff (advisory)

Functional

Line

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9
Q

_____________ or circular model of organization improves representation of dynamics of personnel relationships because functions are centered AROUND individuals, not above and below them.
Eliminates above and below concepts. Presents an organization without loose ends.

A

Concentric

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10
Q

Determining staff needs-

______ ______/______ ______ reflects average staffing needs.

A

Meals served/Labor hours

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11
Q

*_________ _________ is a MEASURE OF PRODUCTIVITY defined as the amount of all food sales divided by the average cost of a typical meal.

Food sales/Meal cost

A

Meal equivalents

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12
Q

________ _ _ _: Minimum number of employees needed to staff the facility; COUNTS PRODUCTIVE HOURS (hours actually worked)

A

Absolute FTE

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13
Q

__________ _ _ _: Productive hours PLUS benefit days and days off (adjusted to other things).

A

Adjusted FTE

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14
Q

Approximately _____ employees are necessary for everyday coverage of full-time positions.

A

Approximately 1.55 employees are necessary for everyday coverage of full-time positions.

FTE usually available 236 d/year b/c of days off and benefit days (129 d)

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15
Q

There are _____ labor hours in a year.

A

2,080 labor hours/year

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16
Q

_________: the distribution of work to qualified people

A

Delegation

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17
Q

For operation to succeed, duties should be delegated to the _________ competent level on the team.

Manager must have clear understand of what they want done - give specific instructions, motivate, train

A

Lowest

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18
Q

Manager leads organization so objectives are achieved.

A barrier to effective delegation is the manager’s ____________. Feel they can do it better themselves, be too disorganized to plan ahead, lack confidence in subordinates.

A

Reluctance

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19
Q

______ is the transmission and receiving of information. __________ (response) tells you whether or not the correct message has been received. Barriers include low voice, illegible handwriting, alternative word meanings.

Listening skills are essential.

A

Communication

Feedback (response)

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20
Q

Organizational communication channels-
___________-from head down through workers
___________-from workers up to head; opportunity for employees to have say in operation. Management receives vital information from lower levels.
___________-Between departments. ie. nutrition and nursing, food service and production
___________-Between functions diagonally placed. ie. ordering clerk in foodservice sends request directly to purchasing department rather than go through foodservice channels
___________-grapevine; satisfies social needs

A

Downward

Upward

Horizontal

Diagonal

Informal

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21
Q

The most widely quoted theory of motivation. Characterized by basic needs (________ and ________), followed by higher needs or motivators (_______, ______, _______).
When the basic needs are met, the higher needs become motivators.

A

Maslow’s hierarchy of needs.

Basic needs-physiological, security

Motivators-social, self-esteem, self-realization

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22
Q

Herzberg’s two-factor theory is based on ______ _______ and _______.

A

Maintenance factors and motivators

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23
Q

In Herzberg’s two-factor theory, maintenance factors (satisfiers and dissatisfiers) are similar to _______ ______ _____. Do not produce motivation, but can prevent motivation from occurring.

Satisfiers are perceived as good if present, but dissatisfiers if lacking - will interfere with work.

A

Maslow’s basic needs

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24
Q

-
-

A

The need to achieve, the need for power, and the need for affiliation.

Achieve-desire to do something better/more efficiently
Power-enjoy competition/confrontation
Affiliation-desire to be liked by others

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25
Q

MacGregor believes the attitude of the _______ toward ______ impacts job performance. Based on two theories, ________ _, and _______ _.

A

Attitude of the manager towards the employees impacts performance.

Theory X

Theory Y

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26
Q

Negative and autocratic theory of motivation. Says people inherently dislike work and will avoid it if possible. Controls employees through fear and pressure.

A

Theory X

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27
Q

Positive and participative theory of motivation. Says work is as natural as play or rest. Management should arrange work so that employees can be self-directed in achieving goals,

A

Theory Y

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28
Q

________ _______ Looks at SMALLEST parts of job (hand movements, steps taken), to eliminate unecessary parts of a job.

A

Work simplification

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29
Q

Examples of work simplification procedures-

  • ______ economy: reduce motions and time required
  • Work ________: observe random samples to determine amount of time _____ or _____.
  • Pathway chart/flow diagram: shows path of the worker during a process
  • Operation chart: movement of hands
  • Process chart: steps involved in a process using symbols
  • Cross chart: efficiency of equipment placement; # of movements between pieces of equipment
A

Motion economy

Work sampling

Pathway chart

Operation chart

Process chart

Cross chart

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30
Q

______ is the efficiency a service converts into inputs and outputs. Expressed as a ratio. Input to output (ie. trays/min, meals/hour).

A

Productivity

To increase productivity, increase output or decrease input.

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31
Q

Work schedules-

_____ schedule: serves as overall plan. Basis for developing weekly schedules.

A

Master schedule

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32
Q

Work schedules-

_____ schedule: staffing patterns for a particular operation (ie. trayline). Positions, hours worked, relief assignments

A

Shift schedule

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33
Q

Work schedules

______ schedule: time sequencing of events required to produce a meal; what to do when.

A

Production schedule

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34
Q

Motivational theory characterized by productivity due to special attention.

Special attention & Involvement in the process–>Improved behavior and increased productivity

A

Hawthorne studies

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35
Q

Motivational theory characterized by the belief that rewards serve as motivators only under certain circumstances –> if workers believe performance leads to reward, and that reward is attractive.

A

Expectancy theory

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36
Q

Motivational theory based on the expectancy theory. Addresses leaders effect on worker performance. Increased performance by increased motivation by leader.

A

Path-Goal Theory

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37
Q

Leadership styles in ______ order of control

  • Autocratic
  • Consultative
  • Bureaucratic
  • Participative
  • Free rein (laissez-faire)
A

Decreasing

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38
Q

Leadership styles-

Highest degree of control. Demands obedience.

A

Autocratic*

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39
Q

Leadership styles-

Asks for input, but makes final decision alone

A

Consultative*

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40
Q

Leadership styles-

Follows procedures to the tee at expense of efficiency or common sense

A

Bureaucratic*

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41
Q

Leadership styles-

Emerging trend in management. Encourages workers to participate in decision-making. Uses quality circles, or small groups of employees, who meet regularly to identify and solve problems.

A

Participative*

42
Q

Leadership styles-

Lowest degree of control.

A

Free rein (Laissez-faire)*

43
Q

*As a leader, you need to be ________ in times of crisis when decisions need to be made quickly, but _________ the remainder of the time. Share power with employees.

A

Autocratic

Participative

44
Q

The _____ ______ is a device for analyzing managerial style. Plots leaders concern for employees vs. concern for production.

A

Leadership grid

45
Q

Leadership grid-

______ ______ ______: employee-centered; High concern for people, low for production

A

Country club management*

46
Q

Leadership grid-

_______ _______: High concern for both people and production

A

Team management*

47
Q

Leadership grid-

_________ ______: Low concern for either people or production

A

Impoverished management*

48
Q

Leadership grid-

________, ________: High concern for production, low for people. Autocratic

A

Authority, Obedience*

49
Q

Leadership grid-

______-__-__-____ management: Average concern for people and production.

A

Middle-of-the-road-management*

50
Q

Leadership styles-

Likert classified management as either ____-______ or _____ _____.

A

Likert classified management as either job-centered or employee-centered.

51
Q

*Likerts’ research found that _______ leadership encouraged the most productive groups.

A

Participative

52
Q

The _______ _______ is the principle that in a hierarchy, people are promoted until they reach a job level where they are no longer competent.

A

Peter Principle

53
Q

The ______ approach to management is a formal structure that focuses on tasks, structure, and authority.

A

Traditional

54
Q

The _____ principle of traditional management shows authority flowing in a direct vertical line from highest to lowest levels. Each person is accountable to only ONE superior in the unity of command.

Criticized for being too job-focused and impersonal.

A

Scalar principle

55
Q

Management approach that compensates for the impersonal traditional approach.

Employees participation in decision-making is essential and improves morale and productivity.

A

Human relations (behavioral) theory

56
Q

Theory __: the value of the company is the people. Employees are GREATEST ASSETS.

Everyone who is affected by decision is involved in the making of that decision.

A

Theory Z

57
Q

Management approach characterized by a system of an organized whole composed of interdependent parts.

Two parts of theory:
-OPEN SYSTEM of interaction with external factors and the environment.

-Impact of change of one part affects other parts.

A

Systems approach

58
Q

Management approach that responds to the external environment. Recognizes that different methods are useful in different situations. Must identify what works in a particular situation at a particular time.

A

Contingency or situational leadership

59
Q

Management approach that is WORK-centered. Work is extremely structured, and employees are expected to work as hard and as fast as possible.

*Focuses on physical aspects of the job, NOT HUMAN ASPECTS.

A

Scientific management

60
Q

Management approach in which the leader establishes performance goals WITH employees, giving higher incentive value. Participative.

*Type of DEMOCRATIC management that provides control from within organization.

A

Management by Objectives (MBO)

61
Q

________ and ________ leadership is based on how leaders and followers influence each other. (reciprocals)

A

Transactional and transformational leadership

62
Q

_________ leadership is a bargaining relationship. Uses rewards and punishments to achieve goals. Leader tells employee what to do to receive reward, and takes corrective action only when employee fails to meet performance goals. Not bound together in pursuit of common goals.

A

Transactional Leadership

63
Q

_________ leadership is characterized by leaders empowering employees and inspiring them t be motivated towards common organizational goals, not personal gain. Followers are able to become leaders. Leads to increased morale, team spirit, lower labor turnover.

A

Transformational Leadership

64
Q

Management approach where managers serve as the catalyst for change. Leader must recognize need for change, help followers recognize need, then the change is brought about together. For a leader to make a successful change, the team must be in agreement.

A

Organizational change theory

65
Q

______ and ______ is another function of management. It is an on-going process of measuring present performance against standard performance.

A

Controlling and evaluating

66
Q

*The first step in the control/evaluation process is to _____ _______ against which performance will be measured.

A

*The first step in control/evaluation is to SET STANDARDS against which performance will be measured.

67
Q

Steps in Control/Evaluation

  • Establish standards
  • ________ performance
  • ________ to standards
  • take ______ ______
A
  • Establish standards
  • Measure performance
  • Compare to standards
  • Take corrective action
68
Q

_________ skills: understanding and proficiency in specific activity

Most important at lower levels of management (ie. trayline supervisor, kitchen manager)

A

Technical skills

69
Q

_________ skills: ability to work effectively as a group member

Important at ALL levels, but imperative at lower levels of management.

A

Human skills

70
Q

_________ skills: Ability to see organization as a whole

Of increasing importance with higher rankings of management.

A

Conceptual skills

71
Q

*The first step in the problem-solving process is to _____, ______, and _____ the problem.

A

*The first step in the problem-solving process is to assess, recognize, and analyze the problem.

72
Q

A problem-solving technique that is a modification of brainstorming. Brainstorming is chaotic, this technique is structured and controlled. Participants generate ideas and share with the group in order while the leader records. Ideas are then ranked in priority order, and voted on for a final decision.

A

Nominal group technique

73
Q

A problem-solving technique designed to probe expert minds in a series of written interviews from which a consensus is sought. Differs in that participants do not meet.

A

Delhi technique

74
Q

Problem-solving technique that focuses on different causes of a problem and categorizes related factors to better observe their influence. Increases workers involvement in decision-making. What are the CAUSES of the EFFECTS you are seeking? This is a diagram with arrows.

A

Cause and effect (fish) diagram

75
Q

Chart (bar chart) that illustrates the importance of problems. Work on the TALLEST bar FIRST, which is the problem that occurs most frequently. Correcting the vital few problems will have the greatest impact on quality.

A

Pareto chart

76
Q

This theory develops the relationships involved in waiting in line and is used in analyzing the flow of customers in a cafeteria. Cost of waiting in line vs. Cost of prevention of waiting in line.

A

Que - queuing theory

77
Q

This method of conflict resolution is characterized by REPRESSING conflict rather than settling it. Creates a win-lose situation.

Forcing, smoothing (talk one side into giving in), avoidance, or majority vote.

A

Dominance and Suppression

78
Q

Method of conflict resolution in which managers attempt to resolve conflict by finding middle ground. May be a weak method - does not usually lead to a solution that can best help organization; solution reached is simply one that both parties can live with.

A

Compromise

79
Q

Method of conflict resolution in which conflict is converted into a joint problem-solving situation. All parties openly find a solution they can all accept.

A

Integrative problem-solving

80
Q

Action that will cause a change in behavior/attitude of another.

A

Influence

81
Q

Ability to exert influence.

A

Power

82
Q

Types of Power-

_____ power: ability to reward another for carrying out a task
_____ power: ability to punish for not carrying out a task; negative side of reward power

______ (legitimate) power: subordinate acknowledges influencers power due to position or job title

______ power: belief that influencer has expertise that subordinate does not

_____ power: based on desire to identify with the influencer (personality, charisma)

A

Reward power: ability to reward another for carrying out a task

Coercive power: ability to punish for not carrying out a task; negative side of reward power

Position (legitimate) power: subordinate acknowledges influencers power due to position or job title

Expert power: belief that influencer has expertise that subordinate does not

Referent power: based on desire to identify with the influencer (personality, charisma)

83
Q

**Management should be ________, ________, and _______-_____. Explain organizations value system to employees, so that they understand why they are being asked to precede in a certain way.

A

**Management should be HANDS ON, PARTICIPATIVE AND VALUE-DRIVEN. Explain organizations value system to employees, so that they understand why they are being asked to precede in a certain way.

84
Q

Distinguishing attributes of a successful manager-

  • Have a ___ for ___ - FIX IT, DO IT, SOLVE IT
  • Be close to/____ the customer-learn from them
  • Be a _____ _____ (autonomy)
  • _________ through _______-treat employees with respect and dignity
  • Hands on, participative, value-driven
A
  • Have a BIAS FOR ACTION
  • VALUE THE CUSTOMER, strong relations with
  • Be a RISK TAKER
  • PRODUCTIVITY THROUGH PEOPLE (employees)
  • HANDS ON, PARTICIPATIVE, VALUE-DRIVEN
85
Q

ADA developed tools for credentialed dietetics practitioners to use in professional development (self-evaluation and skills needed to advance).

They are not regulations, but may be used to determine competency.

To help an RD assess whether they have the competency, knowledge, and skills needed to provide appropriate care.

A

Standards of Practice (SOP)

and

Standards of Professional Performance (SOPP)

86
Q

Describes a competent level of nutrition care practice as shown by the NCP.

ie. diabetes care, oncology, nutrition support, nephrology, pediatrics

A

Standards of Practice (SOP)

87
Q

Describes a competent level of behavior in the professional role.

6 domains of professionalism-
Provision of Services
Application of Research
Communication and Application of Knowledge
Utilization and Management of Resources
Quality in Practice
Competency and Accountability
A

Standards of Professional Practice (SOPP)

88
Q

The __________ branch of government may introduce and enact a law. Can also override a veto by the executive branch. Congress, senators, and representatives make up this branch.

A

Legislative branch

89
Q

The ________ branch may either veto legislation or sign it into law. This branch includes the President.

A

Executive branch

90
Q

The ________ branch may discard a law if it is determined to be violate basic rights and freedoms.

A

Judicial branch

91
Q

**Nutritionists can present views on a new bill at a ______ _______ scheduled by a committee or at _______ _______ _______ before the bill has reached legislation.

A

**Nutritionists can present views on a new bill at a PUBLIC HEARING scheduled by a committee or at early planning stages before the bill has reached legislation.

92
Q

**If the House and the Senate offer different versions of a bill (don’t agree on it), it goes before a ______ _____ ________ where differences are resolved.

A

**If the House and the Senate offer different versions of a bill (don’t agree on it), it goes before a JOINT CONFERENCE COMMITTEE where differences are resolved.

93
Q

**An __________ bill attaches funding to legislation.

A

**An APPROPRIATIONS bill attaches funding to legislation.

94
Q

The last step in the legislative process is to formulate _________. A ______ interprets the law. It carries the fprce of a law, but is easier to change.

A

Regulation

95
Q

**Regulations are written by _____ _____ of the agencies charged with enforcing the regulation. ie. FDA

A

Staff members of agencies charged with enforcing the regulation

96
Q

This enforcement agency enforces in-truth-labeling, and regulates content of food advertisements.

A

Federal Trade Commission (FTC)

97
Q

This enforcement agency regulates the nutrient composition section of the food label, and ensures the safety of food products.

A

Food and Drug Administration (FDA)

98
Q

This enforcement agency licenses radio and television.

A

Federal Communications Commission (FTC)

99
Q

*A _______ _______ provides notices of public hearings, agency decisions, and proposed and final rules. Also lists changes in USDA food programs. Useful resource for public health nutritionists.

A

**Federal Register

100
Q

Public health nutritionists are often asked to serve as an ______ for a particular position or cause. For this reason, they must know arguments FOR and AGAINST the issue.

________: aggressive form of action; plead cause of a group

_______: activities aimed at influencing public officials and legislators

A

Advocate

Advocacy

Lobbying

Domain 3: Management of Food and Nutrition Programs and Services (5 decks)

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