Chapter 8: Organization and Management (1) Flashcards
lines of authority are clearly drawn, and each individual is responsible to the person ranking above him, authority and responsibility pass from the top-ranking member down to the lowest in rank
line authority
line authority
occurs thru the delegation of authority, responsibilities redistributed horizontally through departmentalization
vertical growth
line authority
3 ways of dividing work
by function, by product, or by location
many diversified responsibilities demanded of the person at the top
staff authority
staff authority
added to assist the lines in an advisory capacity
staff specialists
staff authority
staff advises and supports the line
line and staff
delegates limited authority over a specified segment of activities to another person, may be vested in a vice president
functional authority
personnel function of employing and training people and maintaining favorable work conditions
staffing
the purpose is to obtain the best available people for the organization and to foster development of their skills and abilities
staffing
to give total estimated work hours required to cover all activities in the organization should be divided by the number of working hours in the day
staffing
continuous process of making decisions, conveying them to subordinated, and ensuring appropriate action
directing
interrelating the various parts of work so they flow smoothly
must be properly designed
coordinating
keeping supervisors, managers, and subordinated informed concerning responsibility through records, research, reports, inspection, and other methods
reporting
records and evaluations of the result of work done are kept as the work progresses in order to compare performance with the yardstick of acceptability
reporting
fiscal planning, accounting, and controlling
budgeting
this necessitates measuring quantity of output, quality of the finished product, food and labor costs, and the efficient use of workers time
budgeting
a good control system prevents present and future deviation from plans and does much to stimulate an employee to maintain the standards of the foodservice director
budgeting
skills of managers
skills that allow one to perform specialized activities
technical skills
skills of managers
understanding and motivating individuals and groups
interpersonal skills
skills of managers
understanding and integrating all the activities and interests of the organization toward a common objective
conceptual skills
managerial activities and roles - interpersonal roles
performing duties of a symbolic, legal, or social nature because of one’s position in the organization
figurehead
managerial activities and roles - interpersonal roles
establishing the work atmosphere within the organization and activating subordinates to achieve organizational goals
leaders
managerial activities and roles - interpersonal roles
establishing and maintaining contacts outside the organization to obtain information and cooperation
liaisons
managerial activities and roles - informational roles
collecting all information relevant to the organization
monitor
managerial activities and roles - informational roles
transmitting information gathered outside the organization to members inside
disseminator
managerial activities and roles - informational roles
transmitting information from inside to outside the organization to outsiders
spokesperson
managerial activities and roles - decisional roles
initiating change in the organization to adapt and keep pace with changing conditions in the environment
entrepreneur
managerial activities and roles - decisional roles
one who handles unexpected change
disturbance handler
managerial activities and roles - decisional roles
make decisions concerning priorities for utilization of organizational resources
resource allocators
managerial activities and roles - decisional roles
assigned to a person who deals with individuals and other organizations
negotiator
tools of mgmt
a graphic representation of the basic groupings and relationships of positions and function
organizational chart
tools of mgmt
indicate channels of authority
solid lines
tools of mgmt
show advisory responsibility and lines of communication
dotted lines
tools of mgmt
an organized list of duties, skills, and responsibilities required in a specific position
this should be written for every position and should be reviewed and updated periodically
job description
purpose of this is for:
-matching qualified applicants to the job
-orientation and training of employees
-performance appraisal
-establishing rates of pay
-defining limits of authority and responsibility
job description
include identifying information, a job summary, specific duties, and requirements
job description
tools of mgmt
all aspects of job are studies and analyzed
it may be conducted first to collect information for the job description
job analysis
tools of mgmt
a written statement plan that allows employees to plan their own professional growth within the organization
skills matrix system
tools of mgmt
a written statement of the minimum standards that must be met by an applicant for a particular job
job specification
tools of mgmt
covers duties involved in a job, the working conditions peculiar to the job, and personal qualifications required of the worker to carry out the assigned responsibilities successfully
job specification
tools of mgmt
an outline of work to be performed, procedures to be used, and time schedule for a particular position
workers may be scheduled successfully only after thorough analysis and study of the jobs to be done, the working conditions, and the probable efficiency of the employees
work schedule
3 basic types of work schedules
individual, daily unit, organization
important in determining the amount of preparation time and labor required to produce and serve meals
menu pattern
show where tasks may be eliminated, combined, or modified in the overall picture
work distribution analysis chart
