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FFSS > Chapter 8: Organization and Management (1) > Flashcards

Chapter 8: Organization and Management (1) Flashcards

1
Q

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

A

line authority

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2
Q

line authority

occurs thru the delegation of authority, responsibilities redistributed horizontally through departmentalization

A

vertical growth

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3
Q

line authority

3 ways of dividing work

A

by function, by product, or by location

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4
Q

many diversified responsibilities demanded of the person at the top

A

staff authority

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5
Q

staff authority

added to assist the lines in an advisory capacity

A

staff specialists

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6
Q

staff authority

staff advises and supports the line

A

line and staff

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7
Q

delegates limited authority over a specified segment of activities to another person, may be vested in a vice president

A

functional authority

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8
Q

personnel function of employing and training people and maintaining favorable work conditions

A

staffing

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9
Q

the purpose is to obtain the best available people for the organization and to foster development of their skills and abilities

A

staffing

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10
Q

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

A

staffing

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11
Q

continuous process of making decisions, conveying them to subordinated, and ensuring appropriate action

A

directing

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12
Q

interrelating the various parts of work so they flow smoothly

must be properly designed

A

coordinating

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13
Q

keeping supervisors, managers, and subordinated informed concerning responsibility through records, research, reports, inspection, and other methods

A

reporting

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14
Q

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

A

reporting

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15
Q

fiscal planning, accounting, and controlling

A

budgeting

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16
Q

this necessitates measuring quantity of output, quality of the finished product, food and labor costs, and the efficient use of workers time

A

budgeting

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17
Q

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

A

budgeting

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18
Q

skills of managers

skills that allow one to perform specialized activities

A

technical skills

19
Q

skills of managers

understanding and motivating individuals and groups

A

interpersonal skills

20
Q

skills of managers

understanding and integrating all the activities and interests of the organization toward a common objective

A

conceptual skills

21
Q

managerial activities and roles - interpersonal roles

performing duties of a symbolic, legal, or social nature because of one’s position in the organization

A

figurehead

22
Q

managerial activities and roles - interpersonal roles

establishing the work atmosphere within the organization and activating subordinates to achieve organizational goals

A

leaders

23
Q

managerial activities and roles - interpersonal roles

establishing and maintaining contacts outside the organization to obtain information and cooperation

A

liaisons

24
Q

managerial activities and roles - informational roles

collecting all information relevant to the organization

A

monitor

25
Q

managerial activities and roles - informational roles

transmitting information gathered outside the organization to members inside

A

disseminator

26
Q

managerial activities and roles - informational roles

transmitting information from inside to outside the organization to outsiders

A

spokesperson

27
Q

managerial activities and roles - decisional roles

initiating change in the organization to adapt and keep pace with changing conditions in the environment

A

entrepreneur

28
Q

managerial activities and roles - decisional roles

one who handles unexpected change

A

disturbance handler

29
Q

managerial activities and roles - decisional roles

make decisions concerning priorities for utilization of organizational resources

A

resource allocators

30
Q

managerial activities and roles - decisional roles

assigned to a person who deals with individuals and other organizations

A

negotiator

31
Q

tools of mgmt

a graphic representation of the basic groupings and relationships of positions and function

A

organizational chart

32
Q

tools of mgmt

indicate channels of authority

A

solid lines

33
Q

tools of mgmt

show advisory responsibility and lines of communication

A

dotted lines

34
Q

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

A

job description

35
Q

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

A

job description

36
Q

include identifying information, a job summary, specific duties, and requirements

A

job description

37
Q

tools of mgmt

all aspects of job are studies and analyzed

it may be conducted first to collect information for the job description

A

job analysis

38
Q

tools of mgmt

a written statement plan that allows employees to plan their own professional growth within the organization

A

skills matrix system

39
Q

tools of mgmt

a written statement of the minimum standards that must be met by an applicant for a particular job

A

job specification

40
Q

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

A

job specification

41
Q

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

A

work schedule

42
Q

3 basic types of work schedules

A

individual, daily unit, organization

43
Q

important in determining the amount of preparation time and labor required to produce and serve meals

A

menu pattern

44
Q

show where tasks may be eliminated, combined, or modified in the overall picture

A

work distribution analysis chart

FFSS (30 decks)

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