Domain 3 Flashcards by Adrienne Seitz

4 Functions of management

plan, organize, staff, direct, control/evaluate

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short range/opperatoinal planning

<1 year, operating budget

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long range planning

up to 5 yr cycle, mission statement, focus on goals/objectives

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strategic planning

decisions about intended future outcomes, how success is measured/evaluated

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SWOT analysis

strengths, weaknesses, opportunities, threats

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meal equivalent

all food sales/average cost of typical meal

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adjusted FTE

hours worked + days off/benefits

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relief workers for FTE

FTE x 1.55 = total employees
or 0.55 x FTE= # relief employees
days off coverage= FTE days on/ days off

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labor turnover rate

(#of employees terminated/total positions in department) x 100

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Herzberg’s 2 factor theory

motivation- job enrichment, call forth energy & enthusiasm
examples: responsibility, recognition by management, participation in decision making

maintenance- (hygiene) factors, satisfiers/ dissatisfiers

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McClelland’s achievement power affiliation theory

3 needs: achievement, need for power, need for affiliation

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MacGregor theory

attitude of manager impacts job performance
Theory X (negative) vs Y (positive)

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Hawthorne studies - Western Electric - Elton Mayo

placebo effect
involve people in the process-> more productive
being well-treated by supervisors, given special attention, importance of breaks in increasing productivity

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bureaucratic leadership style

follows procedures to the letter, by the book

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Likert management of conflict

4 systems of organizational leadership: exploitive/ autocratic, benevolent/ autocratic, consultative, participative

participative is most effective (employee oriented, manager delegated authority)

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scalar principal

authority / responsibility flow in direct line vertically from high to low echelons

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behavioral theory/ theory Z

value of the company is the people, consensus decision making
mutual employee-worker loyalty

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Leadership continuum

Tannebaum and Schmidt
tells decision ->delegates responsibility for decision

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Contingency approach

Fiedler
task oriented leader in highly favorable/ unfavorable situations
relationship oriented leader in moderately favorable situations

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Leadership effectiveness model: Hersey, Blanchard, Johnson

tell for low readiness
delegate for high readiness

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scientific management
Taylor

work centered, most efficient as possible

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Management by objectives (MBO)
Drucker

performance goals established with employees

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Pareto analysis

use bar graph to determine problem to work on (choose the highest bar= its the most frequent problem)

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80-20 rule

80% of an outcome is 20% of the input

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dominance and suppression conflict resolution

forcing, smoothing, avoidance, majority vote

referent power

personality, charisma, how well you are liked

position (legitimate) power

leader has right to influence power due to position/ job title

SOP vs SOPP

Standards of Practice (nutrition care) vs Standards of Professional Performance (behavior in professional role)

Landrum- Griffin, Labor Management Reporting and Disclosure Act

bill of rights for union members, regulates internal union affairs

EEOC

Equal Employment Opportunity Commission oversees Civil Rights Act and Equal Employment Opportunity Act

Fair labor standards act

set minimum wage, overtime pay, Equal pay act (no sexism), donated time, child labor laws

Americans w Disabilities "reasonable accommodations"

aisles 36", doorways 32", flashing alarm lights

job enrichment

Herzberg & Maslow motivator increases number of tasks and control

statutory benefits

payment required by law to ensure income in event of unemployment, injury or death

arbitration

FINAL step in bargaining; hearing to dissolve a dispute during an impasse; decision is usually binding

injunction

court order to prevent someone from doing something

critical incident

employee performance; record incidents of positive or negative behavior

CPM

critical path method; identifies most critical activities to best allocated resources

EP vs AP

edible portion vs as purchased prices; EP= AP cost/edible weight

operating cost percentage

12-18% of budget

cash basis vs accrual basis

accounting methods; at time of transaction vs revenues/expenses overall

liquidity ratios vs net worth ratios

assess ability to meet short term debt vs ability to meet long term debt

inventory turnover rate

cost of sales (food cost)/average inventory cost; rate of 2-4x/month= desirable

food cost percentage

daily food cost/daily income

food cost per meal

food cost per month/# of meals per month food cost per month= (ending inventory-beginning inventory) + foods purchased

profit margin

net profit/ sales revenue

net profit vs gross profit

net profit= profit after ALL expenses deducted gross profit= profit after just sales vs costs

value analysis vs value added

lowers cost vs increases value to consumer

marketing mix

product, place, price, promotion

breakeven point= fixed costs / (selling price-variable cost)

BE in sales volume

fixed costs/ [1- (variable costs/sales)]

selling price using markup factor and hidden cost

selling price= markup factor x (raw food cost + hidden cost) hidden cost= 10% markup factor= 100/food cost %

prime cost method

raw food cost + labor cost = prime cost markup factor x prime cost markup factor= 100 / (food cost % + labor cost %)

profit pricing

food cost/ food cost % food cost %= 100-(total cost)

TQM

Total quality management; emphasizes individuals; PDCA (plan, do, check, act); FOCUS (find a process, organize a team, clarify current knowledge, understand causes, select process improvement)

CQI

continuous quality improvement; part of TQM; systems and organization

rate based indicator vs sentinel event indicator

between 1-99% 0% or 100%

Kaizen philosophy

continuous small incremental improvements in process on a daily basis

Six signma

6 standard deviation from mean=little variation in process

major function of management

planning

aisle width in kitchen- 1) lane with 1 person 2) lane w >1 person + mobile equipment 3) main traffic lane

1) 36-42" 2) 48-52" 3) 60"

Relief employees per FTE

FTEx0.55= #relief employees

Productive hours

hours ACTUALLY worked by FTEs

Meal equivalent

food sales/average cost of typical meal