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Inman Key Points > Domain 3 > Flashcards

Domain 3 Flashcards

1
Q

4 Functions of management

A

plan, organize, staff, direct, control/evaluate

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1
Q

short range/opperatoinal planning

A

<1 year, operating budget

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2
Q

long range planning

A

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

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3
Q

strategic planning

A

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

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4
Q

SWOT analysis

A

strengths, weaknesses, opportunities, threats

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5
Q

meal equivalent

A

all food sales/average cost of typical meal

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6
Q

adjusted FTE

A

hours worked + days off/benefits

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7
Q

relief workers for FTE

A

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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8
Q

labor turnover rate

A

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

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9
Q

Herzberg’s 2 factor theory

A

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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10
Q

McClelland’s achievement power affiliation theory

A

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

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11
Q

MacGregor theory

A

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

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12
Q

Hawthorne studies - Western Electric - Elton Mayo

A

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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13
Q

bureaucratic leadership style

A

follows procedures to the letter, by the book

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14
Q

Likert management of conflict

A

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

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

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15
Q

scalar principal

A

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

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16
Q

behavioral theory/ theory Z

A

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

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17
Q

Leadership continuum

A

Tannebaum and Schmidt
tells decision ->delegates responsibility for decision

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18
Q

Contingency approach

A

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

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19
Q

Leadership effectiveness model: Hersey, Blanchard, Johnson

A

tell for low readiness
delegate for high readiness

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20
Q

scientific management
Taylor

A

work centered, most efficient as possible

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21
Q

Management by objectives (MBO)
Drucker

A

performance goals established with employees

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22
Q

Pareto analysis

A

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

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23
Q

80-20 rule

A

80% of an outcome is 20% of the input

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24
Q

dominance and suppression conflict resolution

A

forcing, smoothing, avoidance, majority vote

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25
Q

referent power

A

personality, charisma, how well you are liked

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26
Q

position (legitimate) power

A

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

27
Q

SOP vs SOPP

A

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

28
Q

Landrum- Griffin, Labor Management Reporting and Disclosure Act

A

bill of rights for union members, regulates internal union affairs

29
Q

EEOC

A

Equal Employment Opportunity Commission

oversees Civil Rights Act and Equal Employment Opportunity Act

30
Q

Fair labor standards act

A

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

31
Q

Americans w Disabilities “reasonable accommodations”

A

aisles 36”, doorways 32”, flashing alarm lights

32
Q

job enrichment

A

Herzberg & Maslow motivator
increases number of tasks and control

33
Q

statutory benefits

A

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

34
Q

arbitration

A

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

35
Q

injunction

A

court order to prevent someone from doing something

36
Q

critical incident

A

employee performance; record incidents of positive or negative behavior

37
Q

CPM

A

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

38
Q

EP vs AP

A

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

39
Q

operating cost percentage

A

12-18% of budget

40
Q

cash basis vs accrual basis

A

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

41
Q

liquidity ratios vs net worth ratios

A

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

42
Q

inventory turnover rate

A

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

43
Q

food cost percentage

A

daily food cost/daily income

44
Q

food cost per meal

A

food cost per month/# of meals per month

food cost per month= (ending inventory-beginning inventory) + foods purchased

45
Q

profit margin

A

net profit/ sales revenue

46
Q

net profit vs gross profit

A

net profit= profit after ALL expenses deducted

gross profit= profit after just sales vs costs

47
Q

value analysis vs value added

A

lowers cost vs increases value to consumer

48
Q

marketing mix

A

product, place, price, promotion

49
Q

BE

A

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

50
Q

BE in sales volume

A

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

51
Q

selling price using markup factor and hidden cost

A

selling price= markup factor x (raw food cost + hidden cost)

hidden cost= 10%
markup factor= 100/food cost %

52
Q

prime cost method

A

raw food cost + labor cost = prime cost

markup factor x prime cost

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

53
Q

profit pricing

A

food cost/ food cost %

food cost %= 100-(total cost)

54
Q

TQM

A

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)

55
Q

CQI

A

continuous quality improvement;
part of TQM;
systems and organization

56
Q

rate based indicator vs sentinel event indicator

A

between 1-99%

0% or 100%

57
Q

Kaizen philosophy

A

continuous small incremental improvements in process on a daily basis

58
Q

Six signma

A

6 standard deviation from mean=little variation in process

59
Q

major function of management

A

planning

60
Q

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

A

1) 36-42”
2) 48-52”
3) 60”

61
Q

Relief employees per FTE

A

FTEx0.55= #relief employees

62
Q

Productive hours

A

hours ACTUALLY worked by FTEs

63
Q

Meal equivalent

A

food sales/average cost of typical meal

64
Q
A

Inman Key Points (6 decks)

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