Domain III, Topic A, Functions of Management

Question 1

The five functions of management include

1) ____
2) ________
3) _____
4) ______
5) _______/________

Answer 1

Plan, organize, staff, direct, control/evaluate

Question 2

The five areas of planning are

1) __________
2) ________
3) __________
4) ____ ____
5) _________ ____________

Answer 2

Objectives, policies, procedures, time span, Emergency preparedness

Question 3

__________ in planning are predetermined; towards which management directs its efforts, serves as motivators, provides direction

Answer 3

Objectives

Question 4

________ in planning are general decision making guides, boundaries within you must operate (all customer complaints will be addressed within one day)

Answer 4

Policies

Question 5

__________ in planning are chronological sequences of activities, specific guide for daily operations (how to run the dish machine)

Answer 5

Procedures

Question 6

Planning time spans fall into three different categories

1) _____ _____ or operational
2) ____ ____
3) _________

Answer 6

Short range, long range, strategic

Question 7

_____ ____ planning covers 1 year periods or less; usually the operating budget projected in days, weeks, months

Answer 7

Short range

Question 8

____ ____ planning is up to a 5 year cycle, focuses on goals and objectives
1) requires a mission statement of long range vision

Answer 8

Long range

Question 9

_________ planning includes decisions about intended future outcomes and how success is measured and evaluated

1) Broad technological and competitive aspects; sets direction for organization
2) SWOT analysis; Strengths, Weaknesses, Opportunities, Threats
3) Assesses the environment outside and inside the organization

Answer 9

Strategic

Question 10

The four areas of _________ ____________ in planning are

1) Personnel screening
2) Procurement, receiving, storage
3) Security
4) Production and service

Answer 10

Emergency Preparedness

Question 11

In the _________ ________ area of emergency preparedness personnel should be screened, addresses and nubers updated, ID badges, orientation session, practice drills.
A plan should be posted and updated, emergency numbers and warning signals listed, evacuation route posted, OSHA and HAZMAT numbers posted, location of emergency doors, supplies, menu; water safety supplies; backup storage for computer records

Answer 11

Personnel screening

Question 12

In the ___________, ________, and _______ area of emergency preparedness there should be a Memo of Understanding (MOU) with vendors, list of companies that supply food, name and ID of delivery persons; delivery routes, days, times; inspect loading dock for suspicious materials

Answer 12

Procurement, receiving, storage

Question 13

In the ________ area of emergency preparedness: doors and windows locked when not in use; surveillance cameras on docks, security personnel

Answer 13

Security

Question 14

In the __________ and _______ area of emergency preparedness: safe food practices followed, issued food checked, hands washed, authorized personnel prepare and serve food

Answer 14

Production and service

Question 15

The six areas to address in the __________ and ________ function of management are

1) Functions
2) Organizational Structure
3) Determining Staff Needs
4) Work simplification procedures
5) Productivity Management
6) Labor turnover rate

Answer 15

Organizing and staffing

Question 16

The _________ area of the organizing and staffing function of management includes:

a) Identify tasks and activities
b) establish relationships among all other functions of management

Answer 16

Functions

Question 17

The _________ structure area of the organizing and staffing function of management includes an organizational chart that

• Shows how the employee fits into the organization
  1) Shows relationship of positions and functions
  2) Depicts lines of authority shown with solid lines
  3) advisory staff positions shown with dotted lines
  4) Not shown: degree of authority at each level, informal relationships

Answer 17

organizational

Question 18

An ______________ chart does not show

a) chain of command
b) staff - advisory; specialists
d) Functionality of staff
e) Span of control - number of individuals or departments under the direction of one individual

Answer 18

organizational

Question 19

There are four different general staffing patterns
1) acute care conventional
a) \_\_ minutes per meal or \_\_\_ meals per labor hour
2) Extended care facilities
a) _ meals per labor hour
3) Cafeteria
a) \_\_\_ meals / labor hour
4) School foodservice
\_\_ - \_\_ meals/labor hour

Answer 19

17, 3.5, 5, 5.5, 13 - 15

Question 20

When determining meals served, consider meal equivalents. If it takes as much labor to produce _ nourishments as it does _ meal, then 6 nourishments are equivalent in labor to 1 meal

Answer 20

6, 1

Question 21

____ __________ is a measure of productivity defined as the amount of all food sales divided by the average cost of a typical prototype meal.

Answer 21

Meal equivalent

Question 22

Work schedules usually include an _ hour work day, a __ minute lunch break and one or two __ minute work breakks

Answer 22

8, 30, 15

Question 23

A ______ schedule serves as an overall plan; days on and off, vacations; basis for developing weekly schedules

Answer 23

Master

Question 24

A _____ schedule provides staffing patterns for a particular operation; position and hours worked, number of fays worked per week, relief assignments

Answer 24

shift

Question 25

A __________ schedule provides time sequencing of events required to produce a meal; employee assignments and menu items; quantity to prepare and the timing (what to do when)

Answer 25

Production

Question 26

____ ____ __________ (FTE)

1) absolute FTE == minimum number of employees needed to staff the facility; counts productive hours (hours actually worked)
2) Adjusted FTE also takes into account the benefit days and days off
3) Compute by dividing the total number of hours used in operating the food service for a period of time by the normal workload hours of one employee

Answer 26

Full Time Equivalent

Question 27

FTE / ___ = labor hours worked per day / 8 hour normal work load

Answer 27

Day

Question 28

FTE / ____ = labor hours worked per week / 40 hour normal work load

Answer 28

week

Question 29

FTE / ____ = labor hours worked that year / 2080

Answer 29

year

Question 30

______ workers
1) approximately 1.55 employees are necessary for everyday coverage of full time positions. Full time employees generally are available an average of only 236 days per year because of days off and benefit days (129 days)

Answer 30

Relief

Question 31

To determine the actual number of employees needed, multiply the number of full time positions by ____ to get the umber of relief workers needed to cover 365 days per year

a) If you have 20 full time positions: 20 x ____ = 11 relief employees
b) employees + relief employees = total number required
c) another approach: Multiply ____ x number of employees

Answer 31

0.55, 0.55, 1.55

Question 32

Hospital food service positions cover a _ day week. Employees work _ days and have _ days off. A relief worker covers those _ days off and can also work a _ day week. So relief workers can cover the “days off” of 2.5 full time workers each week. 5/1 = 2.5

Answer 32

7, 5, 2, 2, 5

Question 33

____ _____________ procedures exist to eliminate unnecessary parts of job and those that add no value; looks at smallest parts of the job (hand movements, steps taken); increases productivity and decreases cost

Answer 33

Work simplification

Question 34

______ economy
- Reduce motions and time required, use shortest and straightest routes to move materials. Movement should be: simultaneous, symmetrical, natural, rhythmic, habitual.

Answer 34

Motion

Question 35

__________ sampling

- Observe random samples (intermittent observations) to determine percentage of time working or idle

Answer 35

Occurrence

Question 36

A _______ chart or ____ diagram

-Scale drawing showing path of a worker during a process

Answer 36

Pathway, flow

Question 37

_________ charts

- Steps involved in process using symbols

Answer 37

Operation

Question 38

_______ charts

- Steps involved in process using symbols

Answer 38

Process

Question 39

_____ charts

- Efficiency of equipment placement, studies work motions, shows number of movements between pieces of equipment

Answer 39

Cross

Question 40

_____________ management

a) Evaluation tool measuring efficiency and providing data to enhance decision making regarding resource allocation
b) Productivity is the efficiency with which a production or service activity converts inputs into outputs, expressed as ratios
1) Inputs (resources) - labor, money, materials, facilities, energy
2) Outputs (units of service) - meals, patient days, consults
3) Labor minutes worked per day, trays per minute, consults per labor hour
c) to increase productivity, increase the output or decrease the input
d) meals per labor hour = # meals produced // # hours worked

Answer 40

Productivity

Question 41

_____ turnover rate uses # of new employees at the end of a period
(Number of employees terminated and replaced / total positions in department) x 100

Answer 41

Labor

Question 42

__________ is the distribution of work to qualified people
a) Manager must have clear understanding of what they want done; give specific instructions; motivate; provide training; require complete work; establish adequate controls

Answer 42

Delegation

Question 43

_____________

a) Transmitting and receiving information to bring about a desired action
b) Feedback (response tells you whether or not the correct message has been received
c) Barriers: words not mutually understood, poor voice quality, illegible handwriting
d) listening skills are essential

Answer 43

Communication

Question 44

______________ _____________ channels (directions on the organizational chart)

1) downward - from department head down through the ranks of workers (chain of command), use procedure manuals, policy statements
2) upward - from workers up to the department head; open door policy, suggestion boxes, grievance procedures
3) Horizontal between departments or between production and service within the nutrition department
4) diagonal - minimizes time and effort expended in organizations
5) Informal channel (grapevine) -meets social needs of group

Answer 44

Organizational communication

Question 45

____________ theories and strategies

- Supply a personal incentive for a worker

Answer 45

Motivational

Question 46

Maslow’s _________ of _____

-Determinants of behavior, motivated by the desire to satisfy specific needs

Answer 46

Maslow’s Hierarchy of Needs

Question 47

_____ needs include

a) physiological (survival needs) - food, clothing, shelter, pay, benefits, working conditions, schedule
b) security and safety - insurance, retirement plans, job security

Answer 47

Basic

Question 48

______ _____ needs (motivators)

a) social (organized activities)
b) self - esteem (job title, praise, rewards, promotions)
c) self - realization, self actualization (realizing your potential growth using creative talents); advanced training, job enrichment

Answer 48

Higher Human

Question 49

When _____ needs are met, ______ _____ needs become motivators

Answer 49

basic, higher human

Question 50

Herzberg’s ___ - ______ theory

-Motivation and maintenance approach

Answer 50

Herzberg’s Two - Factor Theory

Question 51

___________ (hygiene) factors (satisfiers, dissatisfiers)

1) if present and perceived as good - satisfiers
2) If lacking or perceived as negative - disatisfiers and will interfere with work
- Do not produce motivation, but can prevent motivation from occuring
- Fair wage, insurance, retirement benefit, supervision, schedule, working conditions, interpersonal relationships on the job
- Maintain minimal level of need satisfaction

Answer 51

Maintenance

Question 52

__________ - call forth energy and enthusiasm, job enrichment
1) Achievement, personal accomplishment, recognition, responsibility, participation in decision - making, opportunity for growth and advancment

Answer 52

Motivators

Question 53

McClelland’s ___________ - power, affiliation theory

1) suggests that all people have three needs: to achieve, need for power, need for affiliation
2) The achievement motive is a desire to do something better or more efficiently. People with this need tend to gravitate towards sales and management positions They are task oriented and can manage themselves.
3) The need for affiliation is the desire to be liked by others, join groups
4) Those with a need for power enjoy competition and seek confrontation

Answer 53

Achievement

Question 54

MacGregor’s Theory _ and Theory _
- Attitude of the manager toward employees has an impact on job performance (based on manager’s assumptions as to how employees view work)

Answer 54

X, Y

Question 55

Theory _
People inherently dislike work and will avoid it if possible; authoritarian, work centered; workers prefer to be controlled and directed by pressure; motivation through fear; negative, autocratic

Answer 55

X

Question 56

Theory _
Work is as natural as play or rest; management should arrange conditions so workers can achieve goals by directing own efforts, positive, participative

Answer 56

Y

Question 57

_________ Studies / _______ Electric / _____ Mayo

1) If you involve people in the process, they become more productive
a) Productivity due to: Employees were given special attention, were involved in an interesting experience, and were well treated by supervisors
b) work breaks increased productivity
2) placebo effect (special attention improves behavior)

Answer 57

Hawthornes, Western, Elton

Question 58

__________ Theory (Beer, Vroom)

1) Rewards serve as motivators only under certain circumstances
2) Employees must believe that effective performance leads to certain rewards
3) Employees must feel that rewards offered are attractive

Answer 58

Expectancy

Question 59

____ - ____ Theory (Evans, House

a) focuses on leader’s effect on employee’s motivation to perform
b) Motivation to behave in a particular manner is the result of an expectation that a behavior will result in a particular goal and how strongly a person desires the goal

Answer 59

Path Goal

Question 60

_________ leaders accept that change should and will occur and work with others in order to facilitate the pace and outcome of change. This empowers both themselves and others.

Answer 60

Effective

Question 61

Styles of leadership listed in decreasing order of control

1) __________ - demands obedience, most control, full responsibility
2) ____________ - Asks for input, but makes final decision alone
3) ____________ - By the book, follows procedures to the letter
4) _____________ - Emerging trend in management. Encourage workers to participate in decision making. Uses quality circles: Small group of employees who meet regularly to identify and solve problems
5) ___ ____ (laissez - faire) - Least control

Answer 61

Autocratic, consultative, bureaucratic, participative, free rein

Question 62

__________ Grid - Blake, Mouton, McCanse

1) Plots leader’s concern for people (employees) vs. ther concern for production
2) Scale of 1 to 9; 1 is low 9 is high

Answer 62

Leadership

Question 63

On a leadership grid, Top left:
1,9 \_\_\_\_\_\_\_ \_\_\_\_ Management
-Employee centered
- Seeking approval and acceptance
-Comfortable, friendly atmosphere

Answer 63

Country Club

Question 64

On a leadership grid, Top right:
9,9 ____ Management
- High concern for both people and production
- Common Stake in purpose

Answer 64

Team

Question 65

On a leadership grid, Bottom Left:
1,1 \_\_\_\_\_\_\_\_\_\_\_\_ Management
- Exert minimum effort to get work done
- Desire to hang on
- Low concern for people and production

Answer 65

Impoverished

Question 66

On a leadership grid, bottom right:
9,1 _________, _________, __________
- Focus on production, managing tasks, domination, mastery, control
-People are commodities like machines

Answer 66

Authority, obedience, autocratic

Question 67

On a leadership grid, middle:

5,5 ______ - of - the - ____ management

Answer 67

Middle of the road

Question 68

The four basic systems of organizational leadership are

a) __________, autocratic (job - centered)
b) __________, autocratic (job centered)
c) ____________ (employee centered)
d) _____________ (employee centered)

Answer 68

Exploitive, Benevolent, consultative, participative

Question 69

___________ is the most effective system of organizational leadership

• Employees worked under general supervision, the boss delegated authority, and it was employee oriented
• Decision making spread evenly throughout the organization
• Full involvement of employees in setting goals making job related decisions

Answer 69

Participative

Question 70

_____ Principle - Promote someone to a level of incompetence (Employees are promoted to their maximum capability)

Answer 70

Peter

Question 71

___________ or _________ Management theory

1) Formal structure that organizes and administers the work activities
2) Coordination is main responsibility of management
3) Focus on tasks, structure, authority
4) Scalar principle - Authority and responsibility flow in a direct line vertically from the highest to lowest echelons
5) Unity of command - each is accountable to only one superior
6) Criticisms - Too mechanistic; job focused and impersonal; doesn’t see group interactions and decision making processes

Answer 71

Traditional, classical

Question 72

_____ _________ (Behavioral) theory of management

1) Uses behavioral sciences, workers exist in social groups
2) Employee participation in decision making is essential
3) Improves moral and productivity

Answer 72

Human Relations

Question 73

Theory _ (Ouchi) of management

a) The value of a company is the people
b) Everyone who will be affected by a decision is involved in making the decision (consensus decision making)

Answer 73

Z

Question 74

In the _______ approach to management

1) System is an organized whole composed of interdependent parts called subsystems
a) Subsystem: complete system within itself that is part of a larger system
2) Open system interacting with external forces; change in one part affects many other parts
3) Management approach to considering the entire organization when making decision or allocating resources
4) Major components of a system: Input - Transformation - Output
- The process of transforming inputs into outputs involves linking (decision making, communication), managing (plan, organize, staff, direct, control) and building function subsystems (production, distribution, service)

Answer 74

System

Question 75

Characteristics of ____ systems

• Interdependency of parts: each part affects performance of other parts leading to integration and synergy
• Intergration: Parts are blended together into a unifed whole
• Synergy: Units working together may have greater impact than each operating separately
• Dynamic Equilibrium: Steady State, continuous response and adaptation to environment
• Equifinality: same or similar output can be achieved by usin inputs or by varying the transformation process (various alternative may be used to achieve similar results)
• Permeability of boundaries: allows system to be affected by changing environment
• Interface: where two systems or subsystems come in contact with each other

Answer 75

Open

Question 76

__________ and ___________ leadership responds to externa environment.
-Methods that are highly effective in one situation may not work in another (results differ because situations differ). Management must identify which techniques will work in a particular situation at a particular time

Answer 76

Contingency, situational

Question 77

__________ ________: Tannebaum and Schmidt

• Developed continuum or range of possible leadership behaviors.
• Each typpe of behavior is related to the degree of authority used by the manger and the amount of freedoom available to subordinates in reaching decisions
• Manager may use a variety of approaches as the situation requires. A manager who generally involves others in making decision, must take charge in a crisis

Answer 77

Leadership Continuum

Question 78

___________ ________: Fiedler

• In both highly favorable and highly unfavorable situation, a task - oriented leader is more effective (the group is ready to be led)
• In moderately favorable situation, a relationship - oriented leader tends to be more effective because cooperation is more successful than task - oriented leadership

Answer 78

Contingency Approach

Question 79

__________ _____________ _____: Hersey, Blanchard, Johnson

• Readiness of followers and recommended leadership styles
• Readiness: desire for achievement, willing and able to accept responsibility, skills relevant to task
• Leadership style: Tell, Sell, Participate, Delegate
• Low readiness: ____
• Low to moderate readiness: ____
• Moderate to high readiness: ___________
• High readiness: ________

Answer 79

Leadership effectiveness model

Question 80

__________ management: Taylor

1) Work centered - workers must work at fastest pace possible and at maximum efficiency; systematic approach to improving worker efficiency
2) Structure work situation to minimize motivation needed by supervisor
3) Fin the best way of performing tasks
4) Focus on physical aspects of the job

Answer 80

Scientific

Question 81

Management by __________ (MBO) - Drucker

1) Type of democratic management that provides control from within
2) Establish performance goals with employees
a) Gives higher incentive value
b) overall control achieved through self-control by employees
c) Management stresses accomplishments and results
3) Participative leadership

Answer 81

Objectives

Question 82

__________ approaches focus on interaction among leaders and their followers rather than on characteristics of the leaders themselves

Answer 82

Reciprocal

Question 83

A _____________ leader clarifies roles and responsibilities; uses rewards and punishments to achieve goals

Answer 83

Transactional

Question 84

A _______________ leader uses agents of change to inspire followers to become motivated to work towards organizational goals rather than personal gain; builds on and extends transactional leadership
- Cultivation of employee acceptance of the group mission

Answer 84

Transformational

Question 85

In ______________ change theory:

• Managers serve as catalysts for change
  1) Conditions necessary to change (transform) a department
  a) Leader recognizes there is a need to make a change
  b) Leader depicts a future that appeals to the values, needs and aspirations of followers (leader defines vision)
  2) Successful change requires: unfreese the status qup, change to a new state, refreeze to make the change permanent

Answer 85

Organizational

Question 86

In the __________ / __________ function of management:

1) Measure present performance against standard performance
a) determine whether goals have been reached
b) on - going process
c) shows strengths and weaknesses, solves problems
d) steps
1) establish qualitative and quantitative standards
2) Measure performance
3) Compare to standard
4) Take corrective action
e) Types of control: Production, quality, quantity

Answer 86

Controlling / Evaluating

Question 87

Managerial skills include

1) _________ - Understanding of and proficiency in a specific kind of activity
a) Most important at lower levels of management
2) _____ - ability to work effectively as a group member
a) important at all levels but imperative at lower levels of management
3) __________ - ability to see organization as a whole
a) Importance increases at higher ranks of management
4) Hard skill can be taught, soft skill must be developed and nurtured

Answer 87

Technical, human, conceptual

Question 88

Managerial roles include

1) _____________
2) ________ - making / _______ - solving
3) _________ resolution

Answer 88

Informational, decision making, problem solving, conflict resolution

Question 89

The _____________ role of a manager

a) Monitor role - constantly searching for information to become more effective
b) disseminator - transmits information to subordinates
c) spokesman - transmits information to people inside and outside

Answer 89

informational

Question 90

Managerial role of ________ - making and _______ - solving

1) Recognize and analyze problem
2) Determine workable solutions
3) Gather data
4) Choose solutions
5) Take action
6) Follow - up the action

Answer 90

Decision making, problem solving

Question 91

The _______ _____ technique of decision - making / problem - solving (Generate innovative, creative ideas)

1) More structures and controlled than an ordinary brainstorming group
2) Has authoritative leader, controlled interactions, closely focused goals, rigid enforced procedures, responses strictly controlled by leader
3) Often sit in horseshoe formation; silent generation of ideas by participants
4) Round robin reporting – leader records ideas
5) Group ranks items in priority order; vote for final decision

Answer 91

Nominal group

Question 92

______ technique of decision making / problem solving

1) Designed to probe expert minds in a series of written interviews from which some consensus is sought
2) Participants do not meet

Answer 92

Delphi

Question 93

_____ and ______ (fish) diagram of problem solving and decision making

1) Focuses on different causes of a problem; categorizes related factors to make their influence more observable
2) What are the causes of the effects (results) you are seeking?
3) Series of connected arrows, each representing an important factor
4) Technique to increase worker involvement in decision making
5) Example: How can we create a successful in-service?
- Causes: Interesting topic, knowledgeable speaker, interested attendees
- Effects: Sound information, pleasant experience

Answer 93

Cause and Effect

Question 94

______ analysis method of decision making and problem solving

• Illustrates the relative importance of problems; Most effects have relatively few causes
  1) Work on the tallest bar or problem that occurs most frequently; correcting the “vital few” problems will have the greatest impact on quality
  2) 8 - 20 rule: 80% f a given outcome results from 20% of an input (80% of sales come from 20% of customers)

Answer 94

Pareto

Question 95

_______ Theory of decision making or problem solving

1) Develops the relationships involved in waiting in line
2) Used in analyzing flow of customers in a cafeteria - balance cost of waiting lines with the cost of preventing waiting lines through increased service

Answer 95

Queuing

Question 96

_________ is inevitable, sometimes necessary for the organization to survive, often leads to solutions.
- The task of a manager is not to suppress or resolve all ________ but to manage it to minimize its harmful aspects and maximize its beneficial aspects

Answer 96

Conflict, conflict

Question 97

_________ and ___________ method of conflict resolution

• Repress conflict rather than settle it; creates a win - lose situation
  a) forcing - “I’m the boss. Do it my way.” No argument, may lead to indirect and destructive expressions of conflict
  b) Smoothing - more diplomatic; manager minimizes the extent of disagreement and tries to talk one side into giving in
  c) avoidance - manager avoids taking a position; no one is satisfied; pretends to be unaware that a conflict exists or postpones action repeatedly
  d) Resolve conflict by majority vote - can be effective if members regard the procedure as fair

Answer 97

Dominance and suppression

Question 98

__________ method of conflict resolution

a) managers try to resolve conflict by finding a middle ground
b) Each party achieves some of its objectives and sacrifices others
c) May be weak method - does not usually lead to a solution that can best help the orgganization
d) solution reached will simply be one that both parties can live with

Answer 98

Compromise

Question 99

___________ problem - solving approach

a) Conflict is converted into a joint problem solving solution
b) Parties openly try to find a solution they can all accept

Answer 99

Integrative

Question 100

Managerial _________ is an action that will cause a change in behavior or attitude of another

Answer 100

Influence

Question 101

Managerial _____ is the ability to exert influence. There are five types of managerial _____.

1) ______ power - Ability to reward another for carrying out an order, give incentives, praise to reinforce certain behaviors
2) ________ power - Negative side of reward power, ineffective in motivating behavior change, may create resistance
3) ________ (legitimate) power - Subordinate acknowledges that the influencer has the right to exert influence due to position (job title)
4) ______ power - belief that influencer has some relevant expertise that the subordinate does not; provides credibility
5) ________ power (personality, charisma) - Based on desire to identify with or imitate the influencer, how well you are likes

Answer 101

Power, power, reward, coercive, position, expert, referent

Question 102

__________ managers are sensitive to the source of their power and are aware of the risks and benefits of using each kind.

Answer 102

Successful

Question 103

Managerial attributes that distinguish __________ organizations from others

a) Have a bias for action - fix it, do it, solve it
b) Be close to your customers - learn from them
c) Autonomy - be a risk taker; try new way to get the job done
d) Productivity through people; treat with respect and dignity
e) Management should be hands on and value driven: explain your value system to your employees

Answer 103

Successful

Question 104

(SOP) _________ of ________ in nutrition care:
- Describes in general terms a competent level of nutrition care practice as shown by the NCP (problem solving method used to think critically and make decisions to provide safe, effective, high quality nutrition care). For those working in direct patient care.
1

Answer 104

Standards of Practice

Question 105

_________ of _______ (SOP) include diabetes care, oncology nutrition care, behavioral health care, nutrition support, management of food and nutrition systems, sports dietetics, and education of dietetics practitioners, pediatric nutrition, nephrology care

Answer 105

Standards of Practice

Question 106

_________ of ____________ __________ (SOPP): Describes a competent level of behavior in the professional role (6 domains of professionalism)

Answer 106

Standards of Professional Performance

Question 107

The 6 domains of the Standards of Professional Performance are

1) _________ of services
2) ___________ of research
3) _____________ and application of _________
4) ___________ and __________ of resources
5) _______ in practice
6) __________ and ______________

Answer 107

Provision, application, communication, knowledge, Utilization and management, Quality, Competency, accountability