Domain III, Topic A, Functions of Management Flashcards
The five functions of management include
1) ____
2) ________
3) _____
4) ______
5) _______/________
Plan, organize, staff, direct, control/evaluate
The five areas of planning are
1) __________
2) ________
3) __________
4) ____ ____
5) _________ ____________
Objectives, policies, procedures, time span, Emergency preparedness
__________ in planning are predetermined; towards which management directs its efforts, serves as motivators, provides direction
Objectives
________ in planning are general decision making guides, boundaries within you must operate (all customer complaints will be addressed within one day)
Policies
__________ in planning are chronological sequences of activities, specific guide for daily operations (how to run the dish machine)
Procedures
Planning time spans fall into three different categories
1) _____ _____ or operational
2) ____ ____
3) _________
Short range, long range, strategic
_____ ____ planning covers 1 year periods or less; usually the operating budget projected in days, weeks, months
Short range
____ ____ planning is up to a 5 year cycle, focuses on goals and objectives
1) requires a mission statement of long range vision
Long range
_________ 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
Strategic
The four areas of _________ ____________ in planning are
1) Personnel screening
2) Procurement, receiving, storage
3) Security
4) Production and service
Emergency Preparedness
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
Personnel screening
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
Procurement, receiving, storage
In the ________ area of emergency preparedness: doors and windows locked when not in use; surveillance cameras on docks, security personnel
Security
In the __________ and _______ area of emergency preparedness: safe food practices followed, issued food checked, hands washed, authorized personnel prepare and serve food
Production and service
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
Organizing and staffing
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
Functions
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
organizational
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
organizational
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
17, 3.5, 5, 5.5, 13 - 15
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
6, 1
____ __________ is a measure of productivity defined as the amount of all food sales divided by the average cost of a typical prototype meal.
Meal equivalent
Work schedules usually include an _ hour work day, a __ minute lunch break and one or two __ minute work breakks
8, 30, 15
A ______ schedule serves as an overall plan; days on and off, vacations; basis for developing weekly schedules
Master
A _____ schedule provides staffing patterns for a particular operation; position and hours worked, number of fays worked per week, relief assignments
shift
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)
Production
____ ____ __________ (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
Full Time Equivalent
FTE / ___ = labor hours worked per day / 8 hour normal work load
Day
FTE / ____ = labor hours worked per week / 40 hour normal work load
week
FTE / ____ = labor hours worked that year / 2080
year
______ 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)
Relief
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
0.55, 0.55, 1.55
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
7, 5, 2, 2, 5
____ _____________ 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
Work simplification
______ economy
- Reduce motions and time required, use shortest and straightest routes to move materials. Movement should be: simultaneous, symmetrical, natural, rhythmic, habitual.
Motion
__________ sampling
- Observe random samples (intermittent observations) to determine percentage of time working or idle
Occurrence
A _______ chart or ____ diagram
-Scale drawing showing path of a worker during a process
Pathway, flow
_________ charts
- Steps involved in process using symbols
Operation
_______ charts
- Steps involved in process using symbols
Process
_____ charts
- Efficiency of equipment placement, studies work motions, shows number of movements between pieces of equipment
Cross
_____________ 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
Productivity
_____ turnover rate uses # of new employees at the end of a period
(Number of employees terminated and replaced / total positions in department) x 100
Labor
__________ 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
Delegation
_____________
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
Communication
______________ _____________ 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
Organizational communication
____________ theories and strategies
- Supply a personal incentive for a worker
Motivational
Maslow’s _________ of _____
-Determinants of behavior, motivated by the desire to satisfy specific needs
Maslow’s Hierarchy of Needs
_____ needs include
a) physiological (survival needs) - food, clothing, shelter, pay, benefits, working conditions, schedule
b) security and safety - insurance, retirement plans, job security
Basic
______ _____ 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
Higher Human
When _____ needs are met, ______ _____ needs become motivators
basic, higher human
Herzberg’s ___ - ______ theory
-Motivation and maintenance approach
Herzberg’s Two - Factor Theory
___________ (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
Maintenance
__________ - call forth energy and enthusiasm, job enrichment
1) Achievement, personal accomplishment, recognition, responsibility, participation in decision - making, opportunity for growth and advancment
Motivators
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
Achievement
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)
X, Y
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
X
Theory _
Work is as natural as play or rest; management should arrange conditions so workers can achieve goals by directing own efforts, positive, participative
Y
_________ 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)
Hawthornes, Western, Elton
__________ 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
Expectancy
____ - ____ 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
Path Goal
_________ 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.
Effective
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
Autocratic, consultative, bureaucratic, participative, free rein
__________ 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
Leadership
On a leadership grid, Top left: 1,9 \_\_\_\_\_\_\_ \_\_\_\_ Management -Employee centered - Seeking approval and acceptance -Comfortable, friendly atmosphere
Country Club
On a leadership grid, Top right:
9,9 ____ Management
- High concern for both people and production
- Common Stake in purpose
Team
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
Impoverished
On a leadership grid, bottom right:
9,1 _________, _________, __________
- Focus on production, managing tasks, domination, mastery, control
-People are commodities like machines
Authority, obedience, autocratic
On a leadership grid, middle:
5,5 ______ - of - the - ____ management
Middle of the road
The four basic systems of organizational leadership are
a) __________, autocratic (job - centered)
b) __________, autocratic (job centered)
c) ____________ (employee centered)
d) _____________ (employee centered)
Exploitive, Benevolent, consultative, participative
___________ 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
Participative
_____ Principle - Promote someone to a level of incompetence (Employees are promoted to their maximum capability)
Peter
___________ 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
Traditional, classical
_____ _________ (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
Human Relations
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)
Z
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)
System
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
Open
__________ 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
Contingency, situational
__________ ________: 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
Leadership Continuum
___________ ________: 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
Contingency Approach
__________ _____________ _____: 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: ________
Leadership effectiveness model
__________ 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
Scientific
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
Objectives
__________ approaches focus on interaction among leaders and their followers rather than on characteristics of the leaders themselves
Reciprocal
A _____________ leader clarifies roles and responsibilities; uses rewards and punishments to achieve goals
Transactional
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
Transformational
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
Organizational
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
Controlling / Evaluating
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
Technical, human, conceptual
Managerial roles include
1) _____________
2) ________ - making / _______ - solving
3) _________ resolution
Informational, decision making, problem solving, conflict resolution
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
informational
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
Decision making, problem solving
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
Nominal group
______ 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
Delphi
_____ 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
Cause and Effect
______ 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)
Pareto
_______ 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
Queuing
_________ 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
Conflict, conflict
_________ 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
Dominance and suppression
__________ 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
Compromise
___________ 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
Integrative
Managerial _________ is an action that will cause a change in behavior or attitude of another
Influence
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
Power, power, reward, coercive, position, expert, referent
__________ managers are sensitive to the source of their power and are aware of the risks and benefits of using each kind.
Successful
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
Successful
(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
Standards of Practice
_________ 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
Standards of Practice
_________ of ____________ __________ (SOPP): Describes a competent level of behavior in the professional role (6 domains of professionalism)
Standards of Professional Performance
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 ______________
Provision, application, communication, knowledge, Utilization and management, Quality, Competency, accountability
