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Exam 1 Flashcards

1
Q

Basic Systems Model

A

inputs–>transformation–>outputs

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2
Q

5 Different levels of a system

A

environment, macrosystem, system, subsystem, components

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3
Q

Environment Level examples

A

economy, community

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4
Q

Macrosystem examples

A

hospital, company

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5
Q

System examples

A

dietary department

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6
Q

subsystem examples

A

kithchen, cafe, patient services

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7
Q

Components examples

A

bakery, dishroom

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8
Q

Characteristics of a basic system

A

1-operate within an environment
2- built of subsystems
3- have a central purpose
4-focus on interrelatedness among subsystems

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9
Q

Inputs of a system

A

Human: direct/indirect labor
Materials: food, supplies, energy
Technology: Type of operation
Capital Resources: Money, physical plant

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10
Q

Subcategories of transformation

A

Culture, task, people, structure, processes

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11
Q

Transformation: task

A

interdependence, skill required, information required

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12
Q

Transformation: People

A

Needs, abilities, expectations, values

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13
Q

Transformation: Structure

A

Organization design, layout and design, personnel system and policies, control systems: menu, financial, quality assurance, standardize recipies, forecasting

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14
Q

Transformation: Processes

A 
Leadership and supervision
Communication
Integration
Comflict Management
Decision Making
Problem solving
Planning and goal setting
Interpersonal relationsips
Evaluation and control
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15
Q

System Outcomes

A

Profit: labor, food, and operational costs
Product (food): quality, quantity, nutritional, aesthetic, microbes
Product (service): level, quality
Growth and renewal

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16
Q

Individual Outcomes

A

Behavior: turnover, absenteeism, tradiness
Affect: job satisfaction, commitment

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17
Q

Culture:

A

open vs closed; formal vs informal; impersonal vs. warm

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18
Q

Dominant coalition

A

personal values, functional experience, managerial values, personality

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19
Q

Flow of Food

A

menu planning –> purchasing –> recieving –> storing –> preparing –> cooking –> holding –> serving –> cooling –> reheating

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20
Q

Conventional food service advantages

A

High quality
Menu flexibility
Food served soon
Standardized Recipies

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21
Q

Conventional food service disadvantages

A

labor intensive
high labor costs
bad consistency
food costs hard to control

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22
Q

Conventional food service food flow

A

Purchase from all areas
food produced
hold heated/chilled
served

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23
Q

Centralized food service Advantages

A 
lower cost
purchasing power
effective usda commodities
ingredient contro
inventory control
low labor cost
quality control
flexible prep
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24
Q

Centralized food service disadvantages

A 
high initial investment
need tech. skilled employees
monotonous
major impact of equipment malfunctions
trans cost
food safety
loss of quality
restandardization required
many different employees
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25
Q

Centralized food service food flow

A

Mostly ingredients not ready to go foods
production
stored
transport to recieving kitchen

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26
Q

Ready prepared food service advantages

A

Fleibility of food prep

labor savings

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27
Q

Ready prepared food service disadvantages

A 
limited menu varitey
high initial capital investment
percieved loss of quality
recipie modified as needed
food safety
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28
Q

Ready prepared food service food flow

A 
all types of food purchased
production
store frozen or chilled
reheat
serve
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29
Q

assembly serve food service advantages

A

low labor

limited equipment

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30
Q

assembly serve food service disadvantages

A

high foos cost
limited menu
loss of quality

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31
Q

assembly serve food service food flor

A

mostly ready preared foods
store chilled or frozen
portion and heat
serve

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32
Q

Effective

A

doing the right things

ex: making 100 pies for pie day at work

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33
Q

Efficient

A

doing things right

ex: making 100 pies in an hour

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34
Q

Clinical RD

A

clinical nutrition manager

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35
Q

Community RD

A

WIC coordinator

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36
Q

Research RD

A

priciple investigator

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37
Q

Food service RD

A

Director or VP

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38
Q

Wellness RD

A

Worksite wellness supervisor

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39
Q

Collaborators

A

other groups not directly involved in food service but enhanse the FSO

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40
Q

TQM/CQI

A

Decrease managerial levels and everyone gets an input

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41
Q

Gould, R., & Canter, D. (2008). Management matters. Journal of the American Dietetic Association, 108, 1834-1836. Authors Purpose

A

empasize that managerment is a very important skill in all areas of dietetics; align management with the profession

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42
Q

Gould, R., & Canter, D. (2008). Management matters. Journal of the American Dietetic Association, 108, 1834-1836. Systems model

A 
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
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43
Q

Mathieu, J. (2008). Moving into management. Journal of the American Dietetic Association, 108, 1423-1425. authors purpose

A

keeping an open mind to management can be rewarding and how we can get those positions

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44
Q

Mathieu, J. (2008). Moving into management. Journal of the American Dietetic Association, 108, 1423-1425. Systems model

A 
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
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45
Q

Canter, D., Sauer, K., & Shanklin, C. (2012). Management is a multifaceted component essential to the skill set of successful dietetics practitioners. Journal of the Academy of Nutrition and Dietetics, 112, S5. Authors purpose

A

Show the imporatnace of management skills and a different way of viewing management

46
Q

Canter, D., Sauer, K., & Shanklin, C. (2012). Management is a multifaceted component essential to the skill set of successful dietetics practitioners. Journal of the Academy of Nutrition and Dietetics, 112, S5. systems model

A 
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
47
Q

Howells, A., Sauer, K., & Shanklin, C. (2017). Evaluating Clinical Nutrition Managers’ involvement in key management functions. Journal of the Academy of Nutrition and Dietetics, 117, 1339-1348. Authors purpose

A

establish tasks needed by a cnm and the frequency of these tasks and compare findings with other research

48
Q

Howells, A., Sauer, K., & Shanklin, C. (2017). Evaluating Clinical Nutrition Managers’ involvement in key management functions. Journal of the Academy of Nutrition and Dietetics, 117, 1339-1348. systems model

A 
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
49
Q

Berthelsen, R., Barkley, W., Oliver, M., McLymont, V., & Puckett, R. (2014). Academy of Nutrition and Dietetics: Revised 2014 Standards of Professional Performance for registered dietitian nutritionists in dietitians in management of food and nutrition systems. Journal of the Academy of Nutrition and Dietetics, 114, 1104-1112. authors purpose

A

update SOPP in food and nutrition services

50
Q

Berthelsen, R., Barkley, W., Oliver, M., McLymont, V., & Puckett, R. (2014). Academy of Nutrition and Dietetics: Revised 2014 Standards of Professional Performance for registered dietitian nutritionists in dietitians in management of food and nutrition systems. Journal of the Academy of Nutrition and Dietetics, 114, 1104-1112. systems model

A

Transformation: personnel systems and policies
organizational design
Outputs: job satisfaction

51
Q

6 Domains of SOPP

A 
quality in practice
competence and accountability
provision of servie
application of research
communication and application of knowledge
utilize and manage resources
52
Q

Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. authors purpose

A

RDs and food service serve a huge aspect of the patient experience

53
Q

Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. Overall systen

A

input: patient, supplies, employee
Process: order, food prep
output: patient gets tray
feedback

54
Q

Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. systems model

A

Inputs: patient, room service, food, supplies, labor
Transformation: open culture,
people: needs
order taken
Outputs: meal trat, quality, satisfaction

55
Q

Trend

A

definite, predictable, direction or sequence of events that has social economic and political importance

56
Q

Fad

A

widely shared enthusiasm for something that is short lived

57
Q

Trend vs Fad speed

A

T-slowly emerges

F-come on quickly

58
Q

Trend vs Fad Peak

A

T-peaks later

F- peaks earlier

59
Q

Trend vs Fad Declin

A

T-later

F-Earlier

60
Q

Trend vs Fad change

A

T-net change

F-no net change

61
Q

FSO Trend examples (5)

A 
cost center to profit center
generational shifts
globalization 
food allergies/intolerances
climate change-patient dignity and food selling feature
62
Q

SWOT analysis

A

strength, weakness, opportunity, threat

63
Q

Peregrin, T. (2011). Sustainability in foodservice operations: An update. Journal of the American Dietetic Association,111, 1286-1294. authors purpose

A

emphasize the importnce of sustainability in FSO and how the RD is important

64
Q

Peregrin, T. (2011). Sustainability in foodservice operations: An update. Journal of the American Dietetic Association,111, 1286-1294. systems model

A

Inputs-labor, food/supplies, energy, technology, money
Transformation- layout and design, menu, financial
Outputs-quality, operational costs, job satisfaction

65
Q

Thiagarajah, K., & Getty, V. (2013). Impact on plate waste of switching from a tray to a trayless delivery system in a university dining hall and employee response to the switch. Journal of the Academy of Nutrition and Dietetics, 113, 141-145. authors purpose

A

determine if trayless decreases food waste in a university dining hall and how employees are affected

66
Q

Thiagarajah, K., & Getty, V. (2013). Impact on plate waste of switching from a tray to a trayless delivery system in a university dining hall and employee response to the switch. Journal of the Academy of Nutrition and Dietetics, 113, 141-145. systems model

A

Inputs-labor, supplies, technology
Transformation- layout and design
Outputs-quality, labor cost, job satisfaction, service quality

67
Q

Hayes, D., & Dodson, L. (2018). Practice paper of the Academy of Nutrition and Dietetics: Comprehensive nutrition programs and services in schools. . Journal of the Academy of Nutrition and Dietetics, 118, 920-931. authors purpose

A

RD role in child nutrition programs and overview of programs

68
Q

Hayes, D., & Dodson, L. (2018). Practice paper of the Academy of Nutrition and Dietetics: Comprehensive nutrition programs and services in schools. . Journal of the Academy of Nutrition and Dietetics, 118, 920-931. systems model

A

Inputs-technology, materials
Structure: policies
Outputs: quality, satisfaction, food/labor cost

69
Q

Mission

A

why an organizaion or unit exists

70
Q

Vision

A

what an organization or unit aspires to be

71
Q

Goals

A

what an organization or unit wants to accomplish over a long perios

72
Q

Objectives

A

concrete and specific statements that explain how one intends to accomplish goals

73
Q

strategies

A

precise plan for acheiveing goals nd objectives while best utilizing resources

74
Q

Mission statement

A

guide organization as it seeks long term objectives

75
Q

SMART goals

A

specific, measurable, attainable, results-focused, timely

76
Q

Strategic plan steps

A

Develop/evaluate mission (environment/SWOT)–>new mission/goals–>formulate strategies–>allocate resources–>implement–>evaluate

77
Q

Rogers, D. (2017). Report on the Academy/Commission on Dietetic Registration 2016 Needs Satisfaction Survey.Journal of the Academy of Nutrition and Dietetics, 117, 626-631. authors purpose

A

discover needs of members, whats currently working what can be improved and what can be improved elswhere

78
Q

Rogers, D. (2017). Report on the Academy/Commission on Dietetic Registration 2016 Needs Satisfaction Survey.Journal of the Academy of Nutrition and Dietetics, 117, 626-631. systems model

A

Transformation-planning and goal setting, evaluation
structure:organizational design
Outputs-job satisfaction
FEEDBACK

79
Q

Marketing

A

process of planning and executing the conception, pricing promotion, and distribution of ideas good, services to create exchanges that satisfy individual objectives

80
Q

Marketing concept

A

management philosphy that states determinign needs and wants of customers is the objective

81
Q

Importance of target market

A

clear understanding of needs and wants and greater precision in techniques

82
Q

4 ps of marketing

A

product, price, place, promotion

83
Q

4 p’s: product

A

anything that is offered to a market for attention, acquisition, use or consumptin that might satisfy a want or need

84
Q

4p’s: price

A

amount of money charged

85
Q

4p’s: place

A

location and how products ar sold

86
Q

4 p’s: promotion

A

communication with customer to increase awareness

87
Q

Freedman, M. R., & Connors, R. (2010). Point-of-Purchase nutrition information influences food-purchasing behaviors of college students: A pilot study. Journal of the American Dietetic Association,110, 1222-1226. authors purpose

A

to see is POP strategie are successful marketing strategies

88
Q

Freedman, M. R., & Connors, R. (2010). Point-of-Purchase nutrition information influences food-purchasing behaviors of college students: A pilot study. Journal of the American Dietetic Association,110, 1222-1226. systems model

A

Inputs-food
Transformation-people: values
process: layout or design
Outputs-quantitiy qualiy

89
Q

Product quality

A

what is being served; evaluated by test trays and trat audits

90
Q

Service quality

A

service; meal rounds

91
Q

5 step process of quality improvement

A 
1-define standars
2-assess current situation
3-develop improvement strategies
4-implement
5-assess
6-feedback, recognition, awards
92
Q

Boyce, B. (2011). Satisfying customers and lowering costs in foodservice: Can both be accomplished simultaneously? Journal of the American Dietetic Association, 111, 1458-1466. authors purpose

A

to see if customer satisfaction and cost control are possible

93
Q

Boyce, B. (2011). Satisfying customers and lowering costs in foodservice: Can both be accomplished simultaneously? Journal of the American Dietetic Association, 111, 1458-1466. systems model

A

inputs-tehnology, money, food
transformation-planning, values
output-cost, quality, satisfaction

94
Q

McCray, S., Maunder, Kl, Krikowa, R., & MacKenzie-Shalders, K. (2018). Room service improves nutrition intake and increases patient satisfaction while decreasing food waste and cost. Journal of the Academy of Nutrition and Dietetics, 118, 284-293.authors purpose

A

demonstrate improvement inFSO with room service model

95
Q

McCray, S., Maunder, Kl, Krikowa, R., & MacKenzie-Shalders, K. (2018). Room service improves nutrition intake and increases patient satisfaction while decreasing food waste and cost. Journal of the Academy of Nutrition and Dietetics, 118, 284-293. systems model

A

input-food supplies, tehnology
transformation-values, expectations, layout, design, evaluation and control
output-quality, quantitiy, satisfaction

96
Q

Benchmark

A

meausres to gauge performance

97
Q

Benchmarking

A

ongoing process of investigating internal and external practices that produce external performance

98
Q

Internal benchmarking

A

within the FSO (meals in feb vs august)

99
Q

External benchmarking

A

Withib different FSOs. (meals at mercy and mary greely)

100
Q

Productivity

A

effective use of a given set of resources

101
Q

General productivity equation

A

meals/labor hours

102
Q

Gregoire, M. B., & Theis, M. L. (2015). Practice paper of the Academy of Nutrition and Dietietcs: Principles of productivity in food and nutrition services: Applications in the 21st century health care reform era. Journal of the Academy of Nutrition and Dietetics, 115, 1141-1147. authors purpose

A

emphasize importance of productivity, relate it to healthcare, adn discuss the role of maager

103
Q

Gregoire, M. B., & Theis, M. L. (2015). Practice paper of the Academy of Nutrition and Dietietcs: Principles of productivity in food and nutrition services: Applications in the 21st century health care reform era. Journal of the Academy of Nutrition and Dietetics, 115, 1141-1147. systems model

A

inputs-labor materials, information, money
transformation-info requires, goal setting, needs
outputs-meals, sales, consults

104
Q

Phillips, W. (2015). Clinical nutrition staffing benchmarks for acute care hospitals. Journal of the Academy of Nutrition and Dietetics, 115, 1054-1056. authors purpose

A

set RD benchmarks for patients seen in hospitals

105
Q

Phillips, W. (2015). Clinical nutrition staffing benchmarks for acute care hospitals. Journal of the Academy of Nutrition and Dietetics, 115, 1054-1056. systems model

A

inputs-labor, money
transformation-skill, expectations, structure of org
outputs-satisfaction and quality

106
Q

5 Functions of Management

A

Planning, organizing, controlling, directing, staffing

107
Q

SW of SWOT

A

Strengths and weaknesses; internal

108
Q

OT of SWOT

A

Opportunity and threat; external

109
Q

Need

A

Things needed to to survive (food water shelter etc.)

110
Q

Want

HSPM 391 (2 decks)

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