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Foodservice Management II > Exam 1 - Ch. 11 and 12 > Flashcards

Exam 1 - Ch. 11 and 12 Flashcards

1
Q

How does good communication help with decision making in an organization?

A
  • Promotes balance
  • Organizational stability related to effective decision making and communication
  • Leads to more people, more money, and more outputs
  • Management asking employee inputs for decision making
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2
Q

Describe the effect of time and knowledge on decision making

A

Depends on the type of decision being made

  • programmed decisions: routine/repetitive decisions, require less thought/knowledge and made in shorter amount of time
  • nonprogrammed decisions: require more knowledge and take longer to make
  • informal communication: good for speed but not accuracy
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3
Q

When would group decision making be beneficial to use?

A
  • To promote new ideas and understanding
  • when starting a new foodservice organization
  • when 2 or more organizational units will be affected by the decisions
  • nonprogrammed decisions often not made alone
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4
Q

When would group decision making not be beneficial to use?

A
  • If limited time
  • Expensive/hard to find experts
  • May prevent full discussion of facts and alternatives
  • Group norms, member roles, communication patterns, cohesiveness (things that can negatively impact decision)
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5
Q

Conditions of Risk

A
  • Decisions are made when results are uncertain
  • Probability techniques are necessary for estimating the likelihood of events occurring in the future (ex: estimating to prevent over/under production during bad weather; likely have to check records of previous rainy days)
  • risk and uncertainty increase as timeframe for making the decision is farther in the future
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6
Q

Decision making

A

selection of a course of action from a variety of alternatives

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7
Q

Steps in the decision making process

A
  1. recognize and define problem
  2. identify alternatives
  3. evaluate alternatives
  4. select best alternative
  5. implement chosen alternative
  6. Evaluate outcome
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8
Q

programmed decisions

A
  • routine/repetitive decisions, made by employees/lower management
  • decision made by following established policies/procedures
  • concrete, quantitative
  • takes less time
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9
Q

nonprogrammed decisions

A
  • relatively unstructured decision that takes a higher degree of judgment, made by upper management/supervisors
  • unique, little/no precedent
  • take longer
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10
Q

4 methods for group decision making

A
  1. interacting groups
  2. delphi groups
  3. nominal groups
  4. focus groups
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11
Q

interacting group

A
  • decision making group in which members discuss, argue, and agree upon the best alternative
  • promotes new ideas and understanding
    ex: departments, work groups, committees
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12
Q

delphi group

A
  • used for developing a consensus of expert opinion
  • make individual predictions about a problem, come together to review
  • takes too much time, too expensive for every day actions
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13
Q

nominal group

A
  • structured technique for generating creative and innovative ideas
  • group members presented w/ a problem; write down as many alternatives as possible (without talking) and discuss/rank them in order
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14
Q

focus group

A
  • qualitative information gathering method
  • used by large chains desiring customer feedback
  • consists of 10-20 people, meet for 2 hrs to discuss predetermined aspect of a particular establishment (and compare to competition)
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15
Q

barriers to communication

A
  • hearing an expected message
  • inference
  • ignoring conflicting info
  • differing perceptions
  • evaluating the source
  • ignoring nonverbal cues (tone of voice, facial expressions)
  • becoming emotional
  • cultural/language differences
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16
Q

feedback

A

-technique for improved communication; two way communication

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17
Q

downward communication

A

individuals at higher levels of the organization communicate downward to those lower levels

ex: job instructions, emails, memos, policy statements

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18
Q

upward communication

A

provides employees with the opportunity to have a say in what happens in the organization

ex: special meetings, suggestion boxes, questionnaires, open door policy

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19
Q

horizontal communication

A

enhances organizational effectiveness; critical to ensure food is available in the right time at the right place

ex: department head meetings

20
Q

diagonal communication

A

way of minimizing time and effort expended in an organization; reports/other info may flow directly between departments –> more effective flow of info

ex: ordering clerk sending requests directly to the purchasing dept (rather than ordering clerk –> manager –> purchasing department)

21
Q

job analysis

A

gathers information for the job description and specification

22
Q

job description

A

tasks, duties, responsibilities

job title

23
Q

job specification

A
  • human qualities; capabilities the job holders should possess (traits, skills, background, education, experience)
  • contains statement of job conditions related to health and safety of employee
24
Q

Job design

A
  • outgrowth of job analysis

- concerned w/ structuring jobs to improve organization efficiency and employee job satisfaction

25
Q

Quality of work life (QWL)

A
  • Consideration of job design

- job enlargement, job enrichment, job characteristics, and employee work teams all increase QWL

26
Q

Job enlargement

A
  • Increase in total number of tasks employees perform

- prevents boredom from doing same tasks every day

27
Q

Job enrichment

A
  • Increase in opportunities for responsibility, achievement, growth and recognition; increases decision making power
  • increased responsibility makes employees feel important and more involved w/ their own work
28
Q

Performance standards

A
  • Desired results at a defined level of quality
  • Productivity standards, safety/sanitation
  • Based on work-related behaviors; way to evaluate employees (leads to personnel actions)
29
Q

3 types of information included in employee orientation

A
  1. review of the organization, how employee’s job contributes to the organization’s objectives
  2. specific info on policies, work rules and benefits
  3. General information about daily work routine
30
Q

Orientation

A

formal process of familiarizing new employees to the organization, job and work unit

31
Q

Training

A

ongoing process of updating skills of employees; teaching of technical skills (on the job and off the job)

32
Q

Development

A

programs designed to improve technical, human and conceptual skills; usually for managers

33
Q

Information that cannot be requested on a job application

A
  • Age
  • Gender
  • Nationality
  • Family status (pregnant, married)
  • Medical conditions
34
Q

Advantages of hiring within

A
  • positive employee morale
  • improves return investment on employees
  • usually less expensive than outside hiring
  • individuals already familiar w/ organization’s goals
35
Q

Limitations of hiring within

A
  • Lack of new ideas
  • person may have experience to back up their promotion but not necessarily have the skills needed for a higher level position
36
Q

Benefit of hiring from outside

A

Fresh new ideas

37
Q

Limitations of hiring from outside

A
  • differing methods/opinions
  • bad habits/set in their ways
  • more expensive, more training involved
38
Q

Steps in disciplinary process

A
  1. Unrecorded oral warning
  2. Oral warning w/ notation in employee file
  3. Written reprimand
  4. Suspension
  5. Discharge
39
Q

Legally required benefits

A
  • Social security
  • Worker’s comp
  • FMLA
40
Q

Social Security Act

A

Established insurance programs to cover employees against loss of earnings

41
Q

Worker’s compensation

A

assistance when hurt on the job; income/medical benefits vary by state

42
Q

Family Medical Leave Act (FMLA)

A

gives employees up to 12 weeks unpaid, job protected leave per year for personal illness, birth/adoption of child, to care for ill parent/spouse/child

43
Q

COBRA

A

gives employees right to continue their health insurance coverage after employment has ended (for 18-36 months)

44
Q

Effective human resources management leads to

A

achieving outputs to the system (including employee satisfaction)

45
Q

HR management is a function of the ________ process in the foodservice model

A

transformation

46
Q

How to calculate FTE

A

of total hours worked in a week divided by 40

47
Q

1.55

A

amount of FTE’s needed to fill a full time position

Foodservice Management II (1 decks)

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