Foodservice Final Flashcards
1
Q
Management
A
a process whereby unrelated resources are integrated into a total system for accomplishment of objectives
2
Q
Organization
A
a group of people working together in a structured and coordinated way to achieve goals
3
Q
Efficiency
A
getting the ideal output with the least input
4
Q
Effectiveness
A
accomplishing outcomes as planned
5
Q
Interpersonal roles
A
figurehead
leader
liaison
6
Q
Informational roles
A
monitor
disseminator
spokesperson
7
Q
Decisional roles
A
entrepreneur
disturbance handler
resource allocator
negotiator
8
Q
Three basic skills of managers
A
technical
human
conceptual
9
Q
Skills
A
abilities that can be developed and are manifested in performance
10
Q
Five management functions
A
planning
organizing
staffing
directing
controlling
11
Q
Planning
A
determining in advance what should happen
12
Q
Goals
A
represents the desired future conditions that individuals, groups, or organizations strive to achieve
13
Q
Objectives
A
end points that help reach a goal, and set the direction for all managerial planning
14
Q
Policies
A
guidelines for action in an organization
15
Q
Procedures
A
defines steps for implementation
16
Q
Four dimensions of planning
A
repetitiveness
time span
level of management
flexibility
17
Q
Traditional organizational structure
A
Organization Charts and Job Descriptions
Departmentalization
Integration
Delegation of authority
Administrative systems
18
Q
Innovative organizational structure
A
Empowered decision making
New bases of management power (bottom-up/lateral)
Flat hierarchy
Managers as change agents
Personal consideration/sociability
19
Q
Vertical division of labor
A
based on the establishment of lines of authority
20
Q
Horizontal division of labor
A
groups employees at similar levels, allowing them to work together more easily - encourages employees to share ideas across all levels and departments
21
Q
Team division of labor
A
involves the entire organization being made up of work groups or teams - no managerial hierarchy involved
22
Q
Matrix division of labor
A
used for special projects - experts are pulled together to work on a specific thing, then return to their department once finished
23
Q
Job descriptions include
A
Tasks, duties, and responsibilities of a job
Job’s working conditions
Tools, materials and equipment used to perform a job
24
Q
Span of management
A
the number of people any one person can supervise effectively
25
What contributes to the changing culture of management
Social responsibility
Globalization
Economic environment
Political and legal environment
Sociocultural environment
26
Strategic thinking
Intent focused, comprehensive, opportunistic, long-term oriented, builds on past and present, and hypothesis driven
27
Steps to strategic management
Environmental scan (SWOT analysis)
Strategy formation (mission and vision)
Strategy implementation (cost leadership, differentiation, focus)
Evaluation and control (Assess changes and establish controls)
28
Policies are important in organizations because they
Provide a general guide for organizational behavior
29
Corporate culture is defined as
Shared philosophies, values, assumptions and norms
30
Leadership
creating an environment in which members of the organization are motivated to contribute to organizational goals and changes
31
Motivation
the inner striving conditions (wishes, desires, and drives) that activate or move a person
32
Process of motivation
needs --> drives or motives --> achievement of goals
33
Maslow's Need hierarchy
Self-actualization
Esteem needs
Belongingness and love needs
Safety needs
Physiological needs
34
Existence-relatedness growth
Human needs that influence worker behavior: existence, relatedness, growth
35
Achievement-power affiliation
Needs are learned and socially acquired as individuals interact with the environment - Includes power, achievement, and affiliation
36
Two-factor theory
Focuses on the rewards or outcomes of performance that satisfy needs
Two sets of rewards/outcomes: job satisfaction (motivators, environment/content) and job dissatisfaction related (maintenance/hygiene, environment/context)
37
Bases of power
legitimate, reward, coercive (most negative), expert, referent, information, connection
38
Theory X
suggests that motivation will be primarily through fear and that the supervisor will be required to maintain close surveillance of subordinates if the organizational objectives are to be attained. Managers must protect the employees from their own shortcomings and weaknesses and, if necessary, goad them into action.
39
Theory Y
Emphasizes leadership by permitting subordinates to experience personal satisfaction and to be self-directed
40
Immaturity-maturity theory
Argyris states that when people join the workforce, many jobs and management practices are not designed to support their mature personality. Giving people the opportunity to grow and mature on the job allows employees to use more of their potential.
41
Leadership styles
Autocratic, makes the most decisions
Laissez-Faire, allows the group to make decisions
Democratic, leader guides and encourages the group to make decisisons
42
Transformational leadership
when leaders transform or change their followers in ways that lead the followers to: trust the leader, perform behaviors that contribute to the achievement of organizational goals and perform at a high level
43
Management vs leadership
Coping with complexities vs change
Organizing people to achieve goals vs aligning people toward goals
Controls vs motivate people
43
Servant leadership
individuals who were servants first, not leaders first; those who worked to be sure that others’ needs were met and helped others to grow both physically and emotionally. Encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.
44
In the two-factor theory, the hygiene (or maintenance) factors:
are often related to dissatisfaction on the job
44
When the baker blames the oven for the poor bakery product when, in fact, recipe procedures were not followed, the baker is using which defense mechanism?
Rationalization
45
McClelland proposed which of the following motivation theories?
Achievement-power-affiliation
46
Decision making
courses of action
47
Balance
organizational stability
48
Communication
decisions/info transmitted
49
Stages of decision-making
problem definition, identification and analysis, selection of a course of action
50
Programmed decisions
reached by following established policies and procedures
51
Nonprogrammed decisions
relatively unstructured decision that takes a higher degree of judgement, usually made by top managers
52
Organizational decisions
relates to purposes, objectives, and activities of the organization
53
Personal decisions
concerned with the manager's individual goals
54
Conditions for making decisions
Certainty
Uncertainty
Risk
55
Conditions of certainty
adequate information is available to assure results of decisions
56
Conditions of risk
results of decision are uncertain - probability techniques are necessary for estimating the likelihood of events occurring in the future
57
Conditions of uncertainty
Occurrence of future events cannot be predicted, managers may delay decisions until conditions stabilize
58
Decision-making techniques
Decision trees
Cost-benefit
Cost-effectiveness
Networks
Linear programming
59
Individual decision
managers can make decisions themselves using information available to them
60
Combination decision
managers can make decisions after consulting others
61
Group decision
managers can allow decisions to be made by the group, of which the manager is usually a member
62
Interacting groups
members discuss, argue, and agree upon the best alternative
63
Delphi groups
used for developing a consensus of expert opinion - experts make a prediction about a specific problem, which are combined and returned for second predicition
64
Nominal groups
rank order voting used to determine an alternative
65
Focus groups
qualitative information gathering method
66
Barriers to communication
Misinterpretation
Expecting messages
Ignoring conflicting information
Differing perceptions
Evaluating the source
Interpreting words differently
Ignoring nonverbal cues
Becoming emotional
Cultural differences
Linguistics
67
Techniques for improved communication
Feedback
Many channels
FTF communication
Sensitivity to receiver
Awareness of symbolic meanings
Careful timing
Reinforcing words with action
Simple language
68
Influences of organizational communication
Formal channels, authority structure, job specialization, information ownership
69
Formal channels of communication
Influences communication effectiveness in space
70
Authority structure
Content and accuracy of communication is impacted by authority differences
71
Job specialization
can help and hinder communication
72
Information ownership
individuals possess unique information and knowledge about their jobs
73
Directions of internal communication
downward
upward
horizontal
diagonal
74
Acculturation
adapting or adjusting to a new and different culture
75
Assimilation
Individuals are absorbed in a new culture
76
Integration
Individuals are absorbed in a new culture but maintain the integrity of their previous culture
77
Separation
Individuals keep their culture and stay independent of their new culture
78
Deculturation
Individuals lose their original culture but do not accept the new culture
79
Cultural issues that affect the communication process
paralanguage
chronemics
proxemics
oculesics
olfactics
haptics
kinesics
chromatics
silence
80
Negotiation
process in which two or more parties make offers, counteroffers, and concessions to reach an agreement
81
Distributive bargaining
occurs when resources available are fixed and the negotiation focuses on what portion of the resources each party will get
82
Integrative bargaining
occurs when there is a variable amount of resources available and there can be many possible financial disbursement options
83
Pillars of balance
stability - responds to need for efficiency
entrepreneurial - keeps structure small
habit-breaking - includes a willingness to reorganize frequently
84
Staffing tables
pictorial representations of all jobs with the number of employees in those jobs and future employment requirements
85
Skills inventory
Info on each employee's education, skills, experience, and career aspirations
86
Job analysis
the process of obtaining info about jobs by determining the duties and tasks or activities of those jobs
87
Five job dimensions
skill variety
task identity
task significance
autonomy
feedback
88
Master schedule
shows days on and off duty and vacations
89
Shift schedule
indicates position and hours works and may indicate the number of days worked per week, also lists relief assignments for positions
90
Production schedule
identifies tasks to be completed for the production of a meal
91
Labor relations
interaction between management and a labor union
92
Largest foodservice unions
* Hotel Employee and Restaurant Employees (HERE) Union
* United Food and Commercial Workers Union
* Service Employees International Union (SEIU)
* American Federation of State, County, and Municipal Employees (AFSCME)
* International Brotherhood of Teamsters
93
FTE
full-time equivalents
94
The local school foodservice served lunch to 2000 students; a total of 50 labor hours were required to serve the meals; labor costs per hour were $6.00. The labor cost per meal was:
$0.15
95
What requires that employers analyze their workforce and develop a plan of action to correct areas of past discrimination?
Affirmative action
96
What is not typically found in a job
description?
pay rate
97
Primary financial statements used by FS managers
balance sheet and income statement
98
Balance sheet
statement of assets, liabilities or debts, and capital or owner's equity at a given time or at the end of the accounting period.
99
Income statement
financial report that presents the net income or profit of an organization for the accounting period
100
Business entity concept
assumes a business enterprise is separate from the persons who supply its assets, and that financial records of each are distinct
101
Fundamental equation
assets equal liabilities plus owner's equity
102
Going-concern concept
value of a company's assets is its ability to generate revenue rather than the value of liquidated assets
103
Money as a unit of measure
only information that can be stated in monetary terms is included on a company's financial statement
104
Cost principle
recording transactions or valuing assets in terms of dollars at the time of the transaction
105
Cash basis
transaction at the time of cash inflow/outflow
106
Accrual basis
recognizes revenues when earned and expenses when incurred
107
Matching concept
matching revenues with all applicable expenses during the accounting period in which they occur
108
Depreciation
(cost of asset - salvage value)/years of useful life
109
Assets
resources of a company
110
liabilities
debts of a company
111
owner's equity
money value of a company in excess of its debts that is held by the owners
112
Ratio analysis
mathematical expressions of the relationship expressed between two items
113
Trend analysis
comparison of results over several periods of time
114
common-size statement
financial statement in which data is expressed as percentages for comparing results from one accounting period to another
115
Break-even analysis
determines the point at which profit is not being made and losses are not being incurred
116
Fixed costs
costs that do not vary with changes in the volume of sales
117
variable costs
costs that vary directly with changes in sales
118
contribution margin
proportion of sales that can contribute to fixed costs and profits after variable costs have been covered
119
Budget
plan for operating a business expressed in financial terms or a plan to control expenses and profit in relation to sales, usually covers a fiscal year
120
Data collected for budget preparation
Operating budgets from previous years
Department goals
Sales records and all other income items
Future operating policies
Economic conditions
Trends in sales and expenses
Menu prices, food cost, beverage costs, labor cost
Sales forecasts
Record of meals/customers served
Anticipated capitol expenses
121
Primary objectives of budgeting
Planning
coordination
control
122
Capital expenditures
Requests for renovation of space or the purchase of supplies/equipment valued at more than $5,000
123
Factors of menu pricing
cost of food and labor and additional operating costs, including rent, energy, promotional advertising, perception of value, and competition
124
Factor (markup) method
Price to sell an item is determined by multiplying the food cost by a factor
125
Prime cost
consists of raw food cost & direct labor cost involved in preparation of a food
item
126
Actual cost
used in operations that keep accurate cost records, all the costs associated with making an item
127
Odd-cents pricing
numbers that create the illusion of a bargain, stimulating the customer to buy (odd number, numbers other than zero, price just below a zero)
128
Pricing by the ounce
Giving customers a sense of control when purchasing to reduce complaints
129
Two-tier foodservice
Special items are prepared for those willing to pay
130
A la carte
individually pricing menu items for separate selection by the customer
131
Table d'hote
grouping several food items together and offering at a fixed price
132
Effective use of labor in the foodservice industry is especially difficult because of the following
– 7-day-a-week operations; some 24 hours a day.
– Peaks in service demand requiring additional staff.
– Seasonal variations in patronage of establishments
– Highly perishable nature of food before/after production
– Labor-intensive aspect of most production & service.
– The large number of unskilled & semiskilled personnel in the industry.
133
The financial statement that shows financial position at a particular point in time is the
balance sheet
134
The menu pricing method that uses desired food cost percentage in determining the menu sales price is the _______ pricing method
factor
135
Which of the following costs is typically
the highest in a foodservice operation?
labor
136
Having customers pay by the ounce for items purchased on a salad bar is an example of
pricing psychology
137
The fundamental accounting equation is: assets = liabilities + owners equity
true
138
