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Dietetics/RD Exam > Foodservice Final > Flashcards

Foodservice Final Flashcards

1
Q

Management

A

a process whereby unrelated resources are integrated into a total system for accomplishment of objectives

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2
Q

Organization

A

a group of people working together in a structured and coordinated way to achieve goals

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3
Q

Efficiency

A

getting the ideal output with the least input

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4
Q

Effectiveness

A

accomplishing outcomes as planned

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5
Q

Interpersonal roles

A

figurehead
leader
liaison

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6
Q

Informational roles

A

monitor
disseminator
spokesperson

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7
Q

Decisional roles

A

entrepreneur
disturbance handler
resource allocator
negotiator

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8
Q

Three basic skills of managers

A

technical
human
conceptual

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9
Q

Skills

A

abilities that can be developed and are manifested in performance

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10
Q

Five management functions

A

planning
organizing
staffing
directing
controlling

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11
Q

Planning

A

determining in advance what should happen

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12
Q

Goals

A

represents the desired future conditions that individuals, groups, or organizations strive to achieve

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13
Q

Objectives

A

end points that help reach a goal, and set the direction for all managerial planning

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14
Q

Policies

A

guidelines for action in an organization

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15
Q

Procedures

A

defines steps for implementation

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16
Q

Four dimensions of planning

A

repetitiveness
time span
level of management
flexibility

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17
Q

Traditional organizational structure

A

Organization Charts and Job Descriptions
Departmentalization
Integration
Delegation of authority
Administrative systems

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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

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19
Q

Vertical division of labor

A

based on the establishment of lines of authority

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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

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21
Q

Team division of labor

A

involves the entire organization being made up of work groups or teams - no managerial hierarchy involved

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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

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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

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24
Q

Span of management

A

the number of people any one person can supervise effectively

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25
Q

What contributes to the changing culture of management

A

Social responsibility
Globalization
Economic environment
Political and legal environment
Sociocultural environment

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26
Q

Strategic thinking

A

Intent focused, comprehensive, opportunistic, long-term oriented, builds on past and present, and hypothesis driven

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27
Q

Steps to strategic management

A

Environmental scan (SWOT analysis)
Strategy formation (mission and vision)
Strategy implementation (cost leadership, differentiation, focus)
Evaluation and control (Assess changes and establish controls)

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28
Q

Policies are important in organizations because they

A

Provide a general guide for organizational behavior

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29
Q

Corporate culture is defined as

A

Shared philosophies, values, assumptions and norms

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30
Q

Leadership

A

creating an environment in which members of the organization are motivated to contribute to organizational goals and changes

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31
Q

Motivation

A

the inner striving conditions (wishes, desires, and drives) that activate or move a person

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32
Q

Process of motivation

A

needs –> drives or motives –> achievement of goals

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33
Q

Maslow’s Need hierarchy

A

Self-actualization
Esteem needs
Belongingness and love needs
Safety needs
Physiological needs

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34
Q

Existence-relatedness growth

A

Human needs that influence worker behavior: existence, relatedness, growth

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35
Q

Achievement-power affiliation

A

Needs are learned and socially acquired as individuals interact with the environment - Includes power, achievement, and affiliation

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36
Q

Two-factor theory

A

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)

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37
Q

Bases of power

A

legitimate, reward, coercive (most negative), expert, referent, information, connection

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38
Q

Theory X

A

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.

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39
Q

Theory Y

A

Emphasizes leadership by permitting subordinates to experience personal satisfaction and to be self-directed

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40
Q

Immaturity-maturity theory

A

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.

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41
Q

Leadership styles

A

Autocratic, makes the most decisions
Laissez-Faire, allows the group to make decisions
Democratic, leader guides and encourages the group to make decisisons

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42
Q

Transformational leadership

A

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

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43
Q

Management vs leadership

A

Coping with complexities vs change
Organizing people to achieve goals vs aligning people toward goals
Controls vs motivate people

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43
Q

Servant leadership

A

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.

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44
Q

In the two-factor theory, the hygiene (or maintenance) factors:

A

are often related to dissatisfaction on the job

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44
Q

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?

A

Rationalization

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45
Q

McClelland proposed which of the following motivation theories?

A

Achievement-power-affiliation

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46
Q

Decision making

A

courses of action

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47
Q

Balance

A

organizational stability

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48
Q

Communication

A

decisions/info transmitted

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49
Q

Stages of decision-making

A

problem definition, identification and analysis, selection of a course of action

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50
Q

Programmed decisions

A

reached by following established policies and procedures

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51
Q

Nonprogrammed decisions

A

relatively unstructured decision that takes a higher degree of judgement, usually made by top managers

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52
Q

Organizational decisions

A

relates to purposes, objectives, and activities of the organization

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53
Q

Personal decisions

A

concerned with the manager’s individual goals

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54
Q

Conditions for making decisions

A

Certainty
Uncertainty
Risk

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55
Q

Conditions of certainty

A

adequate information is available to assure results of decisions

56
Q

Conditions of risk

A

results of decision are uncertain - probability techniques are necessary for estimating the likelihood of events occurring in the future

57
Q

Conditions of uncertainty

A

Occurrence of future events cannot be predicted, managers may delay decisions until conditions stabilize

58
Q

Decision-making techniques

A

Decision trees
Cost-benefit
Cost-effectiveness
Networks
Linear programming

59
Q

Individual decision

A

managers can make decisions themselves using information available to them

60
Q

Combination decision

A

managers can make decisions after consulting others

61
Q

Group decision

A

managers can allow decisions to be made by the group, of which the manager is usually a member

62
Q

Interacting groups

A

members discuss, argue, and agree upon the best alternative

63
Q

Delphi groups

A

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
Q

Nominal groups

A

rank order voting used to determine an alternative

65
Q

Focus groups

A

qualitative information gathering method

66
Q

Barriers to communication

A

Misinterpretation
Expecting messages
Ignoring conflicting information
Differing perceptions
Evaluating the source
Interpreting words differently
Ignoring nonverbal cues
Becoming emotional
Cultural differences
Linguistics

67
Q

Techniques for improved communication

A

Feedback
Many channels
FTF communication
Sensitivity to receiver
Awareness of symbolic meanings
Careful timing
Reinforcing words with action
Simple language

68
Q

Influences of organizational communication

A

Formal channels, authority structure, job specialization, information ownership

69
Q

Formal channels of communication

A

Influences communication effectiveness in space

70
Q

Authority structure

A

Content and accuracy of communication is impacted by authority differences

71
Q

Job specialization

A

can help and hinder communication

72
Q

Information ownership

A

individuals possess unique information and knowledge about their jobs

73
Q

Directions of internal communication

A

downward
upward
horizontal
diagonal

74
Q

Acculturation

A

adapting or adjusting to a new and different culture

75
Q

Assimilation

A

Individuals are absorbed in a new culture

76
Q

Integration

A

Individuals are absorbed in a new culture but maintain the integrity of their previous culture

77
Q

Separation

A

Individuals keep their culture and stay independent of their new culture

78
Q

Deculturation

A

Individuals lose their original culture but do not accept the new culture

79
Q

Cultural issues that affect the communication process

A

paralanguage
chronemics
proxemics
oculesics
olfactics
haptics
kinesics
chromatics
silence

80
Q

Negotiation

A

process in which two or more parties make offers, counteroffers, and concessions to reach an agreement

81
Q

Distributive bargaining

A

occurs when resources available are fixed and the negotiation focuses on what portion of the resources each party will get

82
Q

Integrative bargaining

A

occurs when there is a variable amount of resources available and there can be many possible financial disbursement options

83
Q

Pillars of balance

A

stability - responds to need for efficiency
entrepreneurial - keeps structure small
habit-breaking - includes a willingness to reorganize frequently

84
Q

Staffing tables

A

pictorial representations of all jobs with the number of employees in those jobs and future employment requirements

85
Q

Skills inventory

A

Info on each employee’s education, skills, experience, and career aspirations

86
Q

Job analysis

A

the process of obtaining info about jobs by determining the duties and tasks or activities of those jobs

87
Q

Five job dimensions

A

skill variety
task identity
task significance
autonomy
feedback

88
Q

Master schedule

A

shows days on and off duty and vacations

89
Q

Shift schedule

A

indicates position and hours works and may indicate the number of days worked per week, also lists relief assignments for positions

90
Q

Production schedule

A

identifies tasks to be completed for the production of a meal

91
Q

Labor relations

A

interaction between management and a labor union

92
Q

Largest foodservice unions

A
  • 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
Q

FTE

A

full-time equivalents

94
Q

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:

A

$0.15

95
Q

What requires that employers analyze their workforce and develop a plan of action to correct areas of past discrimination?

A

Affirmative action

96
Q

What is not typically found in a job
description?

A

pay rate

97
Q

Primary financial statements used by FS managers

A

balance sheet and income statement

98
Q

Balance sheet

A

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
Q

Income statement

A

financial report that presents the net income or profit of an organization for the accounting period

100
Q

Business entity concept

A

assumes a business enterprise is separate from the persons who supply its assets, and that financial records of each are distinct

101
Q

Fundamental equation

A

assets equal liabilities plus owner’s equity

102
Q

Going-concern concept

A

value of a company’s assets is its ability to generate revenue rather than the value of liquidated assets

103
Q

Money as a unit of measure

A

only information that can be stated in monetary terms is included on a company’s financial statement

104
Q

Cost principle

A

recording transactions or valuing assets in terms of dollars at the time of the transaction

105
Q

Cash basis

A

transaction at the time of cash inflow/outflow

106
Q

Accrual basis

A

recognizes revenues when earned and expenses when incurred

107
Q

Matching concept

A

matching revenues with all applicable expenses during the accounting period in which they occur

108
Q

Depreciation

A

(cost of asset - salvage value)/years of useful life

109
Q

Assets

A

resources of a company

110
Q

liabilities

A

debts of a company

111
Q

owner’s equity

A

money value of a company in excess of its debts that is held by the owners

112
Q

Ratio analysis

A

mathematical expressions of the relationship expressed between two items

113
Q

Trend analysis

A

comparison of results over several periods of time

114
Q

common-size statement

A

financial statement in which data is expressed as percentages for comparing results from one accounting period to another

115
Q

Break-even analysis

A

determines the point at which profit is not being made and losses are not being incurred

116
Q

Fixed costs

A

costs that do not vary with changes in the volume of sales

117
Q

variable costs

A

costs that vary directly with changes in sales

118
Q

contribution margin

A

proportion of sales that can contribute to fixed costs and profits after variable costs have been covered

119
Q

Budget

A

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
Q

Data collected for budget preparation

A

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
Q

Primary objectives of budgeting

A

Planning
coordination
control

122
Q

Capital expenditures

A

Requests for renovation of space or the purchase of supplies/equipment valued at more than $5,000

123
Q

Factors of menu pricing

A

cost of food and labor and additional operating costs, including rent, energy, promotional advertising, perception of value, and competition

124
Q

Factor (markup) method

A

Price to sell an item is determined by multiplying the food cost by a factor

125
Q

Prime cost

A

consists of raw food cost & direct labor cost involved in preparation of a food
item

126
Q

Actual cost

A

used in operations that keep accurate cost records, all the costs associated with making an item

127
Q

Odd-cents pricing

A

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
Q

Pricing by the ounce

A

Giving customers a sense of control when purchasing to reduce complaints

129
Q

Two-tier foodservice

A

Special items are prepared for those willing to pay

130
Q

A la carte

A

individually pricing menu items for separate selection by the customer

131
Q

Table d’hote

A

grouping several food items together and offering at a fixed price

132
Q

Effective use of labor in the foodservice industry is especially difficult because of the following

A

– 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
Q

The financial statement that shows financial position at a particular point in time is the

A

balance sheet

134
Q

The menu pricing method that uses desired food cost percentage in determining the menu sales price is the _______ pricing method

A

factor

135
Q

Which of the following costs is typically
the highest in a foodservice operation?

A

labor

136
Q

Having customers pay by the ounce for items purchased on a salad bar is an example of

A

pricing psychology

137
Q

The fundamental accounting equation is: assets = liabilities + owners equity

A

true

138
Q
A

Dietetics/RD Exam (4 decks)

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