Functions of Management Flashcards
Policies vs. Procedures
POLICIES are general decision-making guidelines, boundaries within you must operate
PROCEDURES are chronological sequence of activities, specific guide for daily operations
Work schedule: Master
Serves as the overall plan; days on and off, vacations, basis for developing weekly schedules
Work schedule: Shift
staffing patterns for a particular operation; positions and hours worked, number of days worked per week, relief assignments
Work schedule: Production schedule
Time sequencing of events required to produce a meal; employee assignments and menu items; quantity to prepare and the timing (what to do when)
Absolutely FTE
minimum number of employees needed to staff the facility; counts productive hours (hours actually worked)
Adjusted FTE
Also takes into account the benefit days and days off
Calculating FTE (full time equivalent)
compute by dividing the total number of hours used in operating the foodservice for a period of time by the normal workload hours of one employee.
FTE/day = labor hours worked per day / 8 hour normal work load
FTE/ wk = labor hours worked per week / 40 hour normal work load
FTE/yr = labor hours worked that year / 2080
Work simplification procedures
- Motion economy
- Occurrence sampling
- Pathway chart or flow diagram
- Operation charts
- Process charts
- Cross charts
Motion economy
reduce motions and time required
Occurrence samping
observe random samples to determine percentage of time working or idle
Pathway chart / flow diagram
scale drawing showing path or a worker during a process
Operation chart
Movement of hands; reduces transportation and re-plan work areas (use both hands simultaneously and effectively)
Process charts
steps involved in process using symbols
Cross charts
efficiency of equipment placement, studies work motions, shows number of movements between pieces of equipment
To increase productivity, increase the output or decrease the input
of meals / # hours worked
meals per labor hour
Motivational theories: Maslow’s hierarchy of needs
BASIC NEEDS
- physiological (survival needs): food, clothing shelter, pay, working conditions, schedule
- Security and safety: insurance, retirement, job security
HIGHER NEEDS
- social (organized activities): belonging, acceptance, affiliation
- self-esteem: job title, praise, promotion, rewards, recognition
- self-realization: advanced training, job enrichment
Leadership styles
AUTOCRATIC: demands obedience, most control, full responsibility (needed in crisis)
CONSULTATIVE: asks for input, but makes major decisions alone
BUREAUCRATIC: by the book, follows procedures to the letter
PARTICIPATIVE: emerging trend in management, encourage workers to participate in decision-making. uses quality circles (ideal)
FREE REIN: least control, allows group to make the decisions
Leadership grid
IMPOVERISHED: low concern for people and production
COUNTRY CLUB: high concern for people, low concern for production
MIDDLE OF THE ROAD
AUTHORITY/OBEDIENCE/AUTOCRATIC: high concern for production, low concern for people
TEAM: high concern for people and production
Organizational leadership systems
- Exploitative, autocratic: job centered makes all decisions
- Benevolent, autocratic: job centered minor decisions made by workers
- Consultative: employee-centered, gain some confidence
- Participative (MOST EFFECTIVE): employee-centered, trust and responsibility
Scientific management
focus on the physical aspects of the job (assembly line, manufacturing)
Steps in evaluating
1) establish qualitative and quantitative standards
2) measure performance
3) compare to standard
4) take corrective action
Steps in decision making / problem solving
1) recognize and analyze the problem
2) determine workable solutions
3) gather data
4) choose solutions
5) take action
) follow-up the action
Managerial attributes
Management should be hands on and value-driven; explain your value system to your employees
