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DOMAIN 3 > Management > Flashcards

Management Flashcards

1
Q

Plan, organize, direct, control, and Evaluate are all…

A

Functions of management

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2
Q

Needed with newly hired personnel who need close supervision; requires more managers

A

Narrow span of control

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3
Q

Used with highly trained employees requiring less supervision and less managers

A

Wide span of control

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4
Q

Formula for actual number of employees needed

A

of employees * 1.55 PT employees

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5
Q

Staffing pattern schdule for a particular opperation; i.e. dish line or tray line

A

Shift schedule

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6
Q

Schedule with time sequencing; tells what to do when

A

production schedule

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7
Q

Labor turnover rate =

A

(# employees terminated AND replaced/total positions in department) *100

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8
Q

Behavior is motivated by the desire to satisfy specific needs

A

Maslow’s Hierarchy of Needs

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9
Q

Basic Needs (Maslow’s theory)

A
  • Physiological (survival needs, food, clothing, shelter, pay, benefits)
  • Security and safety (insurance, retirement plans, job security)
  • When basic needs are met –> the Higher needs become motivators
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10
Q

Higher human needs (Maslow’s theory)

A
  • Social
  • Self Esteem: job title, praise, promotions
  • Self realization/actualization: job enrichment
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11
Q

motivational factors = job enrichment; maintenance factors = satisfiers and dissatisfiers

A

Herzberg’s Two-Factor theory

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12
Q

People have 3 needs: need to achieve, need for power, need for affiliation

A

McClellands: Achievement-Power Affiliation

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13
Q

The attitude of the manager to the employee impacts job performance;
Theory X: manager believes employees inherantly dislike work; autocratic, authoritarian, and negative
Theory Y: Manager believes employees like work and have fun; positive, participating management

A

Macgreggor’s theory of motivation

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14
Q

Involve people in the process and they become more involved; placebo effect –> special attention improves productivity

A

Hawthorne Studies – Wester Electric-Elton Mayo

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15
Q

Rewards serve as motivators IF employees believe effective performance leads to rewards and employees find the reward attractive

A

Beer’s Expectancy theory

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16
Q

5 Types of leadership styles

A
  • Autocratic (most control)
  • Consultative
  • Bureaucratic: by the book
  • Participative: sharing power
  • Laissez- Faire (least control
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17
Q

Most desireable and effective form of management

A

-Participative/Team management: high concern for workers and for work that needs to be done

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18
Q

Promoting someone to a level of incompetence; negative concept, don’t use this!

A

Peter Principle

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19
Q

Traditional management approach

A

-focuses on tasks, structure, authority; coordinates

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20
Q

Human relations Management approach

A
  • (behavioral)
  • Employee participation in decision making; increased morale and productivity
  • Participative leadership
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21
Q

Systems approach to management

A
  • organized whole composed of interdependent parts;
  • Open system: interactive with external factors; i.e. customers and suppliers
  • CHANGE in one part of the system affects all parts!!
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22
Q

Scientific management approach

A
  • Taylor
  • Work centered –> must work at fastest pace and highest efficiency possible
  • Focuses on physical (scientific) aspects of the job, not the human aspects
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23
Q

Management by objectives

A
  • Drucker
  • democratic management
  • participative management
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24
Q

Transactional Approach to management

A

-Rewards and punishments to achieve goals ; leader tells employee what they need to do to obtain rewards

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25
Q

Transformational Approach to management

A

-Inspire followers to be motivated to work towards ORGANIZATIONAL goals -> group mission, participative

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26
Q

Organizational change theory

A
  • manager recognizes a need for change and brings awareness for need to the workers
  • Increasing their dissatisfaction to promote a change
  • Proactive leaders
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27
Q
  • Understanding and proficiency in a particular position; lower levels of management
  • Ex: trayline supervision needs these type of skills
A

Technical skills

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28
Q
  • Skills to work well with people
  • Important at ALL levels of management, but IMPERATIVE at lower levels
  • Ex: kitchen supervisor who interacts with a lot of people (Upper and lower management)
A

Human Skills

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29
Q
  • Skills to see the organization as a hole; important at HIGHER management
  • i.e. Boss
A

-Conceptual skills

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30
Q

First step in decision making/problem solving

A

-Recognize and assess the problem
THEN
develop possible solutions and gather data

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31
Q

Brainstorming, but develops more ideas; prioritized decision making group technique
-Group RANKS items in order of priorirty

A

Nominal group technique (Delbecq)

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32
Q

Group technique that probes the expert minds to come into a consensus – participants don’t meet and ideas are all in writing

A

-Delphi group technique

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33
Q

SOP - shown through NCP and ability to critically think an dproblem solve to provide high quality nutrition care

A

-Standards of Practice in Nutrition Care

34
Q

SOPP - competent levels of BEHAVIOR in the professional role; i.e. competency, accountability, communcation

A

Standards of Professional Performance

35
Q

Point in legislative process where dietitians can present their views

A

Public hearings

36
Q

Agency that regulates content of food and advertisements

A

Federal Trade Commission

37
Q

Agency that regulates nutrient composition section of food label; ensures safety of some domestic and imported foods

A

Food and Drug administration

38
Q

Agency that regulates and licenses radio and TV nutrition ads

A

Federal Communications Commission

39
Q

One of the best reources for public policy RDs; public hearings and proposed/final rules are published weekly
-lists changes in USDA food programs

A

Federal Registrar

40
Q

Law that provides insurance against loss of income; payroll tax

A

Unemployment compensation

41
Q

Labor unions; created the National Labor Relations Board (NLRB) – listened to claims of “unfair labor practice”
*Pro-Labor

A

National Labor Relations Act (NLRA)

-Aka “wagner act”

42
Q

Act that specifies unfair labor practices of the union; ammended the wagner act
-PRO Management

A

Tafft-Hartley Labor Act

“Labor Management Relations Act”

43
Q

Prevents discrimination on basis of race, color, or origin; sexual harassment
-Overseen by EEOC (Equal Employment Opportunity Commission)

A

Civil rights act

44
Q

Sets minimum wage and OT laws

  • Equal pay act prohibits discrimination based on sex
  • Child labor laws
A

Fair Labor Standards Act (FLSA)

45
Q

Up to 12 work weeks unpaid, job protected leave annually

  • Guaranteed an equal job, but not he SAME job
  • Companies of > 50 employees
A

Family and Medical Leave Act

46
Q

Must provide accommodations for employees with disabilities

  • Wide aisles (36”) and doors (32”)
  • Install ramps, lower shelves and phones, and flashing alarm lights
  • Companies with > 15 employees
A

Americans with Disabilities Act

47
Q

Employees can transfer coverage for current illnesses to new employers insurance plan

A

Health Insurance Portability and Accounting Act (HIPAA)

48
Q

Studies ALL aspects of the job

A

Job analysis

49
Q

Required skills and responsibilities of a position; matches applicants to the job; orientation and training; employee appraisal

A

Job Description

50
Q

The duties, conditions, qualifications, of a job

  • Written for each job, not each position
  • Used by HR for hiring purposes
A

Job Specification

51
Q

Promotions

A

Criteria for promotions = merit and seniority

-Unions primarily use seniority

52
Q

Illegal “shops” in public employment

A

Union Shops: Forced to join union upon hire

Closed Shop: must be union member before hiring

53
Q

Ability to join the union or not

A

Open Shop

54
Q

Employee who reps fellow employees as the union representative; ellicited by members

A

Union Steward

55
Q

What happens if collective bargaining fails?

A

Mediation –> neutral person helps settle differences; not binding

THEN

Arbitration: hearing to resolve the dispute between management and laborer *FINAL step in bargaining

56
Q

Budget that begins with this years expenses PLUS an inflation factor; uses existing budget as a base

A

Traditional “incremental” budget

57
Q

Budget begins at ZERO; must justify each expense; no assumptions; planning oriented

A

Zero-Based Budget (ZBB)

58
Q

Budget that fluctuates throughout the year based on revenue and expenses

A

Flexible budget

59
Q

Type of budget that Details what it costs to perform an activity; i.e. how much it costs to supervise the cafeteria

A

Performance budget

60
Q

Costs that are NOT affected by sales volume

  • Not evident in day to day business but required for business to exist
  • Ex: rent, taxes, interest, insurance
A

Indirect (fixed) costs

61
Q

Costs that vary directly with the changes in sales (revenue)

-Ex: China, Food, laundry, uniforms

A

Direct (variable, flexible) costs

62
Q

Fixed and Variable component of cost

-Ex: Labor –> have a set # of employees and more are hired as revenue increases

A

Semi-Variable Costs

63
Q

Most readily controlled budget item ; most fluctuation

A

Food costs

64
Q

Summary of all expenses and revenues for the month by category
Ex: meat, fruit, dairy

A

General Ledger

65
Q

Income (revenue), expenses, and profit over the course of a budget period

A

Profit and Loss Statement (aka Income Statement)

66
Q

Lists the ASSETS (good and products OWNED; cash; inventory; $ owed to you) and the LIABILITIES (amounts you OWE others)
-Assets = Liabilities + Equity

A

Balance sheet

67
Q

Inventory turnover rate

A

Measures how often inventory is consumed and replenished

Cost of sales (food cost) / Avg inventory cost

68
Q

Average desireable turnover rate =

A

2-4 times per month

HIGH turnover = limited inventory being kept; theft; waste; increaed customer count

LOW turnover = a lot of money tied up in stock; decrease in customers; risk for spoilage

69
Q

Daily Food Cost %

A

Tels what % of income was spent on food sold

Daily FC / Daily income

70
Q

Food cost per meal =

A

(Inv at Beg of month - Inventory at end of month + Food Cost) / # of meals per month

71
Q

Profit Margin

A

portion of sales remaining after all expenses are paid

= net profit / revenue

72
Q

Gross profit

A

profit after deducting cost of food/drinks sold from sales

= (sales) - (Cost of goods sold)

73
Q

Cost of sales

A

cost of what your selling/what has sold (i.e. food and beverages sold)

74
Q

FIRST step in marketing process

A

identify a NEED that is not being filled (market niche)

75
Q

Marketing Mix 4 Ps

A

Product
Place
Price
Promotion

76
Q

Breakeven Point in # of Units Sold

A

To find out how much you need to sell to break even

= FC (Fixed Costs) / (Selling Price - Variable Cost)

77
Q

Breakeven Point in Sales Volume

A

The $ you need to bring in to break even

= Fixed Costs/ (1 - Variable Costs/Sales)

78
Q

Prime Cost

A

= Food + Labor

79
Q

Cost of Profit Pricing

A

Guarantees a certain profit with each sale

80
Q

Cost Benefit Analysis

A

Determines if goal of intervention is worth the cost of the efforts
*Benefits should be > costs

81
Q

Cost Effectiveness Analysis

A

ASSUMES that the goal of the intervention is worthwhile –> ? is which intervention is the MOST EFFECTIVE

  • compares cost of alternative methods
  • HOW should we..

DOMAIN 3 (2 decks)

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