Module 1: Food Service Organization And Management Flashcards
What is an organization?
A social unit of people that is structured and managed to meet a need or to pursue collective goals.
4 Components of an organization
Work
Internal environment
Interpersonal relationships
Personnel
Define work.
What to be done; divide the tasks in different departments or committees
Define personnel.
Refers to the social unit or the people; must fit the job designated by the division of work.
Influences the activities and behavior of the employees
Internal environment
Acceptance of authority by the subordinate
Interpersonal relationships
Classify the components of organization
Tangible (W&P)
Intangible (II)
What are the organizational divisions?
Functional division
Geographical division
Product division
Information division
Client division
Work is divided by the function of the workers (departments, committees, etc.)
Functional division
Supervision is determined by geographical chain
Geographical division
Organization based on the flow of information
Information division
Organization depends on the product (ex.: Japanese/American brand)
Product division
Organization based on the client served
Client division
Give the 4 organizational structures
Line organization
Staff organization
Functional organization
Matrix organization
The personnel are primarily directed to carry out the functions needed to achieve organizational goals.
There are clear lines of authority.
Line organization
Performs tasks contributing indirectly in the achievement of goals
Provide advice or counsel
Staff organization
People are organized by the functional nature of their work. Divided into groups.
Functional organization
Horizontal flow of skills and information
Multiple reporting lines
Matrix organization
10 Classical principles of organization
Objectives
Specialization
Chain of command
Span of control
Delegation
Unity of command
Balance
Centralization and Decentralization
Division of labor
Esprit de corps
Objectives
Purpose of the organization
The job specifications and descriptions
Specialization
Increase productivity
Makes supervision easier
Produce better control
Chain of command
Hierarchy of power
If you have the authority to do something, you are responsible for the results
Span of control
Number of people that can effectively work together under one superior
Delegation
Authority is distributed downward through an organization
Unity of command
Every person is accountable to a single superior
Balance
Difficulty in establishing standards
Centralization and decentralization
Amount of power and authority retained
Division of labor
Grouping of functions or activities
Esprit de corps
Teamwork and strength in unity
Management
The effective and efficient planning, organizing, leading, and controlling of resources to achieve organizational objectives.
A statement that predicts the results of actions and the rationale behind.
Theory
Significance of theories
Help in predicting outcomes with some degree of confidence
Help in understanding and interpreting the current situation
Help in decision-making process under different circumstances
Managers are _______ of theories
Consumers
Managers, as consumers of theories, have to
Describe the causal mechanism.
Describe the circumstances under which the mechanism does not work.
Adjust managerial actions under different circumstances.
Enumerate the four theories
Classical management theory
Human relations theory
Management science theory
Modern management theory (systems, contingency, chaos)
Grouping of similar ideas that focus on the tasks, structure, productivity, and authority
Classical management theory
Pioneers of the classical management theory
F. Taylor
M. Weber
F. & L. Gilbreth
H. Fayol
Principles developed by H. Fayol encompass the basic tenets of this theory
Classical Management Theory
Characteristics and treatment of employees according to the classical management theory
Characteristics:
More attention on structure to achieve goals
Relies strongly on rules, operating regulations, and formal procedures
Employees:
Focuses more on work goals than workers
Theory X by Douglas McGregor
Mechanistic approach
Theory X by Douglas McGregor
Authoritarian management style
Employees are lazy and dislike their jobs
No trust in employees
Micromanaging
Carrot stick strategy
Views the organization as a social system
Recognizes the existence of the informal organization
Introduced behavioral sciences
Human relations theory
T or F. Human relations theory recognizes that social groups are formed within the framework of formal organization.
T.
Behavioral science pertains to
Motivation of employees to produce positive effects on morale and productivity
Combination of ideas from classical and human relations theory
Emphasis on research and quantitative techniques in decision-making (MIS, PERT)
Management science theory
Integration of ideas from classical, human relations, and management science theories
Recognizes the complexity of organizations and people
Modern management theory
3 theories under the modern management theory
Systems
Contingency
Chaos
Emphasizes on the interdependency of the different elements making up the organization
Systems theory
Believes that activities should be adjusted to fit the situation
Contingency theory
3 considerations in the contingency theory
Individual motivation varies
Adjustments in leadership behavior
Organizational structure must fit the organization’s environment and technology
Organizational events are rarely controlled
Managers should work with rather than against the process
Chaos theory
Characteristics and treatment of employees according to modern management theory
Characteristics:
Focuses on individuals and how they act in groups
Exhibits minimum formal duty divisions
Employees:
Believe that people will not always act rationally
Theory Y
Organic approach
Theory Y by Douglas McGregor
Participative management style
Trust their employees
Collaborative
Organic vs Mechanistic approach
Trends in FS management
ISO Series
MBWA/MBWAL
TQM
Strategic Management
Promotes the development of standards to facilitate exchange of goods and services
ISO Series
Example of ISO series used in FS
ISO 22000
T or F. A third party involvement is not necessary to assess the company against ISO standards
F
Requires personal involvement, good listening skills, and open recognition
MBWA/MBWAL
Emphasis is on the continuous process of quality improvement with sustained customer satisfaction as the ultimate goal.
TQM
Guiding principles of TQM (ACCEPPTS)
Aim for customers satisfaction
Communicate and coordinate all activities
Continuous improvement
Empower employees
Performance measures
Process centered
To integrate systems
Strategic and systematic approach
Strategic management
Management system that requires balancing the demands of the internal and external forces with the overall functioning of the organization and the efficient use of resources.
Tasks in strategic management
Identification of values, vision, objectives, and goals
Assessment of external factors as threats or opportunities
Assessment of resources and capabilities
Formation of organizational components
Crafting of strategic plan or management and decision-making structure
Managerial functions
Planning
Organizing
Staffing
Directing/Leading
Coordinating
Reporting
Budgeting/Controlling
Evaluating
[MF] Objectives, mission statements, strategies, outline of the steps to take to meet goals
Planning
Long term plans
Outcome goals
Strategic plans based on the mission statement
3-5 years
Short-term plans
Process goals
Interim plans to meet long-term goals
Days, weeks, months
[MF] Development of formal structure which work is divided, defined, and coordinated
Organizational chart, SOPs, programs and training
Organizing
[MF] Employing and training people; Maintaining favorable work conditions
Staffing
[MF] Directing, motivating, and coordinating staff and their activities
Motivational programs, establishment of atmosphere, delegating responsibilities
Directing/leading
[MF] Harmonizing activities to achieve objectives THROUGH Good organizational principles and communication
Coordinating
[MF] Keeping supervisors, managers, subordinates informed
Records, research, inspection, and other methods
Reporting
[MF] Control measures/activities to ensure that the organization is moving toward its goal
Fiscal planning, accounting, and controlling costs (food, labor, operating)
Budgeting/controlling
[MF] Process of comparing actual performance with desired performance (labor and operating costs)
Evaluating
Phases of management
Planning: setting of goals and strategies
Organizing and budgeting
Orientation and training of staff
Leading/directing and coordination
Monitoring and evaluation of performance
Controlling
Mintzberg’s Managerial Roles
Interpersonal (Figurehead, leader, liaison)
Informational (monitor, disseminator, spokesperson)
Decisional (entrepreneur, resource allocator, negotiator, disturbance handler)
Top management
Responsible for the long-term and perspective plans (3.5-10 years
Middle management
Lead specific functions in the organization and prepares the annual plan for their department
Junior management
Leads day to day operations
Supervisors
Also called first line managers
Link between management and operations staff
Skills needed by managers
Technical/customer skills
Human skills
Conceptual skills/administrative
Technical/customer skills
Skills related to the production work of the organization
Human skills
Attributes, knowledge, and learned behavior to work effectively and communicate with others
Conceptual/administrative skills
Related to working with abstract concepts and ideas
T or F. Top management must still know how day to day operations are executed.
T
T orF. It is not ideal that top management starts from the bottom.
F
Types of Power (French & Raven, 1960)
Legitimate
Information
Coercive
Connection
Reward
Referent
Expert
Comes from formal position held by the individual in an organization
Legitimate power
Comes from a leader’s ability to provide rewards
Reward power
Comes from the authority of the leader to punish those who do not comply
Coercive power
Held by leaders who are viewed as competent in their jobs
Expert power
Based on identification of followers with a leader
Also called charisma
Referent power
Based on the leader’s possession or access to information perceived as valuable
Information power
Based on the leader’s connections with influential or important persons
Connection power
Types of managers
Doer, facilitator
Reactive, proactive
Cutter, builder
Doer vs facilitator
Doer:
Lacks belief or confidence in his subordinates and hesitant to to delegate responsibility and authority
Facilitator:
Delegates responsibility and authority
Reactive vs proactive
R: reacts to crises as they arise
P: anticipates events based on organized evaluation and analysis of data; plans strategies and contingency measures
Cutter vs builder
C: responds to increasing costs with negative solutions
B: responds to increasing costs with positive solutions
Pinoy management styles
Pakiramdam (conservative)
Takutan or sindakan (dictatorial)
Kulit (micromanager)
Patsamba-tsamba (guesswork)
Ineffective managers
Commandant
Nice guy but won’t make decisions
Mobile manager
Petty bureaucrat
Free wheeler
Panic button boss
Empire builder
Climber
Ostrich
Buck passer
Efficiency vs effectiveness
Effective: selects/prioritizes the right things to accomplish (which one has the most impact)
Efficient: achieving outputs with minimum inputs
Presents the organizational structure
organizational chart
Blueprint of the organization
Organizational manual
Organizations involve the _____________ of people
Collective work
The challenge lies in ________ in the most __________ and ________ way
Putting the people to work together; effective;efficient
